Case study · Train the trainer and culture
Building Internal Culture Facilitators
The intervention supported 24 high performers to build facilitation, storytelling and influence skills through three months of development and six months of supported application.
Reference case · Illustrative figuresThe impact
Internal capability grew alongside the volume of touchpoints
These reference measures show the movement from the starting condition to the outcome the intervention was designed to strengthen.
The figures are illustrative reference values from the Impact in Action portfolio; they are not independently verified client results.
- Internal facilitators
- 24
- Development
- 3 months
- Supported application
- 6 months
The change in numbers
Before and after.
Each indicator has its own scale and unit.
Changes are shown in plain language.
Facilitator readiness increased by 31 percentage points.
Higher is betterConfidence increased by 39 percentage points.
Higher is betterUnderstanding increased by 29 percentage points.
Higher is better84 additional sessions or touchpoints; three times the starting volume.
Higher is betterThe figures are illustrative reference values from the Impact in Action portfolio; they are not independently verified client results.
How to read these figures
The internal-reach row is clarified as sessions and touchpoints, following the source table. Its change is 42 to 126: +84, or three times the starting volume. Unique participant reach is not supplied.
Values needed credible voices beyond formal communication
The organisation had high performers whose colleagues respected them. It also needed to carry values into everyday interactions, beyond HR communication or an externally facilitated session. Internal credibility was already present; the challenge was to turn it into a practical development resource.
Being respected and being ready to facilitate are different capabilities
A strong performer may have valuable experience without knowing how to help other people learn from it. Facilitation requires listening, useful questions, handling discussion and connecting a story or activity to a practical point. Confidence alone is not enough.
The response developed the ability to turn experience into learning
The journey combined facilitation practice, storytelling, culture conversations and values activation. Participants needed to make a value understandable through an ordinary situation: a decision, the way a disagreement is handled or the example a colleague chooses to follow.
- 01
Build capability
Develop facilitation, storytelling and values conversations over three months.
- 02
Observe delivery
Use practice and coaching to turn credibility into facilitation capability.
- 03
Support application
Maintain peer learning and reinforcement through six months of internal delivery.
Internal capability grew alongside the volume of touchpoints
The reference facilitator-readiness measure increased from 54% to 85%, and confidence to facilitate from 49% to 88%. Values-to-behaviour understanding rose from 57% to 86%. Each describes part of capability; none replaces observation of delivery quality.