Coaching For Quality British Psychological Society Conference Dec

Lisa Gresty
Head of OD and Learning
Mid Cheshire Hospitals NHS Foundation Trust
 Former
 Best
Trust CEO Phil Morley
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
 Scale
Pace & Complexity of change in the
 Cultural
shift from transactional to
transformational style of leadership
 Generation
X and Y differences
 Transforming
Behaviour, Language and
“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
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.
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.
 Bespoke
Caroline Horner
 Credibility
 Language
 Building
internal capacity for sustainability
 On-going
development and support
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
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)
 Baseline
audit and repeat at end of
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.
 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.
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.
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
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.
COA Award
Leadership Development Programmes
Health & Wellbeing Strategy
The way we do things around here… Values and Behaviours.
“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”
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
oProve the ROI

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