Coaching for Change: Applying Jenny Rogers’ Six Principles in Local Government Leadership
- truthaboutlocalgov
- 6 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 organisations face increasing complexity, budget constraints, and rising community expectations, the ability of local government officers to lead with empathy, clarity, and adaptability has never been more vital. One powerful way to cultivate these qualities is through coaching.
Jenny Rogers, a renowned executive coach and author, offers a compelling framework for coaching that is both practical and transformative. Her Six Principles of Coaching provide a foundation for leaders who want to support their teams more effectively, foster growth, and drive meaningful change. In this blog, we’ll explore each principle, summarise its core message, and examine how it can be applied by local government officers seeking to develop as coaches.
1. The Client is Resourceful
“The fundamental belief in coaching is that people are capable of finding their own answers.” – Jenny Rogers
At the heart of Rogers’ philosophy is the belief that the coachee (or client) is inherently capable. This principle challenges the traditional top-down leadership model where the manager is the problem-solver. Instead, it positions the individual as the expert in their own life and work.
Application in Local Government:
For a local government officer managing a team, this means resisting the urge to provide immediate solutions. Instead, ask open-ended questions that encourage reflection and self-discovery. For example, when a team member struggles with a project, rather than saying, “Here’s what you should do,” try, “What options have you considered?” or “What do you think might work best?”
This approach not only builds confidence but also nurtures a culture of ownership and innovation.
2. The Coach’s Role is to Help the Client Develop this Resourcefulness
The coach is not a fixer but a facilitator. Their role is to create a safe space for exploration, challenge assumptions, and support the client in unlocking their potential.
Application in Local Government:
In practice, this means shifting from directive management to developmental leadership. A local government officer might use coaching conversations during one-to-ones or performance reviews to help staff reflect on their goals, strengths, and areas for growth.
Using tools like the GROW model (Goal, Reality, Options, Will) can structure these conversations effectively. For instance, helping a housing officer navigate a difficult resident case might involve exploring what success looks like, what’s currently happening, what options exist, and what actions they’re willing to take.
3. Coaching Addresses the Whole Person
“Coaching is not just about performance—it’s about the person behind the performance.” – Jenny Rogers
This principle recognises that people bring their whole selves to work. Emotions, values, personal challenges, and aspirations all influence how they show up professionally.
Application in Local Government:
Public service roles can be emotionally demanding. Officers often deal with vulnerable populations, political pressures, and community scrutiny. A coaching approach that acknowledges the whole person can be deeply supportive.
For example, if a team member is underperforming, a coaching conversation might explore not just the task but also their wellbeing, motivation, and external stressors. This holistic view fosters empathy and trust, which are essential for sustainable performance.
4. The Client Sets the Agenda
In coaching, the client—not the coach—determines the focus of the conversation. This empowers the individual to take responsibility for their development.
Application in Local Government:
This principle can be particularly powerful in performance development plans or career conversations. Rather than imposing objectives, a local government officer can invite team members to identify what they want to achieve and why it matters to them.
For instance, during an appraisal, instead of saying, “You need to improve your report writing,” ask, “What skills would you like to develop this year?” or “What would make your work more fulfilling?”
This shift encourages intrinsic motivation and aligns personal goals with organisational priorities.
5. The Coach and the Client are Equals
“Coaching is a partnership of equals, not a hierarchy.” – Jenny Rogers
This principle challenges traditional power dynamics. It suggests that effective coaching happens when both parties engage with mutual respect and openness.
Application in Local Government:
While hierarchical structures are common in public sector organisations, adopting a coaching mindset means creating space for dialogue rather than directive instruction. This doesn’t mean abandoning authority—it means using it wisely.
For example, a senior officer leading a cross-departmental project might invite junior staff to share their insights and ideas, treating them as valued contributors. This inclusive approach can lead to better decisions and stronger team cohesion.
6. Coaching is About Change and Action
Coaching is not just a reflective exercise—it’s a catalyst for change. It helps people move from insight to action, from intention to impact.
Application in Local Government:
In a sector where change is constant—whether due to policy shifts, funding changes, or community needs—coaching can help staff navigate transitions with clarity and confidence.
A local government officer might use coaching to support a team member through a restructure, helping them identify their strengths, explore new roles, and take proactive steps toward their future.
Equally, coaching can be used to embed new behaviours, such as adopting digital tools or improving community engagement practices.
Bringing it All Together: Coaching in Action
Let’s consider a practical scenario. Imagine a local government officer named Sarah who manages a team in the environmental services department. She wants to adopt a coaching approach to support her team’s development.
Here’s how she might apply Rogers’ principles:
Resourcefulness: Sarah believes her team members have the answers and encourages them to problem-solve independently.
Facilitation: She uses coaching questions in meetings to help staff reflect and grow.
Whole Person: She checks in on wellbeing and recognises the personal challenges her team faces.
Agenda Setting: She invites team members to set their own development goals.
Equality: She fosters a culture of mutual respect, where everyone’s voice matters.
Action: She supports her team in turning insights into tangible steps.
Over time, Sarah notices a shift. Her team becomes more engaged, resilient, and proactive. They feel heard, valued, and empowered. And Sarah herself grows as a leader—more reflective, more connected, and more effective.
Conclusion: Coaching as a Leadership Superpower
Jenny Rogers’ six principles offer more than a coaching framework—they offer a philosophy of leadership grounded in trust, respect, and transformation. For local government officers, embracing these principles can lead to stronger teams, better outcomes, and a more human-centred approach to public service.
As Rogers reminds us, “Coaching is the art of facilitating another person’s learning, development, well-being and performance.” In a world that demands both compassion and competence, that art is more essential than ever.
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