There is widespread agreement that change is more successful when leaders move away from being constantly directive and instead, coach their employees and colleagues. Traditional performance reviews are moving to frequent discussions about work. These discussions are mutual explorations of how to make things better, rather than one-way streams of advice. Since current circumstances have changed the ease and frequency of people getting together face-to-face, in groups, the question has become, “Can you teach leaders to be better coaches virtually, when they are physically distant from each other?”