In today's complex and volatile business ecosystem, the ineffectiveness of traditional paradigms of command-and-control management and training based solely on the transfer of technical knowledge has confronted organizations with the strategic challenge of the "knowledge-action gap" in marketing and sales teams. This study, by adopting a systematic and analytical review approach of modern management and behavioral science literature, critically analyzes and explains the mechanisms of the distinctive impact of "professional coaching based on the standards of the International Coaching Federation (ICF)" on optimizing organizational performance. The findings from an in-depth analysis of scientific literature indicate that standard coaching intervention, as an "endogenous development" paradigm and in contrast to common prescriptive approaches, has a positive and significant correlation with the improvement of key performance indicators through the activation of precise psychological mechanisms. The extracted evidence confirms that this specialized approach internalizes the source of behavioral control in human capital by promoting metacognition, strengthening "emotional self-regulation", increasing "psychological resilience" and strengthening self-efficacy beliefs. By facilitating the mental transition of employees from "passive knowledge accumulation" to "creative executive agency" and creating a sense of ownership and internal commitment, this intervention removes mental barriers to strategy implementation and provides a platform for transforming potential knowledge into actual behavioral competencies. Finally, this study proves that establishing a principled coaching culture is not a complementary choice, but a strategic necessity and an inevitable prerequisite for organizations that seek to create sustainable competitive advantage by maximizing the latent potential of their human capital in the era of the knowledge-based economy.