Building a distinctive Coaching program with a FTSE 100 beverages company


  • Our client is a FTSE 100 beverages company that manufactures, supplies, and distributes some of the best-known brands in its field. The company is committed to delivering growth and productivity by harnessing personal engagement, individually and collectively.
  • They wanted a partner to devise and deliver a distinctive coaching program that complemented their internal support. It needed to provide consistency across the 150 participants different geographies and cultures.




We designed a five-session coaching program consisting of individual coaching time, global coach faculty support, peer supervision and regional insights sessions. It focused on connecting performance with individual and company purpose, and leadership possibility.

The sessions were focused around:

Engagement: An initial call between coachee, line manager and coach crystallized individual performance goals. The first coaching session then identified two key behavioral shifts that would enhance leadership.

Transition: Using 720° feedback from friends, family, work colleagues, and the coachee, two sessions focused on aligning personal purpose with the firm’s purpose.

Embedding: The final coaching sessions were designed to leave coachees with tools to shape and review performance. Habit-building, self-coaching and resilience were important elements of this phase. A final call with the line manager celebrated progress and set future goals for sustained development.

“[My direct report] has become far more self-aware as a consequence and the level of specificity of his development plan is really helping him with tacking it on a day-to-day basis. We can clearly talk about when he’s operating within his purpose, and when he reverts to type, which is great from a line manager perspective because every interaction is an opportunity to review progress. The outcome of all this is that he’s influencing better, he’s getting more engagement behind his initiatives and his relationships are improving.” Line Manager


  • A baseline performance measure was developed and used during, immediately following and eight months after the program. The results (measured by individuals and line-managers) indicated a considerable uplift in performance and leadership capability.
  • Connection to the firm’s purpose was widely agreed to have had the biggest impact on performance, while increased alignment between ratings demonstrated that self-awareness was the biggest area of change as a result of the program.