Partners for PatientsCoaching for Improvement Webinar II

Finding Time to Coach

Thomas Kaster WHA Quality Coordinator Stephanie Sobczak WHA Quality Manager

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"It’s not enough to be busy, so are the ants. The question is, what are we busy about?"

-- Henry David Thoreau

Overall Objective

The objectives of this series:1. Help you self identify your personal coaching style and

opportunities for growth 2. Help you analyze your personal work environment to

identify opportunities for effective improvement coaching

3. Provide you with the best known skills, resources and practice for leading effective improvement coaching interactions

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Poll Question #1: Goal Setting

Considering the below actionable item from the last Coaching for Improvement Webinar Series how would you describe your progress?

Two coaching and leadership goals I want to complete this month include:

a) I set two SMART Goals and was able to make significant progress on those goalsb) I set at least one SMART goal and started to make progressc) I set at least one goal but have not made progress yetd) I was not able to set any goals.

Note: This is for your personal use and not intended for you to submit to WHA

Series Webinar Plan

• A Coaching Mentality• Finding Time to Coach• Effective Coaching Interactions

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Today’s Objectives• Finding time to be a coach – 8 Wastes – “Shaving” meetings and reducing inefficiencies– Team Huddles and Elevator coaching– Identifying team leads– Developing strong improvement teams – Identifying the systemic reasons for lack of progress:

Implementation and execution, unclear expectations / culture and attitudes /capabilities / Support

– Timeliness of coaching

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Poll Question #1: Results

Considering the below actionable item from the last Coaching for Improvement Webinar Series how would you describe your progress?

Two coaching and leadership goals I want to complete this month include:

a) I set two SMART Goals and was able to make significant progress on those goalsb) I set at least one SMART goal and started to make progressc) I set at least one goal but have not made progress yetd) I was not able to set any goals.

Note: This is for your personal use and not intended for you to submit to WHA

Poll Question #2 • Considering your current workload, when

thinking about increasing improvement coaching, what statement below best describes how you feel?a) More improvement coaching means more time and

more workb) More improvement coaching would necessitate the

need for more resourcesc) I can blend additional improvement coaching into

my day to day.d) If I coach more, I will have less overall to do

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How do you use your time?

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Steven Covey: 7 Habits of Highly Effective People

Poll Question #2: Results • Considering your current workload, when

thinking about increasing improvement coaching, what statement below best describes how you feel?a) More improvement coaching means more time and

more workb) More improvement coaching would necessitate the

need for more resourcesc) I can blend additional improvement coaching into

my day to day.d) If I coach more, I will have less overall to do

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Poll Question #3• Which of Stephen Covey’s Quadrants do you

spend most of your time in?a) Q1b) Q2c) Q3d) Q4

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“8 Wastes” as applied to Leadership

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Poll Question #3: Results • Which of Stephen Covey’s Quadrants do you

spend most of your time in?a) Q1b) Q2c) Q3d) Q4

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Waiting

• Unnecessary Meetings– For each weekly / monthly meeting ask:

“What have been the measurable outcomes and accomplishments over the past year based on attending this meeting?”

If the answer is none, consider eliminating or reducing the frequency of the meeting.

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Waiting

• Best Known Methods- Addressing Unproductive Meetings– Make it clear that meetings do not have to run the

scheduled length of time; done early, leave early!– Cut all meeting times by 15 minutes

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Waiting

• Productive meetings– Require an agenda with designated time slots for

topics• Stick to the designated time. • If consensus or an answer can not be reached on the

topic in the allotted time:– Consider tabling to next meeting– Consider breaking topic into sub group to report back with

recommendation– Consider dropping the topic

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Strategies for Making Meetings Productive

• Have a clear purpose and objective for the meeting and if you do not, don’t have the meeting

• Start and end on time• Make the meetings shorter so people stay more focused• Have an agenda and meeting roles

– Facilitator / Timekeeper / Gatekeeper• Avoid side bar conversations. One person speaks at a time• Summarize decisions, the people responsible and due dates

for actions• Eliminate distractions: no cell phones or laptops

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Action Item #1

• Look at your calendar and analyze your on-going scheduled meetings– Determine if there are any unproductive

meetings that you can cut– Identify those that you own and cut 15 to 30

minutes off each– For those you do not control, suggest shortening

the time and improving facilitation

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Over Processing • Tasks that you do that take time but have limited impact

– The bucket of ice example– The ham example

• Are there things you produce that are not necessary (i.e. reports)– Go to those that receive reports to see how valuable and how

often they need it

• Are there things that you produce that are done elsewhere? (Duplication)– Have your EHR’s made some paperwork unnecessary?– Where do the reports go and why?

