At some point in almost every executive English program, the same question arises:

How do we know the participant is making progress?

It’s a fair question — especially when training budgets are limited.

My clients often have specific needs. Perhaps they are leading international teams and English is the common language, or they have been invited to participate in an international panel discussion on topics as diverse as pension funds or OECD Pillar 1 and 2 tax regulations.

What are the key performance indicators for this type of language learning?

The Common European Framework of Reference for Languages (CEFR) uses can-do statements, which can be easily adapted to executive contexts. For example, if a client wants to lead meetings in English, their “need” becomes a concrete objective: “I can comfortably lead meetings in English”. My role is to understand their learning needs, support  them in developing a learning routine that meets those needs, and then help them see their progress.

What does this look like in real time?

I continuously monitor spoken output, identify recurring patterns, and design targeted follow-up work — including focused grammar and vocabulary exercises — to support greater precision and flexibility. Clients, for their part, are responsible for preparation: reading, reflection, and homework are not optional extras. Nurturing  learner independence is essential.

Although the topics vary greatly from client to client, grammar has not disappeared. Accuracy, structure and language growth still matter. Grammar may still be the topic during a session, but the goal is to embed it in  authentic communication.

So back to the original question, how can a sponsor know if their employee is making progress?

Measuring progress is not limited to test scores. It can be measured through performance feedback. Increased clarity in presentations, more effective participation in meetings, or greater ease when discussing sensitive or complex topics are all clear indicators of progress. My panel discussion client was invited to participate again the following year. Not only did they bring a wealth of knowledge to the table, they were able to communicate it effectively in English. Another client started a new position fully prepared to discuss the organization’s complex topics in English. Other clients report back that they are able to have difficult conversations effectively in English.

The bottom line:  Their English language communication skills enhanced their performance — and that is a key performance indicator that brings added value on multiple levels.

For my clients — and for the organizations they serve — that’s the progress that matters most.



Focus on long-term success, but be willing to make short-term adjustments to get there.  Simon Sinek