Coaching with Purpose: Applying the OSCAR Model in Local Government Leadership
- truthaboutlocalgov
- 6 days ago
- 5 min read
In the ever-evolving landscape of local government, the ability to lead with empathy, clarity, and purpose is more crucial than ever. As public sector leaders face increasing demands, tighter budgets, and the need for agile teams, coaching has emerged as a powerful tool for developing people and fostering high performance. One coaching framework that has gained traction for its simplicity and effectiveness is the OSCAR model, developed by Andrew Gilbert and Karen Whittleworth in 2002.
This blog explores the OSCAR model, summarises its key components, and discusses how it can be applied by local government officers who manage people and aspire to grow as coaches.
What is the OSCAR Model?
The OSCAR model is a structured coaching framework designed to guide meaningful conversations that lead to action and development. It was created to build upon the popular GROW model, offering a more detailed and flexible approach to coaching, particularly in organisational settings.
OSCAR stands for:
Outcome
Situation
Choices and Consequences
Actions
Review
According to Gilbert and Whittleworth, the model was designed to
“enhance the quality of coaching conversations by providing a clear structure that encourages ownership, reflection, and accountability”.
Breaking Down the OSCAR Model
1. Outcome – Defining the Destination
The first step in the OSCAR model is to establish a clear and compelling outcome. This is not just about setting a goal, but about understanding what success looks like for the individual being coached.
“Start with the end in mind. What do you want to achieve from this conversation?” – Karen Whittleworth
In a local government context, this could involve helping a team member articulate their aspirations—whether it's improving community engagement, leading a new project, or developing leadership skills.
Coaching Questions:
What would you like to achieve?
What does success look like?
How will you know when you’ve achieved it?
2. Situation – Understanding the Present
Once the outcome is clear, the next step is to explore the current situation. This involves assessing where the individual is now in relation to their desired outcome. It’s about identifying the gap between the present and the future.
This stage encourages self-awareness and reflection. For a local government officer, this might involve discussing current challenges in team dynamics, resource constraints, or personal confidence.
Coaching Questions:
Where are you now in relation to your goal?
What’s working well? What’s not?
What’s holding you back?
3. Choices and Consequences – Exploring Possibilities
With a clear understanding of the gap, the coach and coachee explore choices—the different paths available to move forward. This stage is about generating options and evaluating their potential consequences.
“The power of coaching lies in helping people discover their own solutions.” – Andrew Gilbert
In local government, this might involve considering different approaches to stakeholder engagement, team restructuring, or personal development strategies.
Coaching Questions:
What options do you have?
What are the pros and cons of each?
What might be the impact of each choice?
4. Actions – Committing to a Plan
Once choices are explored, it’s time to decide on specific actions. This is where the conversation shifts from reflection to commitment. The coach supports the individual in selecting the most viable option and creating a plan to implement it.
For a local government officer, this could mean setting up a pilot project, attending a leadership course, or initiating regular team check-ins.
Coaching Questions:
What will you do next?
When will you do it?
What support do you need?
5. Review – Reflecting and Learning
The final stage is review. This involves checking progress, reflecting on what’s been learned, and adjusting the plan if necessary. It reinforces accountability and continuous improvement.
In a public sector setting, this might involve regular coaching check-ins, performance reviews, or informal feedback sessions.
Coaching Questions:
What progress have you made?
What have you learned?
What will you do differently next time?
Why the OSCAR Model Works for Local Government
The OSCAR model is particularly well-suited to the public sector for several reasons:
1. Structure in Complexity
Local government officers often operate in complex, politically sensitive environments. The OSCAR model provides a structured yet flexible framework that helps leaders navigate ambiguity and focus on outcomes.
2. Empowerment and Ownership
By encouraging individuals to generate their own solutions, the model fosters a sense of ownership and empowerment—key ingredients for motivation and engagement in public service roles.
3. Alignment with Public Sector Values
The model’s emphasis on reflection, accountability, and development aligns well with the values of transparency, service, and continuous improvement that underpin local government work.
Practical Application: A Coaching Scenario
Let’s consider a practical example. Imagine a team leader in a local council who is struggling to delegate effectively. Here’s how a coaching conversation using the OSCAR model might unfold:
Outcome: The team leader wants to feel confident delegating tasks and empowering their team.
Situation: They currently feel overwhelmed and unsure if their team can handle more responsibility.
Choices: They explore options such as training team members, setting clearer expectations, or starting with small delegations.
Actions: They decide to delegate one task per week and hold short feedback sessions.
Review: After a month, they reflect on what worked, what didn’t, and how to build on the progress.
This structured approach not only helps the team leader grow but also strengthens the team’s capability and morale.
Developing as a Coach in Local Government
For officers looking to develop their coaching skills, the OSCAR model offers a practical starting point. Here are a few tips to get started:
1. Practice Active Listening
Coaching is less about giving advice and more about listening deeply. Create space for others to think, reflect, and speak freely.
2. Use Open Questions
The OSCAR model thrives on open, probing questions. Avoid yes/no questions and instead ask “What,” “How,” and “Why” to encourage exploration.
3. Create a Safe Environment
Trust is essential. Ensure confidentiality, show empathy, and be non-judgemental in your approach.
4. Start Small
You don’t need to be a certified coach to use OSCAR. Start by applying it in one-to-one meetings, performance reviews, or informal conversations.
5. Seek Feedback and Reflect
Just as you encourage others to reflect, take time to review your own coaching practice. What’s working? What could you improve?
Final Thoughts
The OSCAR model by Andrew Gilbert and Karen Whittleworth is more than just a coaching tool—it’s a mindset shift. For local government officers, it offers a way to lead with purpose, develop others, and build resilient, high-performing teams.
As Karen Whittleworth aptly puts it:
“Coaching is not about fixing people. It’s about unlocking their potential.”
In a sector where people are the greatest asset, investing in coaching skills can transform not only individuals but entire communities.
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