Coaching & Mentoring Teams Debbie Barnard, MSc, CPHQ January 30, 2013.

Coaching & Mentoring Teams

Debbie Barnard, MSc, CPHQ January 30 , 2013

Start with the end in Mind

Challenge: Coaching/Mentoring to Get Results

Context• Coaching Plan

– Starts at the beginning e.g. during a formal collaborative, during the pre-work and is concentrated during the “action periods”

– What you are hoping to facilitate:• Focus the team on actual “doing” i.e. rapid cycle tests or

planned experiments• Have Teams experience breakthrough improvement• Teams spreading improvements across, sites, units etc. and

beyond• Teams collaborating/networking with others

PrerequisiteThe Coach Must Have a Plan and

Skilled/Access to Tools

Measure: e.g. At least 80% of your team will achieve their stated primary aim/goal by the end of the collaborativee.g. At the end of 6 months the team will achieve its stated aim and sustain that performance for at least 6 months post intervention

Reflection

DiscussionIf you’re currently responsible for coaching/mentoring an improvement team(s):1.Do you have a goal and if yes; 2.Is that goal actually written down and if yes;3.Is that goal tied to the executive sponsor or senior leader who is aligned to your project/Initiative;4.Is that goal tied to your formal performance management system?

There a many tools available to support your work, identify one that best works to help you to

support your team(s)

Key Elements

Team Status– Are they actually doing work, or are they caught in

the “what we plan to do hole”?– Stability– Dynamics

• Do they ask for help if/when they need it (Coach or Senior Leader)

– Activity • are they having conversations, huddles to plan/review

PDSAs

Key Elements

Team Progress– Testing changes– Data collection/ measurement– Executing change/adjusting as needed– Seeing improvement results

Key ElementsCollaborative Faculty/Local Improvement Advisor Plays “Catch Ball” with the Teams

– Feedback and coaching from reports– The coach prepares for these calls and uses the

presentations/discussion to facilitate a learning environment

– The agenda is guided by the needs observed by the Coach

– Ad hoc workgroups or special topic calls– Ad hoc face with teams (if possible)– Email list serve– Sharing of documents and tools (private website)

Key ElementsLeadership (Active Engagement)

– Is there an identified executive sponsor– Attending learning sessions/opportunities with the team– Regularly reviewing the work/progress with the team– Actively supportive

• (i.e. resources both non-monetary and monetary as needed)• Communication to other SMT/Board/Other applicable areas• Demonstration the alignment with the organization’s strategic

directions• Removing the barriers

From IHI – Tips for Successful Calls/Interim Face to Face

1. Focus on the Change Package, e.g., elements of the system, changes teams are making

2. Encourage and/or engineer team participation, e.g., plan team presentations for conference calls (invite teams, identify speakers, publicize on Listserv, etc.)

3. Early on Collaborative teams are usually quiet; more content from faculty is ok, but make transition to more team-to-team discussion as the Collaborative progresses

TAKE

AWAY

IHI Resources SlidesTAKE

AWAY

© 2004 Institute for Healthcare Improvement

The Channels of Communication Are Important

SHAREINFORMATION

SHAPE BEHAVIOR

GeneralPublicationsflyersnewslettersvideosarticlesposters

PersonalTouchletterscardspostcards

InteractiveActivitiestelephoneemailvisitsseminarslearning setsmodeling

Face-to-Faceone-to-onementoringshadowing

© 2002 Sarah W. Fraser

PublicEventsroad showsfairsconferencesexhibitionsmass mtgs

© 2004 Institute for Healthcare Improvement

Strengthen the Social System

Content, context, and community Understand the relevant circumstances

affecting peoples’ ability/willingness to adopt the changes: transition issues and technical support

Take advantage of the existing relationships within the system

© 2004 Institute for Healthcare Improvement

Develop the Measurement and Feedback System

Data/reporting at different levels within the organization

Both leadership and frontline

© 2004 Institute for Healthcare Improvement

Tips for Measurement #1

Plot data over time Tracking a few key measures over time is the single most powerful tool a team can use.

% Patients with a Visit in Past Three Months

Source: NHS Scotland & IHI Measurement for Improvement

We have 2 quarterly data points - is this an improvement?

Executive Time Series

0

20

40

60

80

100

J F M A M J J A S O N D

Months

So

met

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mp

ort

ant

Higher is better

Source: NHS Scotland & IHI Measurement for Improvement

Are we assuming something like this?

Executive Time Series - linear trend

0

20

40

60

80

100

J F M A M J J A S O N D

Months

So

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mp

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Source: NHS Scotland & IHI Measurement for Improvement

But it could be like this ...Executive Time Series - no trend

0

20

40

60

80

100

J F M A M J J A S O N D

Months

So

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mp

ort

ant

© 2004 Institute for Healthcare Improvement

Tips for Measurement #2

The perfect is the enemy of the good.

© 2004 Institute for Healthcare Improvement

Tips for Measurement #3

Sampling

© 2004 Institute for Healthcare Improvement

Tips for Measurement #4

Integrate measurement into the daily routine

© 2004 Institute for Healthcare Improvement

Tips for Measurement #5

Use both words and numbers

Mentoring Discussion

Thank You!!!