GUIDING

Engaging in Sustainable
Community Change
ENGAGING

INVESTING A Community Guide to

Working with a Coach
FACILITATING by Ken Hubbell and Mary Emery

Coaching from a nities. Attending great conferences,

hearing inspiring stories or participat- Over the past 10 to 15 years a number
Community’s Perspective ing in excellent training alone, however, of organizations, funders and practitio-
ners have engaged in an evolving new
are often not enough to implement
practice which we call coaching for
Today, coaches work with more than change at home. community change.
athletes. Personal life coaches work with
individuals; executive coaches work with Experienced community change practi- What is coaching for community
leaders in the private and public sector; tioners identify three things that serve to change? Coaches do not assume the
typical roles played in communities
and community coaches work with local put the brakes on great intentions and
such as facilitation, teaching, training
leaders and community organizations. plans: or mediating.

Coaching for communities is new for 1. Loss of momentum. Often when Ken Cohen, a former Horizons coach in
many of us. Simply stated, coaching for people come home from a training Idaho, developed another definition:
Community coaching is an adaptive
community change is a strategy that session all jazzed to get started, two
process tailored to unique community
helps community leaders plan for and things happen. First, the virtual contexts to guide systemic change via
overcome challenges to progress and pile of e-mail is toppling off virtual participant empowerment. Coaches
community development. Coaching desks and the list of things that don’t do the work or lead the work;
offers a hand in keeping groups focused need to be done doubled since you they help communities and commu-
nity leaders develop the capacity to do
on long-term vision and priority goals left for the training. At the same
their own work. Community coaching
despite setbacks. Coaching helps com- time, co-workers who did not at its best is both the art of creating
munities be purposeful and strategic attend the event are definitely not community and the craft of working in
about initiating, implementing and as excited as you are about doing community; it is value-driven and adds
sustaining change. something new; they want you to value. Coaching supports and builds on
the best in the community and often
get back to the tasks at hand. leads to catalytic change.
Often, members of a community
group attend conferences and training 2. Change processes are messy. The Coaching for Community Change
sessions that introduce them to com- Community change initiatives Initiative (funded in part by the W. K.
often unfold in a “one step for- Kellogg Foundation) developed this
munity development best practices—
guide to as a resource for community
strategies that have worked in others ward, two steps back” style as new leaders currently working on or plan-
places, leading to increased capacity players, partners and leaders come ning to work on community change
and supporting community change. forward. It is easy to get discour- initiatives. Our work has benefitted
Sometimes, leaders hear about other aged when you feel you are step- greatly from the reflections of coaches
ping back. involved in the two phases of the Rural
communities that have been trans-
Community College Initiative (Ford
formed to succeed in the 21st century Foundation), the Mid-South Delta
and wonder how they can do some- 3. Power of naysayers. For every Initiative (W. K. Kellogg Foundation),
thing like that in their own commu- reason you have about why it is the Horizons and Ventures projects
(Northwest Area Foundation), Making
Connections (Annie E. Casey Founda-
This working paper is designed to help you determine if you need a coach, tion) and others as well.
and if so, how to make the best use of a coach’s skills, knowledge and expertise.

www.communitycoaching.com
 important to see things differently coaching is the third level where you a response describing the commu-
or try something new, naysayers and your coach may discover new desti- nity’s level of capacity in each area
give three or four reasons why it nations that fit better with your vision. (“1” is not yet in place and “5” is
won’t work. Once the naysayers Transformational coaching helps com- very strong.) This grid can be used
gain an audience, the pressure on munities address the elephants in their in group settings, as a survey tool or
other leaders to cave gets stronger. community living rooms, see above the at community meetings, prompting
People are especially resistant to ruts that confine the vision and conver- conversation about the character-
change when they feel someone sation and create the “aha” moments istics of community change. Those
else is imposing their idea of when new possibilities appear. items with the highest scores are
change on the community. assets for community change that
Steps to Finding the Best Coach already exist in your community.
What can a community coach do to Paying special attention to those
help you address these challenges?
for Your Community items with the lowest scores will
A community coach is a guide who help determine if the current situa-
helps communities and organizations Once you decide you want to use a tion is ripe for coaching assistance
identify and achieve their goals. A community coach, the goal is to make and the specific areas in which a
coach works with a community over community coaching the resourceful, coach might be most helpful.
the long term building the capacity to: effective tool you need it to be. A four-
improve communication, resolve con- step process will help you get the most 2. Select a Coach
flicts, strengthen relationships, identify from your coaching partnership. This
and connect to internal and external process and the suggestions following Coaches usually come to communi-
resources, provide opportunities for each step are gleaned from conver- ties or groups in one of three ways:
individual and collective learning, and sations, evaluations and interviews as part of a foundation-supported
respond to change. Community coach- involving experienced community change initiative, through an inter-
ing can be used to create sustainable coaches and people from groups that mediary that is receiving founda-
change, develop partnerships, build use coaches. tion support to manage a technical
prosperity and create a hopeful future. assistance or capacity building
1. Determine Why You Need or Want program that involves coaching or
Coaching occurs at three levels— we a Community Coach because a community group de-
like to think of it in terms of a map termines the need for a coach and
(Figure 1). At the simplest level, a coach Communities get the best help from secures a coach for their efforts.
can help you develop your itinerary, their coaches when the communi-
shape your community change agenda ties have important characteristics Finding the best coach for your
and identify resources. At the second already in place as they organize for group or community team is very
level, the coach may help you identify change or implement a community important and may take some time.
alternative routes, strategies to avoid strategic plan. The Levels of Current If your group is part of a founda-
construction and ways to add to the Capacity grid on the next page lists tion or intermediary initiative, a
journey’s value. Transformational those characteristics and prompts coach may be assigned to you or
provided as part of a team of coach-
es. In this case, it is important for
Figure 1. Three Levels of Coaching
you and your group to work with
the foundation or intermediary
staff to find a coach that matches
Level Three:
Transformation, new your needs.
destinations & possibilities
If you are seeking a coach on your
Level Two:
Routes, strategies, value own, determining how a coach
might help you is the first step.
Level One: Discussing and completing the
Itinerary and resources
grid in Step 1 provides information
that will help you to create a job
description and develop ques-

