The Tao of Coaching: A Guide for Local Government Leaders
- truthaboutlocalgov
- May 18
- 4 min read
In the ever-evolving landscape of local government, leadership is no longer just about managing tasks—it's about inspiring people. As public sector challenges grow more complex, the ability to coach effectively becomes a vital skill for officers who lead teams. Max Landsberg’s The Tao of Coaching offers a timeless, practical framework for developing this capability. Rooted in simplicity and wisdom, the book provides tools and insights that can transform how leaders support, develop, and empower their teams.
Understanding the Tao of Coaching
Landsberg draws on the ancient Chinese concept of the Tao—meaning “the way” or “the path”—to frame coaching as a journey rather than a destination. Coaching, he argues, is not about giving advice or solving problems for others. Instead, it’s about helping individuals discover their own solutions and grow through self-awareness and action.
“The best coaches are those who help others to help themselves.” – Max Landsberg
This philosophy aligns beautifully with the ethos of public service, where empowering communities and colleagues is central to success.
Key Theories and Models from the Book
1. The GROW Model
Perhaps the most widely recognised contribution from The Tao of Coaching is the GROW model. It provides a structured yet flexible framework for coaching conversations:
G – Goal: What do you want to achieve?
R – Reality: Where are you now?
O – Options: What could you do?
W – Will: What will you do?
This model is deceptively simple but profoundly effective. For a local government officer, it can be used in one-to-one meetings, performance reviews, or even informal chats to help team members clarify their objectives and take ownership of their development.
Application Example: Imagine a housing officer struggling with time management. Using GROW, a manager might ask:
“What would success look like for you in managing your workload?” (Goal)
“What’s currently getting in the way?” (Reality)
“What strategies have you tried or considered?” (Options)
“What’s the first step you’ll take this week?” (Will)
This approach encourages reflection and accountability, rather than dependency on the manager for solutions.
2. The Power of Questions
Landsberg emphasises that great coaching is built on great questions. These should be open-ended, non-judgemental, and future-focused. He writes:
“Questions are the tools of the coach. The right question at the right time can unlock insight, motivation, and action.”
For local government leaders, this means shifting from a directive style (“Here’s what you should do”) to a facilitative one (“What do you think would work best?”). This not only builds confidence but also fosters a culture of learning and innovation.
3. Establishing Rapport and Trust
Before any coaching can be effective, there must be trust. Landsberg outlines the importance of creating a safe, supportive environment where individuals feel heard and respected. This is particularly crucial in public sector settings, where staff may be under pressure or dealing with sensitive community issues.
Practical Tip: Begin coaching conversations with genuine curiosity and empathy. Simple gestures—like active listening, maintaining eye contact, and acknowledging emotions—can go a long way in building rapport.
4. Feedback and Motivation
Landsberg also explores how feedback can be used constructively. He advocates for timely, specific, and balanced feedback that focuses on behaviours rather than personal traits.
“Feedback is a gift—if it is given and received in the right spirit.”
In local government, where performance management can sometimes feel bureaucratic, adopting a coaching mindset can make feedback more meaningful. For instance, instead of saying, “You need to improve your report writing,” a coaching leader might say, “What do you think worked well in your last report, and what might you do differently next time?”
5. Coaching Styles and Adaptability
Not all team members respond to the same coaching style. Landsberg encourages leaders to adapt their approach based on the individual’s needs, experience, and personality. This flexibility is especially important in diverse public sector teams.
Styles include:
Directive coaching: Useful for new or less confident staff.
Non-directive coaching: Ideal for experienced, self-motivated individuals.
Challenging coaching: Encourages high performers to stretch further.
A skilled local government officer will know when to switch between these styles, depending on the context and the person.
Why Coaching Matters in Local Government
The public sector is under increasing scrutiny to deliver more with less. Coaching offers a way to unlock the potential of staff, improve morale, and drive innovation—all without additional resources.
Here’s how coaching can make a difference:
Empowerment: Staff feel more engaged when they’re supported to find their own solutions.
Retention: People are more likely to stay in roles where they feel valued and developed.
Resilience: Coaching builds confidence and adaptability in the face of change.
Collaboration: Coaching conversations foster trust and open communication across teams.
Developing as a Coaching Leader
For a local government officer aspiring to become a better coach, Landsberg’s book offers both inspiration and practical tools. Here are some steps to get started:
Practice Active Listening: Focus fully on the speaker, avoid interrupting, and reflect back what you hear.
Use the GROW Model: Try it in your next one-to-one and notice the difference in engagement.
Ask Better Questions: Replace advice with curiosity. Start with “What,” “How,” and “If” questions.
Seek Feedback: Ask your team how your coaching style is landing and be open to learning.
Reflect Regularly: After each coaching conversation, consider what went well and what could improve.
Final Thoughts
Max Landsberg’s The Tao of Coaching is more than a manual—it’s a mindset. For local government officers, adopting this approach can lead to more empowered teams, better service delivery, and a more fulfilling leadership journey.
“Coaching is not a technique. It is a way of being with people.” – Max Landsberg
In a sector where people are the greatest asset, learning to coach effectively is not just a professional development goal—it’s a public service imperative.
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