CASE STUDY
Jollibee Foods Builds Conversational
Skills, Instills a Coaching Culture
Across the Organization
CLIENT Jollibee Foods
Corporation, the largest
fast-food chain brand in the
Philippines
LOCATION Headquartered
in Pasig, Philippines, with
5,900+ stores worldwide
SIZE Over 16,000
associates
INDUSTRY Food & Beverage
CLIENT PROFILE AND CHALLENGE With the use of Better
Jollibee Foods Corporation (JFC), one of the largest global food companies with 16 brands Conversations Every
operating in 33 countries, was seeking to establish a One JFC Coaching Culture that
would empower employees and teams and reinforce a cohesive organizational culture
Day techniques, we
as it continued to expand internationally. The unique challenges brought on by the were able to pinpoint
COVID-19 pandemic also led to an increased need for approaches and tools that could the exact problem and
help JFC leaders navigate uncertainty with more self-awareness and resilience. In addition as a result, as of today,
to needing to build a cohesive coaching culture, JFC needed a leadership development our store has ‘zero’
solution that would enable employees to communicate and engage with one another more
effectively in a virtual environment and successfully adjust to the new world of work.
complaints pertaining
to delivery.”
JFC chose to partner with the Center for Creative Leadership (CCL)® out of a desire to — Program participant,
form a trusting relationship with a solution provider. JFC wanted a partner that would Jollibee Foods employee
work closely to understand the company’s unique needs and develop a solution that would
deliver results.
1 CASE STUDY
© Center for Creative Leadership. All rights reserved.
JFC
SOLUTION AND RESULTS BY THE NUMBERS
4.88
The journey began with a custom face-to-face coaching skills program, Coaching for Greater
Effectiveness, provided to 200 top leaders at JFC. Starting with senior leaders allowed for buy-in and
support of the initiative, and ultimately led to increased traction as the larger-scale conversational
skills program, Better Conversations Every Day™, was rolled out to all managers through a train-the-
trainer model. The program was pivoted to a live online virtual format in 2020 to nimbly adapt to the
COVID-19 situation and continue the momentum of the initiative.
The CCL team worked closely with JFC to co-create the journey and program design, making
OVERALL
satisfaction of the program
adjustments along the way to maximize the impact in both the face-to-face and virtual environments. (on a 1–5 scale)
The journey included learning modules, assessments, online digital tools, and post-program pulse
checks.
4.7
Involvement of JFC leaders throughout the process was a critical success factor. In addition to worthwhile
participating as sponsors and key stakeholders, a number of JFC leaders were trained as virtual investment
breakout room hosts and led the small group discussions. The approach further increased the level of of time and
effort
coaching capability within the organization and created comfort as participants were able to speak
their local language.
Incorporating learnings from initial sessions into future iterations was key to maximizing the ROI for
4.8
the initiative. With accumulated exposure to virtual coaching and training, it became apparent that
facilitators and coaches needed to adopt additional tools and techniques to maintain high levels of
engagement with participants. More interactive activities, such as polling, annotation, and quizzes
were utilized in the program design as a result.
So far, the One JFC Coaching Culture has resulted in notable positive outcomes for the company,
earned new knowledge and/or skills
including significant improvement in managers’ ability to: from the session
Engage in difficult conversations.
Provide feedback for development.
Support colleagues to be the best version of themselves.
Data from hundreds of leaders within JFC confirms that virtual sessions have been equally impactful
compared to face-to-face sessions. When asked to rate overall satisfaction with the program,
participants of both face-to-face and virtual programs have given an average of 4.88 out of 5.
4.6
confident in
A recent pulse check that measures behaviors and outcomes from the perspective of direct reports ability to apply
new knowledge &
shows virtual sessions receiving even higher scores on leadership effectiveness compared to
skills learned
face-to-face.
Overall, employees across store brands report that their direct managers are challenging and
supporting them more effectively, which has led to positive transformation across the organization.
PARTICIPANTS SAY
I immediately put [new skills] into It was so much more than
practice after the course and saw what I was expecting. It was
improvement on the performance of fun and engaging and I learned
the person I was coaching.” so much that I can actually
apply in both my professional
I felt psychologically safe in practicing and personal life.”
and making mistakes while doing the
activities.”
2 CASE STUDY
© Center for Creative Leadership. All rights reserved.
JFC
