Top Tips for Coaching Improvement Michael Canavan Principal Educator NES Intro – Hello my name is and intro everyone else Health & Safety – Fire Drill Toilets Tweet – Using #CYPIC Link to the session via ‘insert title of app’

The challenge is to always improve, to always get better, even when you are the best. Especially when you are the best.

Your name What you do Coaching Experience Novice / Learning / Expert Introductions Your name What you do Coaching Experience Novice / Learning / Expert

Learning Outcomes Appreciate why a coaching approach is a core skill in supporting QI Distinguish between coaching conversations, mentoring, counselling and training Describe and have experience of the benefits of a coaching approach Identify next steps for applying a coaching approach in your role 2 mins Aiming for the end of the sessions, have another tomorrow that you will be able to(speak this bit rather than have on Slide): Already covered first bullet point

Creating a culture of continuous improvement – why use a coaching approach? 30 secs link to exercise

Organisation Team You 5 mins 30 seconds (incl 30 second intro): Group exercise, in pairs take five mins to share why you think a coaching approach is helpful in improvement – consider your perspective as an improvement leader ,the perspective of the teams you are working with and perspective of the organisation. Note: Allocate each table a perspective We will then get you thoughts on to flip Organisation Team You

Karpman Drama Triangle Persecutor Rescuer 5 mins Reminder of intent, the pyramids are not what we are about, they are tendencies people fall into though Reference Julie Hay Victim

Creating a culture of continuous improvement Motivating Increase employer engagement Job satisfaction and morale Creates ownership of problems Assisting Reinforcing strengths Exploring challenges Acceptance of different styles of working (link SDI) Promoting effective relationships Developing Collaborating and team working Leadership Increasing self-awareness Receive feedback on behaviour and actions Reflective practice Just in time learning Promotes creative thinking Empowering Job satisfaction and morale Taking responsibility for actions and development Build belief in self, others Decision making Opportunity to learn from mistakes Reinforcing most people have good intention Highlight the MADE Tag Line

Learning Interventions/helping behaviours Do it for them Tell them Train them Coaching Conversation Mentoring Counselling 2 min Focus on coaching conversations and link to why we are doing that is because we are working by this definition Definition To enable people/teams to perform more effectively and reach their potential, with our focus being on continuous improvement

Characteristics of a Coaching Conversation Essentially non-directive Emphasis on continuous improvement/QI perspective and concepts Brief interventions – one off or series of conversations 1:1 or 1:Team Only use it in the right situation – context 2 mins Brief interventions – example? Series of conversations – example? The right situation – give an answer if someone asks a question about an SPC chart, how many data points signify a shift on an SPC chart – they just want the answer. You can’t coach knowledge, you will soon meet Julie Starr

What Skills do you need to have effective coaching conversations? 5 mins Scribe on flipchart Room shout out Insert picture on slide

Skills YOU Need Building rapport or relationship Coaching Skills Giving supportive feedback Different levels of listening 10 mins Link back to flipchart Use Julie Starr model to capture easy to understand categories Insert template or picture of star and animated slide Asking questions Using intuition Julie Starr 2011

Coaching Models for Structure 1 min slide Why we are introducing them to a model, give a framework, structure to follow a conversation These are the models we are going to focus on Opportunity to practice and experiment with different models Two of many models, tried and tested Explain each as we go Experiment and Feedback GROW (Whitmore) CLEAR (Hawkins)

GROW Model (Sir John Whitmore) Goal Reality Options Will Way forward 5 mins Explain the model Give Handout at end of 5 mins Picture of model or whatever

Clear Model (Peter Hawkins) Contract Agree desired outcomes and ground rules Listen Develop understanding Explore Feelings and facts Action Choose way forward and first steps Review Share feedback and agree action review 5 mins Handout Picture

Some practical hints and tips Muriel MacKenzie CYPIC Programme Manager Stirling Intro – Hello my name is and intro everyone else Health & Safety – Fire Drill Toilets Tweet – Using #CYPIC Link to the session via ‘insert title of app’

‘I liked the way you listened to me. That mattered to me ‘I liked the way you listened to me. That mattered to me. I felt that helped me to think about my next steps’ ‘what I found really helpful was the skilled questioning - not telling me what to do - but enabling me to work out what I needed to do’ ‘Encouraging us to keep testing until we had sorted the issue was useful. We felt we were on the verge of harassing the parents and then we had the breakthrough’ It gave me an opportunity to stop and think - the critical reflection, the challenge, e.g. with driver diagrams asking what is your actual aim?’

EXECUTION IDEAS WILL Execution: What we see… Will: What we see… Team’s aim is not being used to focus the project work Necessary resources not made available A few loud naysayers are blocking implementation and spread of good ideas Absence of any obvious connection between this project and key strategic goals Lack of executive and board attention to this project Line managers appear to be on the sidelines, not responsible for project success If it appears that Will is the problem, coaching should tease out what the team thinks might work to generate will Ideas: what we will see… The project team is not focused on the driver diagram or the change package. There is not a clear project strategy for working with all the drivers of the project aim Few PDSA test cycles have been attempted The “Big Ideas” appear to be absent—changes being tested are safe, incremental, not radical redesigns If it appears that ideas is the problem, coaching should tease out what the team thinks might work to generate ideas Execution: What we see… Project setup, and project management appear to be weak The project team is not all together on the strategy and sequence for testing, adapting, and implementing changes. The team is not testing. May be trying to move directly to implementation without testing. The team runs lots of tests but has not moved to implementation on any of the changes The team is not using data for project review and learning. If it appears that execution is the problem, coaching should tease out what the team thinks might be preventing progress and what might help to achieve some progress WILL

7 Key Questions

Learning Outcomes Appreciate why a coaching approach is a core skill in supporting QI Distinguish between coaching conversations, mentoring, counselling and training Describe and have experience of the benefits of a coaching approach Identify next steps for applying a coaching approach in your role 2 mins Aiming for the end of the sessions, have another tomorrow that you will be able to(speak this bit rather than have on Slide): Already covered first bullet point

Transition back to main hall DAY 1 1 -Transition - lunch 2 –Transition –main hall Day 2 3- Transition – main hall