Coaching for Change: Applying Gerard Egan’s Skilled Helper Model in Local Government Leadership
- truthaboutlocalgov
- 5 days ago
- 4 min read
In the ever-evolving landscape of local government, leadership is no longer just about managing tasks—it’s about empowering people. As public sector challenges grow more complex, the need for emotionally intelligent, reflective, and supportive leaders has never been greater. One powerful framework that can support this transformation is Gerard Egan’s Skilled Helper Model—a structured, human-centred approach to helping others grow, solve problems, and seize opportunities.
This blog explores the core principles of Egan’s model and how it can be applied by local government officers who manage people and aspire to develop as effective coaches.
“The goal of helping is to help clients manage their problems in living more effectively and develop unused opportunities more fully.” — Gerard Egan
The Three Stages of the Skilled Helper Model
Egan’s model is structured into three stages, each with three sub-stages. This makes it both comprehensive and easy to follow, especially for those new to coaching or people development.
Stage I: Exploration – “What’s Going On?”
This stage is about building rapport and helping the individual understand their current situation.
Step 1.1: Story – Encourage the person to tell their story. What’s happening? What are they feeling?
Step 1.2: Blind Spots – Help them identify gaps in their understanding or areas they may be avoiding.
Step 1.3: Leverage – Focus on the key issues that will make the biggest difference if addressed.
Application for Local Government Officers: A team member may be struggling with a new policy implementation. Instead of jumping in with solutions, the officer can use active listening to explore the team member’s perspective, uncover hidden concerns (e.g., fear of failure or lack of clarity), and identify the most pressing issue to address.
Stage II: Understanding – “What Do I Want Instead?”
This stage is about envisioning a better future and setting goals.
Step 2.1: Possibilities – Brainstorm potential goals or outcomes.
Step 2.2: Change Agenda – Choose realistic and meaningful goals.
Step 2.3: Commitment – Help the person commit to change.
Application for Local Government Officers: Once the issue is clear, the officer can guide the team member to imagine what success looks like. For example, if the issue is low morale, what would a motivated, engaged team look like? What small, achievable goals can they set to move in that direction?
Stage III: Action – “How Will I Get There?”
This stage focuses on planning and implementing strategies.
Step 3.1: Possible Strategies – Explore different ways to achieve the goals.
Step 3.2: Best Fit Strategy – Choose the most suitable approach.
Step 3.3: Plan and Act – Develop a concrete action plan and begin implementation.
Application for Local Government Officers:The officer can support the team member in identifying practical steps—perhaps arranging training, reallocating tasks, or setting up regular check-ins. The key is to empower the individual to take ownership of the plan.
Core Skills of the Skilled Helper
Egan’s model is not just about structure—it’s also about how we engage with others. He emphasised several core communication skills that are essential for effective helping:
Empathy – Seeing the world through the other person’s eyes.
Genuineness – Being authentic and transparent.
Respect – Valuing the person’s autonomy and potential.
Active Listening – Using verbal and non-verbal cues to show understanding.
Challenging – Encouraging the person to confront inconsistencies or limiting beliefs.
These skills are especially relevant in local government, where leaders must balance empathy with accountability, and support with challenge.
Why This Model Works for Local Government Leaders
Local government officers often wear many hats—manager, mentor, mediator, and motivator. The Skilled Helper Model offers a flexible yet structured approach that aligns well with the demands of public service leadership.
1. It Encourages Reflective Practice
Egan’s model promotes self-awareness—both for the helper and the person being helped. This is crucial in local government, where decisions often have wide-reaching implications. Reflective leaders are better equipped to navigate complexity and lead with integrity.
2. It Builds Coaching Capability
By following the model, officers can develop a coaching mindset—one that empowers rather than directs. This shift from “telling” to “facilitating” can transform team dynamics, boost morale, and foster innovation.
3. It Supports Organisational Change
The model’s focus on problem management and opportunity development makes it ideal for supporting change initiatives. Whether it’s implementing new policies, improving service delivery, or managing team transitions, the model provides a roadmap for constructive dialogue and action.
Real-World Example: Coaching in Action
Let’s imagine a local government officer, Sarah, who manages a team responsible for community engagement. One of her team members, James, has been underperforming and seems disengaged.
Instead of issuing a warning, Sarah uses the Skilled Helper Model:
Stage I: She invites James to share what’s going on. Through open-ended questions and active listening, she learns that James feels his ideas aren’t valued.
Stage II: Together, they explore what James wants—more involvement in decision-making and clearer feedback.
Stage III: They co-create a plan: James will lead a pilot project, and Sarah will provide weekly feedback sessions.
Over time, James becomes more engaged, and the team benefits from his renewed energy and ideas.
Tips for Applying the Model in Practice
Create a Safe Space – Trust is the foundation. Be present, non-judgemental, and respectful.
Use Open Questions – Encourage exploration with questions like “What’s important to you about this?” or “What would success look like?”
Balance Support and Challenge – Affirm strengths, but don’t shy away from naming blind spots.
Stay Curious – Avoid assumptions. Let the person lead the discovery.
Reflect and Review – After each conversation, reflect on what worked and what could be improved.
Final Thoughts
Gerard Egan’s Skilled Helper Model is more than a counselling tool—it’s a leadership philosophy. For local government officers striving to become better coaches, it offers a structured yet human approach to developing people, solving problems, and driving positive change.
As Egan reminds us:
“Helping is not about doing things to people or for people, but about working with them.”
In a sector where people are the greatest asset, this mindset can make all the difference.
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