Engagement cannot be mandated. It is earned one level down.
For CHROs of growing mid-market companies. Turn your management line into performance coaching — re-engage, retain, and prove it to the Executive Committee. First conversation within 72 hours.
Your best people are leaving. And it plays out one level below you.
Engagement scores stall, key talent walks — and the cause is almost never the top. It sits in the quality of middle management. A manager who knows how to coach engages people, grows them, and keeps them. One who only knows how to report wears their teams down, quarter after quarter.
comes down to its manager (Gallup — State of the American Manager)
engaged at work (Gallup · State of the Global Workplace 2026)
That is exactly where your mandate is decided. And exactly where most HR plans stop — for lack of a lever that acts on posture, not process.
From manager to manager-coach.
The number-one move of CHROs who deliver in 2026: shifting their managers from control to coaching. We install that posture across an entire cohort of managers — not through top-down training, but through performance coaching, individual and collective, anchored in their day-to-day work.
Assessment
Mapping of management stances (the Stance Compass) and an engagement baseline, team by team. We start from reality, not from a competency framework.
The program
A cohort of managers: individual sessions plus group workshops built on the Fit to protocol. 90 days, with moves they can put into practice the following week.
The proof
Before-and-after measurement and a readout to the Executive Committee. Impact is shown — not narrated.
- A cohort of 6 to 12 managers, over 90 days.
- Hybrid format: individual (posture) plus collective (shared practices).
- Led by Ludovic Baumgartner — a coach who has owned a P&L and managed teams, not a theorist.
Re-engaging is good. Proving it is what unlocks your budget.
Your challenge is not only to act: it is to demonstrate impact to an executive committee that thinks in numbers. We build measurement in from the assessment stage, so that your next C-suite presentation rests on measured deltas, not intentions.
- Engagement and posture baseline at the start, measured again at Day 100.
- Management-practice indicators (feedback, delegation, team rituals).
- A concise readout, ready to present to the Executive Committee.
What we install in your managers
Feedback that grows people
Move beyond the annual review into continuous conversation.
Delegating without losing direction
Give autonomy without losing control of the outcome.
Re-engaging without overpromising
Restore meaning and mastery, without perk inflation.
Carrying the load, preventing burnout
Spot the exhaustion of being held back before it reaches the breaking point.
The difficult conversation
Say what needs to be said — course correction, disagreement, departure.
The manager-coach, day to day
Simple rituals that fit inside a packed week.
You hold an exposed seat too.
Transforming the management line is a change program that you carry — often alone, facing a C-suite that expects results. We also work on your own posture as CHRO: holding your ground in the trade-offs, embodying the change rather than enduring it, staying the course.
CHROs who took the step.
“Remarkable speed in responding to our needs, and great creativity in adapting strategically to what we asked for.”
“Ludovic combined an approach built on deep knowledge (of how the brain works) with a genuinely human one.”
A framework you can defend internally.
You are committing your teams' trust and your organization's responsibility. The program is built to clear review by your legal department and your DPO without friction.
- Structural confidentiality: the content of individual sessions never reaches HR or the board — only aggregate reporting circulates.
- GDPR & AI Act compliant — the full framework is public: AI & the AI Act · Privacy Manage cookies .
- Direct supervision by Ludovic Baumgartner.
We start with thirty minutes.
Not a pitch. An honest read of your management line and your engagement numbers — and a straight recommendation on what would move fastest. You leave with a point of view, whether we work together or not.