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Developing High Performing
The Coach Approach
Welcome & Introduction
Deborah Arnot
Director, NHS North West
Leadership Academy
Emergency Procedures
Twitter - #NHSCoaching
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.
• Participants will have an opportunity to consider the impact and benefits
embedding a coaching culture could have on their organisation and its
• 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
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
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
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
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
The 5 Boroughs Journey
Personal Transformation
Team Transformation
Organisational Transformation
“Without this culture change doesn’t happen”
Why Coaching?
2010 – We create 5 Trust Values
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.
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
Key vehicles to deliver the
Board to Ward Coaching Programme
Internal Resource for formal coaching sessions
Coaching Conversations Programme
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
Targeted use of our “Postgrad Group”
Reviewed themes emerging from our own
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
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%
Evidence of the impact – Internal surveys
Baseline assessment before by
Line manager
Direct Report
Assessments repeated after programme completion
Demonstrated improvement in
Frequency of holding Coaching Conversations
Strongly agree
Results How often?
Frequency of Coaching Conversations
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 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.
Changes in Patient Service Delivery
Culture – (Areas 1 – 4)
What next for delivering
organisational change through
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
Developing high performing
organisations through the
coaching approach
Peter Bluckert
1 The evolution of coaching - a brief historical
2 Developing coaching cultures
Beginnings - 90’s
 Individual coaching based on Inner Game and GROW
 Executive coaching becoming popular
 ‘White coats’, 'Suits’, OD practitioners and elite Sports
 4 business coaching books
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?
Evolving 2000 >
 Supply grows
 Issues around quality lead to professionalization of
 Expansion of coaching qualification and
accreditation programmes
 Over 100 coaching books by end of decade
Evolving 2000 >
 Demand grows as coaching takes off in most
 Manager-as-coach training
 1-1s and regular feedback become the norm
 Growing interest and experimentation with team
coaching and coaching cultures
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
The re-emerging proposition
 Successful OD transformation is dependent on team
and personal transformation
 We’ve been overly focused on horizontal learning and
 We need to balance this with effective vertical learning
and development
• Some of my own learning about
developing coaching cultures
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
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
The strategic use of coaching
Support and
development for
current leaders
development –
future leaders
Building and sustaining
high performance teams
Developing coaching
Planned 1-1s
Different types of coaching conversations
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
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
Hold the strategic conversation
• Identify what you want from a
coaching culture and how it
can support your strategic
• Consider making it a strategic
objective in its own right
What organisations are getting from this investment
1. ‘A great place to work’ showing up as high
employee engagement, job satisfaction and
2. Attract and retain talent
3. Grow leadership capacity
4. Increased collaboration and higher levels of
5. More effective teamwork
6. Greater openness to learning
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
High performance teams - the platform for success
Compelling team purpose
Effective strategies (gameplan)
Common working approach
Efficient meetings and
communication processes
High performance teams - creating the team climate
Effective team leadership
Behaviours and group norms
Team dynamics
Conflict resolution
Cascade team development
• A coaching inspired team
leader together with
coaching-minded team
members committed to
developing the team can
transform team performance
Individual development
• Commit to individual
development through
leadership programmes and 11 coaching
• Assist people to know what
their strengths are and what
they need to work on
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
• Seek input into the key challenges
and opportunities
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
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
Develop internal HR and OD coaching capability
• Train specialist coaches to coach
• Consider specialist coaching
Monitor that coaching is becoming the norm
• Regularly communicate the
leadership expectation around
Return on investment
• Agree who is responsible for
reviewing and evaluating the
• Gather success stories and
conduct structured interviews
to discover the tangible and
intangible gains
Common mistakes made by organisations
1. Senior leaders opting out of
the process
2. Not making it a strategic priority
3. Treating the coaching culture
process as a training exercise
4. Delegating it to HR or
outsourcing it to external
training providers
Coaching produces numerous benefits
It typically leads to a greater openness to learning and
improvement, higher levels of self awareness and
emotional maturity
Coaching produces numerous benefits
Coaching encourages people to listen better, reflect
more, and think about their own behaviours
Coaching produces numerous benefits
Team leaders make better contact with people,
become more adept at running meetings and become
more effective change agents
Coaching produces numerous benefits
That most precious of resources …
Time is used more productively
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?
Refreshment Break
(20 minutes)
Workshop 1: New Charter Housing, Jane Atherton
Room: Leverhulme Room 1, 2nd Floor
Workshop 2: South Tees Hospitals NHS Foundation Trust, Amy Stabler
Room: Jubilee Suite, Ground Floor
Workshop 3: Management Futures & Salford Royal NHS Foundation Trust, Tim Cox
& Carole Swindells
Room: Leverhulme Room 2, 2nd Floor
Workshop 4: Surrey County Council, Carmel Millar
Room: Box 3 & 4, 2nd Floor
Workshop 5: News UK, James Hutton
Room: Box 24 & 25, 4th Floor
(1 hour)
Workshops Repeated
Workshop 1: New Charter Housing, Jane Atherton
Room: Leverhulme Room 1, 2nd Floor
Workshop 2: South Tees Hospitals NHS Foundation Trust, Amy Stabler
Room: Jubilee Suite, Ground Floor
Workshop 3: Management Futures & Salford Royal NHS Foundation Trust, Tim Cox
& Carole Swindells
Room: Leverhulme Room 2, 2nd Floor
Workshop 4: Surrey County Council, Carmel Millar
Room: Box 3 & 4, 2nd Floor
Workshop 5: News UK, James Hutton
Room: Box 24 & 25, 4th Floor
Coaching Readiness Strengths,
Development Areas and Next
Deborah Arnot
Director, NHS North West Leadership
1.What has been your key learning from
today’s event?
2. When thinking about embedding a coaching
culture within your own organisation, what are
key challenges you will face?
3. How might you address these
4. When thinking about the opportunities
to embed a coaching culture within your
organisation how might you maximise
these opportunities?
5. What would make the biggest difference to help
embed coaching in your organisation?
6. What one thing would help your organisation
most to move to a coaching culture
7. How might the NHS North West Leadership Academy best
support you and your senior colleagues who wish to embed a
coaching culture?
8. What might you personally do to embed a
coaching culture?