Managing for Efficiency NCHL Inter-Organizational Coaching Council

Transcription

1 Managing for Efficiency NCHL Inter-Organizational Coaching Council Todd Prigge Stanford Health Care Director, Training, OD & Talent Management Joan Evans Cone Health Executive Vice President, Innovation & Transformation

2 INTER- ORGANIZATIONAL COACHING COUNCIL November 21, 2014

3 N O V E M B E R It began with a need NOVEMBER 14, 2012 Lens Learn Lab convened to discuss carry-over projects and proposed projects for the upcoming year Coaching is NOT one of the proposed projects Open discussion where there was agreement that sharing executive coaches across organizations could yield significant COST SAVINGS, and could also provide OPPORTUNITIES FOR LEARNING across organizations during onsite visits The number one prioritized project coming out of the meeting was EXECUTIVE COACHING

4 Our Charter INTER-ORGANIZATIONAL COACHING COUNCIL The Council plans to develop the first HEALTHCARE INTER- ORGANIZATIONAL COACHING EXCHANGE. The Council will review expectations for coaches including: experience, skills and qualities, and will define participation protocols and evaluation methods

5 The Team CONE HEALTH Joan Evans Council Chair Vice President & CLO HENRY FORD HEALTH SYSTEM Barbara Bressack Manager, Leadership Development NORTH SHORE LIJ HEALTH SYSTEM Elaine Page Vice President, Talent Management SENTARA HEALTHCARE Dave Woolwine Vice President, Learning and Organizational STANFORD HEALTH CARE Todd Prigge Co-Chair & Coach Committee Lead Director, Training, OD & Talent Management ST. LUKE S HEALTH SYSTEM Trevor Walker Exchange Committee Lead System Director, Organizational Development RUSH UNIVERSITY MEDICAL CENTER Mary Ellen Schopp Senior Vice President, Human Resources

6 A P R I L Two Subcommittees Formed EXECUTIVE COACH COMMITTEE Goal: Describe the executive coach skills, qualities, experiences, certification, expectations and roles required before one can coach in the Exchange EXCHANGE OPERATIONS COMMITTEE Goal: Describe how the Exchange works THE COMMITTEE WILL ADDRESS What executive coaching practices do you believe must be included/followed in the Exchange? Are there specific models, concepts or principles that should/must be included in the Exchange? How will the impact/value of the coaching engagement be measured/evaluated? Will coaches evaluate clients and will clients evaluate coaches? How will organizations evaluate ROI?

7 J U L Y Just do it! Coach Certification/Qualification Exchange Operations AHA JUST DO IT!

8 N O V E M B E R Let s Do This Thing! NCHL Inter organizational Coaching Exchange Pilot Process Coach Coach & Client Client Submits biosketch to NCHL Sent client preference form & takes intake call from client Submits client preference form to NCHL Offered 2 3 coach biosketches & schedules intake call with each potential coach Intake calls Notified of client selection by NCHL; if selected continues process Selects coach and notifies NCHL Participates in 30 minute pilot logistics conference call with other coaches/clients Sign Coaching Agreement facilitated by NCHL Onboarded by client s organizational coaching council contact during 60 minute conference call; receives manager input form, coach preparation form, and other relevant materials Completes coaching preparation form Client's manager completes input form facilitated by organizational coaching council contact Schedule face to face meeting (paid for by coach s organization) Meet every two weeks by phone or Skype during regular business hours of both coach and client Robust check in facilitated by NCHL at 6 weeks and at 3 months

9 M A R C H The Results OVERALL, MY EXPERIENCE WITH THIS COACHING ENGAGEMENT HAS BEEN: (5 = Excellent, 4 = Very Good, 3 = Good, 2 = Fair, 1 = Poor) Participant 5.0 Coach 4.6 ROI ANALYSIS The direct cost to an organization to have one of their coaches participate in the pilot was $7,000 (60 hours of time + travel) and all organizations agreed that the cost of an external coach would be more expensive (anywhere from $10K - $40K).

10 N O V E M B E R Inter-organizational coaching 2.0 An enhanced Inter-Organizational Coaching Manual ROLES AND RESPONSIBILITIES PRE-COACHING PREPARATION & ENGAGEMENT COACHING ENGAGEMENT CLOSING OUT THE ENGAGEMENT Standard Calendar Resource Allocation

11 Significance WHAT WE LEARNED AND WHAT IT MEANS TO YOU AS AN EXECUTIVE Coaching is an important tool for DEVELOPING LEADERS and a mix of internal and external coaches works well Having a consistent approach, standards, and processes sets a coach up for SUCCESS The coaching exchange works where there is an APPROPRIATE RATIO of coaches to clients We all learned a great deal by being a part of the program

12 What this means for you The committee is preparing the manual for broader distribution to the field If you would like more information on the program, feel free to contact: NCHL Andy Garman or Joyce Anne Wainio Stanford Health Care - Todd Prigge Cone Health - Joan Evans

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