Eurostar International

Yasmine Chebicheb

Leadership Coaching Champion

In today’s HR environment, supporting leaders is no longer only about providing policies, processes, or technical expertise. These elements remain essential, but they are not sufficient on their own. In my role as HR Director for Belgium and the Netherlands at Eurostar, I see every day how important it is for HR to enable managers to develop the confidence, clarity and ownership they need to lead their teams effectively.

Executive coaching is sometimes perceived as something reserved for senior executives or formal coaching programs. In reality, many of its principles are also present in the daily work of HR. When we help a manager prepare for a difficult conversation, step back from a sensitive situation, clarify expectations, or reflect on how they communicate with their team, we are doing more than providing HR advice. We are contributing to leadership development in a practical way.

For me, one of the important evolutions of the HR function is the shift from “solving for managers” to “enabling managers to solve, decide and lead.” This distinction matters. In a demanding labor market, with high employee expectations and increasing business complexity, organizations need managers who are not only technically strong but also able to communicate clearly, build trust and take responsibility for their teams.

This requires a balanced HR approach. Managers need clear frameworks, robust processes and consistent governance. At the same time, they also need space to exercise judgment, adapt to their context and build their own leadership style. If HR takes over too often, we create dependency. If we remain too distant, we risk inconsistency. The value of HR lies in finding the right balance among guidance, challenge and ownership.

At Eurostar, we continue to grow as an integrated group, bringing together different histories, cultures and ways of working. This is a rich environment, but it also requires alignment, clarity and strong communication. Managers play a key role in making this integration real for their teams. They are the ones who translate the direction of the company into day-to-day priorities, behaviors and conversations.

Communication is, in my view, one of the most critical leadership skills. A clear message is necessary, but the manager’s approach is just as critical. Employees need to understand decisions, but they also need to feel that their manager is authentic, consistent and able to listen. Supporting managers in communication is therefore not about giving them perfect scripts. It is about helping them feel prepared, understand the impact of their words and remain credible in the way they lead.

"I believe the most impactful HR functions will be those that combine strong expertise, business proximity, digital maturity and a deeply human approach to leadership. "

Another important challenge is team development. In a difficult labor market, attracting and retaining talent cannot be seen as an HR responsibility alone. It is also a leadership responsibility. People are more likely to stay and grow when they feel trusted, recognized and supported by their direct manager. HR can provide tools, processes and data, but the real difference is often found in the quality of the relationship between a manager and an employee.

Digitalization and artificial intelligence will also reshape the HR function and the way we work with leaders. Used well, digital tools can help us simplify processes, improve access to information and free up time for higher-value conversations. But technology should not replace human judgment. On the contrary, it should help HR and managers spend more time on what matters most: understanding people, making fair decisions and building strong teams.

On a more personal note, working in an operational and historically male-dominated sector has also shaped my view of leadership. It has reinforced my belief that different backgrounds and perspectives make discussions richer and decisions more balanced. For me, diversity is not only about representation. It is also about bringing different ways of looking at situations, asking questions and understanding people.

Ultimately, whether we call it executive coaching, leadership support, or HR business partnering, the objective is the same: helping leaders grow. This means supporting them without taking over, challenging them without weakening their confidence and helping them make decisions that are both business-oriented and human.

In the years ahead, I believe the most impactful HR functions will be those that combine strong expertise, business proximity, digital maturity and a deeply human approach to leadership. Organizations do not move forward only through structures or processes. They move forward when people understand the direction, trust their leaders and feel empowered to contribute.