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

2. Start with the end in Mind Challenge: Coaching/Mentoring to Get Results

3. 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

4. Prerequisite The Coach Must Have a Plan and Skilled/Access to Tools

5. AIM – Foster an enabling/learning space to facilitate results PlanWho – Right Team on the BusHow Often – Weekly/MonthlyAgenda – Every InteractionToolsJoint Monthly Teleconference Individual Team Follow-up Team Self-AssessmentTeam Feedback ReportsSenior Leader ReportsListserv/Shared Learning Space Measure: e.g. At least 80% of your team will achieve their stated primary aim/goal by the end of the collaborative e.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

6. Reflection

7. Discussion If 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?

8. There a many tools available to support your work, identify one that best works to help you to support your team(s)

9. 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

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

11. Key Elements Collaborative 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)

12. Key Elements Leadership (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

13. 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

14. IHI Resources Slides Communication Plan/System Measurement/ Feedback Systems Strengthen the Social System Celebrate Wins (Small/Great) TAKE AWAY

15. © 2004 Institute for Healthcare Improvement The Channels of Communication Are Important SHARE INFORMATION SHAPE BEHAVIOR General Publications flyers newsletters videos articles posters Personal Touch letters cards postcards Interactive Activities telephone email visits seminars learning sets modeling Face-to-Face one-to-one mentoring shadowing © 2002 Sarah W. Fraser Public Events road shows fairs conferences exhibitions mass mtgs

16. © 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

17. © 2004 Institute for Healthcare Improvement Develop the Measurement and Feedback System  Data/reporting at different levels within the organization  Both leadership and frontline

18. © 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

19. Source: NHS Scotland & IHI Measurement for Improvement We have 2 quarterly data points - is this an improvement? Higher is better

20. Source: NHS Scotland & IHI Measurement for Improvement Are we assuming something like this?

21. Source: NHS Scotland & IHI Measurement for Improvement But it could be like this...

22. © 2004 Institute for Healthcare Improvement Tips for Measurement #2 The perfect is the enemy of the good.

23. © 2004 Institute for Healthcare Improvement Tips for Measurement #3 Sampling

24. © 2004 Institute for Healthcare Improvement Tips for Measurement #4 Integrate measurement into the daily routine

25. © 2004 Institute for Healthcare Improvement Tips for Measurement #5 Use both words and numbers

26. Mentoring Discussion

27. Thank You!!!