2 Engaging in Sustainable Community Change

 Levels of Current options are for accessing other
Capacity coaches with different skills and
Characteristics of Community Change Comments
interests?
1 2 3 4 5
People are open to bringing in outside help.
• Develop an understanding of
People are open to sharing and learning together. the time and resources needed
Local groups are connected and trust each other; to support a successful coach/
spirit for collaboration. community relationship and
People focus on the discovery and appreciation of determine if these resources are
local assets.
available.
An emerging vision for the future is widely shared in
the community.
3. Negotiate the Coach’s and
The leadership team believes it has the power to
make change. Community’s Relationship
A big challenge calls people together with a sense
of urgency. Both you and the coach want this
A hopeful attitude is present despite the challenges. process to be as successful as pos-
A game plan or roadmap for the community is in sible. These tips help ensure that
process. the relationship you establish with a
Community sparkplugs (people who keep the flame) coach is productive.
are willing to champion the effort.
A good-sized and representative group is commit- • Have a conversation among
ting time and energy to the work.
leaders and the coach about
Cultural brokering across community differences is what you see as the opportu-
evident.
nities and challenges in your
Change agents express willingness to be coached
and to serve. community. Ask the coach what
People understand how a coach will work for and
skills, experience, and expertise s/
with the community. he has in relation to these chal-
lenges and opportunities.
tions for interviewing prospective • Make sure multiple groups/
coaches. Once you have determined stakeholders are involved and • Make a plan of how often you
why you need a coach, you can participate in the interviews. will connect: by e-mail, on the
seek referrals from your founda- phone and in person. How will
tion partners or distribute informal • Understand that the coach works the coach engage with those
requests for proposals or qualifi- both for and with the commu- leading meetings and with the
cations from practicing coaches. nity. group itself?
Many university-based Cooperative
Extension staff have contacts with • Learn about the values and • Make a written agreement with
coaches. principles that underlie coaching your coach about your expec-
for community change. Ensuring tations. It is likely that these
Once you have assessed the “fit” a match between the values and expectations will be a bit vague
for coaching in your situation and principles of the community and initially, so write into the agree-
clarified ways your community can those of the coach is the founda- ment a time to revisit and revise
work with a coach, you can use the tion for a productive relation- the agreement.
tips below to help you secure the ship.
best coach for your community or • If you feel uncomfortable about
group. • Assess the potential coach’s the relationship or if it is not
communication and cultural progressing as you expected,
• Get recommendations, referrals competency skills. Is s/he a good act sooner rather than later by
and credentials; find out about listener? expressing your concerns to the
his/her experiences, the process- coach using the written agree-
es s/he uses and his/her skills. • One coach cannot address every ment as the basis for this conver-
possible issue; find out what the sation. If the coach is chosen and

