Coaching for Improvement -...

Copyright © Institute for Healthcare Improvement

Coaching for Improvement

Copyright © Institute for Healthcare Improvement Slide 2

Role of Consultant

Consultant Mentor Coach

Consultant tells Mentor shows Coach asks

Looks back and forward

In the now Forward looking only

Client does work

Client observes, discusses. Process is developmental

Client acts and reflects. Coach holds client accountable


What Does it Take to Be A Coach?

High emotional intelligence

Honest curiosity

Drive to help and interest in self and other-discovery


An Effective Coach

Asks questions

Stimulates the imagination

Challenges ways of thinking

Validates and supports

Shows patience and compassion

Helps team or leader develop plans and put them into action


Shift

From

“How do I get this person, this team to do xyz?”

To

“How do I help this person or team discover the tools to do xyz?”

Support team in learning but mitigate failure

Support team in getting results


Exercise

Pair up

Person A: Select one problem you have with your project

Person B: Use questions in the card deck to gather information, explore feelings, develop strategies and take action.

Switch roles


Ground Rule

Cannot give advice. Monitor each other on this.


Debrief

What was it like listening to your partner’s issue and how they worked on it?

What did you connect with?

What, if any new insights did you get about your problem from listening to your partner?

How do you think your coach did? How could they improve?


Tips

Articulate: succinctly describe what is going on; share observations without judgment

Clarify: Here’s what I’m hearing. . . . Is that right?

Acknowledge: strengths Show curiosity: “I wonder . . .” leads to

discovery Help team gather information: What topics

will you include in the report? What data would help us understand more?

Help team develop accountability: What will you do? When will you do it? And, how will we know?


What can you do?

Coach helps the team or leader identify issues, barriers, struggles, areas to test and improve

Once identified - these issues are the focus of team meetings and follow up


How?

Listen first —don’t offer own valuable experience, when need to - ask permission

Ask penetrating questions

Use teach back and then ask, “is this the case?”

Avoid the temptation to

Share your story - unless you are asked

Give advice- unless you are advising


Dessert…as time allows!


Why this matters

50% of work satisfaction is determined by the relationship a worker has with… his/her boss.

EI is a prerequisite for effective leadership across disciplines. Requires a high level of self-mastery and

people skills; ability to put yourself into the positions of others.


EI and SI emerging as discipline

Goleman’s Categories • Self-Awareness - Emotional Self-

Awareness • Self-Regulation - Managing one’s own

emotions • Self-Motivation - Intrinsic motivation • Social Awareness - Empathy • Social Skills - Art of social relationships


IQ vs Social Intelligence

IQ - A weak predictor for Achievement; job

performance success

Overall success, wealth, & happiness

Accounts for about 20-25% of job success.

Better predictor

Ability to handle frustrations

Manage own emotions

Manage own social skills

Can you think of someone high in one column, low in the other?


Personal Competence

Self-Awareness; emotional awareness

accurate self assessment

self-confidence

Self-Regulation: self control

trustworthiness

conscientiousness

adaptability

innovation

Self-Motivation:achievement drive

commitment

initiative

optimism

Social Competence

Social Awareness: empathy; serviced; developing others: leveraging diversity

political awareness

Social Skills: influence; communication;leadership

change catalyst

conflict management

building bonds

collaboration and cooperation

team capabilities

Take a moment and reflect on your “Intellligence”


All or nothing thinking

Overgeneralization

Excessive worrying

Worrying as magical thinking

Disqualifying the position

Jumping to negative conclusions

“Should” statements

Labeling & mislabeling

Personalization

Stonewalling

Criticism; contempt

Reflect a moment

Signals of Lower EQ


Develop EI by

Take time for mindfulness

Recognize and name emotions

ID the causes of feelings

Differentiate having the emotion and doing something about it

Learn optimism to challenge distortion - Martin Seligman

Learn distraction techniques

Listen to voice of experience

Develop Listening skills


Resources

Immunity to Change. Robert Kegan, Lisa Lahey.

Emotional Intelligence. Daniel Goldman

Social Intelligence. Daniel Goldman

Learned Optimism. Martin Seligman

Co-active Coaching. Laura Whitworth, Karen Kimsey-House

Executive Coaching with Backbone & Heart. Mary Beth O’Neill

Robert Putnam’s disseration (Harvard)

Action Inquiry: The Secret of Timely and Transforming. William Torbert

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