Engaging Hearts and Minds

1. Engaging Hearts and Minds Thomas Kaster: WHA Quality Coordinator MBA, CPHQ

2. WHA: Coaching for Improvement SeriesSession One: A Coaching Mentality • Please put your phone on mute. • *6 to mute • *7 to un-mute • How to chat! Thomas Kaster: WHA Quality Coordinator MBA, CPHQ

3. Webinar Series Plan • Session 1: A Coaching Mentality • Session 2: Engaging Hearts and Minds • Session 3: Effective Coaching Interactions

4. Today’s Objectives • The Power of WHY • Finding the North Star • Building your Story • Preparing your Message • Adapting your Coaching to the Individual

5. Chat Discussion: Do you feel the below reasons foster sustained change and why? • Have to do it because of Joint Commissions • “Quality” says we need to do this. • It is in our strategic initiative • There is a new regulation • We will pay you more if you do it well

6. TED TALK • Simon Sinek: How great leaders inspire action http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html -- :20 – 8:00 and 15:20-16:15

7. Chat Discussion What are your immediate thoughts on how you can use the “Why/ How / What” model in your improvement conversations?

8. Action Item: 1Identifying the Why and What Use the table below to help articulate your improvement message…

9. The Foundation of Improvement • Deming’s first principle: “Create consistency of purpose toward improvement of products and services, with the aim to become competitive, stay in business and provide jobs”

10. The Foundation of Improvement • Deming’s first principle if applied to health care: “Create consistency of purpose toward the improvement of patient care, safety and outcomes, with the aim to provide high quality, high value health care.”

11. Other Consistency of Purpose Perspectives • What is your unit’s / hospital’s North Star? • What is the consistent focus that each decision, action and improvement project points towards?

12. Chat Discussion • What is the consistent focus that each decision, action and improvement project points towards? • What is your North Star?

13. Customer / Patient Service Focus • What makes more sense in health care? • “The patient is always right.” -Or- • “Always do what is right for the patient.” This is an important clarifier when coaching for improvement in health care. One provides consistency of purpose. The other can be dangerous.

14. Harness the Power of Stories • It is a skill. • It’s more impactful than “facts” alone. • When done well, the audience is “transported” and the vicarious experience is almost as powerful as if it were a personal experience.

15. Storytelling for Culture Change and Staying Power • Intention + measurement = important for change • Intention + measurement + impactful storytelling = inspired and enduring culture of change Knowing the evidence based practices and measuring their prevalence is essential. To get a change to stick it needs to be embedded in the culture…Stories help it stick!

16. Develop your Story Framework 1. Decide what qualities make you trustworthy. 2. With your chosen quality, tell a 3 minute story that delivers evidence of that quality, e.g.: –Person/event in your life that taught you the importance of that quality –A time that you failed your own standard and vowed to never let it happen again –A specific event that exemplifies this quality in you 3. Find a trusted colleague to listen to your story and give you feedback. 4. Use it, more than once.

17. Why are you in health care? • My story • Who wants to share their story?

18. Other Story Telling Considerations • Help each employee develop their story of why they work in health care • Actively seek out positive and constructive patient stories • Harvest stories to use and reuse to help maintain focus on your “North Star”

19. Adaptive Coaching • Is everybody coached the same way? • Does everybody take feedback the same way?  Individualize the coaching; no one size fits all

20. The High Performers: Characteristics

21. The Naysayers / Negative Nellys: Characteristics

22. Those Along for the Ride: Characteristics

23. Influence Leadership When those that you are coaching for improvement don’t directly report to you…

24. Influence Leadership Considerations • It is important to foster a relationship with the managers of the teams you are helping, as well as the staff you are working with • Sometimes your manager can be a great help with this • Work with the manager to clearly define the role of the improvement coach and manager in the project • Be mindful of maintaining trust between all parties • Inform the managers of your “informal feedback” strategies • Work within the system of the operations and if you cannot, work with the managers to find a solution

25. Closing Comments • To engage hearts in minds you need to communicate the “WHY”. • Consistency of purpose is essential to maintaining focus on improvement • Telling stories is a highly effective strategy to engaging hearts and minds • Coaches need to adapt their strategies to the individual

26. Coaching for Improvement Workbook Task 1: Complete the “Identifying the Why and What” worksheet on a challenging improvement project to help build the WHY story. Task 2: Build and practice your story about why healthcare quality and patient safety is important to you. http://www.whaqualitycenter.org/PartnersforPatients/PfPTools/PfPWebinarstoolstemplatesCoaching.aspx

27. Coaching for Improvement Series: • Oct 31: Developing a Coaching Mentality • Nov 20: Engaging Hearts and Minds • Dec 18: Effective Coaching Interactions Next month action items: Complete webinar #2 section in workbook, which includes goal setting. “If you write it, it will come.”

28. Questions?