Announcer: 00:05 Welcome to what's your MO in healthcare, the podcast that's all about understanding the core motives of the people you work with and manage in health care.
Megan: 00:13 Welcome everybody. Today I have Ron Moser, who is a special guest, friend and colleague of mine who I've worked with off and on for several years. And he is here to talk about the role of coaching. When we talk about coaching, it can take on lots of different shapes and sizes, if you will, organizational coaching, performance coaching, executive leadership coaching. And today I want Ron to tell us a little bit about his experience as a coach. I want to explore why someone should think about coaching. Why would I need a coach as a manager or a leader in healthcare? So welcome Ron.
Megan: 00:57 It's great to have you here. So tell me a little bit about your background as a coach, how you got into it, why you got into it.
Ron: 01:11 First off, it's great to be here with you. Thanks for the invitation. I'm very enthused about the work that you're doing. And growing up as a young person, getting involved in sports and thinking that potentially I wanted to be in athletics and be an athletic coach, but, soon I learned about organizational development and business and it caught my intrigue. And I think those early years of trying on athletic coaching as a, as a youth, kind of parlayed into my interest in business and when I got my first big person job and I had benefits and you know, cashflow, I worked for a company that did a lot of development, professional development and I got exposed to a lot of different kinds of individuals who are training and developing and literally coaching us and helping us raise our performance.
Ron: 02:08 And I became intrigued because I watched these individuals help us raise or reach our potential. And so I think early on, just seeing the difference that was made when we're engaging with others with a common strategy and then getting those coaching points along the way, they help kind of close the gaps, those things that, I mean, for most of us I think we can see generally where we want to go. Sometimes we need some help or coaching doing that, but to have someone who's a guide through that process. And we had these guides at this, at this company that I worked for. I remember sitting in a training class one day just looking at what was happening and going, this is what I want to do. I want to be a part of professional development. And the more I got involved, I got involved with training and I enjoyed the training, but I really got interested in helping implement the training, getting ROI from that training through the coaching process.
Ron: 03:02 And so I'm helping individuals get into the right training and then implementing that to make a difference for their organization. Just connected for me as a professional. And that's how I got started.
Megan: 03:14 So the different types of coaching. We talked a little bit about that leadership coaching and performance coaching. There are obviously some differences. What are some of the commonalities between those?
Announcer: 03:30 Ron.
Ron: 03:30 Yeah, that's a good question. I mean, the commonalities are, is that we have a current state and a desired future state and we want to move from current to desired future state. And so whether it's performance coaching or executive or leadership coaching, we have a goal and that goal is usually aligned with one's professional path along with what we're trying to accomplish as an organization. And so being able to see where we're at and then co-create as a coach help elicit the ideas of the individual where appropriate.
Ron: 04:05 Ask them if we can share a little of our expertise such that they can get a plan to close that gap. And when they close that gap it's great to see them move from current state and get into that space where, oh, this is a little risky, but then you're there to help support them to take that next step. Eventually, they arrive. And so I think that's really a commonality moving from current to desired state or reaching the goal.
Announcer: 04:33 Megan.
Ron: 04:33 So reaching the goal.
Megan: 04:34 I like that. I like that it's pretty simple, straightforward, and a lot of people want to be somewhere else or reaching a higher goal and that's what you're there to help them do. So tell me what some of those ways are that you can support either a leader or an employee?
Ron: 04:52 Let's maybe we'll start with a leader, you know, and working with the leader who you really want to try to build a rapport with them and understand who they are, where they've been, where they want to go, and in concert, again, with what they're trying to accomplish in the organization.,We absolutely want to align performance for success.
Ron: 05:12 As a coach, you want to understand what the organization's trying to achieve so you can support the individual leader, not only co-create their own work project for when it comes to developing their goal plan, but that it's in alignment with what the organization's trying to achieve because that's where we get the traction. But at the leadership level, there's kind of two parts to it. You know, one part is helping them close the gap from where they're at to their ideal state. Whether that's technical development for them and they need to gain an additional skill, which can happen from time to time, but more times than not, it's a communication skill or the way they interact interpersonally and, or maybe developing their relationships across the business. Developing what we like to call a T leader.
