Creating a coaching and mentoring culture isn’t easy; sustaining one even harder. Over three decades of observing attempts by organisations, one conclusion stands out. We cannot identify any examples of sustainable success that do not have a dedicated programme management team. Sometimes the team is one manager, supported by a steering group, but when they leave, the chances of sustaining gains made are minimal.
When organisations don’t have a dedicated manager, they tend to launch lots of disjointed initiatives, most of which eventually die on the vine. Success comes from continuity and coordination – ensuring that spend on developing coaching and mentoring capability is embedded in a coherent strategy.
The role of programme manager is complex and highly fulfilling. It is often a jumping off point for more senior roles in people development or leadership. It is perhaps the ultimate in achieving complex goals through influence rather than command.
Over the past several years, we have been privileged to support dozens of programme managers in evolving their roles embedding evidence-based good practice in their programmes. Many of these play an active role in the international community of programme manager alumni. They contribute to research, provide mutual support and even write case studies for our books.
You can find out more about this growing community here.
©️David Clutterbuck, 2025