The client's Asia Pacific business had identified that high-potential talent within its first-line manager population was not being developed for regional progression and promotion. Beneath that sat a cultural shift the business wanted to make: moving managers from being problem-solvers to active leaders of their teams. The brief was clear - create a brand-new coaching programme, from concept and design through to implementation and evaluation, to prepare these leaders for the next level.

Rather than reach for an off-the-shelf product, we worked side by side with the client to shape a programme around its people and its goal. Choice and quality sat at the centre: quality-assured coaches, careful matching, and chemistry sessions so every leader felt they had genuinely chosen their coach - with bespoke coaching contracts and line-manager involvement anchoring the work to real business objectives. The remit was deliberately broad: 21 high-potential leaders across 11 countries, coached in 10 languages by a panel of six, over six one-hour virtual sessions across six months.

The cohort's defining challenge - finding time to lead strategically and to delegate while protecting work-life balance - was exactly what the coaching addressed. Managers visibly stepped up as leaders, with capability built through delegation, stronger communication and more developed strategic thinking. Individual stories brought it to life: one leader cut stress and working hours markedly with no loss of productivity; another rebuilt their team with morale up 60%; a third was placed on a fast-track development programme. The clearest verdict, from cohort and coaches alike, was an appetite for more.