{"id":452,"date":"2026-02-05T02:11:32","date_gmt":"2026-02-05T02:11:32","guid":{"rendered":"https:\/\/lhh.com.ph\/?p=452"},"modified":"2026-02-05T02:11:32","modified_gmt":"2026-02-05T02:11:32","slug":"a-paradigm-shift-leaders-who-coach","status":"publish","type":"post","link":"https:\/\/lhh.com.ph\/index.php\/2026\/02\/05\/a-paradigm-shift-leaders-who-coach\/","title":{"rendered":"A Paradigm Shift: Leaders Who Coach"},"content":{"rendered":"<p><span style=\"font-weight: 400;\">Is a pandemic the right time to train line managers in coaching culture?<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In early 2020, that was the question facing leaders at Ericsson, the iconic Swedish telecommunications company, across the 11 countries in the Oceania, South East Asia and India market area.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Like many companies, Ericsson was anticipating a paradigm shift in leadership culture, with new behaviors, mindsets and skills emerging to meet new and often unpredictable needs of markets and employees. And with so many restrictions on the normal ebb and flow of commerce, the emphasis on developing home-grown leaders had never been as pronounced.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Ericsson had been planning for some months to do a massive leadership development and coaching skills program for all levels of leadership across the region. But when the pandemic struck, the 450 leaders who were the target for this program and the 9,000 employees they oversaw were suddenly forced to work from home.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Did it make sense to follow through with the training when managers and the people they were managing were so isolated from each other? Very quickly, Ericsson leadership determined that it not only made sense, it was essential.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cWe knew for some time that we wanted to help our line leaders evolve into strong coaches,\u201d said Priyanka Anand, Vice President and Head of Human Resources for Ericsson Market Area South East Asia, Oceania and India. \u201cWhen the pandemic hit, it was clear early on that this wasn\u2019t going to go away anytime soon. We also began to realize that helping our leaders deal with the stress and anxiety that their employees were going through was very important.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In the past, many organizations would have looked at resilience or change management seminars when faced with an operational challenge like the pandemic. However, Anand said there was a strong sense that giving line leaders some insight into coaching culture might do more than just calm their nerves in the face of an unnerving situation.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The program that had been designed in part before the pandemic hit focused on five core goals, she said.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Increase ability to make courageous and fact-based decisions.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Increase empathy for different perspectives and approaches.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Increase cross-company cooperation<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Increase capacity to execute decisions quickly<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Increase support for a \u201cspeak-up environment.\u201d<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Coaching culture, Anand said, was a clear path to connect all these priorities. \u201cWe wanted to evolve our leaders into being strong coaches,\u201d she said. \u201cTo help their employees, we needed these leaders to be more empathetic. To do that, we needed them to know that they didn\u2019t always have to give advice; sometimes listening is the most important thing they can do. And that helps create an environment where employees feel safe to speak up and express themselves.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Linda Lindberg, Vice President and Head of Commercial Management for Ericsson Market Area South East Asia, Oceania and India, said the strategy behind using coaching culture to help line managers navigate the pandemic and support their employees was an attempt to \u201ctake leadership development to a more sustainable context.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Ericsson performed a pulse survey in the spring to find out how everyone was holding up under the stress and strain of virtual work, Lindberg said. \u201cThe results showed that stress levels were up across the board,\u201d she said. \u201cWe knew at that point that coaching skills would help them slow down, tune into someone else\u2019s concerns while still allowing them the time to engage in some self-care.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Although the goal of the coaching culture program was clear, the method for delivering the training was not going to be a challenge. Lindberg said that as a telecommunications company that was performing heroic work to keep people connected during the pandemic, Ericsson<\/span><\/p>\n<p><span style=\"font-weight: 400;\">employees were very comfortable adapting to virtual technology. That meant they were equally comfortable working or learning in a virtual environment, she added.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cDigital investment has always been part of our DNA,\u201d said Anand. \u201cIt\u2019s always top-of-mind in our planning, and we\u2019re always looking at ways of building our digital capacity. So, people adjusted to the virtual nature of the learning opportunities.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">More than 450 of the line managers attended a series of virtual \u201cteaser\u201d sessions. Then, the managers were asked to sign up for a series of intensive sessions on coaching culture and skills. Nearly three quarters of those who attended the teasers ultimately chose to participate in the program.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">As well, participants were encouraged to participate in \u201ccoaching clubs\u201d where they could practice their coach conversations. \u201cLearning theories is okay but you really need to dive in and do it and put it into practice before it becomes part of you,\u201d said Lindberg. \u201cThose coaching clubs created a stickiness around the training. It helped us develop those internal muscles around coaching skills.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The initial results from the program were impressive. A strong majority of the participants ranked their group coaching skills sessions very highly, Lindberg said. And seven in 10 participants reported that their performance had improved as a result of being involved in the program.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Ultimately, the coaching skills program served two major goals for Ericsson, Lindberg said. It provided line managers with the tools and mindset necessary to deal with the current virtual work environment. However, there were other, longer-term benefits as well.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cWe have always talked about the importance of accountability in our leaders,\u201d Lindberg said. \u201cThe best way to enable accountability is through coaching skills. When your leaders realize they are being accountable, it triggers some pride. It allows them all to own their results. And it allows them to grow as leaders and build bench strength for the company. It\u2019s literally a culture where leaders are building other leaders, and preparing them for future roles.\u201d<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Is a pandemic the right time to train line managers in coaching culture? In early 2020, that was the question [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":453,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[8],"tags":[],"class_list":["post-452","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-insights"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>A Paradigm Shift: Leaders Who Coach - LHH Philippines<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/lhh.com.ph\/index.php\/2026\/02\/05\/a-paradigm-shift-leaders-who-coach\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"A Paradigm Shift: Leaders Who Coach - LHH Philippines\" \/>\n<meta property=\"og:description\" content=\"Is a pandemic the right time to train line managers in coaching culture? 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