making the business case for team coaching...1. articulate the business case for leadership coaching...
TRANSCRIPT
HMA HealthManagement.com
October 22, 2015
Making the Business Case for
Team Coaching: Behavior-Based Training for Leaders of
Highly Effective Healthcare Organizations
Speakers:
Jeffrey Ring, PhD, Principal, HMA Sandra Sperry, Principal, HMA
Moderator:
Annie Melia, HMA Information Services
HMA
Learning Objectives
From this presentation, participants will be able to: 1. Articulate the business case for leadership coaching as
organizations adjust to emerging economic models in healthcare
2. Describe the most important behaviors and attributes of effective leaders in the context of team-based healthcare
3. Understand a model of conflict management that enhances team effectiveness
4. Enhance team functioning that helps individuals maximize their potential
5. Understand how behavior-based leadership training exercises can act as a valuable support mechanism for team leaders and managers
6
HMA
What is Behavioral Coaching?
1. An integrative model based on the behavioral sciences; a multifaceted approach to learning and change
2. The science and art of facilitating enhanced individual and team performance to expedite growth, innovation and resilience in changing environments
3. The model leverages accepted change process and strategy by focusing on individual and team/group behavior
7
HMA
Characteristics of an Outstanding Leader?
8
HMA
Case Study
9
HMA
Behavioral-based Coaching Assumptions
• All behavior has consequences
• Behavior that results in positive consequences is repeated
• Exploring and changing motivation and beliefs can result in significant behavior change
• Change involves learning at its core
• Individuals are systems within systems
• Understanding behavior change involves exploring the dynamics of human interaction and the personal/organization values at play
10
HMA
Methodologies Grounded in Behavioral Sciences
• A targeted focus on individual behavior and team behavior…example, use of paradox
• Behavior analysis in relationship to triggers and consequences…emphasis on the “here and now”
• Methods of assessment, data collection and analysis that meet test of reliability, objectivity, and replicability
• Use of behavioral change techniques supported by research
• Builds towards outcomes…evolving predictability • Established strategies for maintaining behavioral
change
11
HMA
Proschaska’s methodology adapted
• Reflective
• Preparation
• Action Phase
• Maintenance
12
HMA
Behavioral Coaching Intersects
Environment
Trends
Competition
Individual
Values
Capabilities
Attitudes
Organization
Goals
Priorities
ROI
13
HMA
Focus
When we say a business leader or team has “focus” we typically are referring to one-pointedness of results, or on a particular strategy.
• Is such single-pointedness enough?
• What is the impact of the rest of the repertoire on business?
Adapted from Dan Goleman
Focus, 2013
14
HMA 15
Awakening the Inner Guide Within
“Just as a caterpillar must shed its
cocoon in order to become a
butterfly and fly, you must be
willing to undertake the difficult
task of bringing yourself face to
face with who you really are and
who want to be.”
HMA
Or the “Triple Focus”
• Inner: personal and professional development
• Other: individuals and groups
• Outer: new trends and emerging patterns in the health industry …managing transition….reaching transformation
Adapted from Dan Goleman
Focus, 2013
16
HMA
Behavioral Coaching Applications: The Business Case
• Manage barriers to change and innovation
• Goal attainment – implementation and results
• Building resilience and bench strength
• Robust return on investment (ROI)
• Evolve the healthy work culture
• Personal actualization
• Performance enhancement
• …managing transition….reaching transformation
17
HMA 18
HMA
Alignment and Conflict…the show stoppers!
Case Studies
19
HMA 20
HMA
Team Facilitation Model
21
HMA
A Healthy Organization (Lencioni, 2012)
• Minimal Politics
• Minimal Confusion
• High Morale
• High Productivity
• Low Turnover
22
HMA
A Healthy Organization
• Excellent Care
• Patient Satisfaction
• Minimize Errors
• Practitioner Vitality
• Staff Empowerment
• Embrace Diversity
• Enlightened Leadership
23
HMA
Key Learning Points
24
HMA
References
• Goleman,D., (2013). Focus: The hidden driver of excellence. New York: Harper Collins
• Lencioni, P (2012) The Advantage. San Francisco: Jossey Bass
• Skiffington,S., Zeus, P. (2003). Behavioral Coaching: How to build personal and organizational strength. Sydney: McGraw-Hill Professional
• Zeus, P. Skiffington, S. (2002). The Coaching at Work Toolkit: A Complete Guide to Techniques and Practices. Sydney: McGraw-Hill Companies, Inc.
25
HMA HealthManagement.com
October 22, 2015
Q & A
Jeffrey Ring, PhD, Principal, HMA [email protected]
Sandra Sperry, Principal, HMA