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Transforming Leadership through Coaching Excellence

  • It was an amazing journey that made you rethink how to effectively communicate with people and learn about our areas for improvement. The conversion process is not a judgment; it is a process to help you improve.
    Participant testimonial

  • There are not many opportunities that I can learn how to coach. This program provides the opportunity for me to practice and shape up my coaching style and skill.
    Participant testimonial

  • It was a great experience to learn and practice a new mindset of coaching culture; definitely worth spending time and effort in order to enhance my skill set.
    Participant testimonial
Type of Organisation

Tech startup

Type of Solution

Bespoke

Participants

Top 20 C-suite and C-1 leaders

The Problem

Our client, a global retail leader, aimed to be recognized as a high-performing employer of choice. However, achieving this vision came with unique challenges:


  • Competitive Talent Landscape: Amidst a competitive macro environment, Our client struggled to attract top talent.

  • Demand for an Engaging, Inclusive Culture: There was a clear need for a culture that embraced inclusivity, agility, and higher engagement levels.

  • Focus on Talent Development and Team Effectiveness: Our client wished to build a “dream team” of agile, high-performing leaders who could drive both engagement and accountability.

The Solution

To address these challenges, we established a multi-year partnership with our client, introducing a suite of programs aimed at transforming leadership and organizational culture at all levels. This included high-performing team workshops, inspiration sessions, and our 3C Triad Coaching Program.

In addition, we implemented the Applied Coaching Training (ACT) Program that specifically addressed our client’s desire to increase the coaching and leadership skills of 20 Team Leaders across Asia.

The ACT Program is a four-month blended learning journey that focuses on practically developing six coaching competencies and draws upon the GROW model of coaching. Participants undertake the program in groups of four, drawing upon the richness of peer-learning, and each group is facilitated by a coach from the Asian Leadership Institute.

Each participant completes:


  • a pre-program self-assessment with stakeholder inputs on six coaching competencies to identify their coaching areas of development.

  • two 60-minute individual coaching conversations with their ALI coach to explore developmental needs.

  • four 90-minute “coaching circles” (group calls) facilitated by the ALI coach where leaders practiced coaching each other and giving feedback to one another.

  • a post-program self-assessment to measure progress against the initial self-assessment.


Participants were also given access to the ACT online platform that provided resources on coaching best-practice, the six coaching competencies and the GROW model, as well as practical coaching exercises assigned between calls. We worked closely with the client’s HR department to customize the ACT Program, including translating the original English online platform into Chinese and Korean language. Our wide network also enabled us to pair fluent Chinese and Korean-speaking coaches with the relevant groups.

Results

The ACT Program has led to transformational outcomes, including all participants overall feeling higher levels of confidence and competence in coaching at completion. The results were significant and confirmed by stakeholders around the leaders. They realized that effective coaching builds agility, continuous learning and accountability in their teams, and it is a critical developmental tool that supports a more inclusive and engaging work culture.