1. Engaging Hearts and Minds Thomas Kaster: WHA Quality Coordinator MBA, CPHQ

2. WHA: Coaching for Improvement Series Session One: A Coaching Mentality Thomas Kaster: WHA Quality Coordinator MBA, CPHQ 2 Please put your phone on mute. *6 to mute *7 to un-mute How to chat!

3. Webinar Series Plan Session 1: A Coaching Mentality Session 2: Engaging Hearts and Minds Session 3: Effective Coaching Interactions 3

4. Today’s Objectives The Power of WHY Finding the North Star Building your Story Preparing your Message Adapting your Coaching to the Individual 4

5. Chat Discussion: Do you feel the below reasons foster sustained change and why? Have to do it because of Joint Commissions “Quality” says we need to do this. It is in our strategic initiative There is a new regulation We will pay you more if you do it well

6. TED TALK Simon Sinek: How great leaders inspire action http://www.ted.com/talks/simon_sinek_how_great_leaders_ins pire_action.html -- :20 – 8:00 and 15:20-16:15

7. Chat Discussion What are your immediate thoughts on how you can use the “Why/ How / What” model in your improvement conversations?

8. Action Item: 1 Identifying the Why and What Use the table below to help articulate your improvement message… WhyWhat Why is this important to the patients?What are you asking to be accomplished? How does it help improve care and safety?What are they key steps to accomplishing the request? Why is this important to the employee?How will you know when the request is completed? How does it positively effect the work they do? Why is this important to the unit / hospital? How does it positively effect the unit / hospital?

9. The Foundation of Improvement Deming’s first principle: “Create consistency of purpose toward improvement of products and services, with the aim to become competitive, stay in business and provide jobs”

10. The Foundation of Improvement Deming’s first principle if applied to health care: “Create consistency of purpose toward the improvement of patient care, safety and outcomes, with the aim to provide high quality, high value health care.”

11. Other Consistency of Purpose Perspectives What is your unit’s / hospital’s North Star? – What is the consistent focus that each decision, action and improvement project points towards?

12. Chat Discussion What is the consistent focus that each decision, action and improvement project points towards? What is your North Star?

13. Customer / Patient Service Focus What makes more sense in health care? – “The patient is always right.” -Or- – “Always do what is right for the patient.” This is an important clarifier when coaching for improvement in health care. One provides consistency of purpose. The other can be dangerous.

14. Harness the Power of Stories It is a skill. It’s more impactful than “facts” alone. When done well, the audience is “transported” and the vicarious experience is almost as powerful as if it were a personal experience.

15. Storytelling for Culture Change and Staying Power Intention + measurement = important for change Intention + measurement + impactful storytelling = inspired and enduring culture of change Knowing the evidence based practices and measuring their prevalence is essential. To get a change to stick it needs to be embedded in the culture…Stories help it stick!

16. Develop your Story Framework 1. Decide what qualities make you trustworthy. 2. With your chosen quality, tell a 3 minute story that delivers evidence of that quality, e.g.: –Person/event in your life that taught you the importance of that quality –A time that you failed your own standard and vowed to never let it happen again –A specific event that exemplifies this quality in you 3. Find a trusted colleague to listen to your story and give you feedback. 4. Use it, more than once.

17. Why are you in health care? My story Who wants to share their story?

18. Other Story Telling Considerations Help each employee develop their story of why they work in health care Actively seek out positive and constructive patient stories Harvest stories to use and reuse to help maintain focus on your “North Star”

19. Adaptive Coaching Is everybody coached the same way? Does everybody take feedback the same way?  Individualize the coaching; no one size fits all 19

20. The High Performers: Characteristics ProsConsiderations Are usually self-drivenPositive recognition refuels their tank Can take a general idea and run with itMay take on too much Have lots of ideas for improvementCan get burnt out Are driven to improveYou may rely on them too much Can get a lot done for youIf they are over used, peers may start to resent them Are often looked upon as leaders 20

21. The Naysayers / Negative Nellys: Characteristics ProsConsiderations They are often willing to comment when others are not Sometimes they are not aware of how they are perceived There are always elements of the truth in their comments Coach them (privately) on how they are perceived by valuing their opinion but helping them communicate differently Help them understand “it is not what you say, it is how you say it that counts.” They may need periodic tune ups Encourage them to come with solutions Catch them doing things right and publically (or privately) acknowledge 21

22. Those Along for the Ride: Characteristics ProsConsiderations They may be an untapped resourceStart to engage them slowly They may have a unique point of viewLearn what energizes them Give them small challenges to see if they will take off Remember that not everyone wants to go the extra mile and we need them to do their thing If they do accomplish a goal you assigned, make sure to positively recognize 22

23. Influence Leadership When those that you are coaching for improvement don’t directly report to you… 23 Common PerceptionsCommon Realities If I do not have any authority they will not respond for me Sometimes by eliminating the hierarchical title, people open up and feel more comfortable and safe Since I do not do what they do, they will not find me credible Often, when driving improvement, not having all the answers is a benefit. You are better suited to drive engagement through facilitation, and asking questions not by giving orders The managers want to do this workOften managers are so buried in the day-to-day operations that they gladly welcome improvement support

24. Influence Leadership Considerations It is important to foster a relationship with the managers of the teams you are helping, as well as the staff you are working with – Sometimes your manager can be a great help with this Work with the manager to clearly define the role of the improvement coach and manager in the project Be mindful of maintaining trust between all parties Inform the managers of your “informal feedback” strategies Work within the system of the operations and if you cannot, work with the managers to find a solution 24

25. Closing Comments To engage hearts in minds you need to communicate the “WHY”. Consistency of purpose is essential to maintaining focus on improvement Telling stories is a highly effective strategy to engaging hearts and minds Coaches need to adapt their strategies to the individual 25

26. Coaching for Improvement Workbook Task 1: Complete the “Identifying the Why and What” worksheet on a challenging improvement project to help build the WHY story. Task 2: Build and practice your story about why healthcare quality and patient safety is important to you. http://www.whaqualitycenter.org/PartnersforPatients/ PfPTools/PfPWebinarstoolstemplatesCoaching.aspx 26

27. Coaching for Improvement Series: – Oct 31: Developing a Coaching Mentality – Nov 20: Engaging Hearts and Minds – Dec 18: Effective Coaching Interactions Next month action items: Complete webinar #2 section in workbook, which includes goal setting. “If you write it, it will come.” 27

28. Questions?