Context
Tower Hamlets wanted to develop a coaching-led culture at the frontline of service delivery. The goal was to empower practitioners to handle complex social cases independently, lowering the need for management-heavy approvals and shifting operational defaults toward employee-led solutions.
Diagnostic
We ran a frontline practice audit and discovered that managers frequently defaulted to direct problem-solving, which unintentionally reduced practitioner autonomy and increased escalations. We identified key moments where active coaching could intervene.
Intervention
We built and rolled out the Tower Hamlets Coaching Model. The programme trained frontline practitioners and supervisors in brief, high-impact coaching check-ins. We introduced manager canvases to guide daily conversations from simple instruction to staff-led agency.
Outcome
The model successfully altered daily team interactions, reducing management escalations and empowering frontline teams to design client solutions locally. The independent feedback showed high satisfaction, increased practitioner retention, and faster, more autonomous client-support decisions.