DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT

The report details how two Kenyan financial institutions, Commercial Bank of Africa (CBA) and Jubilee Insurance, integrated executive coaching to address leadership gaps and workforce demographic shifts. CBA focused on creating a sustainable internal coaching culture by certifying managers and training line managers in coaching skills. Jubilee Insurance implemented a three-phased leadership programme involving self-assessment, 360-degree feedback, and planned internal coach development. Both institutions reported improvements in staff engagement, leadership cohesion, and a shift toward solution-focused management, with Jubilee specifically noting increases in revenue and productivity per employee.

• Commercial Bank of Africa (CBA) implemented a multi-layered coaching strategy to address the needs of a workforce where 65% of staff are Generation Y, aiming to move from a traditional 'boss' model to a coaching style of leadership.
• CBA established an internal resource of coaches by selecting 15 managers for professional training and certification via the Academy of Executive Coaches (AoEC), who then supported staff through 360-degree feedback processes.
• CBA reports early qualitative impacts from its coaching culture, including increased staff empowerment, a deeper sense of responsibility, and a shift where team members are more solution-focused rather than 'problem originators'.
• Jubilee Insurance Company implemented a three-phased leadership development programme starting in 2013-14, consisting of personality self-assessment (Phase 1), 360-degree surveys (Phase 2), and the planned development of internal coaches (Phase 3) for 2016.
• Jubilee Insurance observed measurable business improvements potentially linked to its leadership interventions, including a 37% increase in revenue for Jubilee Kenya in 2014 (from KES 15.48 billion to KES 21.17 billion) and a rise in productivity per employee from $0.4 million in 2013 to $0.49 million in 2015.
• Jubilee Insurance reported a reduction in staff turnover from 15% in 2012 to 10.7% in 2015, alongside an increase in its employee engagement index from 3.4 in 2011 to 3.6 in 2014.
• A primary challenge identified by managers at Jubilee Insurance is the conflict between the time required to apply coaching learning and the pressure to meet immediate business targets and responsibilities.

APA

FSD Africa (2016). DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT. https://fsdafrica.org/wp-content/uploads/2025/05/Long-Think-Piece-Creative-Metier-African-Coaching-Culture-Case-Studies-2016-1.3-1.pdf

Chicago

FSD Africa. DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT. 2016. https://fsdafrica.org/wp-content/uploads/2025/05/Long-Think-Piece-Creative-Metier-African-Coaching-Culture-Case-Studies-2016-1.3-1.pdf.

Wikipedia

{{cite report |author=FSD Africa |title=DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT |date=2016 |url=https://fsdafrica.org/wp-content/uploads/2025/05/Long-Think-Piece-Creative-Metier-African-Coaching-Culture-Case-Studies-2016-1.3-1.pdf |access-date=17 August 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{fsdafrica2016developing, author = {{FSD Africa}}, title = {{DEVELOPING COACHING CULTURES FOR BUSINESS IMPACT}}, institution = {FSD Africa}, year = {2016}, url = {https://fsdafrica.org/wp-content/uploads/2025/05/Long-Think-Piece-Creative-Metier-African-Coaching-Culture-Case-Studies-2016-1.3-1.pdf}, urldate = {2026-08-17}, note = {Indexed by Climate Insights Directory} }