Languages
Pages
Legal
GTA REHAB NETWORK
Transformational Leadership, Design and Practice: How to Build a Culture of High Performance
Shawn Brady Director Interprofessional Practice
Anna Marie Sneath PPL, Physiotherapy and Manager Ambulatory Services
Kelly Tough Manager Patient Flow
Friday May 3, 2019
What does a culture of
High Performance
look like?
QUESTION
Transformational Leadership
Transformational Design
Transformational Practice
High Performing Teams
5
Transformational Leadership Story
6
Answer
DEVELOP OUR ASSETS
PEOPLE
7
LEAN
• Lean quality training and certification
• Application in project
‘Transformation by Design’
• Managers
• Specialists
• Directors
• Practice Leaders
• Practice Consultants
• Frontline staff
8
Leadership Program
• In-house leadership development program
• Individual coaching (external)
• Managers
• Specialists
• Coordinators
• Directors
• Practice Leaders
• Practice Consultants
• Senior Leaders
• Frontline staff
9
Coaching
1. Leader as Coach Course
2. ICF Coach Training
3. ICF Coach Certification
• Managers
• Specialists
• Directors
• Coordinators
• Practice Leaders
• Practice Consultants
• Frontline staff
10
What is COACHING?
Leadership/Business Coaching
Focused conversations
to facilitate
performance, change and learning
relevant to the leader in their
organizational/business context
Melinda Sinclair & Dorothy Greenaway The Leadership Coach’s Advantage, 2013
11
COACH ≠ EXPERT
COACH = COLLABORATOR
12
Coaching
Asking the right question
in the right way
has very powerful effects
13
YOU cannot change another person.....
THE PERSON changes themselves!
14
Coaching Foundations
STRENGTHS &
VALUES
• Self-reflection
• Inner truth
• Standardized tests
(Tom Rath)
POSITIVE PSYCHOLOGY
& BRAIN SCIENCE
• Happiness (Shawn Achor)
• Flow (Mihaly Csikszentmihalyi)
• Neuroscience of Coaching (Brian Boyatzis)
15
Coaching Belief
RESOURCEFUL
CREATIVE
WHOLE
16
Coaching Skills
17
Coach Approach
• DRIVE BY
• PROJECTS
• MEETINGS
• STUDENTS
• PERFORMANCE MANAGEMENT
• CLINICAL WORK
→Motivational Interviewing
→ Appreciative Inquiry
→ CO OP Approach
→ GOAL setting
18
COACH-LIKE NOT COACH-LIKE
Agenda driven by leader
Leader talks more
Closed questions
Leader directs more
Lack of presence
Listens superficially
Agenda driven by staff
Leader talks less
Open questions
Leader partners more
Presence intentionally set
Listens deeply
19
Myth or Fact ?
Coaching is only
for you if
you have a problem.
20
Paradigm Shift
21
↑PERFORMANCE
TARGETED INVESTMENTS OF TIME AND DOLLARS
TO DEVELOP OUR PEOPLE
COACHING
LEADERSHIP DEVELOPMENT
LEAN TRAINING
‘EVERYONE IS A LEADER’
SAFETY TO CHALLENGE; CREATIVITY
PARADIGM SHIFT
C-SHIFT
CULTURE
22
Take Aways
1. Where are your opportunities to invest in
your people and grow leadership?
2.How can you be more coach-like?
3. How could you connect investments in
people to performance?
23
Transformational Design
Build Relationships
Challenge the
Process
Facilitate Readiness
24
Activity – Creative Thinking
TASK: Create a process
One process = 8 rounds of passing the ball,
in the correct sequence
If you drop the ball, you must start the
sequence again.
25
Activity – The Ball Game
Rules
1.Create a process for giving and receiving the ball in your
group. (8 passes)
2.You cannot pass the ball to the person next to you
3.The ball must return to the person who started with it
4.The ball must travel through the air
5.The ball cannot be rolled across surfaces e.g. floors,
walls, tables and chairs
26
Discussion
• How did that feel?
• What facilitated your readiness?
• What were some of the challenges?
• What relationships did you need?
27
Key Design
• Get the process right
“once”, together
• “All in” towards achieving
goal
• Takes a village
Acute
Care
Equipment
Outpatient
Specialty
Services
Primary
Care
Home &
Community Care
Providence
Outpatient
Team
Providence
Community Health
Navigators
Housing
Transportation
Family &
Friends
Emergency
Department
TEAM
Community
Programs
Beyond Our Walls
TRANSFORMATIONAL PRACTICE
Clinical Practice Culture
https://www.youtube.com/watch?v=RdYxaKhbI4w
PRACTICE PROGRAM
OPS
DECISION
SUPPORT FINANCE
QUALITY/
SAFETY HUMAN
RESOURCES
Traditional Approach
Performance Culture
From silos working
independently
handing off work to
each other.
Cross-functional
teams working
collaboratively to
deliver on a
common target.
To
EXPERIENCE ACCESSI-
BILITY
SAFETY
STAFF
WELLNESS
FINANCIAL
HEALTH/FLOW
POST-D/C
OUTCOMES
EQUITY
Performance Culture
Performance Councils
Transformational Practice Model
36
Now What?
Transformational Leadership
Transformational Design
Transformational Practice
High Performing Teams
QUESTIONS?
• The Leadership Coach’s Advantage-A Guide for Practice—Melinda Sinclair &
Dorothy Greenaway, 2013
• Boyatzis, R. E., & Jack, A. I. (2018). The neuroscience of coaching. Consulting
Psychology Journal: Practice and Research, 70(1), 11-27.
• Strategic Intelligence—Conceptual Tools for Leading Change, Michael Maccoby,
2015
• Building Professionals Through Coaching at Providence Healthcare
Interview with Anna Marie Sneath
https://www.linkedin.com/pulse/building-professionals-through-coaching-providence-maggie/
• Horwitz, T. & Walsh, J. (2013). Building sector-wide bridges to improve patient
flow and care. Healthcare Quarterly, 16(2), 31-5
RESOURCES
3276 St. Clair Avenue East
Toronto, Ontario M1L 1W1
www.providence.on.ca
Providence Healthcare
For more information::
Shawn Brady
Email: [email protected]
Phone: 416-285-3666 x 4256
Top Related