Developing High Performing Organisations The Coach Approach Welcome & Introduction Deborah Arnot Director, NHS North West Leadership Academy Housekeeping Phones Emergency Procedures Wifi Twitter - #NHSCoaching Aims & Outcomes Aims: 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 Programme 10:00 – 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 Speakers Peter Bluckert Author and Leading Figure in Executive Coaching, Transformation and Team and Organisational Development Simon Barber CEO, 5 Boroughs Partnership NHS Foundation Trust Session outline Pete – 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 & capacity Now only Board directors access external coaches 15 senior managers – Postgraduate Certificate in Business Coaching Translate theory into practice Full support structure in place • Code of ethics/best practice • Supervision • CPD events Targeted use of our “Postgrad Group” Reviewed themes emerging from our own investigations Determined groups of people to receive coaching • new people managers • those leading organisational change Initially no self-referrals and no managerial referrals Underpinned by process, governance and evaluation Coaching Conversations Programme All people leaders c.350 people Four day programme spread over four months Completed by Board Members Every cohort opened by CEO Every cohort closed by Exec Director Sustainability through Trio-Facilitators Key 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 Report Assessments repeated after programme completion Demonstrated improvement in • • • • Confidence Knowledge Skills Frequency of holding Coaching Conversations Results: Strongly agree 70 60 50 40 30 20 10 0 Before After After Knowledge Confidence Before Skills Frequency Results How often? Frequency of Coaching Conversations 8% 1% 33% 58% Daily Weekly Monthly Never 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 Agenda 1 The evolution of coaching - a brief historical overview 2 Developing coaching cultures 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 The strategic use of coaching Performance improvement Support and development for current leaders Talent development – future leaders 1 2 3 Building and sustaining high performance teams 4 Developing coaching cultures 5 Planned 1-1s Developmental Coaching Anytime Coaching 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 Developmental Coaching 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 Anytime Coaching 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 talent 3. Grow leadership capacity 4. Increased collaboration and higher levels of trust 5. More effective teamwork 6. 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 11 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 priority 3. Treating the coaching culture process as a training exercise 4. 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? Refreshment Break (20 minutes) Workshops Workshop 1: New Charter Housing, Jane Atherton Room: Leverhulme Room 1, 2nd Floor Workshop 2: South Tees Hospitals NHS Foundation Trust, Amy Stabler Room: Jubilee Suite, Ground Floor Workshop 3: Management Futures & Salford Royal NHS Foundation Trust, Tim Cox & Carole Swindells Room: Leverhulme Room 2, 2nd Floor Workshop 4: Surrey County Council, Carmel Millar Room: Box 3 & 4, 2nd Floor Workshop 5: News UK, James Hutton Room: Box 24 & 25, 4th Floor Lunch (1 hour) Workshops Repeated Workshop 1: New Charter Housing, Jane Atherton Room: Leverhulme Room 1, 2nd Floor Workshop 2: South Tees Hospitals NHS Foundation Trust, Amy Stabler Room: Jubilee Suite, Ground Floor Workshop 3: Management Futures & Salford Royal NHS Foundation Trust, Tim Cox & Carole Swindells Room: Leverhulme Room 2, 2nd Floor Workshop 4: Surrey County Council, Carmel Millar Room: Box 3 & 4, 2nd Floor Workshop 5: News UK, James Hutton Room: Box 24 & 25, 4th Floor Coaching Readiness Strengths, Development Areas and Next Steps Deborah Arnot Director, NHS North West Leadership Academy 1.What has been your key learning from today’s event? 2. When thinking about embedding a coaching culture within your own organisation, what are key challenges you will face? 3. How might you address these challenges? 4. When thinking about the opportunities to embed a coaching culture within your organisation how might you maximise these opportunities? 5. What would make the biggest difference to help embed coaching in your organisation? 6. What one thing would help your organisation most to move to a coaching culture 7. How might the NHS North West Leadership Academy best support you and your senior colleagues who wish to embed a coaching culture? 8. What might you personally do to embed a coaching culture?