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. Issues around quality lead to professionalization of coaching
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. Demand grows as coaching takes off in most sectors
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. We’ve been overly focused on horizontal learning and development
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
Performance improvement
Support and
development for
current leaders
Talent
development –
future leaders 1 2 3
Building and sustaining
high performance teams
Developing coaching
cultures 4 5

35. Different types of coaching conversations
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. Anytime Coaching 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. Agree who is responsible for reviewing and evaluating the results
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

51. Common mistakes made by organisations
Senior leaders opting out of the process
Not making it a strategic priority
Treating the coaching culture process as a training exercise
Delegating it to HR or outsourcing it to external training providers

52. Coaching produces numerous benefits
It typically leads to a greater openness to learning and improvement, higher levels of self awareness and emotional maturity

53. Coaching produces numerous benefits
Coaching encourages people to listen better, reflect more, and think about their own behaviours

54. Coaching produces numerous benefits
Team leaders make better contact with people,
become more adept at running meetings and become more effective change agents

55. Time is used more productively
Coaching produces numerous benefits
That most precious of resources …
Time is used more productively

56. Closing thought
Can we now make as much progress in
the quality and depth of our conversations,
and in the way we treat each other,
as we have made in technology?