How the Cupela Coaching Process Works
A Coaching Program HR Can Measure
I begin with stakeholder interviews and a 360° assessment to establish how a leader is experienced today. The leader, business sponsor, and HR then agree on two or three changes that matter to the role. At the close, I return to stakeholders to assess what they have actually observed.
For many GCC leaders, the shift is from being a dependable operator to becoming a strategic voice trusted with global responsibilities. My coaching focuses on making that shift visible in the leader’s decisions, relationships, and influence.
What the engagement helps leaders do
Think beyond delivery: Contribute to strategy and bring a wider business perspective to decisions.
Build global influence: Develop stronger relationships with stakeholders across functions and countries.
Lead with greater presence: Communicate clearly, handle challenge, and inspire confidence at senior levels.
Succeed in a larger role: Adjust how they delegate, make decisions, and lead others as their responsibilities grow.
How I make progress visible
The initial 360° establishes a baseline. I use it to identify strengths, patterns that may be holding the leader back, and specific behaviours to work on. Where useful, I include a relevant psychometric assessment.
Between sessions, the leader applies new approaches to real work and tracks the results. Agreed check-ins keep the sponsor connected to progress while protecting the confidentiality of coaching conversations. A closing 360° then tests whether stakeholders have noticed the intended change.
This gives HR and the leader a clearer account of what changed, where progress remains uneven, and what to keep developing after the engagement ends.
