Exploring Ferdinand Fournies' Coaching Discussion Plan
- truthaboutlocalgov
- 6 days ago
- 4 min read
In the evolving landscape of public service, local government officers are increasingly expected to lead with empathy, clarity, and strategic insight. One powerful tool in this leadership toolkit is coaching. Among the many coaching frameworks available, Ferdinand Fournies’ coaching discussion plan stands out for its practical, behaviour-focused approach. This blog explores Fournies’ key theories, summarises their core principles, and demonstrates how they can be applied by local government officers who manage people and aspire to grow as effective coaches.
Overview of Fournies’ Coaching Discussion Plan
Fournies’ coaching discussion plan is a structured, five-step model designed to help managers address performance issues constructively. It is not about blame or criticism, but about understanding and guiding behaviour. The five steps are:
Assessment – Identify the performance issue and clarify expectations.
Understanding Behaviour – Determine why the employee is not meeting expectations.
Improving Communication – Engage in a dialogue that focuses on behaviour, not personality.
Coaching Analysis – Collaboratively explore solutions and agree on a plan of action.
Problem Resolution – Follow up and support the employee in implementing changes.
This model is particularly effective in public sector environments, where performance issues often stem from systemic challenges rather than individual failings.
Key Theories Behind Fournies’ Approach
1. Behavioural Management
At the heart of Fournies’ philosophy is behavioural management. He believed that most performance problems are not due to lack of skill or motivation, but rather due to unclear expectations or environmental barriers.
“Management is the intervention of getting things done through others.” – Ferdinand Fournies
This theory encourages managers to focus on observable behaviours rather than assumptions about attitude or intent. For local government officers, this means identifying specific actions that need to change, rather than labelling staff as “unmotivated” or “difficult.”
2. Performance Barriers
Fournies identified several common reasons why employees fail to perform, including:
They don’t know what they’re supposed to do.
They think they are doing it.
They don’t know how to do it.
They think your way won’t work.
They think something else is more important.
There are obstacles beyond their control.
Understanding these barriers allows managers to tailor their coaching conversations to address the root cause of the issue.
“The coaching discussion will not be effective if nonperformance is occurring because of one or more of the reasons given in the coaching analysis.” – Ferdinand Fournies
3. The Five-Step Coaching Model
Fournies’ model is not just theoretical—it’s a practical guide for real conversations. Each step is designed to build trust, clarify expectations, and empower employees to take ownership of their performance.
Let’s break it down:
Step 1: Assessment – Begin by stating the performance issue clearly and factually.
Step 2: Understanding Behaviour – Ask open-ended questions to understand the employee’s perspective.
Step 3: Improving Communication – Use active listening and avoid judgemental language.
Step 4: Coaching Analysis – Collaboratively identify solutions and agree on next steps.
Step 5: Problem Resolution – Monitor progress and provide ongoing support.
Applying Fournies’ Plan in Local Government
1. Real-World Relevance
Local government officers often manage diverse teams under significant pressure. Applying Fournies’ coaching model can help navigate these challenges by fostering a culture of accountability and support.
For example, if a housing officer consistently misses deadlines, a manager might begin by clarifying expectations (Step 1), then explore whether the officer understands the process or is facing external barriers (Step 2). Through open dialogue (Step 3), they might discover that outdated software is slowing down the workflow. Together, they can agree on a solution (Step 4), such as additional training or IT support, and follow up to ensure progress (Step 5).
2. Building Coaching Skills
For officers aspiring to become better coaches, Fournies’ model offers a clear roadmap. Key skills to develop include:
Active Listening – Truly hearing what staff are saying, without jumping to conclusions.
Empathy – Understanding the pressures and challenges your team faces.
Clarity – Communicating expectations and feedback in a straightforward, respectful manner.
Follow-Through – Ensuring that coaching conversations lead to real change.
These skills are not only useful in performance management but also in team development, conflict resolution, and strategic planning.
3. Benefits and Challenges
Benefits:
Encourages open, honest communication.
Reduces defensiveness and blame.
Builds trust and morale.
Leads to sustainable performance improvements.
Challenges:
Requires time and consistency.
May be difficult in highly hierarchical environments.
Needs buy-in from both managers and staff.
However, with commitment and practice, the benefits far outweigh the challenges.
“You succeed only when your people succeed.” “You get paid for what your employees do, not what you do.”
Ferdinand Fournies’ coaching discussion plan is a powerful tool for any local government officer seeking to lead with purpose and impact. By focusing on behaviour, communication, and collaboration, his model helps managers move beyond blame and towards solutions.
In a sector where resources are tight and expectations are high, coaching offers a way to unlock potential, build resilience, and deliver better outcomes for communities. Whether you're new to coaching or looking to refine your approach, Fournies’ work provides a solid foundation.
So, the next time you face a performance issue, remember: it’s not just about what’s going wrong—it’s about what you can do to help make it right.
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