DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT

This case study describes the implementation of a three-phased leadership development programme at Jubilee Insurance Company of Kenya Limited to foster a coaching culture and improve business performance. The initiative, part of an FSD Africa project to stimulate the executive coaching market in sub-Saharan Africa, focused on increasing leader self-awareness and internal coaching capabilities to address historical challenges with staff morale and leadership effectiveness.

• Jubilee Insurance Company of Kenya Limited faced significant organizational challenges around 2013, including high staff dissatisfaction, low morale, poor communication, and a lack of systematic performance management.
• The company implemented a three-phased leadership development programme starting in 2013-14. Phase one focused on personality assessments and self-awareness using tools like the Colour Q test; phase two utilized 360° surveys and facilitated group reports; and phase three, planned for 2016, aimed to build a pool of internal coaches.
• Early qualitative impacts of the programme include increased cohesion and transparency within the senior management team, as well as improved relationships between middle managers and their staff.
• Participants reported learning specific leadership skills, such as active listening, managing impatience, and adopting a holistic view of the business rather than focusing solely on their own departments.
• The programme is associated with several positive business metrics in Kenya, including a revenue increase of 37% in 2014 (from Kes. 15.48 billion to Kes. 21.17 billion) and a reduction in staff turnover from 15% in 2012 to 10.7% in 2015.
• Employee productivity in Kenya rose from $0.4 million per employee in 2013 to $0.49 million in 2015, the highest rate among all Jubilee companies. Additionally, the employee engagement index improved from 3.4 in 2011 to 3.6 in 2014.
• The initiative faced challenges regarding time constraints, with managers struggling to balance programme application with daily business targets, and a perceived need for more credible coaches with business understanding.

APA

FSD Africa (n.d.). DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT. https://fsdafrica.org/wp-content/uploads/2025/05/16-07-08-Jubilee-Insurance-Case-Study-1.pdf

Chicago

FSD Africa. DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT. n.d. https://fsdafrica.org/wp-content/uploads/2025/05/16-07-08-Jubilee-Insurance-Case-Study-1.pdf.

Wikipedia

{{cite report |author=FSD Africa |title=DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT |url=https://fsdafrica.org/wp-content/uploads/2025/05/16-07-08-Jubilee-Insurance-Case-Study-1.pdf |access-date=17 August 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{fsdafricanddeveloping, author = {{FSD Africa}}, title = {{DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT}}, institution = {FSD Africa}, url = {https://fsdafrica.org/wp-content/uploads/2025/05/16-07-08-Jubilee-Insurance-Case-Study-1.pdf}, urldate = {2026-08-17}, note = {Indexed by Climate Insights Directory} }