Leadership program
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Coaching involves more than just a coach and the coachee – at TNM we believe in bringing together the people around the coachee to provide input and support throughout the process. Here’s how that worked for one client.

Client/Coachee: The Regional Business Head (Asia Pacific) for a global company with a European HQ.

The coachee was supported by their line manager, the Global Business Head, and the HR Business Partner (both located at the European HQ).

Need: The coachee needed to find a new way of addressing challenges, learn how to trust his team to work without his intervention so he could concentrate on strategic issues, and learn how to lead his department forward.

The process:

• Coach Selection: the coachee was matched with a coach who had a high level of experience with senior roles and understood what the coachee needed to transform. The candidate felt secure after meeting the coach, telling us: “The coach made a very experienced impression on me and could sense after the initial session where my problems could possibly be.”
• Kick-off call: all parties – the coachee, HR Business Partner and line manager – were involved so that the coach could get input from each player. This ensured the timing, focus and duration of the coaching would meet the coachee’s objectives.
• Preparation: the coach prepared thoroughly by interviewing stakeholders before any coaching took place to gather information on the coachee’s challenges and ensure expectations were aligned. The HR Business Partner was impressed with the approach, telling us: “…this is one of the things that the coach brought to the table which I believe was vital. We could easily have ended up in a situation where the candidate thought he was making progress but where the expectations on the part of his manager were entirely different.”
• Coachee Sessions: The coach provided support within and outside of the sessions, asking for updates and, in the coachee’s words doing “sanity checks” with his department. The coach also maintained three-way involvement of the key parties so that everyone was updated on progress and challenges.

Results: The results of the coaching program manifested quickly. The coachee told us that “After every session, I was always motivated to implement the learning from the session and the response of the team was positive.” Their manager was just as enthusiastic, telling us “The progress and speed was quite amazing and radical changes were achieved in a few sessions.”

The coachee reported that as a result of the sessions he now had a 180-degree change in his mindset: “Initially was thinking that I am only able to lead this particular department and would only be able to work in this line of work. I am now more of a generalist and also able to take over leadership in other sectors of the industry.”

The coachee magnified their results by attending a leadership course which give them more insight into their leadership styles and enabled them to work on a 100-day plan to increase engagement in the department. Their manager commented that this powerful combination “… made the person a more whole leader – knowing what shortcomings he had to work with combined with getting a toolbox of leadership skills.”

This case study is an example of how TNM Coaching has helped clients adapt to short-term disruptions, such as those posed by COVID restrictions, while meeting long-term objectives of making learning more inclusive and environmentally sustainable.

Client: Multi-national pharmaceutical company with facilities in 13 countries.

Need: To transform an existing TNM-designed face-to-face program for Steering Group members and project managers into a virtual format to meet COVID restrictions, reduce the environmental impact of travel and cater to dispersed teams.

Objectives: To build a distance learning experience that included all aspects of the face-to-face program, including:

• video micro-learning teaching pieces to introduce key concepts;
• online discussions in a course cohort to maintain the interactive nature of the course; and
• phased delivery so participants could implement ideas and report back, receive feedback, and build on each other’s ideas.

Solution: Over the summer of 2020 TNM rapidly redesigned the program from two face-to-face modules with several weeks in between, to a three-week virtual program, delivering:

• participant communication messaging from invitation through to the program’s conclusion;
• a program brochure to share internally;
• two completely customised micro-learning videos for each week of the program;
• an internal podcast-style interview with senior leaders for each week of the course;
• three group call working sessions with slides: Kick-off, Check-in (Week 2), Conclusion;
• weekly assignments to be completed on the job;
• an editable PDF participant manual; and
• additional resources for participants who wish to explore the topics further.

The client was also given the choice of:

• housing the program on an internal learning platform and managing it themselves or TNM hosting and facilitating the program; and
• three different video styles/looks.

Results: The client believed that TNM exceeded both production and content expectations. The process set new learning opportunities and perspectives internally – far beyond the scope of the remit. It also set an example for how future learning might be produced, decreasing the environmental impact of learning long-term, and making it possible to extend learning to far more participants.

