1. Personalize. Empower. Improve. Peer Coaching for Frontline Leadership Development A Pilot Program for Medica Operations Confidential - Medica internal use only © 2011 Medica

2. 2 Confidential - Medica internal use only © 2010 Medica Situation Quick context setting: Medica and its Learning Center The Operations leadership development initiative: a business-driven learning strategy  Peer coaching one of a menu of developmental options - Confidential - Medica internal use only © 2011 Medica Peer Coaching

3. 3 Confidential - Medica internal use only © 2010 Medica Objectives  Offer a low-cost, high value developmental experience designed to support incremental behavior change toward more effective leadership performance.  Provide education and support so that program participants maximize the value and minimize the risks of peer coaching.  Promote a learning culture at Medica that creates healthy connectivity and cultivates professional and personal support to drive individual and organizational success.  Discover whether peer coaching is more effective than managerial coaching in instigating and sustaining more effective behaviors.  Confidential - Medica internal use only © 2011 Medica

4. 4 Confidential - Medica internal use only © 2010 Medica Peer Coaching Defined Peer coaching is the professional and confidential interaction between co-workers where knowledge is shared, new skills are developed, ideas are shared and development is accelerated. Peer coaches strive to be objective, trustworthy and supportive as they observe and provide behavioral data designed to help the peer partner grow and develop. Peers give continuous “feed-forward” and support to help one another develop. Observation, feed-forward and support is mutual; both peer partners provide and receive coaching to and from one another in a balanced, reciprocal process over time. Feed forward concept adopted from the writings of Marshall Goldsmith Confidential - Medica internal use only © 2011 Medica

5. 5 Confidential - Medica internal use only © 2010 Medica Program Structure Designed for supervisors and managers. Good candidates are those engaged in their own development and open and positive about working with another peer. Managers of candidates walk candidates through both the payoffs and risks. Candidates ultimately in charge of whether or not they participate. Managers match candidates (with help from HR). While managers should solicit the candidate’s ideas and preferences, candidates not in charge of choosing their peer coaches. Generally a one year commitment. Okay to discontinue – okay to extend if manager agrees. Confidential - Medica internal use only © 2011 Medica

6. 6 Confidential - Medica internal use only © 2010 Medica Program Phases 1.Program orientation and matching 2.Program kick-off  Program and coaching training  Goal setting and contracting 3.Active coaching  Meet monthly  Attend periodic one-hour seminars  Progress check-in; contract refresh 4.Relationship closure  Evaluation  Confidential - Medica internal use only © 2011 Medica

7. 7 Confidential - Medica internal use only © 2010 Medica Tools Thus Far… Matching questionnaires Training program materials  How to coach  Interpersonal communication  Confidential - Medica internal use only © 2011 Medica

8. 8 Confidential - Medica internal use only © 2010 Medica Questions for You… 1.What else should I be thinking about?  What pitfalls shall I watch out for? 2.How much program structure is needed?  How much push and control by the Learning Center versus organic? 3.Are there additional tools or resources that would be helpful? Confidential - Medica internal use only © 2011 Medica