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Action Item #2• Analyze the tasks / processing that you do– Be honest with yourself to identify if there are tasks

that do not provide enough value to justify the time spent

– Reach out to those that receive your output• Ask them how much they use your information and if it is

needed in the same frequency – Connect with others in your organization who may

produce similar reports etc…• Look for areas of duplication and facilitate sharing of

information / results• Learn if it can be done more efficiently

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Inventory • E-mail distributions that you do not need that

clog up your inbox• Miles and miles of old e-mails in your inbox• Piles of files and paper around on or in your

desk

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E-mail Management Strategies • Manage your time spent on e-mail– Avoid hovering over your inbox throughout the day– Schedule in your calendar two to three times throughout

the day that you will answer e-mail• Preferably: When you start the day / Mid day / Before

you leave• If you do this you may only need 30 mins each time• This will keep you more focused throughout the day

and open up time for improvement coaching

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- David Allen- Getting Things Done

E-mail Management Strategies • While you are managing your e-mail:

– Step one, ask: Do I need to take action? • If no, determine if it is value added material (if not discard)• If it is value added and you can read it in 2 mins or less, do it• If it is valued but not crucial and will take time, file it in a “Nice

to Read at Some Point” file • If it is valued and necessary that you have to review, but will

take time, file it in a “Hot Review” file and schedule time to review contents in that file

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- David Allen- Getting Things Done

E-mail Management Strategies

• While you are managing your e-mail:– If you need to take action• Determine if it will take more than two minutes

to do– If it takes two minutes or less, do it– If it takes more than two minutes

» Delegate or schedule doing the task » Add it to your task list (do it within 2 days)

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- David Allen- Getting Things Done

Action Item #3

• Adopt at least one or possibly all of the discussed e-mail management strategies– When you receive any non-value added e-mails

from distributions, unsubscribe– Schedule specific time slots and throughout your

day where you will answer e-mail and stick to those times

– Use the Actionable – Non Actionable > or < 2 minute e-mail strategy

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Action Item: Extra Credit

• At least once a week get to Zero in your inbox– Either answer it, file it, schedule it, delegate it, or

delete it until you are at zero• Then quickly shut off your PC and go home!

– It is very productive, empowering & feels great!

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- David Allen- Getting Things Done

Talent• Analyze tasks vs. talent– Is there someone else that is better or more

skilled at the tasks than you?– Is there someone else that wouldn’t mind doing

the tasks?– What can you delegate to open more time for

improvement coaching? Remember: Your delegation may be someone

else’s development opportunity!

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Action Item #4

• Find at least one task to delegate to someone who may be better suited and enjoy the task more.

• Teach them, and have a plan to check in with them from time to time.

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Words of Wisdom

"Take care of the minutes, and the

hours will take care of themselves."

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Strong Improvement Teams: Discussion

What is the most challenging part of creating and sustaining independent work teams?

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Finding Team Leaders to Coach Who might be ready for a more independent role? Ask!

“I’m looking for someone to lead a team on CAUTI starting in February – if you are interested, please talk to me by Thursday.”

Those who are naturally trusted and respected Reach out to them, give them time to decide

Those with an interest in the topic at hand Not someone who is already overburdened – avoid the

“Same Ten People” problem

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Developing Self Sustaining Improvement Teams

• Managers and directors can’t do it all!• Have the one-on-one conversation with your

team lead(s) before the work starts:– What their role is (and where their boundaries are)– How you will determine the team is successful– What evidence you need to see from the team

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• If this wasn’t done in the beginning - do it soon.

Leading when teams are off track

• Act ASAP! (Anything not addressed is condoned)

• Ask for the deliverables: Data, minutes, reports, etc.

• Discuss with those accountable what you see of the evidence for lack of progress

• Consider a Root Cause Analysis

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Action Item #5: Root Cause Analysis

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Is there an issue with: How is this apparent? Why is this happening?(Ask why again…)

Implementation or Execution?Lack of clear expectations?Culture or attitudes?

Capability to do the work?Visible support?

Find your alliesYour supervisor

Expectation setting/ prioritiesHuman resources

Job descriptions / performance expectationsEducation department

TrainingQuality department

Facilitation skills, measurement skillsExternal resource

Coursework or workshops, computer skills

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Poll Question #3 Which of the following do you

think would help you most with finding time to coach?

a. Reducing time in meetings b. Reduce unnecessary or duplicative work c. Better manage e-mail d. Delegate more effectively e. Have more independent work teams f. More quickly address teams that are

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Timeliness of Coaching • Look for the “Golden Moments”– Team Huddles• Not everything must have a formal meeting• Bring the group together in the hallway or in your office• Gather feedback, “Any concerns….?”• Leave the group with something positive, “I know it was

rough yesterday, but I appreciate the leadership you showed.”

– Elevator coaching• Quick words in passing, “Sue - Nice work in the team

yesterday”• Be sure to use the person’s name in these moments

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Action Item #6Script your “Golden Moment” coaching:

Jot down a few examples you could use.

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Who could you coach? What could you say?

Act: Have an intention to use one of these in the next 48 hours

Poll Question #3: Results Which of the following

do you think would help you most with finding time to coach?

a. Reducing time in meetings b. Reduce unnecessary or duplicative work c. Better manage e-mail d. Delegate more effectively e. Have more independent work teams f. More quickly address teams that are

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Evaluate Webinar II: Goal Setting

Two coaching and leadership goals I want to complete this month include:

1.2. I will know when I have achieved these goals when:

Note: This is for your personal use and not intended for you to submit to WHA

Review

• See workbook

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Suggested Resources• David Allen

– Time management for productivity success in the digital world

• Review best practices for using MS Outlook

http://office.microsoft.com/en-us/outlook-help/best-practices-for-outlook-2010-HA102459562.aspx#_Toc283818121

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Next Month

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• A Coaching Mentality• Finding Time to Coach• Effective Coaching Interactions

• Webinar II Date and Time:– Thursday, December 13 from 2:00-3:00 p.m.