The redesign process also provided the client with an opportunity to update content and add more value, especially by including senior leaders in internal podcast-style interviews each week. Since audio interviews are cost-effective and simple to update, these new course elements can be re-recorded as the organisation grows and changes. The video and audio files can also be used or reinforced by the client in other contexts and platforms.

Learn more about our tailored business solutions

Client: A global energy company undergoing a major transformation across its leadership teams.

Need: The client needed a systematic approach to develop leaders who could effectively manage organizational change and drive transformation efforts. The program aimed to:

• Equip senior and mid-level leaders with the tools to navigate uncertainty.
• Improve cross-functional collaboration.
• Embed a culture of adaptability to accelerate project execution.

Solution: TNM Coaching designed and delivered a six-month leading change program, including:

• Leadership assessments before and after the program to measure growth.
• Live workshops sessions to strengthen change leadership skills.
• Peer coaching circles to enhance accountability and shared learning.
• Group coaching for each cohort on individual and organizational challenges.
• Project-based learning, where leaders applied new skills in real business scenarios.

Results: 

• 45% of participants moved into new leadership roles within 18 months (benchmarked against internal leadership pipeline expectations).
• A 30% improvement in cross-functional collaboration scores (measured via HR feedback surveys).
• 85% of participants reported increased confidence in leading change
  (via post-program evaluations).
• Project turnaround times reduced by 22% due to enhanced decision-making and leadership agility.

Participant Reflections:

“This program gave me the courage to step up as a transformational leader. I now handle complex change situations with confidence and inspire my team to do the same.”
Senior Director, Energy Sector

“I used to resist change, but now I lead it. The tools I gained in this program have completely shifted my leadership approach.”
Operations Lead, Global Business Unit

Client: A multinational technology firm with over 50,000 employees.

Need: The company wanted to empower its top talent – middle managers and emerging leaders – to drive innovation, creativity, and digital transformation. Key goals included:

• Enhancing leaders’ ability to foster a culture of experimentation and innovation.
• Building the skills necessary for leading digital transformation.
• Strengthening leaders’ ability to engage and inspire their teams.

Solution: TNM Coaching delivered a customized six-month program, integrating:

• Innovation bootcamps to generate new business ideas.
• Blended learning (live training, micro-learning videos, and digital coaching).
• Senior leadership mentoring to help participants bridge the gap between strategy and execution.
• Cross-functional collaboration initiatives to break down silos.

Results:

• 20-35% improvement in middle management engagement scores (measured via Gallup Q12).
• 12 innovation projects launched,
  with 5 receiving full-scale funding.
• A 50% increase in cross-organizational partnerships for digital transformation projects over two years.
• 80% of participants reported enhanced ability to lead transformation efforts.

Participant Reflections:

“This program shifted my mindset from ‘managing operations’ to ‘leading innovation.’ I now have a completely different approach to problem-solving and strategic thinking.”
Digital Transformation Lead

“The structure and practical applications helped me take real action. I implemented changes in my team immediately, and we’ve already seen increased engagement.”
Senior Innovation Manager

Client: A multinational FMCG company undergoing a cultural transformation to drive collaboration, empowerment, and innovation across 10,000+ leaders worldwide.

Need: 

• Empower leaders to champion a new company culture.
• Upskill HR business partners to scale leadership development and change programs.
• Embed transformation tools across teams and regions.

Solution:

• TNM Coaching developed a tailored culture change program, leveraging:
  Leadership 101 programs for senior leaders.
• HR capability-building workshops to embed transformational tools at scale.
• Digital coaching modules to reinforce behavioral change.
• Company-wide transformation labs to ensure alignment and integration.

Results:

• Over 9,500 leaders engaged in culture change initiatives worldwide (via in-person and digital learning).
• HR leaders successfully embedded new leadership development practices across the organization.
• A 45% increase in cross-organizational collaboration on sustainability projects.
• Employee engagement scores improved by 25% in key business units.

Participant Reflections:

“The tools I gained helped me not just transform my team, but also empower my HR function to drive real change across the organization.”
Global HR Director

“We now have a leadership framework that creates alignment across all levels. This has been a game-changer for how we work together globally.”
Head of Leadership Development

Client: A global financial services company onboarding first-time leaders into managerial roles.

