The Principles of Personal Leadership: A Path to Transformational Leadership Principle #10: Teach, Coach, and Mentor

Inspired by Mark Sasscer’s Accountability Now! 

Leadership’s Greatest Legacy

True leadership is defined not by titles or authority, but by influence. Transformational leaders know their legacy will not be measured solely by what they accomplish, but by what they inspire others to achieve. Teaching, coaching, and mentoring are powerful pathways to extend that influence. Each act of development multiplies a leader’s impact, shaping the next generation of thinkers, decision-makers, and caregivers.

Mark Sasscer captured this principle clearly:

“There is no more powerful way to teach, coach and mentor and no more effective way to inspire discretionary effort than to be present – physically, intellectually, and emotionally – for those we lead.”

Leaders who commit to teaching, coaching, and mentoring ensure their influence multiplies. They don’t just build programs or systems; they build people. And when people are empowered, they carry the mission forward far beyond the leader’s tenure.

A Story of Growth in Action

At its heart, this principle is about stewardship. Leaders are entrusted not just with results, but with people. Every interaction is an opportunity to teach a skill, coach toward improvement, or mentor toward long-term success.

I once worked alongside a physician leader who embodied this principle. Instead of solving problems for her residents, she asked guiding questions: “What options do you see? What’s the risk of each? What would you do differently next time?” By challenging them to think critically, she developed confident, capable physicians who later credited her coaching for their growth. Her influence lived on not only in the patients she treated but in the countless others cared for by those she had mentored.

That’s the ripple effect of leadership. One leader’s choice to coach instead of control can influence not just one individual, but every patient, family, and colleague that individual touches in the years ahead.

The Three Pathways of Growth

Transformational leaders recognize that people need different forms of support at different stages of their journey. The three primary ways leaders develop others are teaching, coaching, and mentoring:

• Teaching provides knowledge and skills. It is structured, instructional, and answers the “what” and “how.” For example, an experienced nurse showing a new colleague how to use life-saving equipment.

• Coaching draws out potential. It focuses on asking questions, reframing perspectives, and guiding reflection to help individuals discover their own solutions. For example, a healthcare executive coaching a physician leader through a tough staffing decision may do this by asking reflective questions instead of prescribing a script.

• Mentoring is a long-term investment. It addresses character, purpose, and vision. A mentor may stay connected for years, guiding someone through career transitions, professional setbacks, or moments of opportunity.

Great leaders know when to wear each hat. Sometimes someone needs to be taught. Sometimes they need to be coached. And sometimes, they just need a mentor to believe in them until they believe in themselves.

Inclusion Through Development

Teaching, coaching, and mentoring also serve as acts of inclusion. To intentionally invest in another person is to say: “I see you. I believe in you. I’m willing to invest time and energy in you.”

In one organization, I watched a senior surgical technician intentionally mentor new staff who felt overwhelmed and unsure of their place. By taking time to teach them skills, coaching them through challenges, and offering encouragement in the break room, he built their confidence. Over time, those employees gained confidence, and the department's culture shifted from one of intimidation to one of collaboration.

Inclusivity in leadership thrives in everyday choices to invest in others’ development. When every person feels their growth matters, organizational trust and engagement naturally deepen.

Why Leaders Hold Back

If teaching, coaching, and mentoring are so powerful, why don’t more leaders do it? Often it comes down to busyness, perfectionism, or fear. It feels faster to “do it yourself” than to slow down and teach. It feels easier to provide answers than to coach. It feels safer to focus on your own performance than to mentor someone who may eventually surpass you.

Transformational leaders see it differently. They recognize that their ultimate success is measured not in what they personally achieve, but in what they equip others to succeed. That’s the mark of true transformational leadership. “A” leaders recruit “A” individuals. They thrive on creating a culture of excellence and fostering success in others. “B” leaders recruit “C” individuals because of fear and insecurity of the success of others. Lead with “A” leadership!!

Building a Legacy of Leaders

Practical ways to live out this principle include:

• Be intentional. Mentoring and coaching don’t happen by accident. Leaders who want to develop others must treat it as a priority, not an afterthought. Blocking time on your calendar communicates that growth is just as important as performance. Without that intentional commitment, the urgency of daily tasks will always win. Protecting space for mentoring ensures your influence extends beyond immediate results.

• Ask before you answer. Giving answers may feel efficient in the moment, but it limits growth. By asking guiding questions such as “What options do you see? What would you try first?” you invite people to think critically and build confidence in their own judgment. This approach develops leaders who can solve future challenges independently, rather than relying on you for every decision.

• Recognize hidden potential. It’s easy to invest in the most visible high performers, but transformational leadership means looking deeper. Some of the strongest leaders begin quietly, waiting for someone to see their potential. By noticing untapped ability and offering encouragement, you unlock talent that might otherwise remain hidden. These investments often yield surprising, long-term dividends for both the individual and the organization.

• Model vulnerability. People grow in environments where honesty is valued. Sharing your own missteps and lessons learned shows that mistakes are part of the process. When leaders admit challenges and reveal how they overcame them, they create a culture of authenticity. This openness not only builds trust but also gives others the courage to take risks and grow.

• Celebrate progress. True leadership is about progress, not perfection. Recognizing resilience, effort, and improvement—even when results aren’t immediate—reinforces that growth matters. Celebrating small wins keeps people motivated and engaged, and it demonstrates that leadership values the journey as much as the destination.

  
  

Questions to Ponder

• Am I investing more in projects or in people who can carry the mission forward?

• Do I intentionally set aside time to teach, coach, or mentor—or do I default to completing tasks myself?

• Who in my sphere of influence needs encouragement to step into the potential I already see in them?

  
  

Final Thoughts

Leadership is stewardship. By teaching, coaching, and mentoring, leaders extend their influence far beyond their own careers. These practices build future leaders, strengthen organizations, and create cultures of trust and growth. The most enduring measure of leadership is not what we accomplish on our own, but what we empower others to achieve.

Acknowledgment

This series draws inspiration from Mark Sasscer’s Accountability Now! Living the Ten Principles of Personal Leadership. His work continues to influence my thinking and serve as a foundation for those of us committed to leading with clarity and intention.

As always, I welcome your reflections. Feel free to leave a comment or connect with me at scott@drscottwolf.com. I’d love to hear your perspective.