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. 32 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”.