To coach or not to coach? Part 1 – by Dawn Stott

Summary

In a new series of blogs for the hub, Dawn Stott, Business Consultant and former CEO of the Association for Perioperative Practice (AfPP), discusses how coaching and developing teams can support patient safety and its outcomes. In part one, Dawn looks at strategies and coaching methodologies that can be used to develop individuals to be the best they can be.

We all develop at different rates; having an external view point that supports your progress is something to grab with both hands. It is not about about how good you are right now; it is about how good you can be.

Content

To coach or not to coach?

Well, that really is a good question. Just because we are at the top of our tree, ahead of our game (or any other idiom you wish to quote), it doesn’t mean that we have everything covered. We might think that we are doing a great job but sometimes the analysis from an outside person gives us the truth that we need to improve our own skills and those of others. However, people have to be receptive to the process to achieve the best results.

Coaching Methodology is the systematic approach or set of principles that coaches use to help individuals or groups of individuals achieve their goals, improve performance and enhance their overall wellbeing. If a person’s wellbeing is high then, through a process similar to osmosis, it passes through our pores and out through our skin layers to those around us.

Different coaches may use various methodologies based on their training philosophies and the needs of the client. Below are some key elements commonly found in coaching methodologies – finding an effective method for you is paramount.

It is very important to note that coaching methodologies can vary, and coaches may integrate elements from different models and approaches based on their expertise and the unique needs of their clients. The effectiveness of coaching often depends on the quality of the coaching relationship, the coaches’ skills and the person being coached commitment to the process.

There is absolutely no point forcing a member of your team to undergo coaching, unless, of course, patient safety is at risk because of them not doing so. If someone is given an ultimatum, then they probably will not benefit from the coaching experience. However, by using the personal development route it may be better received.

Coaching methodologies to support patient safety

Now, let’s look at how these coaching methodologies and strategies can support patient safety. The infographic below provides another methodology to support patient safety.

It is an essential aspect of healthcare management and professional development. Patient safety is about preventing errors, ensuring a safe environment for patients and continuously improving healthcare practices. Let's look at the different elements of the methodology:

Continuous training and education

• Provide regular training sessions on patient safety protocols and best practices.
• Keep healthcare professionals updated on the latest advancements in safety initiatives.
• Encourage ongoing education to enhance the skills and knowledge of healthcare professionals.

Promote a culture of safety

• Foster an organisational culture that prioritises patient safety and demonstrates that it is taken seriously.
• Encourage open communication about safety concerns without fear of retribution – this links to psychological safety which is a topic that supports all elements of healthcare provision.
• Recognise and reward individuals or teams for promoting a safe environment.

Simulation and role-playing

• Conduct simulation exercises to mimic real-life scenarios and identify potential risks.
• Use role-playing to help healthcare professionals practice effective communication during critical situations.

Feedback and coaching sessions

• Provide constructive feedback on performance related to patient safety – make it a part of everyday practice within the healthcare environment.
• Conduct regular coaching sessions to discuss improvement areas and celebrate successes.
• Establish a mentorship programme to support less experienced members of the team.

Root cause analysis

• Teach and implement root cause analysis techniques to identify the underlying causes of errors and near misses. This isn’t just a senior management role, everyone should review their performance and behaviours following any patient safety incidents.
• Ensure that the information gathered is used to implement preventative measures and improvement strategies.

Team collaboration

• Emphasise the importance of teamwork and effective communications.
• Encourage interdisciplinary collaboration to address safety issues from multiple perspectives.
• Educate patients on their role in their own safety.
• Encourage patients to ask questions, communicate concerns and actively participate in their care.

It is important that regular audits and assessments take place to review processes and procedures and identify potential risks. It would be advisable to use data-driven assessments to track performance and measure improvements over time.

Encouraging a culture that is ‘just’ and recognises the difference between human error and reckless behaviour is key. It is important to have clear standards and goals for performance; that way when things are not going as they should and someone is not meeting the required benchmark, the failings can be addressed based on the task rather than it being personalised.

Skills and behaviours should be separated, and poor behaviour should not be normalised. Establish fair and consistent consequences for safety breaches while promoting a culture of learning and improvement.

By incorporating these coaching strategies, healthcare organisations can create a safer and more supportive environment for both patients and healthcare professionals.

In part two, Dawn discusses prosocial behaviours, reflective learning and how coaching can support individuals no matter where they are in their career pathway.

Further blogs from Dawn:

• Developing cultural change in healthcare: Part 1
• Developing cultural change in healthcare: Part 2

About the Author

Dawn has worked in healthcare for around 30 years in many different roles.  She is a published author and a human factors/quality improvement consultant.  After 14 years, she recently stepped down from her role as AfPP CEO and is now – rather than putting herself out to pasture – pursuing opportunities that are her passion.

She has an all-round understanding of healthcare from primary care commissioning through to secondary care interventions.  Some of her previous roles have included commissioning new hospital and GP surgery builds, IT implementation programmes, customer care, team building and leadership training strategies. She also has a strong knowledge of charities and the legalities around running a successful and sustainable charity. Along with a colleague she has recently started a Yorkshire Charity Leadership group to support senior leaders in charities. From experience she knows it can be quite lonely at the top.

Since ‘retiring’ Dawn has also joined the British Association of Day Surgery as their Lay Member. She is looking forward to supporting their values and strategy. She is also working as a consultant for Pentland Medical on a project to support cultural change and standardisation of processes within the acute setting.

Her philosophy is that kindness is infectious and should be at the core of everything we do, kindness can support change and encourage growth for everyone around you, so BE KIND.