The way we learn is rapidly changing. For many, the traditional classroom training course is still a popular method. Not only does it provide a means of escaping from day-to-day tasks and focus exclusively on a single topic, but it is a marvellous chance to spend quality time with fellow-professionals and learn from each other.

Over the years, the Consultation Institute has delivered over 12,000 person days of specialist training both as public courses, or more cost-effectively as in-house events. There is still a strong market for this tried-and-tested method.

But there are other options. We live in an online world, and inevitably the flexibility of learning when and where you prefer makes online training very popular. Self-paced modules already cover the foundation level Charter principles and the newly-launched taster session on Stakeholder Mapping has appealed to Institute members. With several new subjects already in preparation, the Institute is making a significant investment in this area.

There is a third way! Individual coaching has one big advantage. It can be personalised to suit the specific needs of each individual. It is heavily based upon a diagnostic element that identifies whatever specific gaps in a staff member’s skills and knowledge, and the coaching programme is therefore co-designed with each individual. The style of coaching can also be adapted to suit one’s preferred learning method. Some like to read in advance and discuss the issues arising. Others prefer to be given a task and have their work critically examined. Yet others enjoy storytelling and absorbing the lessons from case studies. Action learning has been applied in many organisations and is still in vogue, though is often seen as facilitated learning.

What all coaching seeks to accomplish is a genuine development of an individual’s performance by being results-focused. It means that the coach has to understand the business context well enough to appreciate what is to be done and how to deal with its inherent challenges. For those working in public engagement, there remain a number of technical activities which cannot all be learnt from books! There are also legal constraints and operational standards that may need practical advice and guidance. Finally, there is the Politics of Consultation a difficult subject area which has been largely neglected, but which now benefits from the publication of the definitive text on the subject in the book published in July.

The Coaching approach can, of course be used for teams – up to about five people. They can agree their own learning programme and work with the coach to explore the best ways to learn and absorb the skills and know-how that has been identified. If specialist tools or subject-matter experts need to become involved, the Institute can reach into its impressive pool of knowledge or find those with precisely the information needed to fulfil the requirements.