Development, Coaching and Mentoring: Bullets 1-4 (provided by Stephanie Nahavandi)

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Bullet Point #1

Describe the benefits of coaching and mentoring for ongoing stakeholder and employee development.

Definition of

coaching: A collaborative,

solution-focused, results-oriented and systematic process in which the coach

facilitates the enhancement of work performance, life experience, self-directed

learning and personal growth of the coachee:

-

The

Association for Coaching (2006)

-

Beryl

Institute Body of Knowledge course : Coaching and Developing Others

What are the benefits of

coaching?

Coaching is

Interactive process to help another improve, master a new skill, task or

behavior to maximize their potential by taking performance in their current

role to the next level. It does not

require a long term relationship and is often situational vs future in nature

and has many benefits.

·

Exceeds Expectations –

Coaching helps develop relationships with patients and families to exceed

expectations and uphold the commitment to extraordinary care

·

Fosters Quality Service and

Experience – Coaching helps employees focus on quality excellence and

enables them to work in ways that are more productive, efficient, effective,

and productive without losing the personal touch. It also helps staff expand their vision and

reach their full potential

·

Supports Change Management –

Coaching plays a vital role in equipping individuals to adapt, to learn quickly

and to master behaviors required to deal with continuous change. Coaches use their communication skills to

overcome resistance to change. Once the

coaches understand the reasons for resistance they can address their concerns

and help rebuild the individual’s confidence to help meet the challenges of

change.

·

Retains Top Talent – Coaching

helps foster a sense of bonding and provides a forum for resolving issues that

may cause staff to leave. Coaching can

foster a partnership with their boss and helps the bottom line with not having

to hire and train new staff.

·

Foster Collaborations –

Coaching can promote the importance of engaging all stake holders in order to

keep staff involved, motivated and committed to exceeding and meeting the

patient and family needs.

·

Match Performance Demands –

Demands for higher performances, new services, skills and regulations, can

create gaps. Coaching fills performance gaps. Coaches

describe not only what new skills are required but also their importance. They

encourage employees to stretch beyond perceive personal limits and provide the

guidance and feedback for skill mastery.

·

Reinforce Standards &

Expectations – Nothing is more essential than making sure employees

understand what is expected in terms of delivering healthcare in the safest,

highest quality most ethical and personal manner possible. Coaches make knowledge suggestions about

how to handle ethical dilemmas and how to handle compliance.

·

Supports outcome & breakthroughs

– Anytime change or restructuring is require new skill sets are needed to

foster breakthrough and encourage new approaches as well as facilitate new

thinking. Where high performance is

desired, coaching is essential

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Bullet Point #2

Identify coaching techniques and

considerations which promote employee development in delivering excellence in

patient/family resident experience.

Successful coaches

consistently display a genuine desire to assist the employee to achieve the

goals. Ensuring an emotional bond with the employee being coached is

essential. Coaching is key to ensuring

exemplary patient experience.

Elements of

Successful Coaching and techniques to aid in creating a safe and professional

environment for successful coaching include:

Coaching Considerations:

·

Identify

Gaps

·

Close

Performance Gaps

·

Offer

sound and confidential advice

·

Provide guidance

or directions

·

Listen as

much as you talk.

·

Offer Technical

Help

·

Giving a

challenge

·

Give

personal support

·

Build an

Emotional Bond

Techniques for a Successful Coaching

Session:

·

Prepare – through observation

and validation

·

Discuss – skills and

performance using open ended questions and active listening

·

Coach – to set expectation

and establish a plan

·

Follow Up- to validate that

progress is occurring. Provide feedback and encouragement

Coaching Considerations Toolkit:

·

Trust – Trust makes coaching

possible, coach must work to earn the trust.

Show genuine interest in the employee’s success is one way to build

trust. Keeping the coaching session confidential is another way to build trust.

·

Feedback – Employees want to

hear how they are doing. Providing them

with regular coaching and feedback will keep employees engaged and

motivated. Appreciative feedback is an

opportunity to celebrate achievements.

Constructive feedback is feedback on how to improve and develop.

·

Milestone- Breaking down a

far reaching or large goal into smaller achievements. This is helpful for the coach in monitoring

the progress and also allows the employee to celebrate the success along the

journey.

·

Active Listening – Active

listening is essential after asking open ended questions and may result in some

amount of silence while employee forms their response. Coach should pay full

attention to person speaking, show empathy, use open ended questions and

clarify.

·

Questioning Skills – Asking

good questions requires practice and should have the purpose of: Information

gathering, information check, seeking facts or details, explain feelings, think

in different way or see a new approach.

