What our clients have to say

Client Quotes

Those of us who were friendly with each other relied on each other, CoachingOurselves has pulled everyone into the group and because of the way it is structured people participate.

Senior Manager, Administrative Appeals Tribunal

It is a really good management tool. It makes us more strategic. It gives us ideas and gives us a forum to discuss things; we just seem to develop strategies that we can move forward with.

Senior Manager, Administrative Appeals Tribunal

Because of clear communications, day to day business is better.

Manager, Clare Valley Toyota

We’ve improved because we are giving it (communication) more thought and its front of mind.

Manager, Clare Valley Toyota

The session has been very interesting and educative and quite useful to me as a manager.

Workshop participant, International Correction and Prisons Association Conference, Romania.

I now have a few ideas (after completing the topic Conundrums of Middle Management): To listen more: To involve middle management more: To ‘relax’ more and let the youngest colleagues to do more.

Workshop participant, International Correction and Prisons Association Conference, Romania.

The session has been very interesting and educative and quite useful to me as a manager.

Workshop participant, International Correction and Prisons Association Conference, Romania.

CO is nice, compact, efficient, you know how long it is going to take because it is nicely time, that is what speaks to the groups because we like to have clear timeframes.

Team building activity is a by-product of the CO process.

Allows our management team to explore management issues in more depth… and to discuss issues that we normally do not get an opportunity to discuss.

Senior Manager, Institute Urban Indigenous Health

I remember the first time I did a CO module… I was almost humoring the process (here we go again etc). I was pleasantly surprised by how valuable it really was. It enabled everybody in the room to contribute, there was some contributions that I did not expect from other people as part of management team who gave some excellent input. I could just see some peoples lights turning on.

Senior Manager, Institute Urban Indigenous Health.

You can actually relate topics to what you want to focus on at the time. It really starts to generate some deep and profound thinking.

Senior Manager, Institute Urban Indigenous Health

Client Testimonials

Clare Valley Toyota, Australia

CoachingOurselves was the great unknown. Convincing a group of my staff to be involved in something I had no idea of myself, was difficult. At the end of the first session it was well worthwhile. To gain anything from the CoachingOurselves sessions was very much up to the individual. Those that opened up and expressed their views & ideas openly to the group, I believe got the most out of it. Many of us have views & ideas bottled up inside us and it’s not until they are voiced & heard out loud that we actually believe that they are valid. From our sessions, I found that some of my staff now have confidence in speaking up. I found it very interesting to see their growth over the period of the sessions. Personally I gained a greater understanding of my staff and what makes them tick, the art of listening and talking problems/issues through (out loud) to find the solutions. CoachingOurselves, a rewarding & positive experience.

Tom Redden,
Dealer Principal

Northern Adelaide Medicare Local

Monica Redden was engaged by me to assist the Northern Adelaide Medicare Local (NAML) in at least two major initiatives. Her work was exceptional.

As a new organisation starting from scratch, Monica developed a planning framework to enable the recently appointed Leadership Team of the NAML gain a beginning sense of the respective roles and responsibilities of each team member – and where they overlapped.

Monica led the formative thinking which laid the ground work for not only the operation of the Leadership Team, but the organisation as a whole.

Specific deliverables were attached to the funding. These were named and Monica assisted each Manager to identify his/her responsibilities concerning these.

She also enabled the new Managers to piece together the principles of Primary Health Care with their respective job and person specifications, and in so doing, promoted a strong value base that underpinned how NAML would operate. This was ‘grounded’ by identifying very practical tasks for achieving the deliverables, and timeframes for achieving these.

The outcome of the process that Monica facilitated was that each Manager had a clear understanding of expected deliverables and timeframes as well as clarity about expectations of how s/he would work with his/her peers.
Given the evolutionary nature of establishing a new organisation, it was agreed that Monica would assist a review of progress in relation to deliverables and processes. A review was undertaken some 3 months following the appointment of the Managers and this enabled learning to be tabled and the refinement of the operation of NAML.
The outcome of the planning work and processes undertaken by Monica was that NAML met deadlines and produced high quality work. Staff felt proud of their achievements which they recognised were based on the Principles of Primary Health Care.

Monica facilitated this process using her considerable conceptual skills and commitment to processes that would enable staff to deliver. She demonstrated a range of approaches including firm leadership (the Leadership Team was immature) structured activities as well as inviting ideas and giving responsibility to participants to meet expectations.

