1. Coach Approach Culture
Coaching - Embedding a
Coach Approach Culture
Claire Smyth
22 November 2018
“Each one of us can make a difference, together we can make meaningful change”
(((Barbara Mikulski) (Barbara Mikulski)

2. Ethos of a coaching culture
When we tell people to do their jobs we get workers. When we trust people to get the job done we get leaders

3. The start of our journey
Introduced in 2010/2011
Championed by Senior Staff
Structured & Systematic Approach
Overarching Objective

4. The ethos of our journey
Connecting
& Aligning –
Leadership
& Coaching

5. Making Connections A culture that:
Delivers high quality, continuously improving, compassionate care and support;
Equip and encourage those working in HSC to deliver continuous improvement; and
Support those in HSC to flourish, gain satisfaction and take pride and joy in their work.

6. Coaching & Collective Leadership
Create the conditions in which power, authority & decision making are distributed to all levels
Have open & supportive communication; candid & mutual feedback; and agreed, shared & challenging goals
Have a shared commitment to work together for the medium and long term
Paying attention – being present & listening with intent; shared understanding; engaging with our people; taking intelligent action to help

7. (((Barbara Mikulski) (Barbara Mikulski)
Developing a coaching culture
Developing
external
coaching
provision
Developing
internal
coaching
provision
Leaders
actively
supporting
coaching
endeavours
Developing
team coaching
and
organisational
learning
Embedded
in hr and
performance
management
processes
Coaching
becomes the
dominant
style of
managing
Coaching
becomes how
we engage
with patients
and carers
“Each one of us can make a difference, together we can make meaningful change”
(((Barbara Mikulski) (Barbara Mikulski)

8. Our Journey to date Develop in partnership Executive Team
Team Development
Coaching Skills Development
Developing
external
coaching
provision

9. Our Journey to date I Day Introduction to Coaching
ILM level 3 Coaching
ILM Level 5 Coaching
Leadership Development programmes
Developing
internal
coaching
provision

10. Our Journey to date Succession Planning Programmes
Coaching for Recovery
Evaluation 2015
Executive Team endorsement
Leaders actively
supporting
coaching
endeavours

11. Our Journey to date Investment in coaching Team Coaching
CPD for Coaches
Coaching for Quality Improvement
Developing
team coaching
and
organisational
learning

12. Our Journey to date Appraisal Conversations Protected Coaching time
Team Development & Coaching for teams
3 year Coaching Strategy – Outcomes focus
Embedded
in hr and
performance
management
processes

13. Our Journey to date Coaching for Senior Leaders programme
Internal Coaching programmes
HSC Collective Leadership Strategy
Coaching
becomes the
dominant
style of
managing

14. Our Journey to date Coaching for Recovery
Coaching for Quality Improvement
NIMDTA –integration within the Junior Doctors Foundation Programme.
Values, Behaviours & Coaching
Coaching
becomes how
we engage
with patients
and carers

15. Together moving forward
Embedding
& Future Focused –
Centralised Coach
Approach

16. “A coaching culture exists in a organisation when managers and staff
use coaching skills to engage and develop
their stakeholders in ways that create
increased individual, team and
organisational performance and
shared value for all stakeholders”
Peter Hawkins
On this basis the Leader or Manager supports the Team using coaching skills to help create solutions that will improve outcomes.

17. Our Coach Approach
For Us - A Leader or Manager who adopts a coach-approach will have
a strong belief in their Team’s resourcefulness and their ability to perform,
treat Team members with respect and
a shared understanding.

18. The Coaching Pool
260 (approx.) Hours of Coaching Investment offered. Biggest Challenge for our Coaches – Pressure of Work - Protected Time needed.

19. Outcomes Oct 16 – Nov 17 Coaching Outcomes: 260 Hours Leadership
Management
Career Development
Enhance Performance
Confidence
Skills – Problem Solving, Decision Making, Managing Change
Interview Preparation
260 Hours

20. What our ‘Coachees’ Said
The Coaching Pool -
What our ‘Coachees’ Said
“I have been using the coaching to help address my reactions to difficulties in my service. This has helped me to approach issues in a way I hadn’t considered previously. Helped to change my focus from negative to positive issues in the department and nurture those”.

21. Strategic Trends in the use of Coaching Research & Benchmarking
The 2016 Ridler Report
Strategic Trends in the use of Coaching
Research & Benchmarking
Using data exclusively from organisational sponsors of coaching (rather than external coaching providers) found that:
72% of organisations expect to increase their spending on coaching in the next two years (external and internal).
Internal Coaching – Main Drivers:
To contribute to the broader development of a ‘coaching culture’ (88%)
To make coaching more easily accessible when it is needed (81%)
To act as an accessible centre of excellence which the organisation can draw on (76%).

22. Coach Approach Plan 2018 - 2021 Plan 2018-2021
What we will do
How we will do it
So What
Using Data to Tell Our Story
One Vision
A POSITIVE Coach Approach Culture
Integrated and Aligned
Coaching Provision
Numbers , % and range of
Increase internal coaches.
Increase Managers awareness of coaching conversations.
Widen understanding at Strategic Leadership levels.
Staff who avail of coaching.
Enrolment on accredited and non-accredited programmes.
Generic subject-matters that coaching is used for.
How far coaching has helped in the achievement of Individual/Team outcomes.
Evaluating the effectiveness of internal and external coaches.
Recommending coaching.
Our Passion
Present the coaching case.
Increase awareness and develop the quality of coaching practice.
Increase coaching capability and widen the coaching offer.
Lead coaching through strategic thinking, collective leadership and a sustainable corporate coaching framework.
Evaluate coaching investment through meaningful indicators of coaching outcomes
POSITIVE
Coach Approach
Coaching Performance Culture
Coaching Opportunities and Choices
Support and Development - within Coaching Practice
Increase Leadership Capability
Empowering Talent within Succession Planning
Integrating Coaching Practice
Embedding Coaching Values (and Behaviours)
Evaluation, Outcomes and Continuous Improvement

23. Embedding & Sustaining a Coaching Culture
Key Ingredients
STRATEGY
&
PLAN
ALIGNMENT
CULTURE
&
CHANGE
Embedding & Sustaining a Coaching Culture
INFRASTRUCTURE

24. (((Barbara Mikulski) (Barbara Mikulski)
Developing a coaching culture - Outcomes
Developing
external
coaching
provision
Developing
internal
coaching
provision
Leaders
actively
supporting
coaching
endeavours
Developing
team coaching
and
organisational
learning
Embedded
in hr and
performance
management
processes
Coaching
becomes the
dominant
style of
managing
Coaching
becomes how
we engage
with patients
and carers
Increase in
individual
leadership
capacity
Increase in
distributed
leadership
Develops an
increase in
organisational
learning
higher
engagement
with patients
and carers
Higher performing organisation
“Each one of us can make a difference, together we can make meaningful change”
(((Barbara Mikulski) (Barbara Mikulski)

25. “You must be the change you wish to see in the world”
Our Challenge
“You must be the change you wish to see in the world”
Mahatma Gandhi