Coaching Through Facilitation: Empowering Growth in Local Government
- truthaboutlocalgov
- 7 days ago
- 4 min read
From Authority to Enabler
In today’s complex and fast-paced public sector environment, local government officers are expected to do more than manage—they are expected to lead, inspire, and develop others. One of the most effective ways to do this is through coaching, not as a directive process, but as a facilitative one.
Facilitation in coaching is about creating the right conditions for others to think, reflect, and grow. It’s about guiding without controlling, and supporting without solving. This blog explores three foundational theories that underpin this approach:
Abraham Maslow’s Hierarchy of Needs
Carl Rogers’ Person-Centred Facilitation
Jack Mezirow’s Transformational Learning Theory
Each theory offers valuable insights into how people learn, grow, and change—and how leaders can support that process by stepping back and facilitating rather than directing.
1. Abraham Maslow: Understanding Human Needs
Theory Summary: The Hierarchy of Needs
Abraham Maslow’s Hierarchy of Needs is one of the most well-known psychological models. It proposes that human motivation is driven by a series of hierarchical needs:
Physiological needs (food, water, shelter)
Safety needs (security, stability)
Love and belonging (relationships, community)
Esteem (respect, recognition)
Self-actualisation (personal growth, fulfilment)
Maslow argued that people must satisfy lower-level needs before they can focus on higher-level growth.
“What a man can be, he must be. This need we call self-actualisation.”— Abraham Maslow
Application for Local Government Officers
As a coach and facilitator, understanding Maslow’s hierarchy helps you recognise what might be blocking someone’s growth. For example:
A team member struggling with job security (safety) may not be ready to take on leadership development (esteem or self-actualisation).
Someone who feels isolated may need a stronger sense of belonging before they can fully engage in coaching.
Facilitative coaching means meeting people where they are and helping them move up the hierarchy at their own pace. It also means creating a psychologically safe environment where people feel valued, heard, and supported.
2. Carl Rogers: The Art of Person-Centred Facilitation
Theory Summary: Unconditional Positive Regard
Carl Rogers, a pioneer of humanistic psychology, developed the concept of person-centred facilitation. He believed that people grow best in environments where they feel:
Accepted (unconditional positive regard)
Understood (empathy)
Free to explore (non-directive support)
Rogers argued that the role of the facilitator is not to instruct or advise, but to create the conditions for self-directed growth.
“The curious paradox is that when I accept myself just as I am, then I can change.”— Carl Rogers
Application for Local Government Officers
In a coaching context, Rogers’ approach encourages leaders to:
Listen deeply: Focus on understanding the other person’s perspective without judgement.
Hold space: Resist the urge to fix or direct. Instead, allow the coachee to explore their own thoughts and solutions.
Build trust: Demonstrate empathy and authenticity to create a safe space for honest reflection.
This approach is especially powerful in local government, where staff often face high pressure and limited resources. A facilitative coach can help them reconnect with their values, strengths, and purpose.
3. Jack Mezirow: Transformational Learning
Theory Summary: Changing the Way We See the World
Jack Mezirow’s Transformational Learning Theory focuses on how adults change their perspectives through critical reflection. He argued that true learning involves more than acquiring knowledge—it involves changing the way we see ourselves and the world.
Transformational learning typically involves:
A disorienting dilemma (a challenge or crisis that disrupts assumptions)
Critical reflection on beliefs, values, and experiences
Dialogue with others to explore new perspectives
Action based on new understanding
“Transformation theory is about making meaning from experience.”— Jack Mezirow
Application for Local Government Officers
Facilitating transformational learning means helping others:
Reflect on their assumptions: Ask powerful questions that challenge habitual thinking.
Make sense of change: Support people through transitions, helping them find meaning in disruption.
Take ownership of growth: Encourage action based on new insights, rather than prescribing solutions.
In local government, where change is constant and often uncomfortable, this kind of coaching can help staff not just cope—but grow.
Bringing It All Together: The Facilitative Coach
These three theories—Maslow’s needs, Rogers’ facilitation, and Mezirow’s transformational learning—offer a comprehensive framework for coaching through facilitation:
Theory | Key Insight | Coaching Application |
Maslow | People must feel safe and valued to grow | Create a supportive environment that meets basic needs |
Rogers | Growth happens in a climate of acceptance | Listen, empathise, and hold space for self-discovery |
Mezirow | Learning transforms through reflection | Encourage critical thinking and personal meaning-making |
Together, they remind us that facilitative coaching is not about having all the answers—it’s about creating the conditions for others to find their own.
Conclusion: Leading by Letting Go
In a sector where outcomes are often measured in efficiency and compliance, it can be tempting for leaders to default to control. But true coaching—especially facilitative coaching—requires a different kind of strength: the strength to step back, listen deeply, and trust the process.
By drawing on the insights of Maslow, Rogers, and Mezirow, local government officers can become not just managers of people, but facilitators of growth. They can help their teams move from surviving to thriving, from compliance to creativity, and from following to leading.
“The best teachers are those who show you where to look, but don’t tell you what to see.”— Alexandra K. Trenfor
Comments