This global organization, associated with the metals Industry for over 75 years has a presence in 32 countries. Naturally they have a diverse and rich multi-cultural environment and unique challenges. A senior Manager who had risen from the ranks was earmarked for a leadership position at Jakarta. She felt a little overwhelmed about the transition from a functional to a leadership role, plus the lack of any women role models.

Read how Coaching helped her to grow into her future role and take on additional responsibility confidently.​

After an initial assessment, we decided to use our ‘Wholesome Coaching’ model which covers two facets: coaching for ‘being’ and coaching for ‘performance’. In view of the dynamic environment of the business and the leadership challenges entailed by the new role of the coachee, a set of Coaching objectives were set down.

  • The Coaching intervention started off with a kick-off meeting which was an informal opportunity to get to know each other. The coachee’s expectations, her professional needs, and existing competencies were discussed. It was established that as a result of the transition into her new role, the coachee wanted to become more assertive. Also, the new job demanded a high level of accountability and focus on meeting deadlines.
  • We charted out a development plan and agreed on the metrics for measuring the coaching effectiveness. Thereafter a time-bound pre-coaching contract was signed.
  • In a span of 3 months, we conducted 14 coaching sessions on a ‘one on one basis. We addressed the specific coaching needs using principles of Neuro-Linguistic Programming (NLP) and astute questioning skills. Through regular face-to-face meetings, case studies, reading material, and role plays, we built the coachee’s confidence. Self-realisation by the coachee and future action plans prepared at the end of each session ensured that the new learnings were implemented in daily activities.​

Results of the reviews

Mid-term review

In the presence of the reporting Manager of the coachee, an open exchange of feedback took place. Small positive changes in the coachee’s language and dressing created more energy in her team.

Final review on completion of the Coaching intervention

We observed a paradigm shift in the coachee’s thinking as she moved from low gravitas to high gravitas. She started speaking firmly as her confidence grew. An increase in staff engagement, assertive communication, and proactive responsiveness was reflected in a high degree of ownership and self-motivation.


High praise indeed was received from the line Manager of the coachee.

The consensus is that she has made significant progress along the objectives, demonstrated by:

  • Continuous improvement through dedication to learning
  • Leadership demonstrated in a significant meeting
  • Development of ‘gravitas’ – to hold her own in meetings, demonstrated in an important conference
  • Leading a finance team reorganization