A recent report from the Harvard Institute of Coaching states that a coaching culture emerge when leaders, managers, and staff engage and develop their people in ways that create increased individual, team and organizational performance. TLD Group Coach, Loren Margolis, offers the following advice to organizations looking to move toward a coaching culture.
1. Rethink Hierarchy
A hierarchical culture still remains in medicine where command and control leadership remains the norm. With volatility, uncertainty and change permeating healthcare organizations, optimizing employee performance is more essential than ever for employee engagement and retention, patient outcomes and organizational effectiveness. Leaders need to be shown the proof that a culture in which employees are empowered to contribute and share their ideas is tied to these results.
2. Use Metrics as a Baseline
Leaders often view employee development as a “nice to have,” not a business imperative. And, with so many consulting/training/coaching companies not measuring their results, this approach reinforces their skepticism. Development should be measurable. In other words, measure the impact that a coaching culture has on employee engagement scores, increased reports of near-misses, patient/nurse/doctor communication, and other quality metrics. Determine what metrics matter early in your initiative and tie them to your evaluations.
3. Demonstrate the ROI of the Culture
Tie cultural outcomes to the bottom line. How did the culture change effect reimbursements for providers? Did deeper psychological safety for employees lead to greater innovation? Fail-safe behavior and bottom up approach deepens employee engagement, so demonstrating that there is ROI linked to the culture is important.
4. Tie the Culture to Values
Embed a coaching culture into company values and create values that prize an environment where employees are empowered to make decisions and are appreciated for their ideas. This will form the basis of your business strategy.
5. Link Cultural Outcomes to Stakeholders
Make the case that by creating an engaging culture (which is one that empowers all) – all stakeholders are effected. Employees are empowered by the environment and patients are empowered by involving them in their own care which helps improve health outcomes, drives better patient care, and lowers costs. Tying patient engagement to employee engagement, you can begin to create an overall coaching culture.
Interested in changing your culture? For this, or other solutions, check out TLD Group’s coaching solutions here.
The beginning of a new year is often a time of great organizational ambition and optimism. After months of year-end planning, new strategies and budgets are in place and teams are ready to hit the ground running on a new set of goals and objectives. Despite this optimism, research shows that most of these strategic goals and objectives will never come to fruition. In fact, the statistics range from a dismal 3% to 33% of companies whose executives say they are successful at executing their strategies. With those odds, many wonder if all the planning is worth the effort.
At TLD Group we believe leadership is a critical differentiator for organization’s looking to deliver on strategic objectives. Strategy alone does little to position an organization for success. Instead, a strong focus on execution of strategy through the lens of leadership is the way to productively drive organizational goals and objectives to completion. Leadership connects intention to execution, creating the foundation for high performance.
A well-designed competency model that is aligned to strategy is one of the most effective tools for establishing the characteristics and skills needed from leaders to drive results. High performing companies recognize that what leaders must do well to achieve results shifts depending on the strategic objectives the organization is seeking to accomplish. This is why evolving your leadership competency model is a powerful step in aligning organizational expectations to strategic objectives. Unfortunately, most competency models tend to sit on a shelf untouched for years at a time and are rarely considered or adjusted during the strategic planning process. If your organizational competencies never change, it’s likely your results won't either.
Strategic changes often require leaders to develop a different set of strengths and skills; at the enterprise level this development process can be a daunting undertaking. Leaders can become unintentionally or unconsciously set in their ways, especially if they’re accustomed to working under a different set of expectations. Designing and deploying leadership development tactics, whether it be individual leadership coaching or programmatic L&D offerings, aligned to a well-designed competency model creates a support structure for this change process.
Interested in aligning your organization’s leadership to drive progress on important strategic objectives? Check out TLD Group’s consulting solutions here.
A Time for Reflection
Are Today’s Leaders Equipped to Change Culture?
“Culture Eats Strategy for Breakfast” as Peter Drucker so famously said, sums up the profound impact culture can have on overall organizational performance. At TLD Group, our vast experience working with health ecosystem leaders tells us that changing culture to align with shifting organizational strategy is one of the most difficult challenges a leader can face. When detailed, thoughtful plans for strategy and execution fail to achieve desired outcomes, it’s common to look toward the processes applied or relevant external environmental factors rather than looking internally to evaluate whether leadership had the skills to mold the organization’s culture to one that can execute strategy.
