Coaching from Within: Virginia Satir, Anchoring, and Self-Coaching for Local Government Leaders
- truthaboutlocalgov
- 6 days ago
- 5 min read
In the dynamic and often demanding world of local government, officers are called upon to lead with clarity, compassion, and resilience. As the challenges of public service evolve, so too must the leadership styles of those who serve. One powerful way to grow as a leader is through coaching—not just of others, but of oneself. This blog explores the transformative ideas of Virginia Satir, the practice of Anchoring, and the art of Self-Coaching, offering practical insights for local government officers who manage people and aspire to develop as coaches.
Virginia Satir: A Pioneer in Human Growth and Communication
Virginia Satir (1916–1988) was a renowned family therapist and one of the founding figures of modern family therapy. Her work focused on communication, self-worth, and the dynamics of human relationships. Though her roots were in therapy, her insights have had a profound impact on leadership, coaching, and personal development.
Satir believed that self-awareness and emotional intelligence were foundational to effective relationships. She famously said:
“Life is not what it’s supposed to be. It’s what it is. The way you cope with it is what makes the difference.”
Her approach was deeply humanistic, grounded in the belief that people have the capacity for growth, healing, and transformation when given the right environment.
Core Concepts from Satir’s Work
1. The Satir Growth Model
Satir’s Growth Model outlines how individuals respond to change and how they can move from survival to growth. It includes five key elements:
Self – The core of who we are
Other – Our relationships with others
Context – The environment we operate in
Content – The issues we face
Process – How we interact and communicate
This model encourages leaders to look beyond surface behaviours and understand the deeper emotional and relational patterns at play.
2. The Five Freedoms
Satir articulated five fundamental freedoms that underpin personal empowerment:
The freedom to see and hear what is
The freedom to say what one feels and thinks
The freedom to feel what one feels
The freedom to ask for what one wants
The freedom to take risks on one’s own behalf [2]
These freedoms are essential for creating a coaching culture where individuals feel safe to express themselves and grow.
Anchoring: Creating Emotional Stability
While not originally coined by Satir, Anchoring is a concept often used in coaching and NLP (Neuro-Linguistic Programming) that aligns with her emphasis on emotional regulation and self-awareness.
Anchoring involves creating a mental or physical cue that helps an individual access a desired emotional state—such as calm, confidence, or focus—especially in high-pressure situations.
Example: A local government officer might anchor a feeling of calm by touching their thumb and forefinger together while recalling a moment of success. Over time, this gesture becomes a trigger for that emotional state.
Application Tip:Use anchoring before difficult conversations, public speaking, or decision-making. It helps leaders stay grounded and present.
Self-Coaching: Becoming Your Own Guide
Self-coaching is the practice of applying coaching principles to oneself. It involves setting goals, reflecting on experiences, challenging limiting beliefs, and cultivating self-compassion.
Virginia Satir’s work supports this approach by encouraging individuals to take ownership of their inner world. She wrote:
“Your responses to the events of life are more important than the events themselves.”
This mindset is crucial for leaders in local government, who often face external pressures beyond their control.
Applying These Concepts in Local Government Leadership
1. Enhancing Emotional Intelligence
Satir’s emphasis on self-awareness and emotional expression is directly applicable to leadership. Local government officers can use her principles to:
Recognise their own emotional triggers
Respond rather than react in stressful situations
Model emotional openness for their teams
“Feelings of worth can flourish only in an atmosphere where individual differences are appreciated, mistakes are tolerated, communication is open, and rules are flexible.” – Virginia Satir
2. Building Resilience Through Anchoring
In the public sector, leaders often face criticism, uncertainty, and high workloads. Anchoring can help them maintain composure and confidence.
Practical Steps:
Identify a past experience where you felt confident and capable.
Recall the details vividly—what you saw, heard, and felt.
Choose a physical gesture (e.g., pressing your palm) and repeat it while recalling the memory.
Practise this regularly to strengthen the anchor.
Use this anchor before entering challenging meetings or delivering presentations.
3. Creating a Coaching Culture
Satir’s Five Freedoms can serve as a foundation for a coaching culture in local government. Leaders can foster this by:
Encouraging open dialogue and feedback
Valuing diverse perspectives
Supporting risk-taking and innovation
Example: During team meetings, invite staff to share not just updates but also reflections on what they’ve learned or struggled with. This normalises vulnerability and growth.
4. Practising Self-Coaching for Personal Growth
Self-coaching empowers leaders to take charge of their development. Here’s a simple self-coaching framework inspired by Satir’s work:
Step 1: Awareness What am I feeling right now? What triggered this?
Step 2: Acceptance Can I allow myself to feel this without judgement?
Step 3: Inquiry What belief or story am I telling myself? Is it true?
Step 4: Choice What do I want to do or feel instead?
Step 5: Action What small step can I take to move forward?
Example: A manager feeling overwhelmed might realise they’re telling themselves, “I have to do everything perfectly.” By challenging this belief, they can choose to delegate and focus on progress over perfection.
Coaching Scenarios in Local Government
Scenario 1: Supporting a Team Member Through Change
A staff member is struggling with a new policy implementation. They feel anxious and resistant.
Coaching Approach:
Use Satir’s Growth Model to explore their emotional response.
Help them identify their needs and fears.
Use anchoring to help them access a calmer state.
Encourage self-coaching to build confidence.
Scenario 2: Developing a New Leader
A newly promoted supervisor lacks confidence in leading meetings.
Coaching Approach:
Explore their internal dialogue using Satir’s communication principles.
Practise anchoring to build a sense of presence.
Use self-coaching questions to help them prepare and reflect after each meeting.
Tips for Local Government Officers Becoming Coaches
Study Satir’s Work – Her books, such as The New Peoplemaking, offer deep insights into human behaviour and communication.
Practise Anchoring – Use it personally and teach it to others.
Model the Five Freedoms – Create a safe space for your team to express themselves.
Use Self-Coaching Journals – Reflect on your leadership experiences regularly.
Seek Feedback – Growth comes from honest reflection and input from others.
Conclusion
Virginia Satir’s legacy offers a rich foundation for leaders who want to coach with empathy, authenticity, and courage. By integrating her principles with practices like anchoring and self-coaching, local government officers can not only support their teams more effectively but also nurture their own growth.
In a sector where change is constant and pressure is high, the ability to coach from within—to lead oneself with clarity and compassion—is a powerful asset.
As Satir reminds us:
“I want you to get excited about who you are, what you are, what you have, and what can still be for you.”
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