A global technology and media organisation wanted to strengthen leadership and coaching capability across a geographically and culturally diverse senior leadership population.

The situation

The organisation needed a scalable way to create stronger leadership capability and shared language across multiple regions.

The challenge was to create enough global consistency to produce meaningful behavioural change without imposing an identical experience across different cultures, markets and leadership contexts.

A one-off, content-heavy training programme was unlikely to create the depth or sustainability required.

The work

Rhian designed, facilitated and programme-managed a nine-month blended leadership journey for more than 130 leaders across 30 markets.

The programme centred on four observable coaching behaviours and combined 360 assessment, action-learning groups, workplace application and repeated cycles of:

learning → application → reflection → practice

Regional champions helped translate the programme into local contexts while protecting the overall objectives and measurement approach.

Participants worked on real leadership situations in peer groups rather than simply learning theory, alternating between the roles of coach, coachee and peer supporter.

The outcome

The programme created a consistent development experience for more than 130 leaders across 30 markets while maintaining local ownership and relevance.

Behaviour change was measured rather than assumed. Leaders completed a baseline 360 assessment, followed by a second assessment eight weeks after the programme ended - deliberately allowing time for new behaviours to be applied in the workplace before their impact was evaluated.

The wider assessment also explored how coaching behaviours connected to commercially relevant outcomes, including advertiser satisfaction, sales excellence and revenue.