Abstract This study examines how workplace coaches make sense of their career-work experience in their coaching work with senior leader clients and whether it contributes to qualities perceived as distinctively human when compared with AI coaching agents. Semi-structured interviews were conducted with thirteen coaches from seven countries across three continents and analysed using Interpretative Phenomenological Analysis (IPA) with cross-case integration. Four themes were developed: (1) using experience for sharpening insight and rapport, (2) balancing shared experience with universal leadership realities, (3) strategic sharing through story and metaphor and (4) coaching maturity guiding decisions on when to use lived experience. Participants described credibility and shared language as accelerating trust, while also emphasising restraint, permission and self-regulation to avoid advice giving and assumption. Coaches also reported that distance from a former domain can protect curiosity. Findings inform coach selection and matching and highlight the importance of context-sensitive judgement when integrating experience.
Passmore et al. (2026) studied this question.
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