Worldwide Performance Coach Training for Leadership

CASE STUDY: PMI (Philip Morris International) Ltd

Developing a Coaching Culture at PMI

Global Manager-as-Coach training course

PMI asked us to partner them in a global coach training programme in 2010. They required a programme which could be rolled out to senior managers all over the world , in order to enhance leadership skills and ensure that coaching becomes the accepted management style throughout the business.


We consulted with PMI to design a Manager-as-Coach course which could be rolled out across the world and in local languages, to provide a consistent approach to global coach training.

The structure of the course is:

  1. Five-day Manager-as-Coach course spread over three months.
  2. Participants are paired to practise face to face and by phone in between sessions.
  3. Participants are set practical assignments to carry out in the workplace and reading assignments.
  4. Assessment for ILM Certified accreditation.

Shorter courses are sometimes delivered.

Support materials include a comprehensive student manual, and intranet coaching forum and a cheat card.


Since 2010 we have delivered global coach training at PMI to over 1300 participants across 27 countries including Argentina, Australia, Belgium, Brazil, Canada, China, Colombia, Czech Republic, Dubai, Egypt, Germany, Hungary, Japan, Kazakhstan, Korea, Lithuania, Mexico, Philippines, Poland, Portugal, Russia, Senegal, Serbia, Spain, Switzerland and the UK, and in local languages including Russian, Spanish, Brazilian and Japanese. The courses are attended by middle and senior management, including C-Suite, and our feedback from PMI is that it is regarded as the best management course ever run in PMI.

  • “As a Manager HR within PMP SA organization I would like that a coaching culture is embedded in every leader starting from the top management down to the level of our front-line leaders who have the big responsibility to drive our employees towards the same direction maintaining a good level of engagement and motivation. These drivers will allow us to continuously improve our performances.” – Simona Robotti, Human Resources PMP, Neuchatel
  • “Follow-up and perseverance are not always easy with the busy agendas we all have … however I can see more openness and willingness to invest the necessary time for coaching. Overall, the first steps towards establishing a Coaching Culture are being done and we are ready for the journey ahead of us.  My personal learning objectives have been met and are now part of my formal objectives for the rest of the year:  I am applying attentive and active listening more often and effectively and I have improved my capability and dedication to the true role of any manager – to develop others and help them to GROW!  There are nights when I think ‘I did a real good job today’.  A big ‘Thank you’ for that!”                –     Sandra Silva, PMI Leadership Institute