The ongoing evaluation of our everyday coaching tools, foundational manager modules and their adaptation to commercial priorities and cultural cues — is made possible through the evidence-led approach embraced by our ever-growing community of partners. Thank you! 👏
Human data
Updated: February 2025
The evaluation headlines shared below relate to cross-organisational and direct-to-client manager and leadership enablement programmes delivered within 2024, or more specific periods where stated. Partners reflect all sectors, and with organisational populations ranging from 18 to 12,000. Q1 2025 programme data will be added in March. For further details on methodology, please drop us a line. 👋
Evaluation headlines
... from all cross-organisational Manager Foundations cohort participants to 'I would recommend this programme to a fellow manager.'
... among 2024 cross-organisational cohort participants initial selections, in response to prompt 'I ask my team members questions before offering solutions'.
... to prompt 'I ask more than one team member for feedback on a weekly basis' from managers in a four module pilot programme with FMCG client across Q3 2024. Prompted at 10 weeks post programme completion.
... to prompt 'My manager is asking me for feedback on a weekly basis' from team members of the previously cited FMCG managers, also prompted at 10 weeks post programme completion.
... to prompt 'Should we roll out these tools to all managers'. As part of evaluation of NeuroInclusive Management modules with FTSE 100 financial firm.
... to the prompt I am specifically referencing our organisational values and the behaviours that support them in my catch up with team members.
... Responding 'Strongly Agree' or 'Agree' to prompt 'my Director helps me see how my actions connect to our organisational values'
... to prompt 'I am feeling more confident referencing goals in conversations with my teams'. Having been onboarded to the SET model for goal-setting.
... to prompt 'My manager is helpfully referencing my goals in our conversations on at least a monthly basis'.
*Coachable moments* captured...
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"A big focus for me in the last part of the year has been resolving some ongoing conflict between two of my board peers. Using my everyday coaching tools, especially the time-line questioning, helped me to quickly get them seeing things from each other's perspectives and into a state of mind of openness and accountability. Things have really cooled things off, and I know that getting to this point is going to help us dodge a significant opportunity cost if things had just rumbled on."
— Programme participant, Engineering partner
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"During a conversation with a manager who was frustrated with a team member’s performance, I shifted the discussion to create a coachable moment. Having listened, I knew the questions I needed to string together to surface the alternative perspectives that they needed to see what was happening differently. They’d definitely been hesitant to address key concerns head-on, and I was able to steer them through some structured conversation to explore the gap between assumptions and what was *actually going on*.
We got to two X really clear next steps: establishing clear project expectations with measurable milestones and scheduling more regular check-ins with some ‘re-contracting’ around how feedback would be shared. And I know they followed through with it. When we met next the weight had visibly lifted from their shoulders.”
— Programme participant, Media and tech partner
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“We were at risk of losing a chunky client project and I needed to have a high-impact conversation with the project lead. Knowing the client, and based on similar experience I had a good sense of the steps we needed to urgently take, but resisted the temptation to be directive — which given the commercial consequences of losing the project was probably totally justified.
Nevertheless I leaned into the coaching mode and used Clarifying and alt. Perspectives questions to get her thinking about the why behind her reluctance to demonstrate some better empathy with the client, and critically to herself arrive at the realisation that an urgent in-person meeting with them was the key next step. We also defined the elephants in the room that needed to be named, and the actions taken led to £80K + of new revenue and a galvanised client relationship too.”
— Programme participant, Financial services partner
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"One of my senior team members was avoiding a tough conversation with a key internal stakeholder, which was creating tension and slowing down a critical project, and resulting in lots of time-sapping conversations in turn for me. In the past, I might have told them exactly what to say and role-played a script with them. But I'm pleased to record I wholeheartedly 'leaned in' to the coaching approach—asking questions to help them unpack their reluctance and see the situation from the stakeholder's view and multiple angles too.
Through our discussion, they got the reality that their fear of damaging the relationship was actually making things worse. And they landed on a really clear next step of naming the elephant in the room, and how they themselves good bring a coaching style into the conversations they needed to have. I even lent them my card deck :) I think the whole process has really strengthened their credibility, and because I know the key internal stakeholder as well, I've been able to get some a read on what's changed for them — and it's been dramatic."
— Programme participant, Retail partner
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