Career Coach Nepal
03ORGANIZATIONS

Grow the managers
your best people report to.

People leave managers, not organizations — and most managers were promoted for being good at something else entirely. We run programs inside your organization that build what that layer is missing: feedback, delegation, performance conversations. Then we measure what changed and put it in writing.

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Professional Development
03 / ORGANIZATIONS
Format
Cohort based, on site or hybrid
Cohort size
8–16 participants; workshops up to 30
Typical span
Six weeks for the leadership program
Commercials
Quoted per cohort, invoiced with VAT documentation
This is for you if
  • Your strongest individual contributors were promoted and are now struggling as managers.
  • Exit interviews keep naming the same manager, or the same silence.
  • Performance reviews happen once a year and change nothing.
  • You have an L&D budget and no framework to spend it against.
  • You are an NGO or institution that needs documented capacity building for a donor.
What you leave with
  • 01Managers who can run a feedback conversation without escalating it to HR.
  • 02A shared vocabulary for performance, so reviews stop being annual surprises.
  • 03Written manager toolkits your team keeps and reuses after we leave.
  • 04Pre- and post-program measures, in a report you can put in front of a board or a donor.
What we do together

Three engagements
inside this practice

Take them in sequence or on their own — we will tell you at the discovery call which one you actually need.

3.1

Leadership Program

6 weeks · one half-day per week · 8–16 participants
Leadership Program
3.1

A cohort program for new and mid-level managers, run on site so the examples are your organization's rather than a case study's. Each week pairs a session with an assignment applied to the participant's own team, and managers report back on it in front of their peers.

Includes
  • Six half-day sessions: delegation, feedback, difficult conversations, performance, motivation, leading change
  • A between-session assignment applied to their real team
  • A manager toolkit and templates the organization keeps
  • A pre- and post-program capability measure, with a written report for leadership
3.2

Workshops

Half or full day · up to 30 participants
Workshops
3.2

A single session on one thing, scoped to what your teams are actually getting wrong. Useful for all-hands topics, for teams too dispersed for a six-week cohort, or as a way to test us before committing to a program.

Includes
  • A scoping call and short diagnostic before the day
  • A session built on your scenarios, not generic material
  • A participant workbook
  • A summary of what surfaced on the day, for leadership
3.3

Team Coaching Retainer

Monthly · six-month minimum · quarterly reporting
Team Coaching Retainer
3.3

Ongoing coaching for a leadership group — a six-week program builds the skill, and the following six months decide whether it survives contact with the work. Group sessions, plus a confidential one-to-one slot for each member.

Includes
  • A monthly group coaching session with the leadership team
  • A confidential individual slot for every member
  • A quarterly written report on themes, with individual content withheld
  • Advisory access between sessions for live people issues
Request a proposal
How it runs

Step by step,
start to finish.

For: HR and L&D teams, founders, NGOs, institutions
  1. 01
    Scoping call

    We ask what is actually happening — attrition, review data, the conversations that keep going wrong — before proposing anything.

  2. 02
    Diagnostic

    A short survey or interviews with a sample of participants, so the program addresses your gaps rather than the ones in a template.

  3. 03
    Proposal

    Scope, cohort size, dates and cost in writing, with the measures we will report against.

  4. 04
    Delivery

    Sessions run on site or hybrid, scheduled around your operating hours.

  5. 05
    Measurement

    Post-program measures against the baseline and a written report — quarterly if you are on retainer.

Professional Development — questions
How large should a cohort be?
Eight to sixteen for the leadership program. Below eight the discussion thins out; above sixteen people stop speaking. Workshops run up to thirty.
Can you deliver in Nepali?
Yes — sessions run in Nepali, English or a mix of both. Written materials come in English by default.
Do you travel outside Kathmandu?
Yes, on site anywhere in Nepal with travel quoted separately, or hybrid when participants are dispersed.
How is this priced?
Per cohort rather than per head, so the cost is predictable regardless of who attends, and invoiced with standard VAT documentation. Retainers are monthly with a six-month minimum.
What do we get in writing?
A pre- and post-program capability measure, attendance, the themes that surfaced, and recommendations. Individual coaching content stays confidential — that is what keeps participants candid.
Not what you needed?

The other practices

Compare all three ↗
Career Coaching
01 / COACHING
Career Coaching

One-to-one work for professionals changing direction.

For: mid-career professionals, executives, returners
View this practice
Career Guidance
02 / STUDENTS
Career Guidance

Assessment-led stream and course choices for students.

For: +2 and undergraduate students, parents, schools
View this practice
Scoping call · Proposal in writing

Request a proposal

Tell us the size of the management layer and what is going wrong. You will get a scoped proposal with cohort dates, cost, and the measures we report against.

Request a proposalOr send us a message ↗