Ron: 05:56 You know, a T leader is that person who knows their organization a mile deep like the long part of the T, the up and down part of the T, and then developing relationships and competencies across the business. And that's the top or the left to right part of the T where they understand and know enough about the organization as a whole and have the relationships across the business, or in the hospital in this case. There they can make the best overall decision for their department day in and day out and contribute at a really effective way at the collective executive level across the organization. So the leadership piece is helping them to develop their T leadership capability, help them reach their potential, help them be able to then turn and communicate, and coach themselves, and the people that report to them.
Ron: 06:49 So leaders coach and develop other leaders. Well, we've got to help them find their full leadershipness, what's the unique part of them that they can manifest that gift that they have within that, in addition to knowing their skills, in addition to building relationships across the business and understanding the business, what's their unique voice? And helping them find that, calibrate that to the organization and develop that authenticity as a leader. That gives them the credibility to then coach the employee. So there is a difference between teaching or coaching, leaders versus employees. And that is, is that they not only need to receive coaching and develop, they need to model what it looks like to grow and to, get in a position where in a credible way, in an authentic way, earn the right to coach the employees that are in their scope of influence.
Ron: 07:41 When we look at employees, they have a role and a responsibility. Do they understand that role and responsibility and how it connects to the larger organization? Can they tell the story about, here's what we're trying to do as an organization. Here's our mission, our vision, our key strategic initiatives. Here's what our department's doing specifically to tie into what we're doing at that organizational level. And oh, by the way, my work team, here's what we're doing. And individually, this is the work that I do that connects it all. And I'm developing myself to not only do what I'm doing better today, but I'm preparing myself to do the job of tomorrow and do it in a way that's living the values that's helping us, making sure that we're in alignment and we're focusing on the work that needs to get done. I mean, at the end of the day, when we look in a hospital environment, when we think about great patient outcomes, it's when we're all on the same page and we see that patient similarly across roles and responsibilities as that individual or group of individuals who deserve our very best.
Megan: 08:49 Describe what a culture of coaching looks like.
Ron: 08:53 The structure of coaching, the philosophy around coaching or I would even say a coaching culture along with coaches that help each individual understand how their specific role and responsibility connects to the larger strategy of delivering great patient outcomes. Or having the best patient safety, possible or whatever the key focus is. We need to them to not only understand that, but to see what again is their unique gift that they bring. That's when people are awake, alive and on purpose and not just doing their eight and hitting the gate. They're there, they're in awakened state, they have purpose and when we look at Maslow's hierarchy of need, they don't just belong to the organization. They're now contributing at a much higher level. That uniqueness, that is them all along in alignment with the vision of the department, the vision of the hospital as a whole and maybe the entire hospital network.
Megan: 09:54 And that's pretty powerful. Awake, alive and on purpose. I always loved that; it's where we all want to be. That self actualization is where you want your employees to be. You want to experience it as a leader. So what do you do if you think this is where I want to be personally? How would you know that?
Ron: 10:13 You ask a good question because, like for example, right now I work with my coach. I have a coach and I wasn't working with my coach four or five months ago, but I recognized that it had been awhile and I was starting to get a little complacent in my day to day routines and I wasn't feeling stretched. And I think I felt like I was in my comfort zone, in my safe place, if you will. And I realized that it was time to take a step. And so I reached back out to one of my coaches and re-engaged and now we're back working together on a weekly basis and she helps me stay awake, alive and on purpose. And that enables me to work as a coach who can then provide a context where that's true.
Megan: 10:56 So if I'm a coach where I'm working with an employee and the employee starts to show interest in coaching, how do I know they're good candidate for coaching?
Ron: 11:05 If they've expressed the desire or if they feel like they're stuck, they may come and share it or they may just be feeling it. And it might be that it's someone who comes alongside of them and just checks in with them. How you doing? Maybe they've just slid into camp for a little while and they're not quite out on to the climb of life and we are just checking on them, you know? And if they're just there for a day or two, that's fine. But if they're stuck, that could be another reason why coaching could be very useful for them. So candidates for coaching are those who have a goal and they want help getting reaching them. Candidates who are stuck and maybe caught in the day to day routine. Or it could also be individuals who are struggling with their performance and aren't meeting expectations.