www.communitycoaching.com 3
 paid by a foundation or interme- • Coaching: Evoking Excellence in
diary, first talk with the coach; “Coaching is much needed, Others by James Flaherty
if the relationship does not • The Handbook of Coaching: A
improve, share your concerns
and if teams have the right Comprehensive Resource Guide for
with foundation or intermediary coach, it can be an incred- Managers, Executives, Consultants,
representatives. ible asset.” and Human Resource Professionals
by Frederic M. Hudson
We also recommend that resources • The CCL Handbook of Coaching:
to pay for the coach’s services are A Guide for the Leader Coach by
identified and committed prior to ing nature of the relationship and Sharon Ting and Peter Scisco
finalizing a contract with the coach. the specific assistance the commu-
Several options exist for paying a nity needs from the coach. Contributors
coach. Some communities set aside
or dedicate the necessary amount Conclusion Mary Emery is the associate director
from community development of the North Central Regional Center
funds. In some cases, foundations Community coaching is a valuable for Rural Development at Iowa State
arrange and pay for community nutrient and catalytic agent to any University.
coaches. Also, an intermediary may group effort that requires innovative
broker and support the commu- ideas, shared leadership or participa- Ken Hubbell is the president of Ken
nity/coach relationship. A combi- tion, and comprehensive or integrative Hubbell and Associates.
nation of two or all three of these approaches across boundaries and eco-
options is also possible. Whatever nomic sectors. Effective coaching alone The Community Coaching Initiative
the source of funds, a written among strategic approaches provides received major support from the W. K.
contract between the coach and the gestalt and enabling environment Kellogg Foundation and the Annie E.
community or group provides the for collaboration, problem-solving and Casey Foundation.
opportunity to discuss, clarify and shared learning for the common good
document expectations. or for creating positive futures. This monograph emerged from a
distillation of the wisdom, insights
4. Evaluate the Relationship for Coaching is both an art and a craft and and experience of a Community of
Success an extremely effective tool for help- Practice that includes: Alan Barefield,
ing groups reframe their operating Samuel Cargile, Doug Clement, Ken
As with every professional relation- systems, unleash new ideas, transi- Cohen, John Cooper, Tony Genia,
ship, it is important to periodi- tion to new leadership and negotiate Harry Goldman, Kenneth Gonzalez,
cally evaluate the coach/commu- partnerships—critical competencies for Jody Horntvedt, Jennifer Henderson,
nity relationship to determine if successful community building. Carol Lincoln, Ben Lindekugel, Byron
expectations are being met or if the McClennney, Freeman McKindra,
terms of the relationship need to The following resources provide more Becky Miles-Polka, Cynthia Pilcher,
be re-negotiated. If the relationship information about coaching and the Barbara Radke, Claudette Romious,
is not productive and an alternate coach/community relationship. Ursula Roosen-Runge, Karma Ruder,
agreement cannot be negotiated, it Sam Scott, Lee Smith, Frank Taylor, Kay
may be necessary to terminate the Resources on Coaching as a Practice Lynn Tetttleton, Dianne Williams, Joyce
relationship. Williams and Barbara Wyckoff-Baird.
• Masterful Coaching: Extraordinary
The written agreement negotiated Results by Impacting People and the For more information about commu-
by the coach and members of the Way They Think and Work Together nity coaching, visit:
community provides the basis for by Robert Hargrove
a regular review of progress and • The Heart of Coaching: Using Trans- http://www.coaching.com
expectations. It is important and formational Coaching to Create a http://communitycoaching.ning.com
appropriate to change the terms of High-Performance Coaching Culture
this agreement to reflect the chang- by Thomas G. Crane

4 Engaging in Sustainable Community Change

The Six R’s of Community Coaching The Case for Coaching for Community Change
as an Innovative Practice: Four Reasons
Community coaches work with a whole
group or team, the leaders and some- 1. Rapidly Changing Communities. 2. New Leadership Structures. Foun-
times on a one-on-one basis. They help The rise of the Information Age has dations, corporate structures and
community leaders assess readiness required changes in the practice agencies have poured millions of
for community change. They coach of community economic develop- dollars into succession planning as
for results as they help a team get ment and organizational develop- boomers retire and the organiza-
unstuck and move forward. Coaches ment. No longer can we rely on tions restructure around new lead-
help leaders develop strong, trusting the expertise of others to guide us ership strategies. Coaches aid people
relationships within a team and across and external resources to support in recognizing the assets of tradition-
the community; they help create rela- us. Communities, organizations al and non-traditional leaders, while
tionships that link leaders to resources, and their leaders must identify and at the same time framing the work
information and potential partnerships. build on existing assets and find in ways that lead to the co-creation
Community coaches play a key role in ways to continually expand their of new leadership structures that are
crafting opportunities for leaders to ability to learn from one another more fluid, adaptable and engaging.
learn from their experiences by creat- and the world around them; ways
ing space for reflection. Coaches also that are place-based and address the 3. Increased Emphasis on Impact.
encourage leaders to reach out to the unique challenges and opportuni- The fields of life coach, executive
whole community, to stretch beyond ties of that place. Coaching offers coach and personal coach are grow-
the first glance of what is possible, and communities a way to make use of ing as people struggle with ways to
reach for a more vibrant and sustain- best practices and outside expertise achieve their goals and adapt to our
able community. Finally, coaching helps by learning how to adapt them based rapidly changing world. Similarly,
leaders lean toward resilience by inno- on community assets and capacity communities and organizations
vating new approaches and developing and by using local wisdom. are looking for ways to learn about
and monitoring sustainable strategies change, apply what they have
for change. learned and reflect on that process.
Coaching offers a different approach,
Figure 2. Community Coaching: Six Connected Pieces one that facilitates leaders’ ability to
energize and mobilize people around
a change agenda and help commu-
nity institutions become learning
RESULTS organizations.

