Coaching vs. Consulting: Why the Questions You Ask Matter More Than the Answers You Give

Severin Sorensen
19 hours ago
3 min read

Across industries, the roles of coach and consultant are becoming increasingly intertwined. As more professionals step into hybrid roles—where guidance, mentorship, and strategy collide—it becomes critical to understand how our methods shape the experiences and outcomes of those we support.

This article is designed to raise awareness about the subtle but powerful differences between coaching and consulting, and to explore how both can be used intentionally and ethically to create meaningful impact.

Coaching and Consulting: What’s the Difference?

At a high level:

Consulting focuses on delivering expertise. Consultants are engaged to diagnose problems and provide ready-made solutions.
Coaching, on the other hand, focuses on facilitating growth through inquiry. Coaches help individuals develop their own clarity and confidence by asking thought-provoking questions.

This distinction influences how people think, act, and grow. Research shows that coaching tends to yield greater improvements in self-efficacy, goal attainment, and well-being over time, compared to primarily advice-driven approaches (Haan, 2023).

Why Questions Matter

In coaching, the right question can be more transformative than the right answer. Reflective inquiry invites people to examine their assumptions, clarify their motivations, and unlock fresh thinking. Here are a few examples of powerful coaching questions:

“What values are guiding your decisions right now?”
“What story are you telling yourself about this situation?”
“If success didn’t look like it used to, what might it look like now?”

These questions help shift attention from surface-level solutions to deeper understanding. According to Passmore (2020), this kind of questioning can lead to more sustainable learning and growth because the insight comes from within.

But What If People Want Answers?

It’s common for people—especially in high-pressure or fast-paced environments—to want quick fixes. And in many cases, offering advice can be useful. But even when someone says, “Just tell me what to do,” there’s often value in pausing. Instead of jumping in with answers, you might say:

“Would it be helpful if I shared an idea—or would you like to think through this together?”
“Can I offer an outside perspective, or would it serve you more to work it through first?”

This kind of framing keeps the conversation grounded in partnership rather than hierarchy. Research in consulting psychology suggests that maintaining clarity about roles—coach vs. consultant—helps preserve trust and promotes client empowerment (Berman, 2006).

Blending the Two Thoughtfully

For those who wear both hats—coach and consultant—knowing how to integrate these approaches ethically is key. Here are three principles that help:

Be Transparent About Your Role: Make it clear when you're switching from coach to consultant. For example: “I’m going to step into a consulting role for a moment—would that be okay?”
Support Autonomy, Even When Offering Insight: Rather than prescribing solutions, offer frameworks, examples, or questions that prompt reflection. For instance: “Here’s something I’ve seen work before—how does that land with you?”
Reflect Before You Advise: Before giving input, ask yourself: “Am I serving this person’s long-term growth—or just solving a short-term issue?”

The International Coaching Federation (ICF) stresses the importance of upholding ethics and preserving the client’s agency, especially in team and organizational contexts (ICF, 2020).

Reframing Value: From Expertise to Empowerment

Consultants deliver answers. Coaches develop people who can find their own. While both roles have value, the long-term impact is often stronger when individuals feel ownership over their growth and decisions.

Ultimately, it’s about using expertise wisely. When we ask great questions, we invite others to step into their full potential. When we jump too quickly to answers, we may unintentionally rob them of that opportunity.

A Final Reflection for All of Us

Whether you identify as a coach, consultant, mentor, or leader, ask yourself: Are you here to impress others with your insights, or to help them uncover their own? How you answer that question will shape how you show up—and how lasting your impact will be.

References

Berman, W. H., & Bradt, G. (2006). Executive coaching and consulting: "Different strokes for different folks". Professional Psychology: Research and Practice, 37(3), 244–253. https://doi.org/10.1037/0735-7028.37.3.244

Haan, Erik & Nilsson, Viktor. (2023). What Can We Know about the Effectiveness of Coaching? A Meta-Analysis Based Only on Randomized Controlled Trials. Academy of Management Learning & Education. 22. 10.5465/amle.2022.0107.

International Coaching Federation. (2020). ICF Team Coaching Competencies:

Moving Beyond One-to-One Coaching. https://coachingfederation.org/wp-content/uploads/2021/01/Team-Coaching-Competencies-4.pdf

Passmore, Jonathan & Lai, Yi-Ling. (2020). Coaching Psychology: Exploring Definitions and Research Contribution to Practice. 10.1002/9781119656913.ch1