Coaching Through a Broader Lens: Applying Howard Gardner’s Multiple Intelligences in Local Government Leadership
- truthaboutlocalgov
- 6 days ago
- 5 min read
In the dynamic world of local government, leaders are increasingly expected to wear many hats—strategist, communicator, problem-solver, and mentor. As the demand for more human-centred leadership grows, so too does the need for coaching approaches that recognise the diversity of human potential. One powerful framework that can transform how local government officers coach and develop their teams is Howard Gardner’s theory of Multiple Intelligences.
This blog explores Gardner’s theory, summarises its key components, and discusses how it can be applied by local government officers who manage people and aspire to grow as effective, inclusive coaches.
What is the Theory of Multiple Intelligences?
First introduced in 1983 by Howard Gardner, a developmental psychologist at Harvard University, the theory of Multiple Intelligences challenged the traditional notion that intelligence is a single, fixed attribute measured by IQ tests. Instead, Gardner proposed that humans possess a variety of intelligences—distinct ways of processing information and solving problems.
“It’s not how smart you are that matters, what really counts is how you are smart.” – Howard Gardner
Gardner originally identified seven intelligences, later expanding the list to nine:
Linguistic Intelligence – sensitivity to spoken and written language.
Logical-Mathematical Intelligence – ability to analyse problems logically and carry out mathematical operations.
Musical Intelligence – skill in performance, composition, and appreciation of musical patterns.
Bodily-Kinaesthetic Intelligence – using one’s body to express ideas and feelings.
Spatial Intelligence – ability to visualise and manipulate objects in space.
Interpersonal Intelligence – capacity to understand and interact effectively with others.
Intrapersonal Intelligence – deep understanding of oneself.
Naturalistic Intelligence – ability to recognise and categorise elements of the natural world.
Existential Intelligence – sensitivity to deep questions about human existence.
Gardner’s theory suggests that everyone has a unique blend of these intelligences, and that recognising and nurturing them can lead to more effective learning, communication, and leadership.
Why It Matters in Local Government
Local government is a people-centred sector. Officers are tasked with serving diverse communities, managing multidisciplinary teams, and navigating complex social and political landscapes. Understanding Multiple Intelligences can help leaders:
Recognise the diverse strengths of their team members.
Tailor coaching and development to individual learning styles.
Foster inclusive environments where all forms of intelligence are valued.
Enhance communication and collaboration across departments.
Applying Multiple Intelligences in Coaching
Let’s explore how each intelligence can be recognised and nurtured in a coaching context within local government.
1. Linguistic Intelligence
People strong in this intelligence are articulate, enjoy reading and writing, and excel in verbal communication.
Coaching Tip: Encourage journaling, reflective writing, or storytelling as part of development. Use language-rich feedback and ask open-ended questions.
Example: A policy officer might benefit from writing a reflective blog about their leadership journey.
2. Logical-Mathematical Intelligence
These individuals are analytical, enjoy problem-solving, and are comfortable with data and systems.
Coaching Tip: Use logic-based frameworks, data analysis, or structured goal-setting tools like SMART objectives.
Example: A finance manager might respond well to coaching that includes performance metrics and scenario planning.
3. Musical Intelligence
Musically intelligent people are sensitive to rhythm, tone, and sound. While less common in office settings, this intelligence can influence how people process information.
Coaching Tip: Use metaphors, rhythm, or even background music to create a conducive coaching environment.
Example: A community engagement officer might find inspiration in using music or soundscapes in public events or presentations.
4. Bodily-Kinaesthetic Intelligence
These individuals learn best through movement and hands-on activities.
Coaching Tip: Incorporate physical movement into sessions—walk-and-talk meetings, role-playing, or using physical objects to represent ideas.
Example: A parks and recreation manager might benefit from coaching sessions held outdoors or involving physical planning tools.
5. Spatial Intelligence
People with strong spatial intelligence think in images and visualise clearly.
Coaching Tip: Use diagrams, mind maps, or visual goal-setting tools. Encourage visualisation exercises.
Example: A planning officer might enjoy mapping out their career development visually.
6. Interpersonal Intelligence
These individuals are empathetic, good at reading social cues, and thrive in collaborative environments.
Coaching Tip: Use peer coaching, group discussions, or 360-degree feedback. Focus on relationship-building and communication skills.
Example: A team leader might benefit from coaching that explores team dynamics and emotional intelligence.
7. Intrapersonal Intelligence
Highly self-aware, these individuals are reflective and motivated by personal insight.
Coaching Tip: Encourage self-assessment tools, personal goal setting, and mindfulness practices.
Example: A senior officer preparing for a leadership role might benefit from coaching that explores values, purpose, and personal vision.
8. Naturalistic Intelligence
These individuals are attuned to nature and patterns in the environment.
Coaching Tip: Use nature-based metaphors or hold sessions in natural settings. Encourage environmental awareness in leadership.
Example: An environmental officer might find coaching more impactful when linked to sustainability goals or held in green spaces.
9. Existential Intelligence
These individuals ponder big questions about life, purpose, and meaning.
Coaching Tip: Explore values, ethics, and long-term impact. Use coaching to connect daily work to a broader mission.
Example: A public health officer might find motivation in discussing the societal impact of their work.
Coaching in Practice: A Local Government Scenario
Imagine a local government officer managing a diverse team of professionals—from engineers and planners to community workers and administrators. Each team member brings a different set of intelligences to the table.
By applying Gardner’s framework, the officer can:
Tailor coaching conversations to individual strengths.
Design development plans that resonate with each person’s learning style.
Foster a culture of appreciation for diverse talents.
For instance, when coaching a team member with strong interpersonal intelligence, the officer might focus on relationship-building and collaborative leadership. For someone with logical-mathematical intelligence, the conversation might centre around strategic planning and data-driven decision-making.
This personalised approach not only boosts individual performance but also strengthens team cohesion and morale.
Developing as a Coach Using Multiple Intelligences
For local government officers looking to grow as coaches, Gardner’s theory offers a roadmap for more inclusive and effective coaching. Here’s how to get started:
1. Assess Your Own Intelligences
Understanding your own strengths helps you recognise biases and blind spots. Are you more linguistic or logical? Do you prefer visuals or movement?
2. Observe and Listen
Pay attention to how your team members communicate, solve problems, and engage with tasks. These clues can reveal their dominant intelligences.
3. Adapt Your Coaching Style
Use a variety of coaching tools—visual aids, storytelling, data analysis, reflective exercises—to match different intelligences.
4. Create a Safe Space
Encourage team members to express themselves in ways that feel natural to them. Celebrate diverse ways of thinking and learning.
5. Keep Learning
Coaching is a journey. Attend workshops, read widely, and seek feedback to refine your approach.
Final Thoughts
Howard Gardner’s theory of Multiple Intelligences reminds us that intelligence is not one-size-fits-all. In the context of local government, where diversity of thought and experience is a strength, this framework can transform how leaders coach, develop, and inspire their teams.
By recognising and nurturing the unique intelligences of each individual, local government officers can build more resilient, innovative, and inclusive organisations—ones that truly reflect and serve the communities they represent.
“The biggest mistake of past centuries in teaching has been to treat all students as if they were variants of the same individual.” – Howard Gardner
As a coach, your greatest asset is your ability to see people not just as they are, but as they can become.
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