Coaching with Depth: Applying Gregory Bateson’s Neurological Levels in Local Government Leadership
- truthaboutlocalgov
- 5 days ago
- 4 min read
In the realm of leadership and coaching, understanding what drives human behaviour is essential. For local government officers who manage people and aim to develop as coaches, this understanding can be the key to unlocking potential, navigating change, and fostering meaningful development. One powerful framework that offers deep insight into human motivation and transformation is Neurological Levels, a model originally inspired by the work of anthropologist and systems thinker Gregory Bateson, and later developed by Robert Dilts within the field of Neuro-Linguistic Programming (NLP).
In this blog, we’ll explore the origins and structure of the Neurological Levels model, summarise what each level represents, and examine how local government officers can apply this framework to enhance their coaching practice and leadership effectiveness.
“The most important information is not what is happening, but the level at which it is happening.”— Gregory Bateson
What Are Neurological Levels?
The Neurological Levels model proposes that human experience and change occur across six interconnected levels. These levels form a hierarchy, with each level influencing the ones below it. The levels are:
Environment
Behaviour
Capabilities
Beliefs and Values
Identity
Purpose / Spirituality
Let’s explore each level in more detail.
1. Environment – Where and When
This level refers to the external context: where you are, who you’re with, and what’s happening around you. It includes physical surroundings, organisational culture, and external constraints.
Coaching Application: Ask questions like:
“Where does this issue occur?”
“Who else is involved?”
“What external factors are influencing this?”
For local government officers, this might involve understanding how workplace dynamics, political pressures, or community expectations shape behaviour.
2. Behaviour – What You Do
This level focuses on observable actions—what a person says or does. It’s the most visible level and often the starting point for performance discussions.
Coaching Application: Ask:
“What are you doing in this situation?”
“What actions are helping or hindering your progress?”
Behavioural coaching is common in local government, especially when addressing performance or service delivery issues.
3. Capabilities – How You Do It
Capabilities refer to skills, strategies, and knowledge. This level is about how someone performs a task or solves a problem.
Coaching Application: Ask:
“What skills do you need to develop?”
“How do you approach this challenge?”
For officers managing teams, this level is crucial for identifying training needs and supporting professional development.
4. Beliefs and Values – Why You Do It
This level explores the internal drivers of behaviour—what a person believes to be true and what they value. Beliefs can empower or limit, and values shape motivation.
Coaching Application: Ask:
“What do you believe about this situation?”
“What’s important to you here?”
Understanding beliefs and values helps coaches uncover deeper motivations and potential resistance to change.
5. Identity – Who You Are
Identity is about self-concept—how a person sees themselves. It’s a powerful level that influences all others. For example, someone who sees themselves as a “problem-solver” will behave differently from someone who sees themselves as “not good with change.”
Coaching Application: Ask:
“Who are you in this role?”
“What kind of leader do you want to be?”
For local government officers, identity-level coaching can support leadership development and role transitions.
6. Purpose / Spirituality – For Whom or What
This highest level relates to meaning, purpose, and connection to something larger than oneself—such as a community, organisation, or cause.
Coaching Application: Ask:
“What’s the bigger picture?”
“Who else benefits from your success?”
In public service, this level is especially relevant. Many officers are driven by a strong sense of purpose and commitment to community wellbeing.
Why This Model Matters for Local Government Officers
Local government is a complex system where change is constant and leadership is multifaceted. Officers must manage people, deliver services, and navigate political landscapes—all while staying aligned with public values.
The Neurological Levels model offers a structured way to:
Diagnose challenges at the right level
Support meaningful and sustainable change
Align individual goals with organisational purpose
Develop coaching conversations that go beyond surface-level issues
Using Neurological Levels in Coaching Conversations
Here’s how a local government officer might use the model in a coaching session:
Scenario: A Team Leader Struggling with Delegation
Environment:“Where are you when this happens? What’s the team dynamic like?”
Behaviour:“What exactly are you doing or not doing?”
Capabilities:“What skills do you need to delegate more effectively?”
Beliefs and Values:“What do you believe about delegation? What values are influencing your approach?”
Identity:“How do you see yourself as a leader? What kind of leader do you want to be?”
Purpose:“How does improving delegation serve your team and the wider organisation?”
By exploring each level, the coach helps the team leader gain insight, shift limiting beliefs, and take aligned action.
Benefits of the Neurological Levels Approach
For local government officers developing as coaches, this model offers several key benefits:
Depth: Moves beyond surface-level issues to explore root causes.
Clarity: Helps structure coaching conversations and identify where change is needed.
Alignment: Ensures that actions are consistent with values, identity, and purpose.
Empowerment: Encourages self-awareness and ownership of change.
Sustainability: Supports long-term transformation, not just quick fixes.
Challenges and Considerations
While the model is powerful, it’s important to use it with care:
Avoid over-analysis: Not every issue needs to be explored at every level.
Respect boundaries: Identity and purpose can be sensitive topics—build trust first.
Stay flexible: Use the model as a guide, not a rigid framework.
The key is to meet the coachee where they are and use the levels to deepen understanding and support growth.
Conclusion: Coaching for Transformational Change
Gregory Bateson’s insights into levels of learning and change, as developed into the Neurological Levels model by Robert Dilts, offer a profound framework for coaching and leadership. For local government officers who manage people and want to develop as coaches, this model provides a roadmap for transformational conversations—ones that honour the complexity of human experience and support meaningful, sustainable change.
As Bateson’s systems thinking reminds us, change is not just about doing things differently—it’s about thinking differently, being differently, and connecting to a greater purpose.
“Wisdom is the capacity to integrate multiple levels of learning.”— Gregory Bateson
In a sector where the stakes are high and the challenges are real, coaching with depth and purpose is not just valuable—it’s vital.
Comments