Developing High Performing OrganisationsThe Coach Approach
Welcome & Introduction
Deborah ArnotDirector, NHS North West Leadership Academy
Aims & OutcomesAims: To engage and provide demonstrable evidence around the benefits of embedding a coaching culture, to Senior Leaders who have a key role in championing coaching to improve their own organisational performance.
Outcomes:
• Participants will have an opportunity to consider the impact and benefits embedding a coaching culture could have on their organisation and its performance
• Participants from private and public sector organisations to showcase the bottom line performance and impact of coaching
• Participants will gain coaching readiness tools to help them plan the implementation of coaching behaviours in their own organisations
Programme10:00 – 10:15 Welcome & Opening Remarks
10:15 – 11:45 Keynote Speakers – Peter Bluckert & Simon Barber
11:45 – 12:05 Refreshment Break
12:05 – 13:05 Workshops
13:05 – 14:00 Lunch & Networking
14:00 – 15:00 Workshops repeated
15:00 – 15:20 Refreshment Break
15:20 – 16:30 Coaching Readiness Strengths, Development Areas &
Next Steps
16:30 Close
Keynote SpeakersPeter Bluckert Author and Leading Figure in Executive Coaching, Transformation and Team and Organisational Development
Simon BarberCEO, 5 Boroughs Partnership NHS Foundation Trust
Session outlinePete – What coaching looks like in a Coaching Culture
Pete & Simon – A structured coaching conversation
Simon – The 5 Boroughs journey
Discussion in pairs
Question & Answer session
The 5 Boroughs Journey
Personal Transformation
Team Transformation
Organisational Transformation
“Without this culture change doesn’t happen”
Why Coaching?2010 – We create 5 Trust Values
Our Coaching Strategy
To develop coaching across the Trust to improve performance and enable individuals to take personal accountability, encourage them to take responsibility, make their own decisions and take action leading to improved outcomes for staff, patients and service users.
How is Coaching supporting our Organisational Objectives?
Our Purpose• We will take a lead in improving the wellbeing of our communities in order to make a positive difference throughout people’s lives
Our Trust wide Quality Priority• The Trust will increase the number of services engaged in Shared Decision Making with patients and their families
Key vehicles to deliver the strategy
Board to Ward Coaching Programme
Internal Resource for formal coaching sessions
Coaching Conversations Programme
Resources for formal coaching sessions
Build internal coaching capability & capacityNow only Board directors access external coaches15 senior managers – Postgraduate Certificate in Business CoachingTranslate theory into practiceFull support structure in place • Code of ethics/best practice• Supervision• CPD events
Targeted use of our “Postgrad Group”Reviewed themes emerging from our own investigationsDetermined groups of people to receive coaching• new people managers • those leading organisational changeInitially no self-referrals and no managerial referralsUnderpinned by process, governance and evaluation
Coaching Conversations Programme
All people leaders c.350 peopleFour day programme spread over four monthsCompleted by Board MembersEvery cohort opened by CEOEvery cohort closed by Exec Director Sustainability through Trio-FacilitatorsKey themes• Ask not tell• Involve me in decision making• Feedback – listening and contribution• 95% - 5%
Evidence of the impact – Internal surveys
Baseline assessment before by • Self• Peer• Line manager• Direct ReportAssessments repeated after programme completionDemonstrated improvement in • Confidence• Knowledge• Skills• Frequency of holding Coaching Conversations
Results: Strongly agree
Before
After010203040506070
KnowledgeConfidence Skills
Frequency
BeforeAfter
Results How often?
33%
58%
8% 1%Frequency of Coaching Conversations
DailyWeeklyMonthlyNever
Evidence of the impact – External Study by Sheffield Hallam University on the impact of the Coaching Conversations Programme has shown that: • Staff feel that there has been significant effort made to
educate managers regarding the benefits of formal coaching• Coaching is becoming fully integrated into the way of ‘doing
things’ within the organisation.• Across areas studied, the impact of the coaching
programme on service delivery has clearly moved to one of a strategic and embedded culture.
Changes in Patient Service Delivery Culture – (Areas 1 – 4)
What next for delivering organisational change through Coaching?
• Evaluate the impact of coaching on our patient experience• Sustainability of Coaching Conversations Programme• Grow internal Coaching Resource• Grow internal Supervision Resource• Expand the targeted use of formal coaching
Developing high performing organisations through the coaching approach
Peter Bluckert
1 The evolution of coaching - a brief historical overview
2 Developing coaching cultures
Agenda
Beginnings - 90’s
Individual coaching based on Inner Game and GROW
model
Executive coaching becoming popular
‘White coats’, 'Suits’, OD practitioners and elite Sports
people
4 business coaching books
‘ The ‘Wild West’ – no barriers
Creative, innovative, exciting period Melting pot of approaches Everyone has a coaching model Academia waiting in the wings – might this turn
into something?
