Our client, a FTSE 100 beverages company manufactures, supplies, and distributes some of the best-known brands in its field. Transforming its early success into long-term sustainable growth in a turbulent world has challenged global consistency, efficiency and management structure. YSC led a flagship leadership development programme covering 150 coachees in 32 countries delivered by 45 coaches.
The company is committed to delivering growth and productivity by harnessing personal engagement individually and collectively. They wanted a distinctive, characterful coaching programme that complemented their internal support and remained consistent across different geographies and cultures. They also wanted a planned, methodical and insightful approach to measuring ROI.
YSC designed a 5-session coaching programme comprising 9 hours of coaching time, global coach faculty support, peer supervision and regional insights sessions. It focussed on connecting performance with individual and Company purpose and leadership possibility, as well as supporting coachees in their own coaching of direct reports.
Phase 1 – Engagement
An initial call between the coachee, line manager and coach crystallized the individual’s performance goals and ensured alignment of messages at the outset. The first coaching session then identified two key behavioural shifts that would enhance leadership.
Phase 2 – Transition
Using 720° feedback from friends, family, work colleagues, and the coachee, two sessions focused on aligning personal purpose with the firm’s purpose. This phase culminated in a global event run by a faculty including some of the company’s Group Executive Directors.
Phase 3 – Embedding
he final coaching sessions were designed to leave coachees with tools to shape, unblock and review performance. Habit-building, self-coaching and resilience were important elements of this last phase. A final call with the line manager celebrated progress and set out goals for the future.
A baseline measure of performance was developed at the outset and used during, immediately following and 8 months after the programme. The results, as 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 programme.
“[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
“I have built more authentic and productive relationships across the business. I’ve been able to impact my team positively and I have managed my team and partners more effectively to deliver a solid performance.” – Participant
“I have used my learnings to create a more engaged team which is eager to deliver our performance ambition. Supporting their development by being a role model helps achieve our collective performance goals.” – Participant
“[My coach] has helped me to be significantly more aware of myself and my leadership journey. She has also helped a lot on how I approach difficulties in my current work and what I can do around that, which has had a big impact in my energy levels and hence in how I lead my work and my team.” – Participant