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opment programs, many organizations report little change in manager behavior or improved manageremployee relations. To be fair, many managers simply don%u2019t have the time to do things differently or take part in extended training programs. They%u2019re facing escalating levels of workload and burnout and yet are being asked to adopt a more patient, facilitative style of leadership. What could possibly go wrong?While some organizations continue to try to escape this catch-22 with costly, timeintensive leadership training, others are exploring artificial intelligence as a shortcut. If the avalanche of AI-tools now hitting the HR marketplace can automate routine tasks for managers, the theory goes, then perhaps wecan create more space for a coaching style of leadership. If not, maybe we go a step further and delegate realtime guidance and employee support to a new wave of AI coaching tools.These ideas warrant serious evaluation. But they%u2019ve been so hyped that they can be distracting.We%u2019re behavioral scientists who study and advise organizations on what strengthens performance and culture at work, and we%u2019ve discovered that there%u2019s a simple, more-manageable way to help managers develop a coaching style of leadership: Instead of asking them to take part in time-consuming training programs or adopt new technologies, encourage them to transform interactions that they%u2019re already having with their employees into coaching moments.Some of these interactions take place during the routine flow of work, among them one-on-ones, weekly meetings, and project reviews. Others form part of the performance infrastructure, such as goal setting, feedback conversations, performance reviews, and reward. But in all cases, the idea is to help managers design %u201cjustin-time%u201d guidance, nudges, and motivation that can change the nature of the relationship that they have with their teams.This approach, which we call everyday coaching, can pro-