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Coaching For Quality Dec 7 th 2012

Coaching For Quality Dec 7 th 2012. Lisa Gresty Head of OD and Learning Mid Cheshire Hospitals NHS Foundation Trust. Background To The Introduction of Coaching at MCHFT. Former Trust CEO Phil Morley Best 100 Companies example

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Coaching For Quality Dec 7 th 2012

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  1. Coaching For QualityDec 7th 2012 Lisa Gresty Head of OD and Learning Mid Cheshire Hospitals NHS Foundation Trust

  2. Background To The Introduction of Coaching at MCHFT • Former Trust CEO Phil Morley • Best 100 Companies example • Link between staff engagement, leadership, HR practices and Standard Mortality Rates and clinical outcomes.(Prof. Michael West) • Retaining Talent – Identifying skills and potential.

  3. Background To The Introduction of Coaching at mchft • Scale Pace & Complexity of change in the NHS. • Cultural shift from transactional to transformational style of leadership • Generation X and Y differences • Transforming Behaviour, Language and Thinking

  4. What we did at MCHFT • “Coaching for Quality” Paper agreed at Board Dec 2008 • Change of job title for existing OD Lead to Leadership development Manager • Tender Process , I-Coach Academy • Internal selection process for coach training – Interviews • Range of backgrounds and levels of the team. • Applied learning, reflective practice. Thorough assessment/ benchmarking process. • Foundation certificate in coaching practice achieved by 12 staff. EMCC standards

  5. What we did at MCHFT • Multi layered approach • Delivery of one day coaching awareness training for all Executive Directors and DGM’s • Individual coaching offering to all Executives and DGM’s using i-Coach Academy • CPD and Supervision of internal team • Selected members of coaching team went on to train as Team Coaches.

  6. What we did at MCHFT • Developed capacity of 2 key coaching team members to deliver essential coaching skills 1.5 day programmes. • Programmes brought staff together in cross functional and level groups to learn together. • Normalisation of their experiences as managers in the NHS. • Encouraged a shift in leadership style and behaviour from a commanding/pacesetting to affiliative/coaching style.

  7. Why I-Coach? • Bespoke • Credibility • Language • Building internal capacity for sustainability • On-going development and support Caroline Horner

  8. The Purpose of Coaching at MCHFT Listening, Learning and Leading “Our aim at MCHFT is to use coaching to support individuals and teams to improve their outcomes and effectiveness. To increase staff satisfaction and thereby improve the quality of the patient’s experience.”

  9. PROCESS Offer of coaching to: • All Trust senior managers - Lead nurses, ward Managers, Heads of Dept. etc. • All staff on internal/external leadership development programmes • Matching process through coaching lead • Chemistry sessions • 3 Way contracting with Line Manager • 4 x 1 hour sessions ( +2)

  10. Proving the roi • Baseline audit and repeat at end of 1-2-1coaching • 3 way contracting. Outcomes for client / Manager/ Organisation • Doing the ROI paper for The Board ensured continued investment • Not just “another initiative” but about a sustainable cultural shift.

  11. PROVING THE ROI • In May this year, the Trust was named as the most improved in the country by CHKS, and was also named as one of the top 40 hospitals in the UK. • Dr Foster Good Hospital Guide 2012 shows we have improved our Standard Mortality Rates (SMR) and efficiency of day case surgery.

  12. What Made us a Success • Buy in from Exec level • Choosing our partner – i-Coach Academy • Choosing the team – Interview selection process • Diverse team across all roles and levels • Having the lead coach with this as a focus of their role and the enthusiasm and commitment to sustain the work.

  13. What got in the way • Mistrust - We are clear coaching is “Not for the broken people!”. Coaching is not performance management by the back door. • Non Expert Model of coaching. Difference to mentoring. • Move from heroic leadership to distributed leadership - Scary for NHS built on hierarchical / expert model. • Coaches leaving the organisation • Capacity for staff to have access to coaching during times of high patient/work volume.

  14. Maintaining the Momentum • CPD • Supervision • Newsletters • COA Award • Mentoring • Leadership Development Programmes • Health & Wellbeing Strategy • The way we do things around here… Values and Behaviours.

  15. Tracy Bullock CEO “Senior leaders cast a shadow across the organisation and if coaching is not viewed as important to us, it will not be viewed as important to our staff”

  16. What next? • Develop Team Coaching • Succession Planning for coaching lead • Train more coaches • Continue with CPD, Supervision and coaching for coaches • Continue to run coaching essentials and embed into Leadership programmes • Prove the ROI

  17. Thank you for listening QUESTIONS

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