Case study

Designing A Coaching Program For A FTSE 100 Beverages Company


YSC Consulting led a leadership development program for 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 both individually and collectively.

Key objectives for the leadership development program were:

  • To create a distinctive coaching program that complemented their internal support and remained consistent across different geographies and cultures.
  • To use a methodical and insightful approach to measuring return on investment (ROI).
  • To provide consistency in coaching for 150 individuals across 32 countries.

YSC designed a five session coaching program comprised of nine hours 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 highlighted the development of leadership possibility.

The sessions were focused around:


An initial call between the individual, their line manager and coach crystallized performance goals. The first coaching session then identified two key behavioral shifts that would enhance leadership in service of those goals.


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

Behaviour Change

The final coaching sessions were designed to leave individuals 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.


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.

“[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 tackling 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