The challenge
A familiar situation: Copilot has been rolled out across the organization, but the leadership team itself rarely uses it. It shows in the communication: when leaders do not talk about Copilot from their own experience, the rest of the organization reads it as an optional extra, not part of normal work. Generic training sessions do not change this.
How the solution is built
The coaching is built in four phases. First, preparation: each leadership team member’s weekly tasks are mapped, such as compiling board materials and strategy reviews. Then a personal 1:1 session, where each one tries Copilot in their own real task, not a generic exercise. Third, a shared debrief where the leadership team shares what worked and what did not. Finally, a strategy and a roadmap for spreading what was learned to the rest of the organization.
The coaching is short and personal, not a group lecture. The emphasis is on each leadership team member gaining their own experience of the value, so they can speak about it in their own words to the rest of the organization instead of repeating a message handed to them.
What the solution aims for
The leadership team’s own use becomes visible in the communication: when leaders refer to Copilot in their own presentations and decision-making, it changes how the rest of the organization relates to the tool. The coaching also produces a role-based prompt library, used as the foundation for the wider rollout.
