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Coaching and mentoring are increasingly being used as tools for leadership development within civil society organisations. This Praxis Note illustrates how coaching can be used with leaders and staff in situations of internal tension and dispute to encourage greater communication and increased participation of staff.
The experience is outlined in the form of two open letters between Bwana Mkubwa, the director of the head office of a Kenyan NGO, and an organisational development consultant (William Ogara) who provided coaching support to the organisation. Details of tools, methods and approaches used during the process are outlined between the introductory letter from the NGO and the letter in response from the consultant.