·

Avoid Over Talking – The

coach must resist the urge to over discuss the situation especially if nervous

to have the conversation. Plan in

advance, state the observed behavior and using open ended questions should help

reduce this possibility

·

Flex Coaching – Coaching

approaches based on generational preferences are important and should be

adapted to the individual you are coaching.

·

Realistic – If it is obvious

that the employee will not be able to successfully achieve the desired

performance, it is respectful to have an open and honest conversation regarding

the likelihood of success. Setting an

employee up to fail is not coaching.

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Bullet Point #3

Adapt leadership style based on

a given situation and circumstance.

Improving the patient

experience is about changing a hospital’s culture and this change is the

most single powerful step a leader can take to improve the care. Leaders must not only take responsibility to

make the patient experience a priority but also allocate the necessary time and

resources to make it a reality. Leaders should adapt a style that incudes:

Proper Onboarding of

new staff

A Strong Service

Culture

A Strong and Visible

Leadership

A clear mission,

vision, values and set of behavior standards

Consistency across

all messages

Effective Coaching

Effective coaching,

as an interactive process, is a core leadership competency.

Additional types of

Coaching for leadership style and circumstance:

New Employee Coaching – this

is a time of learning and assimilation to cultural. Setting behavioral and

leadership expectations in an early coaching sessions reduces the likely hood

for needing of coaching at a later date

In the Moment Coaching –

Leaders need to be available to provide real time coaching. In the moment the leader may choose to do

nothing, wait and discuss at a later time, interrupt the employee and take over

or if control is lost, work to deescalate the situation

Promote Empowerment –The

leader role models a problem solving approach that will empower the staff

member to replicate as an approach for problem solving in the future.

Difficult Situation –

Employee anticipates a difficult situation.

Scheduling a coaching session in advance to talk through the situation

anticipate potential reactions and role play the interaction in advance will

assist the employee to be as prepared and confident as possible.

Stretch Goal – Coach high

preforming employees for opportunities to participate in a stretch goal is a

great retention strategy. Introducing

the opportunity in a clear manner with dedicated coaching for employee success

is needed.

Peer to Peer Coaching –

Involves peers helping one another to succeed by providing up front help and

sharing valuable personal experience.

Request Coaching – high

preforming employees may request coaching to enhance their skills as they

strive to delight patients. The coach

must ask probing questions and strive for innovative solutions.

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Bullet Point #4

Recommend and advocate for a

variety of learning and development solutions that will build employee and

leadership competency in delivering excellence in patient/family/resident

experience.

Leadership Rounding –

Powerful tool to identify issues before they become potential complaints

Leaders intentionally rounds on patients and families and inquire about their

care and responsiveness of staff to their needs. Leader provides “In the Moment Coaching” if

required.

Role Modeling – The leader

must live and belief the standards that are expected of the staff.

Show Servant Leadership:

Puts emphasis upon

listening effectively to others

Understand other’s

feelings and perspectives (empathetic)

Fosters each person’s

emotional and spiritual health and wholeness (healing)

Uses awareness and

persuasion to understand values and feeling, strengths and weaknesses.

Must be sincere in

encouraging the employee

Highlighting the

employee’s skills

Provide examples of

others that can be role modeled

Take time to review

successes and failures

Give praise and

recognition

Partner with the Patient Experience

Leader – helps achieve the service outcomes that are desired.

Coaching Workshops or One on

One Sessions to aid leaders to be able to:

Leaders must: Know What to do. Know How to do it. Want to

do it.

Leaders can institute minimum

service standards for all staff to improve Service Oriented Performance

Standards - AIDET and RELATE

A – Acknowledge

I- Introduce

D – Duration

E- Explain

T – Thank

R - Reassure

E - Explain

L- Listen

A-Take Action

T- Thank

E- Express Appreciation

PLAN, DO, CHECK, ACT (PDCA) – A model to ensure that

performance improvement is an understood and respected part of the culture.

Create The Service Culture Model:

1. Leadership Philosophy and Purpose: - Strong

and visible leadership that is committed to the patient experience and is able

to instill that commitment in the rest of the organization. Example – CEO and

CNO

2. Engagement Platform: - Hire for fit. 30, 60,

90 day check in’s, ongoing training and development, refresher mission and

vision courses.

3. Strategic Alignment: Organization-wide

goals, transparent leadership.

4. Knowledge Management: Equipped managers to

drive employee engagement in their departments with consistency across all

service lines for a overall positive patient experience.

5. Performance Optimization:- HR alignment

polices to encourage service excellence and accountability to the standards.

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Resources:

Body of Knowledge –

Coaching and Developing Others Module

Quint Studer -

Results that Last –

Gallup - Why Hospital

Don’t Deliver Great Service – Article August 21, 2012

The Beryl lnstitute

-The Four Cornerstones of an Exceptional Patient Experience– Sept/Oct 2010