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Coaching and Developing Employees

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Coaching and Developing Employees

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I hosted this seminar as part of the Emerging Leaders Development Program at the VA Palo Alto Health Care System.

Goal: To familiarize participants with the challenges and best practices of coaching and developing employees. Through discussion and instruction, participants will understand the importance of providing employees with personal guidance that will allow them to acquire new skills, advance professionally, and improve patient and customer outcomes.

I hosted this seminar as part of the Emerging Leaders Development Program at the VA Palo Alto Health Care System.

Goal: To familiarize participants with the challenges and best practices of coaching and developing employees. Through discussion and instruction, participants will understand the importance of providing employees with personal guidance that will allow them to acquire new skills, advance professionally, and improve patient and customer outcomes.

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Coaching and Developing Employees

  1. 1. @@EMARIANOMD Coaching and Developing Employees Edward R. Mariano, M.D., M.A.S. Professor of Anesthesiology, Perioperative and Pain Medicine Stanford University School of Medicine Chief, Anesthesiology and Perioperative Care Veterans Affairs Palo Alto Health Care System
  2. 2. @EMARIANOMD Financial Disclosures • None
  3. 3. @EMARIANOMD Goal • To familiarize students with the challenges and best practices of coaching and developing employees. Through discussion and instruction, students will understand the importance of providing employees with personal guidance that will allow them to acquire new skills, advance professionally, and improve patient and customer outcomes.
  4. 4. @EMARIANOMD Objectives • Describe the importance of coaching in talent development, retention, productivity, and continuous improvement • Discuss and apply the challenges and best practices of coaching and employee development • Demonstrate various coaching models
  5. 5. @EMARIANOMD My Journey • 1995: UC Davis Undergrad • 1999: Georgetown Med • 2003: Anesthesiology Residency at Stanford • 2004: Pediatric Anesthesiology Fellowship
  6. 6. @EMARIANOMD My Journey • 2004-10: UCSD – Started a regional anesthesia program – Acute pain service – 1st fellowship in regional anesthesiology in California – Clinical research program – Division Chief with 8 faculty, 1 nurse, 4 fellows
  7. 7. @EMARIANOMD My Journey • 2010-present: VAPAHCS – Expanded anesthesia and respiratory care services – New acute pain service – New perioperative care model – New research programs – Continuous improvement – Approximately 90 staff and fee basis employees
  8. 8. @EMARIANOMD Anesthesiology and Perioperative Care Clinical Care Scholarship Leadership Education
  9. 9. @EMARIANOMD Mission Statement: To provide the highest quality Veteran- centered care by leading, educating, and innovating in anesthesiology, perioperative and respiratory care, and pain medicine Vision Statement: To be the model for change and evidence- based medicine that improves Veterans’ health and well-being http://www.paloalto.va.gov/anes_mission.asp Anesthesiology and Perioperative Care
  10. 10. @EMARIANOMD Clinical Care 0 5000 10000 15000 20000 FY11 FY12 FY13 FY14 FY15 FY16 FY17 NUMBEROFENCOUNTERS ANESTHESIA OUT-OF-OR WORKLOAD FY11-17 TOTAL 419 420 427 434 441 PERIOP PAIN REGIONAL NON-OR PHONE
  11. 11. @EMARIANOMD Clinical Care 15535 15331 16858 15472 18719 23390 FY12 FY13 FY14 FY15 FY16 FY17 RT Encounters
  12. 12. @EMARIANOMD Scholarship 0 5 10 15 20 25 30 35 40 45 50 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Publications in Peer-Reviewed Journals Cited on PubMed Anesthesiology/Critical Care Pain
  13. 13. @EMARIANOMD Leadership within VA Palo Alto • Operating room (Chair) • Pain (Chair) • CPR (Chair) • Research and development (Chair) • Invasive procedures (Co-Chair) • Clinical product review (Co-Chair) • Professional standards board (Vice-Chair) • Peer-review (Vice-Chair) • Transfusion (Member) • Medication management (Member) • Infection prevention and control (Member) • Laser safety (Member)
  14. 14. @EMARIANOMD Leadership Outside VA Palo Alto
  15. 15. @EMARIANOMD What Leadership Isn’t
  16. 16. @EMARIANOMD Introduction to Coaching
  17. 17. @EMARIANOMD Coaching Starts with You
  18. 18. @EMARIANOMD What Coaching Is and Isn’t Coaching IS • Learning and development • Guiding someone toward his or her goals • Sharing of experiences that help achieve an outcome Coaching ISN’T • Simply correcting behaviors or actions • Explicitly directing someone to complete a task • Being the expert with all the answers Adapted from Coaching People, Harvard Business School Press, 2006
  19. 19. @EMARIANOMD The Coaching Continuum Directive Coaching Supportive Coaching Adapted from Coaching People, Harvard Business School Press, 2006
  20. 20. @EMARIANOMD Discuss Examples
  21. 21. @EMARIANOMD
  22. 22. @EMARIANOMD Barriers to Change “Us” “Them”
  23. 23. @EMARIANOMD Why Develop Employees?
  24. 24. @EMARIANOMD Who Needs Development?
  25. 25. @EMARIANOMD Performance and Potential 1 2 3 4 5 6 7 8 9 Adapted from Developing Employees, Harvard Business School Press, 2009 Low Medium High LowMediumHigh POTENTIAL PERFORMANCE
  26. 26. @EMARIANOMD Performance and Potential 1 2 3 4 5 6 7 8 9 Adapted from Developing Employees, Harvard Business School Press, 2009 Low Medium High LowMediumHigh TOP Employees POTENTIAL PERFORMANCE
  27. 27. @EMARIANOMD Top Performers • Understand their motivations – Intrinsic vs. extrinsic • Provide them challenges and learning experiences • Help them find mentors (near and far) • Monitor them for burnout
  28. 28. @EMARIANOMD
  29. 29. @EMARIANOMD Is “Burnout” Really Loss of Identity? https://www.beckershospitalreview.com/workforce/why-physician-burnout-jumped-to-54-over-3-years.html
  30. 30. @EMARIANOMD Performance and Potential 1 2 3 4 5 6 7 8 9 Adapted from Developing Employees, Harvard Business School Press, 2009 Low Medium High LowMediumHigh POTENTIAL PERFORMANCE SOLID Workers
  31. 31. @EMARIANOMD Solid Workers • Test them out with “stretch” assignments • Listen to their ideas • Recognize their accomplishments and hard work • Find ways to keep their jobs interesting
  32. 32. @EMARIANOMD
  33. 33. @EMARIANOMD Performance and Potential 1 2 3 4 5 6 7 8 9 Adapted from Developing Employees, Harvard Business School Press, 2009 Low Medium High LowMediumHigh POTENTIAL PERFORMANCE UNDER Performers
  34. 34. @EMARIANOMD Under Performers • Differentiate performance from attitude or conduct • Set expectations for them • Provide directive coaching with timely feedback • Decide early if it’s up or out
  35. 35. @EMARIANOMD Return on Management Simons & Davila. Harvard Business Review, 2005 ROM Productive Energy Released Time and Effort Invested
  36. 36. @EMARIANOMD Avoid This Situation Attention Under Performers Everyone Else
  37. 37. @EMARIANOMD Questions?

Editor's Notes

  • for the Perioperative Surgical Home within and outside VA

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