Coaching for Innovation and Inspiration in Healthcare

The challenge

An NHS and independent sector collaboration had been awarded a 5-year contract to deliver an integrated musculoskeletal service designed to promote patient choice. The service required clear clinical pathways, greater integration with other providers as it had been identified as a national outlier, spending more on surgical intervention than other comparable matched peers.

The effect

The team had become disillusioned and distracted by a number of ‘set backs’ and deviations from plan.  They had begun to personalise their sense of helplessness. There was a lack of trust, overt back-stabbing and inattention to purpose had led to role overlap and poorly defined objectives. A succession of senior managers had left the team without direction; moral and committment was low. They saw the challenge as unmanageable and were attempting to affect change through contractual levers rather than engagement. 

Solution

I led a Cultural Audit; which use anthropological methodology to clarify what works and what does not. By focusing on ‘what’s going on’ and not ‘what’s wrong’ the team built a more accurate understanding of their reality and how to change things using a strengths-based approach.

I used logical levels to establish a common language for exploring behaviours conducive to effective teamworking and as a diagnostic tool to explore and reframe perceived difficulties. By separating behaviours from personality the team were able to identify the risk of fundamental attribution error and embrace and approach based on developing standards, modelling and communicating shared values. 

4 team coaching sessions, over the course of a year developed trust, moral purpose and core values. The team were able to engage more effectively, show appreciation and articulate more compelling objectives delivered with a can-do attitude. 

The team enjoyed exploring how meaning is created using logical levels. The referral team explored earned autonomy being able to function as a business unit, provided they deliver specific KPIs. This team went on to develop a bespoke approach to recruitment which had a significant impact on retention, overall levels performance and staff satisfaction.

Result

Outcomes

Contract KPIs successfully delivered, and contract extended.

Over £5m savings for the NHS, a new operating model embedded and externally validated

Enhanced patient experience outcomes, reduction in waiting times and evidence of increased confidence in self-management.

A stable and engaged high performing, committed workforce.

A transparent culture in which people feel safe, included, and are encouraged to contribute.

SLT members have said

‘The support has been invaluable; I feel confident as a leader and genuinely feel I am making a difference to patients’ lives’' 

“The impact of the leadership training and executive coaching has been profound. It has helped the SLT become more effective as leaders and been the foundation for our collective success.”

Frontline staff have said

‘A great place to work and a friendly atmosphere, somebody always has your back.’

‘I genuinely look forward to coming to work, it’s busy but rewarding and never dull.’

Patients feedback

‘The staff are helpful and friendly, everything was explained in a relaxed way, so I was clear about my options.’

‘I always feel listened to, and my concerns acted on.’

‘It was all very easy, from referring myself to checking in, being seen and getting my exercise plan.’