This piece is contributed by Jenny McDonald, Director and Principal Consultant at Continuum Consulting.
“We do not learn from experience, we learn from reflecting on experience”
(John Dewey)
Coaching is becoming an increasingly important development tool for senior leaders in the New Zealand local government sector. It is also an important tool being used across Councils in the UK, Australia and other countries.
Background
Councils operate in a uniquely complex environment; balancing political governance, community expectations, organisational leadership, regulatory responsibilities and long term planning, to name but a few areas of complexity. Against this backdrop, leadership is not only about technical expertise but about navigating ambiguity, relationships and change.
Coaching provides a structured way to strengthen these capabilities, through discussion, reflection, self-awareness and insight.
Coaching provides a confidential space for leaders to think and explore their world and leadership roles. Unlike consulting, which provides advice and solutions, coaching focusses on creating the space for leaders to gain insights and solve problems themselves.
How does coaching work?
Coaching is a series of focussed discussions in which the coachee brings a challenge or question to the table and the coach uses a mixture of questions and coaching techniques to support the coachee in gaining new insights and actions.
When is coaching particularly helpful?
At time of personal or organisation transition – a coach can be an independent sounding board to listen and work with the leader and support them to test their thinking and make decisions.
At times of conflict – either personal or within a group of stakeholders. A good coach can help the leader see the big picture and decide when and where to intervene.
To enable reflection – research tells us that successful executives take time out to step back from the daily activities and check in:
- Am I on track?
- Are there things that I should address?
- What are my long term objectives here?
Navigating Change – the coach often brings a wealth of personal experience as well as the coaching skills to help the leader navigate complex change and get the desired result.
Personal Growth – thinking about the personal big picture, what success looks like and plotting the path towards that success.
What makes for a good coaching relationship?
One of the major contributors to this field, Professor David Clutterbuck, has outlined 4 elements which support an effective coaching relationship:
- Closeness: Trust and a sense of safety
- Commitment: Shared investment in the goal
- Complementarity: Collaboration within clearly defined roles
- Co-orientation: Open, honest, and genuine dialogue
The process
We recommend meeting with one or two coaches for a no obligation introductory “chemistry check”. There should be initial comfort and respect on both sides.
Check which coaching organisation the coach is accredited with and that they have professional code of conduct.
Discuss process and the length and level of commitment required.
Lastly, while coaching should be challenging, it can also be fun and a great opportunity to fast track your career!
Learn more about Executive Coaching from Jenny McDonald in our upcoming members webinar:
Making the Most of Executive Coaching: a guide for local government leaders
10-11am, Friday 26 June, Online
Free for Taituarā members
$120 excl GST for non-members
Register now
