Today many organisations increasingly prioritise skills-based approach to talent management. In these strategies, companies emphasise developing targeted skills to drive performance and growth. Organisations invest heavily in training programmes designed to equip employees with skills and competencies aligned with their roles, ensuring they excel in their responsibilities.

In fact, despite this significant investment, only 10% of all spending in Learning and Development (L&D) programmes is reported to yield meaningful results. One of the reasons is that knowing how to do things does not automatically mean that we do them. Traditional approaches often overlook the mindset shifts and empowerment needed to transform knowledge into action. Without addressing ways of thinking and attitudes, even the best training programmes fail to deliver sustainable results.

In this article, we will explore why learning skills alone is not enough to see the desired change and how coaching can empower businesses to bridge the gap between knowing and doing.

A survey revealed that 70% of leaders recognise a skills gap within their organisations, with 40% noting that this gap has widened over the past years. One of the primary reasons skills fail to translate into tangible results is the lack of subsequent application of learnt skills within the workplace.

When skills are treated as isolated assets, disconnected from the daily challenges people face, it leaves employees equipped with knowledge but unable or unwilling to apply it effectively in their roles. People need further support to translate their training into real-world application.

Our mindset plays a significant role in our ability and willingness to apply new skills. The most common mindset barriers people might face include:

Organisation’s culture — particularly in terms of psychological safety and supportive leadership — plays a critical role in helping employees transform theory into practice. While “lack of application” relates to structural or operational gaps in skill deployment, and “mindset blocks” designate the inner human barriers that hinder skill application, the broader organisational culture can either amplify or reduce those efforts.

An unsupportive organisational culture can significantly inhibit employees’ ability to apply newly acquired skills. When leadership does not value such things as “open communication” or “constructive feedback”, individuals are far less likely to take the risks necessary to apply these skills in their daily work. In an environment where mistakes are penalised rather than seen as opportunities for growth, employees may avoid putting new skills into action altogether.

The true key to flourishing lies not just in sharpening skills but in adopting an open-minded attitude to risk and innovation. Shifting from a narrow focus on “doing” — the acquisition of skills — to a broader understanding of “being” — the embodiment of values and mindset — is crucial for sustainable results.

Recent reports show that 80% of executives believe employees' growth mindset directly contributes to revenue growth. To facilitate this transformation, organisations need to take up a holistic approach that integrates skill development with mindset cultivation. This is when coaching becomes a transformative tool, unlocking potential and bridging the gap between learning and action. Here are some main reasons why:

True success is not measured by checklists of skills but by how they are integrated into daily routines and contribute to innovation and collaboration.

At Elatra, we enable businesses to cultivate skills and capabilities that matter by strategically integrating coaching with corporate training and learning programmes.

Incorporating coaching into the company’s learning culture helps create lasting, organisation-wide impact, nurturing an environment where employees feel supported, valued and motivated to excel.