Coaching for Change: Applying Peter Hawkins’ CLEAR Model in Local Government Leadership
- truthaboutlocalgov
- 6 days ago
- 5 min read
In today’s complex and ever-evolving public sector landscape, local government officers are increasingly expected to lead with empathy, adaptability, and strategic foresight. As the demands on public services grow, so too does the need for leaders who can coach and develop their teams effectively. One powerful framework that supports this development is Peter Hawkins’ CLEAR model—a structured, transformative approach to coaching that fosters deep learning, accountability, and behavioural change.
This blog explores the CLEAR model, summarises its theoretical foundations, and examines how it can be practically applied by local government officers who manage people and aspire to grow as coaches.
What is the CLEAR Model?
Developed by Professor Peter Hawkins, a leading figure in systemic coaching and leadership, the CLEAR model is a five-step coaching framework designed to facilitate meaningful conversations that lead to insight and action. The acronym CLEAR stands for:
Contracting
Listening
Exploring
Action
Review
Each stage of the model is designed to guide both coach and coachee through a structured yet flexible process that encourages reflection, learning, and forward momentum.
“The CLEAR model is not just about solving problems—it’s about creating the conditions for transformation.” – Peter Hawkins
Let’s break down each component of the model and explore how it can be applied in a local government context.
1. Contracting: Setting the Foundation
The first step, Contracting, involves establishing the purpose, boundaries, and expectations of the coaching session. This is more than just agreeing on logistics—it’s about co-creating a safe and trusting space where both parties are clear on their roles and responsibilities.
In local government, where officers often juggle multiple priorities and stakeholders, contracting helps to clarify the focus of the conversation. For example, a team leader might contract with a staff member to explore how they can better manage their workload or navigate a challenging relationship with a colleague.
“Contracting is about creating a shared understanding of what success looks like.” – Hawkins
This stage also includes agreeing on confidentiality, time boundaries, and the desired outcomes of the session.
2. Listening: Deep, Attentive Presence
The second stage, Listening, is about giving the coachee space to speak and be heard—without interruption, judgement, or premature advice. Hawkins emphasises the importance of active listening, which involves tuning into not just the words being said, but also the emotions, body language, and underlying assumptions.
For local government officers, this skill is invaluable. Whether supporting a team member through change or addressing performance concerns, deep listening builds trust and uncovers the root causes of issues.
“Listening is the most powerful tool a coach has. It creates the space for insight to emerge.” – Peter Hawkins
In practice, this might mean resisting the urge to jump in with solutions and instead asking open-ended questions like, “What’s really important to you in this situation?”
3. Exploring: Uncovering Meaning and Possibility
Once the coachee has shared their story, the coach moves into the Exploring phase. This is where the real coaching work begins—challenging assumptions, identifying patterns, and helping the coachee gain new perspectives.
Hawkins draws on the concept of double-loop learning, originally developed by Chris Argyris and Donald Schön, which encourages individuals to question the underlying beliefs and values that drive their behaviour. This is particularly relevant in the public sector, where systemic challenges often require a shift in mindset rather than just a change in tactics.
For example, a local government officer might explore why they consistently avoid difficult conversations with staff. Through coaching, they may uncover a fear of conflict rooted in past experiences, which opens the door to new strategies for engagement.
“Exploration is not about fixing—it’s about understanding.” – Hawkins
4. Action: Moving Towards Change
The Action stage is where insight is translated into commitment. The coach supports the coachee in identifying specific, realistic steps they can take to move forward. Importantly, these actions should be owned by the coachee—they are not instructions from the coach, but self-generated commitments.
In a local government setting, this might involve a manager deciding to schedule regular one-to-ones with their team, delegate more effectively, or seek feedback from peers. The key is to ensure that actions are aligned with the coachee’s values and goals.
“Without action, insight is just a nice idea.” – Peter Hawkins
Coaches can help by asking questions like, “What will you do differently as a result of this conversation?” or “What support do you need to follow through?”
5. Review: Reflecting and Embedding Learning
The final stage, Review, is often overlooked but is critical for embedding learning and sustaining change. This involves reflecting on what was learned during the session, what worked well, and what could be improved.
In local government, where time is often limited, taking a few minutes to review can significantly enhance the impact of coaching. It reinforces accountability, celebrates progress, and identifies areas for further development.
“Reviewing is where learning becomes embedded and sustainable.” – Hawkins
This stage also provides an opportunity to revisit the original contract and assess whether the session met its objectives.
Applying the CLEAR Model in Local Government
So how can local government officers use the CLEAR model in their day-to-day leadership?
1. As a Development Tool
Officers who manage people can use the CLEAR model to support staff development, performance management, and wellbeing. By adopting a coaching mindset, leaders shift from telling to asking, from directing to empowering.
For example, during a performance review, a manager might use the CLEAR model to help an employee reflect on their achievements, explore challenges, and set goals for the future.
2. In Team Coaching
The CLEAR model can also be adapted for team coaching, helping groups to align around shared goals, improve communication, and resolve conflict. Hawkins has developed a variant called CID-CLEAR for this purpose, which integrates systemic thinking and team dynamics.
3. For Self-Coaching and Reflection
Leaders can use the model to coach themselves—reflecting on their own challenges, decisions, and development. This builds self-awareness and resilience, which are essential qualities in public service leadership.
Benefits of the CLEAR Model
Structured yet flexible: Provides a clear roadmap while allowing for creativity and responsiveness.
Empowering: Encourages ownership and accountability.
Transformational: Supports deep learning and behavioural change.
Scalable: Can be used in one-to-one, team, or organisational contexts.
Challenges and Considerations
While the CLEAR model is powerful, it’s not a silver bullet. Local government officers may face challenges such as:
Time constraints: Coaching takes time and commitment.
Cultural resistance: Some teams may be unfamiliar with or sceptical of coaching approaches.
Skill development: Effective coaching requires training and practice.
However, with the right support and mindset, these challenges can be overcome. Many councils are now investing in coaching training for managers, recognising its value in building high-performing, resilient teams.
Conclusion: Coaching for a Better Public Sector
Peter Hawkins’ CLEAR model offers a practical, evidence-based approach to coaching that aligns beautifully with the values of public service—collaboration, empowerment, and continuous improvement. For local government officers who manage people and want to grow as coaches, it provides a powerful framework for leading with clarity, compassion, and impact.
As Hawkins himself puts it:
“Coaching is not just about helping individuals—it’s about transforming systems.”
By embedding coaching into the fabric of local government, we can create more responsive, innovative, and human-centred public services—one conversation at a time.
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