Progression in the Fire & Rescue Service requires more than technical skill. It demands leadership behaviours that inspire trust, collaboration, and resilience.

This candidate’s journey through the Crew Manager Career Progression Gateway (CPG) assessment illustrates how developmental coaching can turn feedback into growth.

About the CPG The CPG is an online, behaviour-based assessment solution built on the NFCC Leadership Framework, FRS Values and Code of Ethics. It is designed for multiple levels, from Crew to Strategic Manager. The CPG combines:

  • A case study exercise
  • A video role-play set in a realistic but generic fire-service context

This modular system ensures relevance and fairness, supported by e-learning, candidate briefing, and feedback. It is not just an assessment, but a full system that supports both selection and development.

One Candidate’s Journey: How Coaching Changed the Outcome

This article shares the journey of one candidate who successfully passed the case study element but did not meet the required standard in the role-play exercise. That meant they needed to return and resit this part of the CPG.

What happened next is where the real value of the process shines through. Between the two attempts, the candidate took part in a developmental feedback and coaching session. Using the feedback report as a foundation, the session became a space to reflect on performance, explore strengths and motivations, and identify practical ways to grow.

It was not simply about preparing to pass the role-play. It was about building confidence, recognising achievements, and finding collaborative solutions that could increase their positive impact in the FRS. By the time they returned for their second attempt, the candidate had not only refined their approach but had transformed their leadership presence, and this time they succeeded.

The First Attempt: Learning Opportunities

The candidate passed the case study but did not meet the required standard in the role-play exercise.

The feedback report highlighted areas where development would be beneficial:

  • Personal Impact: some sensitivity shown, but communication, assertiveness, and wellbeing support need to be more direct and balanced
  • Outstanding Leadership: partial clarity on expectations and purpose, with limited encouragement of others’ views
  • Service Delivery: awareness of diverse needs, but problem-solving and practical impact of solutions not fully developed
  • Organisational Effectiveness: some recognition of priorities and empowerment, but links to the bigger picture and change impact need to be clearer

The report included comments such as:

  • “You showed some sensitivity but might have dealt with the issues more directly.”
  • “You did not show a priority for asking questions and needed to do so in order to learn more.”

While the overall result indicated several areas for development, the report also showed clear strengths: determination, enthusiasm, and recognising the need to support others.  These qualities provided a strong foundation to build upon.

The Turning Point: Developmental Coaching

After the assessment, the candidate attended a developmental feedback and coaching session with one of our psychologist assessors.

These sessions are a crucial opportunity for candidates to:

  • Explore performance in the context of career aspirations, strengths and motivations
  • Recognise achievements and boost confidence
  • Translate feedback into practical, collaborative developmental solutions
  • Identify opportunities for increased wellbeing and contribution in the workplace

Using the feedback report as a guide, we worked through specific strategies:

  • Rapport building: starting conversations with genuine interest and context
  • Questioning and probing: using open questions to uncover perspectives and impacts
  • Balancing praise and constructive, evidence-based criticism: delivering feedback in a way that builds trust while addressing issues
  • Influencing through reflection: encouraging others to consider how their actions affect the team
  • Collaborative problem-solving: framing improvement as a shared journey, not a directive

The candidate left the session with a clear plan, supported by a one-page summary of key learning points. They committed to daily reflection, sought feedback from colleagues, and consciously practised these behaviours in their role.

The Second Attempt: Success Achieved

When the candidate returned for their second assessment, the transformation was evident.

This time, the feedback report highlighted:

  • Personal Impact: respectful, balanced communication and constructive challenge
  • Outstanding Leadership: clear expectations, enthusiasm, and shared purpose
  • Service Delivery: evidence-based decisions, awareness of risks, and effective use of resources
  • Organisational Effectiveness: strong alignment with priorities and empowerment of others

The report included comments such as:

  • “You showed a respectful approach, whilst able to challenge sensitively and constructively.”
  • “You consistently listened and explored the role-player’s perspective to understand the situation.”

The result was green, meeting required standards across all leadership behaviours.

The Bigger Picture

This journey demonstrates the value of developmental coaching as an intermediate stage between assessment and ongoing line manager support.

Feedback alone highlights gaps. Coaching helps candidates bridge those gaps with practical, actionable behaviours. It builds confidence, creates clarity, and empowers individuals to take ownership of their development.

For organisations, investing in structured feedback and coaching is not just about improving pass rates. It is about cultivating leaders who are reflective, collaborative, and resilient. Leaders who will make a positive impact in the FRS and beyond.

Key Takeaway
 This case shows that assessment outcomes are not fixed endpoints, but starting points for development. When feedback is combined with structured, psychologically informed coaching, candidates gain the insight, confidence, and practical tools needed to change behaviour and improve impact. Developmental coaching turns reflection into action and potential into performance.