Jane Booth is Coaching Manager (GB&I) for PGA Golf Coaching. She was a finalist for Coach Educator of the Year at the 2010 Coaching Awards.
Coachwise (CW): Jane, you're the coaching manager...does this mean you're a great golfer and a great golf coach too?
Jane Booth (JB): Well I certainly think it’s fair to say that my guitar playing is better developed than my golf! I am relatively new to golf but have been very fortunate to work with some great PGA professionals who are passionate about golf and coaching and have helped me develop my golfing knowledge and playing. However, my role is different to being out there coaching. My aim is to put the building blocks in place for the coaching of golf so we can develop the game for everyone who plays or wants to play.
(CW): How do you do that and reconcile the ambition so it caters for all levels – if that is indeed the intention?
(JB): It is a huge challenge to put a long-term change process in place. It's important to get the foundations right and we wanted to get to the stage that wherever you are in the UK, and whatever level you are at, there is golf coaching and support that's right for you. That was our vision, so then we developed our philosophy of Right Coach, Right Place, Right Time. We want anyone to be able to easily access coaching in their chosen place – and know that the quality and appropriateness of that coaching is guaranteed.
(CW): So how do you get there?
(JB): Well, key is a 'five step approach to change' that I have evolved from my change management research from my MBA. The steps are:
1. The story
2. Leadership
3. Communication
4. 'Walk the Talk'
5. Time.
So, working to those steps, our Right Coach, Right Place, Right Time vision and philosophy is our 'story' that provides clear direction and a consistent vision; we then ensure the right people are in place to lead at all levels and ensure we communicate consistent messages in order to bring people along with us...creating momentum for change.
The fourth step is then about delivering the everyday business in order to demonstrate impact and ensure people keep engaged in what we are doing. This step brings the vision to life and ensures it is not just a pipe dream.
This step is also about those leading the change process showing people what the new system looks like in order to gradually shift beliefs, culture and behaviours. Finally, and perhaps most importantly, people engaged in a change process need to appreciate that it will take time to see the end result which is why Step 5 is so important. Don't expect change to be instant and the 'new world' to be simply achieved...it might take 10, 20 or 30 years to see the ultimate end goal.
(CW): This is long-term stuff, isn't it?
(JB): Yes, we know the real benefits may not come through fully for decades, but we are setting clear and measurable targets. These could include the number of people playing the game or the number of coaches working towards qualifications. The outcomes will be that by getting the coaching right, we will have more people involved in the game – whether that is at the elite or social level, playing and/or coaching.
(CW): And the aim is for consistency?
(JB): Yes, that's key. It would be the same wherever you were. We would understand where the player or coach wanted to progress to – whether it's a junior coming in, someone wanting to improve social golf, or a player working towards elite. There would be the right advice and coaching available to them. As a by-product we will have created a golfing culture that recognises the value and importance of coaching and sees it as an integral part of growing the game.
(CW): Is there anything early in the process that will show things are happening?
(JB): Yes, there are some practical, everyday things you might see a change in. We have four key words: recruit, train, support and retain.
For recruit, you should start to see coaches recruited against job descriptions based on identified needs and job adverts reflecting this. For example, open recruitment for coaches of county academy programmes in England and clubs identifying the needs of their membership and recruiting coaches based on this need.
With train there's the new coach education pathway in place with UK Coaching Certificate (UKCC)-endorsed qualifications. Level 1 and Level 2 are already in place; Level 3 and Level 4 will be launched later this year (September). Coaches and the industry (employers/deployers) will understand what qualifications mean and how to use this knowledge to recruit the right coach.
By support we mean tailored continuous professional development (CPD) opportunities in place for coaches and the development of networks. For example, breakfast clubs for coaches in some counties in England and two development groups in place in Wales for academy, regional and national coaches.
Then there's retain, which is vital as we want good coaches retained in the system because they feel valued and valuable.
(CW): How do you get the message across?
(JB): As I say, we have our philosophy, Right Coach, Right Place, Right Time, but it will mean nothing if nobody gets it or buys into it.
Working with Coachwise we outlined what we wanted to achieve, set the vision out clearly and developed very important tools to get that message out there.
