Democratising Coaching: A Space for Every Person to Thrive

A few weeks ago, I had the rare privilege of sitting in a closed session with former President of Liberia, Ellen Sirleaf Johnson and Chief Justice of Kenya, Martha Karambu Koome. Chief Justice Koome was speaking about something that struck me deeply — the democratisation of the law. Her vision was bold and beautifully simple: how do you take the law out of traditional, expensive institutions and make it accessible to everyone? How do you open smaller courts, simplify processes, and create pathways for ordinary people to not only understand the law, but to live within it and confidently claim their human rights?

I sat there, listening intently, and my mind drifted — not out of disrespect, but out of inspiration. Because I kept hearing echoes of a conversation I have been having with myself for years. Only in my world, the word wasn’t “law.” It was “coaching.”

The Coaching Elite

Coaching, in its traditional form, was never designed for everyone. Its origins were rooted in performance — in getting the best out of those already considered exceptional. Athletes on the cusp of greatness. Executives steering billion-dollar decisions. The assumption was always that coaching was a resource reserved for people who had already proven their promise, a finishing tool for the already-polished.

My own introduction to coaching reflects this reality exactly. Four years ago, the company I worked for offered coaching to a select group of senior leaders — the Chief Technology Officer, the Chief Operating Officer, myself included. It was a powerful, transformative experience. But it was also painfully exclusive. Nobody else in the organisation had access to it. Entire teams of talented, capable, ambitious people were left outside that door — not because they didn’t need it or wouldn’t benefit from it, but simply because of their title or their level on an organisational chart.

That experience lit something in me. I realised that if I had been changed by coaching, others deserved that same opportunity. So I went and became a certified coach myself, motivated by a desire to bring that space into the workplace — not just for the C-suite, but for the people who make up the fabric of organisations every day.

But Aren’t There Already Too Many Coaches?

As I have gone deeper into the coaching profession, I have encountered a concern that is raised often, sometimes as a genuine question and sometimes as a quiet dismissal: “There are so many coaches now — does the world really need more?”

It is a fair observation. The coaching industry has grown enormously, and in some circles, the market feels saturated. The implication, of course, is that when supply outpaces demand, value drops. That when everyone is a coach, coaching loses its meaning.

I beg to differ.

In that same session where Chief Justice Koome spoke, I was also fortunate enough to share the room with three other phenomenal coaches. Each one brought a distinct perspective, a unique presence, and a depth that reminded me why this work matters. I was so moved by two of them that I have since engaged them to coach me. Their existence in the same space did not diminish the value of what they offered — it enriched it.

The question is not whether there are too many coaches. The question is whether coaching is reaching enough people.

The Case for Democratising Coaching

Here is what I believe with my whole heart: inside every person is a remarkable leader. Not just those with corner offices or impressive titles — every person. The parent navigates a difficult family dynamic. The young professional is trying to find their footing. The mid-career employee who feels stuck but cannot articulate why. The entrepreneur carrying the weight of a dream entirely alone.

Every one of these people would benefit from having a dedicated space — a space that belongs to them, where they can unpack their thoughts, surface their challenges, and think more clearly alongside someone who is genuinely present with them. That is what coaching offers. And that kind of space is not a luxury. It is a human need.

The problem is that we have treated it like a luxury for far too long.

We have gatekept coaching behind corporate budgets and premium price tags. We have positioned it as something you receive once you have arrived — a reward for leadership rather than a tool for developing it. In doing so, we have denied it to the very people who might need it most: those still finding their way, still becoming who they are meant to be, still trying to navigate a world that was not always designed with them in mind.

A Different Vision

Chief Justice Koome’s vision for the law moved me because it was not about tearing down what exists — it was about expanding access. About recognising that justice cannot truly be justice if it is only available to those who can afford it or who already know how to navigate its corridors. She is building bridges between the law and the communities it is meant to serve.

I want to do the same with coaching.

I want to see coaching move beyond the boardroom and into communities, schools, and workplaces at every level. I want to see managers trained to hold coaching conversations with their teams — not as a performance management tool, but as a genuine act of care and investment in another person’s growth. I want to see organisations create cultures where being coached is not a sign that something is wrong with you, but a sign that something remarkable is being cultivated in you.

And I want to see professional coaching become financially and structurally accessible to people who have never imagined it was for them.

The Space Every Person Deserves

No one reaches their fullest potential in isolation. We all need mirrors — people who help us see ourselves more clearly, ask us the questions we are afraid to ask ourselves, and hold space for us to grow without judgment. That is what a great coach does. And that is what every person deserves access to, regardless of their role, their income, or their stage of life.

The democratisation of coaching is not about diluting the profession. It is about honouring the profound value it carries by refusing to keep it locked away from the people who need it most.

If the law can reach local communities, so can coaching. And when it does, we will not just be developing better leaders — we will be building a world where more people feel seen, supported, and empowered to live into who they truly are.

That is a world worth working towards.