There are a number of conditional factors involved in successfully introducing coaching to create a coaching climate or culture. It is important that there is visible leadership, organisational support, effective professional development and time and resources to implement changes. Evidence is growing of the importance of having a clear purpose and focus for coaching and mentoring. It seems that where these are focused on taking forward key learning and teaching strategies and form part of a coherent approach to professional development they are more likely to be sustainable and make more impact.
In the following section there are examples of how a number of local authorities are seeking to create coaching cultures in their organisations.
This council is developing a broad based approach to coaching in Education and Children’s Services (ECS). The case study includes an account of how a senior member of ECS staff assisted a colleague’s return to work after a period of absence.
This authority is engaged in a coaching and leadership project in which dialogue, reflection and coaching are seen as fundamental to achieving a shift of leadership culture.
Edinburgh has introduced a comprehensive coaching development strategy across their children’s services organisation. The case study contains an example of how a Headteacher has put coaching into practice in her educational establishment.
In association with Education Scotland