Evolving 2000 > Supply grows Issues around quality lead to professionalization of
coaching Expansion of coaching qualification and
accreditation programmes Over 100 coaching books by end of decade
…
Evolving 2000 > Demand grows as coaching takes off in most
sectors
Manager-as-coach training
1-1s and regular feedback become the norm
Growing interest and experimentation with team
coaching and coaching cultures
…
Maturing 2010 >> Anytime, in-the-moment, coaching Coaching as a mindset rather than an activity Honest, quality conversations – ‘Are we having the right
conversation at the right depth between the right
people, right now’? Evolving methodologies for team coaching and
developing coaching cultures
The re-emerging proposition Successful OD transformation is dependent on team
and personal transformation We’ve been overly focused on horizontal learning and
development We need to balance this with effective vertical learning
and development
• Some of my own learning about developing coaching cultures
Start by understanding what it is and it isn’t
• An executive briefing or management conference is a good place to start
• Undertake coach training together to develop the necessary coaching skillsets and mindset
Start by understanding what it is and it isn’t• An executive briefing or management
conference is a good place to start• Undertake coach training together to develop
the necessary coaching skillsets and mindset• Useful to include: the focus of coaching, the
strategic use of coaching and current thinking about different types of coaching conversations
Performanceimprovement
1
Support anddevelopment for current leaders
2Building and sustaining high performance teams
3
4
Talent development –future leaders
Developing coaching cultures
5
The strategic use of coaching
Planned 1-1sDevelopmental
CoachingAnytimeCoaching
Different types of coaching conversations
In coaching cultures, people know what they’re working on from processes such as …
Appraisals
360 feedback processes
Assessment/Development Centres
Leadership programmes
Team development
1-1 coaching
DevelopmentalCoaching
The ‘anytime coach’ views each interaction
as an opportunity for coaching-in-the-moment
for micro improvements that, when
multiplied over many interactions
and many employees, produces
desired improvements in
organisational performance
AnytimeCoaching
Hold the strategic conversation
• Identify what you want from a coaching culture and how it can support your strategic objectives
• Consider making it a strategic objective in its own right
What organisations are getting from this investment
1. ‘A great place to work’ showing up as high employee engagement, job satisfaction and morale
2. Attract and retain talent3. Grow leadership capacity4. Increased collaboration and higher levels of
trust5. More effective teamwork6. Greater openness to learning
Leadership team development
• Commit to a programme of team coaching and development to develop as a high performing team
• Be realistic about what this involves – an occasional Away-Day is fine for strategic planning but not as the vehicle for team coaching
High performance teams - the platform for success
• Compelling team purpose• Effective strategies (gameplan)• Common working approach• Efficient meetings and
communication processes
High performance teams - creating the team climate
• Effective team leadership• Relationships• Behaviours and group norms• Communication • Trust• Team dynamics• Conflict resolution
Cascade team development
• A coaching inspired team leader together with coaching-minded team members committed to developing the team can transform team performance
Individual development
• Commit to individual development through leadership programmes and 1-1 coaching
• Assist people to know what their strengths are and what they need to work on
Engage the wider organisation
• Agree how to engage the wider organisation congruently
• Hold a facilitated large group event to share the rationale and intention of creating a coaching culture
• Seek input into the key challenges and opportunities
Develop coaching capability
• Deliver quality coach training to a critical mass of the organisation to achieve a tipping point where coaching behaviours become the norm
The self awareness journey
• Coach training needs to be more than skill acquisition. It needs to grounded in the raising of self awareness and impact on others
Develop internal HR and OD coaching capability
• Train specialist coaches to coach offline
• Consider specialist coaching appointments
Monitor that coaching is becoming the norm
• Regularly communicate the leadership expectation around coaching
Return on investment• Agree who is responsible for
reviewing and evaluating the results
• Gather success stories and conduct structured interviews to discover the tangible and intangible gains
Common mistakes made by organisations
1. Senior leaders opting out of the process
2. Not making it a strategic priority3. Treating the coaching culture
process as a training exercise4. Delegating it to HR or
outsourcing it to external training providers
Coaching produces numerous benefits
It typically leads to a greater openness to learning and
improvement, higher levels of self awareness and
emotional maturity
Coaching produces numerous benefits
Coaching encourages people to listen better, reflect
more, and think about their own behaviours
Coaching produces numerous benefits
Team leaders make better contact with people,
become more adept at running meetings and become
more effective change agents
Coaching produces numerous benefits
That most precious of resources …
Time is used more productively
Closing thought
Can we now make as much progress in
the quality and depth of our conversations,
and in the way we treat each other,
as we have made in technology?