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Illustrative scene: managers exchange perspectives in a facilitated learning group.

Develop managers across the business. Keep it personal.

Your managers share a responsibility, not the same starting point. Torch helps you build a coherent coaching program around common expectations and the real challenges each manager faces.

Explore the coaching approach

Shared expectations. Different starting points.

Give the program a common direction.

Agree the management expectations that matter across the business.

Make room for different needs.

Distinguish a first management role from an experienced manager's transition or regional challenge.

Make taking part possible.

Plan sponsor support and protected time alongside the coaching, not after launch.

One coherent program. Different paths forward.

Design the audience, participation plan and development approach together, then refine the program as managers use it.

Match for management level, leadership challenges, working style and relevant context. Shared program expectations do not require every participant to have identical goals.

  1. Map the management populations.

    Identify levels, regions and role transitions, then agree the shared expectations and different needs within them.

  2. Make participation workable.

    Confirm coaching formats, available capacity, sponsor support and protected time before inviting participants.

  3. Match people and make a start.

    Connect each participant with an appropriate coach and clear goals, using a consistent introduction to the program.

  4. Learn from each program cycle.

    Review access, relevance and development evidence separately, then adjust the design for the next cohort.

Measure reach and development separately.

Agree who is included in each measure and when it will be reviewed. Session completion is not, by itself, behavior change.

Access and participation

Review agreed invitation, matching and participation measures to locate practical barriers to taking part.

Relevance to the manager

Ask participants whether the coaching fits their responsibilities and supports the goals they set.

Application in the team

Use consistent feedback on selected management behaviors, with appropriate permissions and clear respondent bases.

Prepare the conversation that makes participation possible.

This illustrative Spark rehearsal addresses program sponsorship rather than claiming an automated rollout feature.

Explore Spark AI

An illustrative conversation using context supplied by the participant. Spark is optional.

Leader

Regional heads keep treating coaching time as optional. I need their support before launching the manager program.

Spark AI

What would you say if a regional head asked why managers should spend time away from delivery?

Leader

I would ask which management challenges are slowing delivery, then agree time and goals around those challenges.

Spark AI

Make the tradeoff concrete: which commitment will change so managers can participate, and when will you review whether the arrangement works?

A next step to try

Agree a practical participation plan with each regional sponsor.

Ask managers at the first review whether protected time is genuinely available.

Experienced leaders. Worth your leaders’ time.

  • Every coach is ICF-credentialed
  • At least five years of coaching experience
  • Industry leaders with first-hand experience
  • Many doctoral-qualified psychologists and therapists
  • Matched to leaders and their responsibilities
Meet our coaches

  • Coach Sandeep

    Led businesses at Gap Inc. and Mars before coaching C-suite leaders and founders. MBA, Georgetown.

    Previously at
    Gap Inc. Mars The Body Shop

  • Coach Evelyn

    Former CEO of The RNA Society and COO of Parkinson Wellness Recovery. PhD, Cornell.

    Previously at
    RNA Society Parkinson Wellness Recovery American Chemical Society

  • Coach Rafal

    Former Chief Learning Officer at Deloitte Switzerland and Vice President at Barclays. ICF Master Certified Coach.

    Previously at
    Deloitte Barclays JP Morgan

  • Coach Sheryl

    Former Executive Vice President at Wells Fargo and Managing Director at Barclays.

    Previously at
    Wells Fargo Barclays UBS

  • Coach Jorge

    Former CEO of Axion Energy, a BP joint venture, and SVP of Global Strategic Partnerships at BP.

    Previously at
    Castrol BP Axion Energy

  • Coach Sophia

    Former Vice President and Business Unit CFO at Kraft Heinz.

    Previously at
    Kraft Heinz Procter & Gamble Walker & Company

  • Coach Jon

    Former Partner at Bain & Company and The Bridgespan Group.

    Previously at
    Bain & Company The Bridgespan Group Bannock Consulting

  • Coach Shirley

    Former Chief People Officer at Zadara and Callisto Media. PhD, Organizational Psychology.

    Previously at
    Zadara Callisto Media

  • Coach Andrew

    Former Chief Technology Officer at Parametric and COO at Synoptic Data.

    Previously at
    Parametric Microsoft Synoptic Data

  • Coach Anita

    Former Partner in Accenture's global strategy practice and Head of Innovation at KPMG Strategy.

    Previously at
    Accenture KPMG

  • Coach Shamar

    Led coaching and development programs at AvidXchange and GEICO. U.S. Navy veteran.

    Previously at
    AvidXchange GEICO U.S. Navy

  • Coach Marie

    Former Head of Commercial Excellence at Merck and Head of Marketing at Novartis.

    Previously at
    Novartis Merck

  • Coach Kevin

    Former VP of Product Management at BILL and Head of Global Product Marketing for QuickBooks at Intuit.

    Previously at
    BILL Intuit LinkedIn

  • Coach April

    Former Director of R&D at Johnson & Johnson. PhD, Organizational Leadership.

    Previously at
    Johnson & Johnson OraPharma Delaware Valley University

  • Coach Don

    Former Executive Vice President and COO at Gateway Ticketing Systems; led IT at Universal Orlando Resort and Walt Disney World.

    Previously at
    Gateway Ticketing Systems Walt Disney World Universal Orlando Resort

  • Coach Catherine

    Former APAC Chief Strategy Officer at Siemens Industry Software and regional director at IBM.

    Previously at
    Siemens IBM Cisco Systems

  • Coach Frank

    Former VP of Professional Services for North America at Unit4 and VP of Customer Success at Actifio.

    Previously at
    Unit4 SAP SuccessFactors Actifio

  • Coach Vanessa

    Former Chief Human Resources Officer and Chief Operating Officer. Executive coaching certificate, Columbia University.

    Previously at
    Michaud Cooley Erickson Wayside Recovery Center Control Data Corporation

  • Coach Jeff

    Former President of Healthcare Solutions at Budco Financial and VP of Marketing and Product Development at Dialog Direct.

    Previously at
    Budco Financial Dialog Direct

  • Coach Andrea

    Former Senior Director of Direct-to-Consumer Marketing at Procter & Gamble.

    Previously at
    Procter & Gamble PayPal

See how Tripadvisor shaped coaching around its leaders

Explore the performance case for participant-reported development and work outcomes, distinct from a measure of program rollout.

Explore the related page

Questions about manager development at scale.

Does every manager follow the same program?

No. Shared expectations can provide coherence while goals, matching and coaching formats reflect different roles. Agree the scope and cadence during program design.

How is this different from performance coaching?

This page addresses how to structure and run a program across management populations. Performance coaching starts with the changes in work or team leadership you want to support.

Can we include managers in different regions?

Plan regional needs, language, time zones and available coach capacity with Torch before launch. Do not assume one schedule or format will fit every location.

What is Torch?

Torch is a leadership coaching and alignment platform for mid-market and enterprise organizations. Its experienced coaches support individual development within a shared program, with optional Spark AI for practice between human sessions.

What would make development workable for your managers?

Bring your audiences, expectations and constraints. Shape the program around them.

Become a Torch Changemaker:

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