The Board of NAML indicated that as the nature of the Partners in Recovery Program was core business for NAML (mental health and improving service systems) we should be involved, but not necessarily the lead in the preparation of the tender.

Monica was engaged to facilitate the process of preparing the tender which involved developing a new service model with 12 non-government agencies – including clarifying governance arrangements.

Monica was highly skilled in engaging the participating agencies. She led the process with a clear conceptual framework, skill and humour. It was very important that the process of preparing the tender reflected the values and principles that underpinned the new service model. To this end, she was very inclusive, she actively sought data to inform the process and worked with participants using a strong client orientation to facilitate the outcome.
Participating agencies commented very positively on the process which enabled them to move from a competitive orientation to one of collaboration, based on trust and a common commitment to best outcomes for the target population.

The service model is excellent and the tender was successful.

I have no doubt that Monica’s knowledge, skills and personal qualities were central to the great outcome for the tender of the Partners In Recovery Program for NAML.

Marj Ellis
CEO, Northern Adelaide Medicare Local at the time Monica was engaged in these processes.


University of Technology Science(UTS), Sydney

The 2016 Regional High Performance Networks project at the University of Technology Science, Sydney (UTS) aimed to develop management and leadership skills in regional areas. We conducted an extensive pilot program with ten learning groups across Australia. Our approach was based on the principles of CoachingOurselves model of peer-to-peer learning, using CoachingOurselves modules and some modules on additional topics that we prepared, but based on CoachingOurselves.
We selected the CoachingOurselves approach and materials, after assessing a range of alternative options. We did so because of its effective approach to stimulating and supporting learning, based on sound principles. The effectiveness of the CoachingOurselves approach and materials was supported by the experience of the pilot program and I would strongly support its use in an expanded program.

Don Scott-Kemmis,
Adjunct Professor, UTS Management School.

Housing SA

Monica Redden conducted the Review of the Housing SA Supported Tenancy Scheme in 2011-12.  This historical program’s detail is extremely complex, and involves many stakeholders with different, often conflicting, perspectives.  Three previous attempts had been made to review this program, but all had failed to complete the process due to this complexity.  It was therefore critical to the success of the review process, and resulting reforms, that all stakeholders felt included in the process, and the review be conducted in a highly professional manner.

Monica conducted thorough stakeholder consultations, including a survey of all NGOs involved in the program, focus groups for all Housing SA and NGO units involved, a large discussion forum informed by an interim discussion paper, and further discussions with relevant units to discuss additional issues and options where appropriate.

Monica’s final report demonstrated a very clear understanding of the myriad issues faced by Housing SA and the NGO sector in relation to this program.  Her paper set out clear strategic and operational directions for the future of the program, and Housing SA adopted all of her recommendations.  This has resulted in clear strategic objectives for the new programs, strong management and monitoring processes to ensure quality program outcomes, and better targeted use of Housing SA’s scarce resources.  The directions she proposed further enabled the homelessness services sector’s quality work with our community’s most vulnerable people.
Feedback from government and non-government stakeholders was consistently positive about the review process.  They reported that they felt heard, often for the first time, in relation to this program, and this has resulted in solid support for the lengthy reform implementation process that is currently underway.  Monica’s rapport with people, deep understanding of the human services sector, strong strategic analysis skills and natural aptitude for this work, resulted in a very successful review.

Jane Fletcher
Manager, Community Housing Policy and Operations
Housing SA, Community Partnerships and Growth

ACT Community Corrections

During 2016 I facilitated CoachingOurselves peer coaching sessions with nine frontline managers in the Australian Capital Territory’s Community Corrections agency. Community Corrections was undergoing significant operational and cultural change across this period. CoachingOurselves provided unique opportunity to have discussion focussed on management team and leadership development. Feedback on the process, individual topics and benefits of participation was positive from all involved. Monica Redden’s support across the twelve months was valuable, particularly in relation to facilitation style and selection of topics which would suit the interests of the group and develop individuals and the team as a whole. CoachingOurselves would provide a meaningful structure for leadership development in any setting and acts as catalyst for important group and individual reflection in busy operational environments.

Kate Milner
Former Manager, Change and Workplace Culture, ACT Community Corrections.