Coaching over counting: A smarter approach to performance

If we want to create workplaces where people thrive, innovate, and stay, we must go beyond managing to metrics.

The AEC industry thrives on measurable outcomes. Performance metrics help firms track project deadlines, financial performance, and operational efficiency. But when metrics become the primary management tool, they create a narrow, short-term focus that can stifle engagement and innovation.

ISG takes a different approach. We focus on coaching behaviors rather than just tracking metrics. This shift doesn’t eliminate performance metrics; instead, we use them as a tool to guide professional development, build trust, and drive long-term success. Here’s how:

1. Focus on progress, not just outcomes. Good behavior begets good results. While hitting targets is important, true success comes from developing the skills, habits, and critical thinking abilities that lead to sustainable performance. Coaching emphasizes the process behind success, helping employees build the foundation and self-awareness for long-term growth.
   As an employee-owned multi-disciplinary firm, we encourage an ownership mindset where professionals take the lead on challenging projects and focus on continuous improvement, not just task completion. This commitment to partnership strengthens our team, making us more resilient and adaptable.
2. Engagement and trust: The key to retention. AEC firms are facing talent challenges. Burnout and disengagement are real risks when employees feel managed by numbers rather than developed as professionals. Coaching builds trust and engagement by focusing on individual growth, not just performance metrics.
   Project-based mentorship models are dynamic and hands-on, ensuring employees feel mentally fit, valued, and motivated. When professionals see their own progress, they stay engaged, energized, and committed to their work.
3. Problem-solving over micromanagement. Over-reliance on performance metrics can lead to a culture of micromanagement. Employees may hesitate to take risks, fearing that change could negatively impact their metrics. Coaching, however, fosters a problem-solving mindset, empowering professionals to take ownership and adapt to unexpected challenges.
   According to a Gallup study, workers who know and use their strengths average 10 percent to 19 percent increased sales and 14 percent to 29 percent increased profit, among other bottom-line results. If teams are equipped with strategies to excel under pressure, it builds an “own-it” mentality. Rather than simply checking boxes, professionals develop the skills to think critically, make informed decisions, and drive meaningful impact.
4. A dynamic approach to leadership. Performance metrics are static. People are not. Coaching allows leaders to tailor their approach, recognizing that employees have different strengths, weaknesses, and can improve their self-awareness. This adaptability leads to stronger teams and more effective leadership.
   ISG reinforces this approach by leveraging strengths across 12 public and private sectors and 14 offices, exposing professionals to diverse challenges and workloads. The result? An agile, well-rounded workforce that finds the balance between direction and autonomy and is ready to shift when needed.
5. Coaching fuels cultural motivation. Performance metrics set benchmarks, but they don’t inspire innovation. Coaching does. When employees are coached – not just measured – they challenge assumptions, propose creative solutions, and push the firm forward.
   Momentum matters, and if you aren’t winning, you probably aren’t having fun. Employees take responsibility for their own growth and the firm’s success, reinforcing a culture where excellence is expected, encouraged, and contagious. Remember: it doesn’t take talent to have a good attitude.

Using performance metrics for coaching, not just measurement. Performance metrics are valuable, but only when used effectively. We don’t manage to metrics; we use them to strengthen performance by:

• Linking metrics to behaviors. Instead of just tracking billable hours, assess how employees communicate with clients – strong relationships drive repeat business.
• Pinpointing strengths and opportunities. Coaching provides the tools and support for growth, ultimately improving profitability.
• Knowing when to act. If coaching isn’t driving improvement, it’s time to decide – either help them grow or let them go.

The long-term impact of coaching. Coaching-driven organizations don’t just hit metrics – they build high-performing, engaged teams that sustain success over the long run. Employees take responsibility for continuous improvement, developing the skills and relationships that shape the future of ISG and ultimately, the industry.

Numbers will always matter. But if we want to create workplaces where people thrive, innovate, and stay, we must go beyond managing to metrics. We must coach, develop, and inspire. The result? Better engagement, stronger teams, and lasting success. 

Lynn Bruns, PE is chief executive officer of ISG. Connect with him on LinkedIn.