COACHING FOR QUALITYDEC 7TH 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

Link between staff engagement, leadership, HR practices and Standard Mortality Rates and clinical outcomes.(Prof. Michael West)

Retaining Talent – Identifying skills and potential.

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

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

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.

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.

WHY I-COACH? Bespoke

Credibility

Language

Building internal capacity for sustainability

On-going development and support

Caroline Horner

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.”

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)

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.

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.

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.

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.

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.

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”

WHAT NEXT?

oDevelop Team Coaching

oSuccession Planning for coaching lead

oTrain more coaches

oContinue with CPD, Supervision and coaching for coaches

oContinue to run coaching essentials and embed into Leadership programmes

oProve the ROI

THANK YOU FOR LISTENING

QUESTIONS