Coaching - Case Study


A premier Engineering & Consultancy firm in the Power Sector, encompassing the complete gamut of Power Plant Engineering & Consultancy services - from concept to commissioning. The organization has a present strength of around 650 experienced professionals and has been associated with over 150 power projects in India and abroad.


Organizational Context

The client desired to initiate leadership development intervention through the Executive Coaching (EC) approach for their executives from senior to middle management leaders. This intervention was aimed at partnering with the executives to enhance employee engagement of their respective teams which to some extent was a concern identified through Gallup's Engagement Survey.


NAMAN Intervention

The organization had identified 13 executives from across functions for the coaching intervention which was designed to be carried out in 3 phases for the duration of minimum six months.


The first phase of the intervention included the Pre-Coaching processes & exercises i.e. signing of the confidentiality contract, qualitative 360 degree feedback for each executive focusing around Gallup's engagement parameters and report sharing.


The second phase included one-to-one personal and telephonic coaching sessions conducted over a duration of 24 weeks. These sessions were focused on identifying


The action areas derived from the 360 degree feedback report helped in creating insights about self with respect to leadership styles and its impact on engagement, developing and reviewing Individual Action Plans (IAPs) that could focus on both leadership skills and other parameters that would aid in enhancing employee engagement.


The closing phase i.e. the third phase was concluded by conducting a post 360 degree feedback for each executive using qualitative approaches, report sharing and reviews of


coaching interventions



The post-360 degree feedback of various role-set members of the executives along with executives own self observation, reported positive changes among the executives. Changes were observed in executives' leadership capabilities, patterns of specific behaviors and some actions/ initiatives taken by the executives that facilitated engagement.


The data generated by the post 360 degree feedback focused on areas of development that the executives could work on to improve their skills.


In order to continue the momentum of the coaching and to sustain the efforts taken by the executives; the HR representative of the organization decided to support the executives in their coaching journey by handholding.


Naman House

1 / 2 - B, Haribhakti Colony,

Opposite Race Course Post Office,

Race Course, Vadodara- 390 007

T: +91-265-2354788




2- A/B, Shyam Ashish,

Near McDonald Restaurant,

Adjacent to HDFC Bank,Lajpat Rai Road,

Vile Parle (West),Mumbai – 400 056



Get In Touch With US