Need: As the company expanded, a significant number of employees were being promoted into leadership roles for the first time. However, many lacked:

• Essential leadership skills (e.g., delegation, communication, and decision-making).
• Confidence in managing teams and navigating new responsibilities.
• An understanding of performance management and coaching their teams.

The company wanted to implement a structured leadership development program to support new managers and increase their effectiveness within the first 90 days of their transition.

Solution: TNM Coaching designed a six-month blended learning program specifically tailored for first-time leaders.The program included:

• Foundational leadership skills training (delegation, feedback, communication, decision-making).
• Live coaching sessions & peer learning circles to apply knowledge in real scenarios.
• Mentorship from senior leaders to create a structured support system.
  Interactive digital learning modules for self-paced learning.
• Psychometric assessments to enhance self-awareness and leadership strengths.

Results:

• 75% of participants reported increased confidence in leading their teams (measured via post-program survey).
• 50% improvement in managerial effectiveness scores (based on feedback from direct reports).
• 20% increase in team productivity in participating departments.
• 65% of first-time leaders successfully retained in leadership roles beyond their first year.
• 90% of participants applied key leadership behaviors within 3 months of completing the program.

Participant Reflections:

“This program completely changed my perspective on leadership. I now delegate effectively and empower my team, rather than micromanaging.”
First-Time Manager, Shipping

“I was unsure about stepping into a leadership role, but this program gave me the tools and confidence to succeed. I now see leadership as a skill I can develop rather than something you’re just born with.”
Newly Promoted Team Lead

Challenge: Remote engineering squads were drowning in meetings and Slack pings. Collaboration felt reactive; managers defaulted to advice vs. coaching.

Intervention: 8-week Coaching Leadership Sprint (TNM) for 60 people leaders:

• 2 x virtual workshops + coaching triads
• “Remote Rituals” playbook (async updates, decision logs, 1:1 cadence)
• Live shadowing + micro-feedback for managers

Outcomes (12 weeks):

• Meeting load –14% (team average weekly hours)
• Sprint predictability +11% (commit vs. complete)
• Collaboration pulse (“We work well across time zones”) +13 pts
• Quality 1:1s held ↑ to 85% adherence (from ~55%)

Why it worked: We shifted leaders from “giving answers” to coaching for ownership, and replaced status meetings with lightweight async rituals.

Challenge: Hybrid leaders equated “coaching” with toolkits. Advice culture slowed decisions and disempowered teams.

Intervention: Coaching Mindset in Action for 120 managers:

• 3-hour leadership lab + 6 weeks of practice
• On-the-job experiments (feedback, empowerment, decision velocity)
• Peer triads with TNM mentor check-ins

Outcomes (8–10 weeks):

• Engagement item “My manager coaches me” +14 pts (pulse survey)
• Cross-team decision turnaround ↓ ~40% (captured via decision log)
• On-time OKR delivery +9% (quarter over quarter)
• New-hire ramp for remote engineers ↓ from 12 → 10 weeks (–17%)

Why it worked: Leaders learned to ask better questions, set clear decision owners, and use short coaching moments daily.

Design a saleable leadership development and culture change program to unlock radical collaboration to empower leaders worldwide to drive organisational change and transformation (incl. upskilling HRDs and spreading transformational tools). leveraging our Leadership 101 programs and our  L&D development process.

Design and deliver experiential leadership and innovation program to reduce interpersonal conflicts, increase senior leadership team collaboration, and unlock regional business transformation – leveraging our Communication, Collaboration & Coaching for Leaders programs and L&D development process.

Design and deliver leadership program for the senior leadership team to shift culture, mindsets, and behaviors towards agility ad coaching and feedback cultiure – leveraging key elements from our Personal Impact Leadership programs.

Design and deliver distinct leadership programs to engage and empower top talent across middle management team in the opportunities and capabilities for innovation, creativity, and digital transformation – leveraging key elements from our Accelerate Talent programs and curriculum.

Design and deliver highly-experiential leadership and innovation program to harness Artificial Intelligence across all functions aimed at emerging leaders – leveraging key elements from our You and AI program and  our  L&D development process.