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LHH Vietnam

Coaching

Five kinds of coaching, chosen by who needs it

Coaching works when the coach is credible to the person opposite them and the format fits the problem. We run five distinct services, and the difference between Group and Team coaching matters more than most people expect.

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What this includes

  • AI coaching and mentoring for business leaders
  • One-to-one executive coaching for senior leaders
  • Performance coaching for managers and professionals
  • Team coaching for intact teams
  • Group coaching for shared development needs

The five coaching services

Executive, Performance and AI coaching are one-to-one. Group and Team coaching both work with several people at once, but they are not the same thing and are not interchangeable.

  • Most requested

    AI Coaching and Mentoring

    Chief executives, managing directors and functional heads

    Senior leaders are being asked to set a direction on AI without having had time to understand it properly. This is one to one work on closing that gap and turning it into a plan that can be implemented: what the tools actually do, where AI changes the economics of your business, what to try first, and how to scale what works. Built on two and a half years of running AI inside our own business rather than on research alone.

    One to one or a small cohort · in person or online

    More on AI Coaching and Mentoring

  • Executive Coaching

    Senior leaders, executives and high-potential talent

    One-to-one coaching focused on individual leadership effectiveness. Used for transition into a bigger role, sustained performance at the top, and the specific development priorities a senior person carries. Also delivered as mass coaching: one-to-one executive coaching rolled out across a group of leaders at once, structured to be cost-effective at that scale.

    One-to-one · 3, 6 or 12 months

  • Performance Coaching

    Managers and professionals, one-to-one

    One-to-one coaching focused squarely on how well a person performs in their current role: the specific behaviours, priorities and blockers that are affecting their results now. Unlike Group Coaching, the work is entirely individual: the whole session is about this person and their role, not a shared discussion across several people. It can be run for one individual or rolled out consistently across a manager population against themes the organisation sets, but each engagement remains a private, personal one-to-one.

    One-to-one · focused on individual role performance

  • Group Coaching

    Small groups with similar development needs

    Normally up to five participants who share a development need but do not necessarily work together. The value is in the peer perspective, facilitated by an experienced coach so sessions stay coaching-led rather than becoming classroom training. Each participant reflects on the discussion and chooses the actions they will apply individually.

    Up to five participants · not an intact team

  • Team Coaching

    Intact teams who work together regularly

    For functional teams, executive teams and business leadership teams. The unit of work is the team itself rather than the individuals in it. Focus is collective effectiveness: collaboration, communication, decision-making, alignment, accountability and performance as a group.

    Intact teams · collective effectiveness

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Group or Team coaching?

The names sound similar and the distinction gets lost, so it is worth being blunt.

Group Coaching brings together people with a shared development need who do not work together. Five first-time managers from five different functions, each taking their own actions away. The value is in the peer perspective, facilitated by an experienced coach.

Team Coaching works with people who already work together and need to work together better. The value is in what changes between them. If the participants do not share day-to-day work, it is Group Coaching, whatever it gets called internally.

Building internal coaching capability

Where you want coaching embedded in how the organisation works rather than bought in each time, we develop coaching skill inside your own population through ICF-accredited programmes. This connects directly to our Leadership Development offering.

The same programmes serve individuals who want to become professional business, career or executive coaches. We have already trained and supported over 250 coaches across APAC to become ICF certified.

  • Managers adding coaching to an existing skill set
  • People leaders building a coaching leadership style
  • Internal coaches needing advanced practice
  • HR and talent professionals coaching in a functional context
  • Individuals working towards professional coaching as a career

Our coaches

Our coaching bench is one of our core strengths, and one of the clearest differences between us and other providers in this market. It is supervised by our Managing Partner, one of only a few ICF Master Certified Coaches in Vietnam.

Chemistry matters more than credentials once a threshold is met, so we introduce two or three coaches and let the client choose. Coaching runs in Vietnamese and English.

  • The largest bench of coaches in Vietnam, drawing on Vietnam and APAC
  • Many are former senior executives and business leaders
  • Different levels and backgrounds, so the match fits the person and the problem
  • A deep pool, so clients choose from options rather than take one name
  • ICF-certified coaches, including Master Certified and Professional Certified level

Work we have done in Vietnam

  • The Vietnam digital arm of a global technology and engineering group

    Fifteen senior leaders were being asked to stop being functional experts and start contributing to strategy: owning work end to end, aligning with a global head office, and holding their own across functions rather than inside one.

    A six to ten month coaching journey on two tracks, individual and group, led by our Managing Partner, an ICF Master Certified Coach. It opened with stakeholder alignment and a 360 assessment to set a baseline, then four one-to-one sessions per leader alongside six group sessions organised by theme.

    Every participant reported being satisfied with their coach, 94% rated the programme valuable, and it returned a Net Promoter Score of 96.

  • A global pharmaceutical company

    The traditional leadership model here rewarded solving problems and directing others. Digital change, and the pace the pandemic set, needed leaders who could hold a different kind of conversation with their teams.

    A Building a Coaching Culture journey for managers and leaders, run in three phases: awareness, practice, then living it day to day. Adapted to the organisation rather than delivered off the shelf.

    Participants rated the programme highly across facilitation, content and learning value, averaging above 3.4 out of 4 on every measure.

  • A leading life insurer in Vietnam

    The company had already built an internal coaching hub, and demand was outgrowing it. Coaching was happening, but not to one standard, which made it hard to scale or to trust.

    A coaching programme delivered to two distinct cohorts: heads of department with existing coaching experience, refreshed on a common business coaching model, and senior managers new to coaching, trained from the ground up.

    Two cohorts of 15 to 25 participants delivered, with a further two commissioned. Facilitator effectiveness and the programme overall were both rated Excellent or Very Good by 100% of participants.

  • A fast-scaling Vietnamese technology company

    Seven years of rapid growth had left the principals managing instinctively and drawn into operational work that belonged elsewhere, while the responsibilities of the C-suite around them had never been made explicit.

    A six-month one-to-one executive coaching programme for the principals, scoped with the organisation against its own goals: leading a restructure, and lifting leadership capability from the C-suite through to middle management. Progress was tracked and reported so interventions could be adjusted in time.

Common questions

How do we choose between executive coaching and leadership training?

Executive coaching is one-to-one work on an individual leader's effectiveness: a transition into a bigger role, sustained performance at the top, or the specific development priorities a senior person carries. Leadership programmes build capability across a cohort or population. The two also combine: coaching between modules is built into LHH Vietnam programmes.

What is the difference between group coaching and team coaching?

Group coaching brings together up to five people who share a development need but do not work together; each takes their own actions away. Team coaching works with an intact team on collective effectiveness: collaboration, decision-making, alignment and accountability. If the participants do not share day-to-day work, it is group coaching.

Who are the coaches, and can they coach in Vietnamese?

LHH Vietnam draws on a broad pool of career, business and executive coaches in Vietnam and across the APAC region, including ICF-accredited coaches at Master Certified and Professional Certified level. Coaching runs in Vietnamese and English, and clients meet two or three coaches before choosing, because chemistry matters once credentials are met.

Tell us the situation, not the service

Describe what you are dealing with. If we can help, we will explain how.

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