Applied Coaching Research Journal Research Journal 1 | Page 32

APPLIED COACHING RESEARCH JOURNAL 2018, Vol. 1
Success factors
Interview data with key internal and external
stakeholders identified five key principles that were
instrumental to the success of the programme:
1. Development of a person-centred training
programme, that is creative, relevant and
adaptable to the audience
The training programme was fun, engaging and
creative. It was based on the participants’ own
experience (not just of sport and physical activity)
and it was integrated into popular culture, so
that learning could be connected back to the
key elements of leadership and coaching. It was
focused on developing leaders and coaches who
were confident, caring and creative. Moreover, the
learning connected theory to practice by getting the
social/structural aspect of the environment right
first, which in turn increased personal motivation.
The sessions themselves were underpinned by
research, such as behaviour change theory, but the
research was used as a reference point rather than a
key focus of the activity. A key focus of the training
was developing good relationships with the learners
and understanding their needs first, and then
adapting the learning and content based on those
specific needs.
“We tried small things like playing music in the
sessions (their choices), making sure we were
dressed casually – no tracksuits (too sporty), no
shirts (too formal) – letting them have time on
their phones, having conversations about what was
happening in college, school or at home. Adopting a
personal approach to workforce development and
displaying you care was as important as any of the
content.”
START delivery team
2. The importance of working cooperatively with
partners, to help them meet their own priorities
and outcomes
Working in partnership with external partners,
especially with community groups, was an essential
part of the project. Initially, partners helped gain
access to the local people who took part in the
training. Partners also played an essential role in
driving the project and in supporting individual
participants over the longer term. Thus, engaging
partners who understand and buy-in to the
approach was paramount in sustaining the work and
retaining the workforce, beyond the training and
support of the project.
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Key learning points regarding partnership working:
• A flexible approach, to ensure relevance to
partners’ priorities, targets and plans
• Sufficient lead-in time to build trust and common
ground
• A strategic approach within organisations.
3. Work with people in their own
environment. Use local partners to
facilitate access
The target audience for this project might not have
signed up for the training programme in a venue
they didn’t know, with people they didn’t know. It
was important that the project worked with people
in their own communities and used local community
partners to secure access. The relationship with the
partner was crucial to ensure that the participant
felt comfortable and confident to engage in a sports
leadership programme, when they may not consider
themselves as a leader, or may not even like sport
or physical activity.
4. Create branding and marketing material
that is appropriate and appeals to the
target population
The development of a brand identity formed an
intrinsic part of the evolution of the project. It was
recognised that to engage a workforce who might
not be physically active, promotional materials
needed to look and feel very different from
traditional coach education or sport marketing.
The project worked with a company outside of the
sports sector to develop a new brand identity that
was dynamic, energetic and inspiring, reflected
positivity and opportunity, but without visual
reference to sport or physical activity. The Sport
Nottinghamshire logo was also removed from
promotional material to avoid the link with the
traditional sports sector.
5. Ensure there is a key person in the community
who can provide structure and ongoing support,
and can continue to nurture and motivate the
workforce after the project ends
Partners should be committed to providing ongoing
support beyond the initial training. In this project
there was an expectation that partners and local
communities would take ownership of, and sustain
the work, beyond the end of the project.
All five principles build on the foundation
that “people come first, before the
sport or physical activity”.