Building Organisational Coaching Capability

GCI offers leaders and emerging coaches a coach development journey where they can gain foundational skills through short offerings and then proceed to the ICF training pathway with support to seek international certification as a a coach.

Our bespoke offerings are tailored to each setting and context, to reflect the distinct needs and role demands of executive and people leaders.

Participants will develop their coaching skills to support staff and teams achieve individual and organisational goals. Leaders learn new ways to empower staff that will enhance their performance and support them through times of change.

We recommend that all participants complete the Coaching for Engagement and Performance module and select from the other offerings depending on their learning needs.

The programs are tailored to address strategic and cultural objectives and typically comprise twelve hours facilitated learning and four hours peer- and self-directed learning.

Coaching Cafes are offered to support ongoing skill application and the cultivation of an internal community of practice.

Professional Coach Pathway

GCI’s Process-oriented Executive and Systems Coaching program, comprises three training modules, mentor-coaching and coach-performance assessments, positioning coaches to gain their ICF accreditation at ACC or PCC level.

Coaches who have undertaken other coach training programs and Leader As Coach graduates are eligible for recognition of Prior Learning (RPL) assessment if they elect to join this program.

Leader As Coach Programs

Coaching For Engagement And Performance

The Coaching for Engagement and Performance module is for people leaders interested in developing coaching skills to enhance staff performance. Participants will learn to apply powerful coaching models with peers and direct reports to support them to achieve clarity about their goals, roles and organisational expectations. Applying an experiential learning approach, this program teaches leaders how to mobilise tacit knowledge, develop self-awareness and problem solving skills, in order to optimise individual and organisational performance.

In this module learners will coach others and be coached with supervision at least four times.

Our focus in the manager module will build participants’ capability to:

Our focus in the leader module will build participants’ capacity to:

Coaching For Change

This module is designed for people leaders supporting their staff through major change initiatives. Participants will learn to coach staff through different stages of the change process, harnessing forces for change, even in the face of loss and resistance.
Applying an experiential learning approach leaders learn how to engage members of the workforce in order to optimise individual and organisational transformational effort.

Our focus in the manager module will build participants’ capability to:

Our focus in the leader module will build participants’ capacity to:

The GCI Coaching program allowed us to integrate new ways of doing, thinking and acting with respect to our functions and our teams.

Sergio Millan, People Vice-President, FEDA

Coaching Teams And Systems

This module is designed for people leaders interested in developing high performing teams. Participants will learn to apply powerful coaching models that support collaborative team cultures and support team formation and maturation. Applying an experiential learning approach leaders learn how to create dynamic authorising environments and realise the potential of diversity within teams.

Our focus in the manager module will build participants’ capability to:

Our focus in the leader module will build participants’ capacity to:

CINERGY® Leader As Conflict Management Coach

This module is designed for people leaders interested in developing insight, and strategies for managing conflict. Participants will learn a proven and structured approach in order to confidently address tensions and conflict before they escalate into costly disputes. Applying an experiential learning approach leaders learn how to build insight, engage conflict parties in problem solving and engender ownership and commitment to more constructive behaviours.

Our focus in the manager module will build participants’ capability to:

Our focus in the leader module will build participants’ capacity to:

Our Impact: Return On Development And Investment

Coaching for Engagement & Performance

The ultimate test of value for any learning and development solution is enduring change in leadership and workplace behaviours. Extensive research conducted by Beverly Alimo Metcalfe for over more than a decade determined that leadership engagement is the greatest single determinant of workplace productivity. GCI’s longitudinal impact studies reveal sustainable improvements in leadership that underpinning workforce engagement.

Case Study 1: Improved Leadership and Management Engagement

GCI introduced a coaching approach to support leaders and people leaders enhance staff engagement. Initially rolled out for people leaders in response to poor workforce engagement results, leaders and executives requested a mirror program, based on their observations of changed communication in their reports and the use of the coaching approach to ‘manage up’. Six hundred executives and people leaders undertook the program over two years.