Organizational culture is comprised of the underlying beliefs, assumptions, values and ways of interacting that contribute to form the unique social and psychological environment of an organization. While strategy is typically established by the C-suite, culture combines the intentions of top leaders with the everyday experiences and knowledge of front-line employees. Leaders looking to change an organizational culture must be able to influence the behaviors, mindsets, and social patterns that exist across the workforce.
Because culture change involves changing shared behavior, our experience has shown that culture change can be expedited when using coaching as a tool to engage leaders, individually and at the team level, to model behaviors consistent with the optimal culture. These coaching conversations are a powerful tool for shifting habits, norms, and implicit understandings.
Using Coaching to Shape Culture
When coaching an individual, the question becomes, “if I change this person’s behavior, am I really changing the culture?” For coaching to be a useful tool for organizational change, there must be consistency in both the application and direction of coaching across the organization. A concerted effort is required to impact behavioral shifts of the kind needed to change culture.
An organization can’t change unless its people do. Coaching engages people in their own growth and development. On an organizational scale, leaders who model coaching behaviors consistently create optimal cultures for change. As coaching conversations reach a critical mass, the practice becomes capable of shaping culture to one that is conducive to accomplishing strategic objectives.
Coaching cultures create an environment where organizations can change and adapt themselves to meet changing contexts. A culture capable of: a) identifying its own habits, norms, and beliefs, b) determining whether they align to where the organization is going, and c) providing the structure and support necessary to make changes when necessary is the kind of culture that not only succeeds – but thrives -- in executing strategy in a rapidly changing health ecosystem.
Interested in creating a coaching culture? Check out TLD Group’s coaching solutions here.
The Power of Gratitude
During this season of giving thanks, we dedicate this month’s themed article to Bernard J Tyson, CEO Kaiser Permanente, who brought a new perspective to healthcare - one that supports a holistic approach to human wellness. His sudden passing was a shock to the industry and especially those who had the good fortune of working with him. Our Advisory Board Chair, Bob Sachs, sums up Bernard’s impact below:
"Bernard's professional career started at KP in front line leadership and moved through many roles there before becoming CEO. He was a great example of an authentic leader. His engaging style and focus on doing the right thing, no matter how difficult, developed and scaled as he moved into positions of increasing responsibility and complexity. Bernard focused on quality, affordability, accessibility, and health equity and he was a tireless advocate for diversity, inclusion and racial justice. Consistent with these priorities he increasingly directed his efforts, and KP's programs and resources, to address the social determinants of health by working across the entire health ecosystem. Bernard's leadership helped shape the future of health care and health in the US and beyond. He will be missed by those who knew him, his organization and beyond."
Now is the time to pause, reflect, and acknowledge all that we have to be thankful for and uncover the meaning of gratitude and its impact on personal and professional growth. Gratitude means thankfulness, counting your blessings, noticing simple pleasures, and acknowledging what is received. Gratitude shifts your focus from what you lack to the abundance of what is already present. Giving thanks makes people happier and more resilient, it strengthens relationships, it improves health, and it reduces stress.
Joshua J. Ofman, MD, MSHS, is the Senior Vice President, Global Value, Access and Policy at Amgen ensuring the integration of reimbursement needs into the product development and commercialization process. In prior roles, Dr. Ofman was an academic gastroenterologist at Cedars-Sinai Health System and Senior Vice President of Zynx Health Inc., focused on evidence-based clinical information for quality improvement and reimbursement, and health economics strategy for life sciences companies. Dr. Ofman received his advanced medical training in Gastroenterology from UCLA and his Health Services Research training from the RAND/UCLA/VA program.
Carman Ciervo, D.O., FACOFP, is the Executive Vice President and Chief Physician Executive at Jefferson Health New Jersey (JHNJ). As a member of the senior leadership team since 2010, Carman has played a key role in Jefferson Health of New Jersey’s continued growth and transformation, working directly on hospital and health system initiatives related to the employed-physician model, population health, and clinical excellence. He has also overseen the progressive growth of the Jefferson Health New Jersey (formerly Kennedy) Health Alliance, a consumer-friendly network of primary and specialty medical practices throughout southern New Jersey.