Our impact

Developing senior leaders’ coaching capability to empower others

We created significant coaching capability uplift through a skill-building program of workshops and coaching circles.

The Challenge

During a time of significant organisational change, our client recognised that coaching (a common practice in high-performing organisations) is an essential skill for leaders to enhance employee engagement and performance. In an organisation where leaders were more used to providing instruction and direction, a coaching approach demanded that leaders grant individuals the time and space to recognise and take up opportunities, and to address issues constructively. The challenge was strengthen senior leaders’ capability to help individuals to perform well in a tough environment.

The Approach

The requirement was to build the coaching capability of a broad range of current and emerging leaders across the organisation. We partnered with this client to design, pilot and deliver a longitudinal coaching program. Managers were given the opportunity to develop coaching skills through formal learning and apply these skills in a recognised coaching relationship, supported by an external coach and peer groupings. As well as developing coaching capability of senior leaders, the coaching program worked to build the capability and performance of internal staff.

The Outcome

Our coaching program enabled senior leaders, with a range of coaching capability, to fine-tune their coaching skills through targeted practice and reflection. Senior leaders judged the program to be valuable, choosing to invest time and energy in their coaching relationships and in their own professional development. The coachees reported that the program was extremely worthwhile, providing meaningful opportunities to work through important questions and situations, noting that it provided the best example of individualised development they had ever experienced.

Due to the success of the pilot program and the appetite of senior leaders to work with other coachees, a second program was conducted. Approximately 40% of the pilot program coaches participated in a second round. The improved program included ‘advanced skill building workshops’ for returning coaches, and was extended to 5-6 months to ensure good traction and maximise the working relationship.

The Program Lead noted: “The  practical, effective program enabled our coaches to put theory into ‘real life’ practice. It ensured that both coaches and coachees were well supported in defining and achieving meaningful individual performance goals. Further, coaches were able to demonstrate their willingness to live the values of the organisation by investing in their own and others’ development. The coaching program has contributed to the achievement of our strategic goal of strengthening coaching skills across the organisation.”