An impact evaluation study conducted three-months post program revealed:

Improved ability to provide timely, constructive feedback, improved working relationships and improved teamwork


Improved communication


Improved productivity


Case Study 2: Leadership Coaching for Culture Change

The Coaching for Change program was delivered in an organisation buffeted by sector-wide disruption and structural reform. Qualitative data indicated powerful outcomes including peer support and enhanced resilience outcomes. An impact evaluation conducted three months post program, revealed significant gains across a range of measures, reflected in improved leadership confidence.

Leading staff in a change environment


Up 21%

Having challenging conversations


Up 29%

Challenging employee attitudes and mindsets


Up 28%

Challenging behaviours and business practices


Up 24%

The Coaching for Change program delivered strong transfer of learning in the workplace with 78% of people leaders reporting they often or very often use the skills learnt during the program. Participants rated the quality of trainers and coach-mentors as extremely high (average score: 96%).

The program’s coaching methodology was described as a powerful platform for building stronger relationships with staff. Increased empowerment, awareness, trust and a stronger collegiate peer community reported by participating people leaders.

Case Study 3: $1.9M saved

Recently a client reported a saving of $1.9 million in conflict-related HR costs after piloting the CINERGY® program to a divisional leadership team twelve months earlier. This division exceeded the performance metrics of all other divisions – an outcome attributed to better alignment and decision making within the leadership group. The program has since been rolled out organisation-wide.


With our origins in organisational development we bring a sophisticated approach to partnering with organisations to design bespoke interventions that build caring, coaching and feedback cultures.

Our Coaching for Change program has assisted organisations to build resilience during major structural reforms. We have rolled out coaching programs to enhance employee engagement and drive organisational reform in response to brand and reputational risk.

GCI has designed and delivered sector-wide initiatives (across 70 organisations) to introduce conflict management coaching as an early intervention strategy for addressing workplace tensions and disputes. With a target audience of leaders and HR leaders this initiative redefined best practice embedding early intervention and resulting in significant human, productivity and financial cost saving.

While we seek to prevent poor organisational behaviours through proactive leadership development and culture building, we are recognised globally for our work in challenging situations.

GCI’s partnership with Diamond Leadership, developers of the Diamond Power IndexTM, brings a unique capability to cultivate power intelligence and will position your organisaton at the forefront of leadership development and culture building.

Strategic Coaching Framework

Pillar 1 defines the integration of coaching into the organisational system, outlines the overall strategic intent of coaching and the operational elements required to create a coaching culture. GCI adopts a thought-leadership and partnership based approach to visioning, articulating and realising your coaching strategy.

Alignment With Organisational Priorities, Culture And Transformation

Pillar 2 aligns coaching with corporate priorities, organisational culture and transformational initiatives, whereby creating a coaching culture is not a means to an end, but facilitates a culture of people-centred performance, learning and growth. We offer extensive experience positioning coaching to underpin all HR activities and systems, such as embedding coaching within a contemporary approach to performance management, organisational change and employee wellbeing.

Coaching Infrastructure

This pillar anchors all the operational coaching activity that ocurrs within a company and establishes all the necessary elements of management, governance and delivery, to create realistic and sustainable operational activities leading to organisational outcomes.

Within Pillar 3, there are four key domains:

  1. Education: learning about coaching, why it is essential, what coaching is, how to do it and
    where it can be applied. Attention to business and regional context, as well as learner aspirations and ‘pain-points’ establishes relevance and commitment.

  2. Structures and Processes: the means by which the organisation will assist people to learn about and connect with coaching. They create a powerful authorising environment for Schneider Electric’s emerging coaches, ensuring return on development investment.

  3. Champions: demand for coaching and coach training programs is driven vertically, horizontally and diagonally by key organisational influencers and early adopters. Graduates of in-house and public programs model the power and impact of coaching.

  4. Communities: the ongoing connection to coaching practice and continuous learning locally, nationally and globally. GCI can facilitate these events on an ongoing or time limited basis or partner with Schneider Electric to build internal facilitation capability if preferred.