Helping a young leader make their mark


The person who was coached was a young engineer who had been employed by an international mining company in a wide variety or roles. At the time the coaching programme started he had just been appointed head of a significant region in which there were 7 operating mines.

Coaching goal

Becoming a strong leader who will inspire his team but will not become arrogant and too removed.
three men sitting while using laptops and watching man beside whiteboard
photography of people inside room during daytime


Building strong working relationships with the general managers of the mines falling in his region.


Establishing a clear understanding of the expectations of his direct line-manager


Give his team space to “do their thing”


Drive the performance of the mines in his region and guide the general managers on how to optimise the results of the operations they run.


Prepare himself for a further step up the ladder in the organisation.

Coaching outcome

The content of our coaching sessions focused on the client sharing with his coach what was happening in his business and what was causing him concern. We talked about these matters and the client was encouraged to share what he felt should be done with the above-mentioned goals. We looked at various routes that the client could take to keep the forward movement of the region.

There were some people changes that he had to make. The contracts of some managers were not renewed and new management was brought in. The client had to be sure that the changes would be for the better and so he shared with his coach the profiles of the potential new managers. The approach the coach adopted was to ask the client general questions about the skills needed for a successful manager and get the client to then test these questions in his assessment of the person to be appointed. The results of bring in the right personnel were very quickly apparent and some under performing mines were turned around.

Much time was spent discussing the client’s relationship with his line-manager. Initially the parties were not focusing in the same direction and the client had to get clarity on what his manager was expecting and to ensure that he directed efforts in the expected direction.

As the client was very busy and had to travel extensively the coaching sessions were held only quarterly. This worked well and the sessions were very positive and constructive. The fact that his region delivered record results and became the most successful in the organisation is evidence of the client’s success, probably affected to some extent by the coaching input.

The ultimate success step is the recent promotion by the client, to become part of the organisation’s executive committee and be given an increased area of responsibility with a direct line to the groups’ CEO.

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