Ron: 11:51 You know, we can individuals, through coaching, get the awareness where whether it's skill or will development and if it's a skill that's coached through the skill. If it's the will, sometimes we're not sure, but coaching can help reveal that and then we can get a better targeted individual development plan for that person to help them close that gap. We're always closing the gap, whether that's someone who's not meeting performance to meeting performance or somebody who's meeting performance but kind of status quo and they're ready to take the next step and level up. Or it's that person who's on the climate is ready and asking, or maybe even a regular basis for, you know, the next, um, challenge, the next stretch assignment. So in summary of all that, I would say everyone is a candidate for coaching.
Megan: 12:39 Sounds like it when you put it that way. They really are. And as a leader, it's my responsibility to identify those key times when people are showing that receptivity or giving you a signal that they would be a good candidate for coaching. So that's the responsibility of a leader. But then also as a leader, I need to constantly be growing. And just like you said, you kind of found yourself in the comfort zone and knew it was time to take that step and grow as a person. So I mean, anybody could be a candidate for coaching.
Ron: 13:15 It's so true. And, and it would be nice if we could provide coaching for everyone all the time, but we also have restrictions on resources and time and focus. And so, often I'll get asked, what about how do you select, if you're just starting to maybe begin to develop a coaching culture, where do you start? Which employees would you start with? Because some have the belief system that I should work with the persons who aren't meeting expectations, right? And be able to help them bring up. But if I spend a disproportional amount of my time there, then my high potential high performers are at risk for going, I'm not getting the development growth that I want. I may need to look elsewhere to get that development and growth. And so there's kind of a balance there. And I'd like to encourage individuals, in most cases, every situation has a good healthy diagnosis.
Ron: 13:58 But in most cases, kind of a 70-30 ratio where 70 percent of your time in developing those who are ready to receive and act on the coaching and helping them develop in a level where they can become peer coaches to others. So you can actually scale your coaching as a leader by selecting those who you think are going to be most receptive, developing them and then helping them peer coach. And that's the power of peer coaching. We could probably do a podcast on that all by itself. I think that's where the magic is right there. That's where the secret sauce is. But that 30% there's also those individuals who haven't been properly supported in coach and sometimes we need "away-from" coaching like "Ron, if you're not meeting expectations within 60 to 90 days, right. I don't know if we can continue to have you be a member of our team."
Ron: 14:50 And that's "away-from" coaching because I don't want to have someone let me know, I may lose my job. And so I want to move away from losing my job and moved towards meeting expectations or growing. So I think that it's important that we're working with those folks as well because I think in every organization I've been in, if you look down the road three to five years, one of our strongest leaders is one of those individuals who was not meeting expectations but had investment put into them. And they not only met expectations, but they got the message, they developed the skill or they found the will and connected it with their purpose, aligned it with the organizational goals and outcomes and key metrics. And now they're seen as a leader and they can tell a story and model and create hope for individuals who currently aren't meeting expectations when they're vulnerable and they tell their own story. So yeah, it's about a 70-30 mix.
Megan: 15:53 So 70-30 is what I should be looking at in terms of resources and time that I would spend on. Yeah, that's a good rule of thumb, but wouldn't that be exciting to, to grow those people and particularly someone who wasn't even meeting expectations that they could be the role model and be powerful and appear.
Megan: 16:14 Thanks Ron for joining me today to talk about the role of coaching and I want to ask my listeners to stay tuned for part two of my conversation with Ron Moser, which will focus on the power of peer coaching. Until then, this is Megan Guido with What's your MO in Healthcare? [inaudible]
Announcer: 16:37 Thank you for listening to what's your MO in Healthcare. The podcast that's all about understanding the core motives of the people you work with and manage in healthcare. For more information, go to moinhealthcare.com