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Taken together, coaching is not an individual benefit. It is a system-level support that helps organizations move through workforce adjustment without repeating the long-term cultural and capacity losses documented during DRAP.

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For leaders

​The DRAP report highlighted that leadership quality was the primary differentiator between humane and harmful experiences. A confidential coaching space supports the efforts of leaders to remain accountable for culture and trust so that they can:

• Communicate honestly and clearly under constraint

• Acknowledge uncertainty without eroding confidence

• Hold accountability for culture and trust

• Make decisions they can stand behind over time

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For managers, coaching builds readiness for emotionally charged conversations and helps them respond with empathy and consistency while managing their own stress and moral load. During DRAP, unsupported managers unintentionally amplified harm; supported managers helped stabilize teams and preserve trust.

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For employees who remain, coaching restores agency at a time when uncertainty undermines confidence and engagement. It supports people to think clearly, process transition, and make intentional choices—reducing disengagement and unnecessary attrition.