Building a coaching cadence inside a senior leadership population

Context

Senior services leaders across the ASEAN region were attending leadership programmes at scale, with limited durable improvement. The HR leadership team's hypothesis was that the gap was downstream of training: senior leaders had no one coaching them through the application phase. The brief was to build internal coaching capability inside the senior cohort itself, so that the development of the next leadership tier compounded through the line rather than through external vendors.

Approach

• 01Coach the Coach programme delivered to the senior leadership cohort across two ASEAN markets
• 02Structured pairing of senior leaders into reciprocal coaching relationships post-programme
• 03Quarterly group supervision sessions for the first year to maintain coaching discipline
• 04Capability handover into the regional L&D function at month twelve

Outcomes

• ●Internal coaching capability established across 24 senior leaders with documented coachee feedback
• ●Senior-leader coaching contact hours rose to a regional average of 4.2 per month per coachee
• ●External coaching spend reduced by 40% in year two without reduction in development outcomes
• ●Capability now self-sustaining: programme runs annually with internal facilitators

“We stopped buying coaching as a service and started building it as a capability. That changed our leadership economics.”