1. www.healthcareteamperformance.com/nha Coaching for Leaders Everyday Coaching Conversations

2. 2 www.healthcareteamperformance.com/nha Agenda  Defining Coaching  The Benefits of Coaching  The Coaching Process  Creating a Foundation of Trust  The Coach’s Role  The IGROW Coaching Model

3. www.healthcareteamperformance.com/nha What is COACHING?

4. www.healthcareteamperformance.com/nha Coaching is about helping another person reach higher performance by creating a dialogue that leads to awareness and action. Loehr and Emerson, 2008

5. 5 www.healthcareteamperformance.com/nha Formal vs. Informal Coaching Informal Coaching  Part of the leader’s role and can be applied to all employees.  Everyday interactions can create rich ‘coaching moments’.  In the moment, based on a need identified by either the coach or employee.  Often task, skill or behavioural in focus.  Shorter conversations.

6. 6 www.healthcareteamperformance.com/nha Formal Vs. Informal Coaching Formal Coaching  Agreed upon by both parties.  Clear expectations of behaviours and practices.  An ongoing and structured process - includes regularly scheduled coaching meetings.  Can focus on many different goals and growth opportunities.  Often uses data (assessments/performance reviews) to measure progress.

7. 7 www.healthcareteamperformance.com/nha Benefits  Greater Learning; improved skills and improved performance.  Greater engagement  Greater creativity and innovation  Higher retention, increased job satisfaction  More collaboration  Greater delegation  Less stress  Greater accountability

8. 8 www.healthcareteamperformance.com/nha The Coaching Process Establish a Foundation of Trust The Coaching Conversation Forward Action and Accountability Build and maintain trust throughout the relationship

9. www.healthcareteamperformance.com/nha “Relationship remains the beginning point of coaching and its foundation...The basic ingredients for the relationship are mutual trust, respect, and freedom of expression... For coaching to work, the relationship must be genuine.” James Flaherty

10. 10 www.healthcareteamperformance.com/nha Trust is built when we: Achieve results  Follow-through on commitments, live up to expectations, demonstrate skills. Demonstrate integrity:  Walk the talk: actions and statements are aligned.  Behave consistently across situations.  Information we share reflects what we know. Show concern for the well-being of others:  Understand the impact of one’s actions on others.  Show a sincere desire to promote the well being of others.  Show confidence in the abilities of others.  Recognize contributions.

11. 11 www.healthcareteamperformance.com/nha The Coaching Process Establish a Foundation of Trust The Coaching Conversation

12. 12 www.healthcareteamperformance.com/nha The Coaching Conversation The purpose of the coaching conversation is to:  Develop a clear picture of where the individual needs/wants to be.  Establish a clear understanding of where the individual is now.  Develop a plan for closing the gap.

13. 13 www.healthcareteamperformance.com/nha The coach is not the problem solver. In sports, I had to learn how to teach less, so that more could be learned. The same holds true for a coach in business. Timothy W. Gallwey The Coach’s Role

14. 14 www.healthcareteamperformance.com/nha The 5 Roles of a Coach  Guide  Investigator  Teacher  Contractor  Partner

15. 15 www.healthcareteamperformance.com/nha I-GROW Coaching Model What’s up? Identify the current issue. Issue What do you want? Define what the individual wants to achieve. Goal What’s happening now? Explore the current situation. Reality What could you do? Identify options for moving forward. Options What will you do? Gain commit to specific actions. Way Forward

16. 16 www.healthcareteamperformance.com/nha Forward Action and Accountability Check-in regularly. Keep track of goals and timelines. Provide feedback.

17. 17 www.healthcareteamperformance.com/nha Commitments to Action