Finalist
Building a Coaching Culture for the Future
by Allergan Aesthetics An AbbVie company
Summary of work
How many organizations can say they have a coaching culture, that is a priority for all senior leaders, resulting in hitting KPIs across majority of countries. This is true of Allergan Aesthetic’s international organization since implementing our coaching culture.
Uniqueness of initiative:
- level of collaboration across roles, countries and functions to build an aligned coaching culture plan
- tools and materials to help Sales Directors and General Managers monitor outcomes and support their sales managers
- level of accountability across all levels on the international organisation
Building the plan involved:
- aligning on why coaching is important
- aligning coaching expectations of Sales Managers and Sales Directors
- understanding how to build a coaching culture and drive change in countries
- building Sales Director capabilities from simple coaches to coaches of coaches
Outputs:
- Plan based on a change model including coaching KPIs, communication plan and agreed actions for Sales Directors to implement
- Supporting materials e.g. coaching handbooks for sales leaders
- A comprehensive dashboard (qualitative and quantitative measurements) for Sales Directors to monitor their country’s progress and give focused support to their Sales Managers
- Aligned coaching KPIs included in every country and area business reviews
- Coaching key KPIs included in the International SVPs KPI dashboard.
Judges’ comments
The “Building a Coaching Culture for the Future” was a well-structured and well-led initiative that transformed coaching from a tick-box activity into a core leadership behaviour. The mix of data, human insight, and practical tools made it real for managers across countries. The improvements in reporting and quality demonstrate a genuine cultural change. Strong alignment, steady execution, and clear results make this a standout example of capability building done right.