the capacity of the 4. Increased Return on Investment.

organization and the More foundations are supporting
READINESS RESILIENCE community for self- coaching as a way to increase long-
RELATIONSHIPS REACH
renewal through
term benefits of community change
continual innovation
initiatives. Coaching increases the
unleashing potential, power & possibility return on investment in capacity
REFLECTION building, leadership development
and economic development efforts for
outside funders and local investors.

READINESS. . . . PERFORMANCE. . . SHIFT. . . . RESILIENCE. . . .

Community Coaching Project/Ken Hubbell 2007

www.communitycoaching.com 5
 Sustainable Community Change: Why Coaching and Why Now
For nearly two decades, there has been capacity building. Coaching rises above race, class, gender, age, culture, sexual
a focus in the philanthropic and com- the stigma often associated with other identity and others by establishing a set
munity change networks on capacity developmental strategies. of principles that embrace diversity as
building. Ironically, even though most a prerequisite to achieving the highest
of the field has grown to understand Community coaching is uniquely posi- level of mutual learning. Diversity is in
and embrace an “asset or strength- tioned to meet the challenge of achiev- everyone’s self interest in a true learn-
based” approach to capacity building, ing sustainability for organizations ing community. The more expansive
the term still characterizes the focus on and communities; these communities the diversity, the deeper and more
correcting something or someone who may be geographic or communities of profound the learning.
is remedial, substandard or inadequate. interest. By building the competencies
and skills of people within the commu- As we move deeper into the Informa-
As the focus has now centered on nity, community coaching recognizes tion Age society, our current roles
sustainability, we believe there is a and builds upon the human assets as content experts, consultants and
window of opportunity to heighten of organizations and communities. brokers continue to change. With a
attention on a positive and respectful Effective community coaching can help plethora of information resources on
approach to learning and development: transform communities and organiza- our desktops, we cannot be the experts
community coaching. As a member of tions into high-performing sustainable for our teams on every topic, but we
the “family of coaching,” community entities. can be aware of additional resources
coaching is readily associated with and, most importantly, we can be the
“talented people” rising to an even Community coaching may also be a guide on the side to help them plan
higher level of performance rather than useful strategy in addressing the orga- and implement a successful proactive
the more prevalent “deficit frame” of nizational and community barriers of community-based planning process.

East Carroll Parish in northeast Louisiana coach, Ken Hubbell. Team members • Build the team’s capacity in facilita-
straddles U.S. Highway 65 and is home negotiated with Ken and developed a tion, team collaboration and leader-
to Lake Providence and other recre- service agreement based on what the ship for change.
ational and natural assets. Residents of team members felt they needed to be
this rural Louisiana parish are challenged successful and what Ken felt he could • Help the team identify and locate
by a declining economy and barriers to provide. After the document was signed, resources.
change that include racism and hope- it helped the team and coach manage
lessness. their relationship and expectations. The • Provide a “mirror” to the team that
agreement was reviewed annually and reflects insightful observations and
A group of concerned community resi- terms renegotiated based on the team’s challenges about their collabora-
dents organized the East Carroll Cultural progress and capacity, and the changing tion, shared leadership and capacity
Tourism Initiative and began working circumstances in the community. building.
to bring the races together through
planning and organizing cultural and Components of an informal coaching • Help the incoming director under-
tourism events—events that also plan that was developed include: stand the history of the Initiative,
enhance the image of the parish and organize and manage an effective
create economic opportunities through • Help the group stay on task with work plan to steer project activi-
tourism development. their proposal concepts, strategies ties, and develop a set of working
and action plans. relationships with the broader com-
In 1999, the ECCTI was chosen to be a munity team.
member of the W.K. Kellogg Founda- • Help the group master project
tion’s Mid South Delta Initiative. management when there are several
inter-related activities involving
As part of MSDI, the group received multiple stakeholders that must be
a project implementation grant as managed by a small staff and a busy,
well as the assistance of a community volunteer board.

6 Engaging in Sustainable Community Change