Developing High Performing Organisations The Coach Approach

1. Developing High Performing Organisations The Coach Approach

2. Welcome & Introduction Deborah Arnot Director, NHS North West Leadership Academy

3. 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

4. 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

5. 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

6. 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

7. The 5 Boroughs Journey Personal Transformation Team Transformation Organisational Transformation “Without this culture change doesn’t happen”

8. Why Coaching? 2010 – We create 5 Trust Values

9. 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.

10. 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

11. Key vehicles to deliver the strategy • Board to Ward Coaching Programme • Internal Resource for formal coaching sessions • Coaching Conversations Programme

12. 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

13. 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

14. 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%

15. 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

16. Results: Strongly agree

17. Results How often?

18. 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.

19. Changes in Patient Service Delivery Culture – (Areas 1 – 4)

20. 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

21. Developing high performing organisations through the coaching approach Peter Bluckert

22. Agenda • The evolution of coaching - a brief historical overview • Developing coaching cultures

23. 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

24. ‘ • 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?

25. 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 • …

26. 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 • …

27. 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

28. 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

30. Some of my own learning about developing coaching cultures

31. 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

32. 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

34. The strategic use of coaching Performanceimprovement Support and development for current leaders Talent development – future leaders 1 2 3 Developing coaching cultures Building and sustaining high performance teams 4 5

35. Planned 1-1s Developmental Coaching Anytime Coaching Different types of coaching conversations

36. 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

37. 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

38. 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

39. What organisations are getting from this investment • ‘A great place to work’ showing up as high employee engagement, job satisfaction and morale • Attract and retain talent • Grow leadership capacity • Increased collaboration and higher levels of trust • More effective teamwork • Greater openness to learning

40. 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

41. High performance teams - the platform for success • Compelling team purpose • Effective strategies (gameplan) • Common working approach • Efficient meetings and communication processes

42. High performance teams - creating the team climate • Effective team leadership • Relationships • Behaviours and group norms • Communication • Trust • Team dynamics • Conflict resolution

43. Cascade team development • A coaching inspired team leader together with coaching-minded team members committed to developing the team can transform team performance

44. 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

45. 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

46. 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

47. 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

48. Develop internal HR and OD coaching capability • Train specialist coaches to coach offline • Consider specialist coaching appointments

49. Monitor that coaching is becoming the norm • Regularly communicate the leadership expectation around coaching

50. 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