Presentation delivered by Marguerite Samms, MN, CPT, ACC, Executive Director Leadership Institute and Transformation Center, Intermountain Healthcare at the marcus evans Corporate Learning & Talent Development Summit 2018 in Palm Beach FL.

1. A Coaching Culture Blueprint to
Restore Organizational Health
and Performance
Marguerite Samms, Executive Director,
Leadership Institute & Transformation Center

2. What is going to be the future of leadership?

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A few things have
changed in Healthcare

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9. Developing Agile People is Enhanced by Coaching Conversations
A focus on both lateral and vertical development results is greater agility.
Horizontal: occurs through
many sources; expands what
we currently do and our
current mental models
Vertical: much rarer: how we
learn to see the world
through new eyes; how we
change; new mindsets and
mental models
Expert
Regression can happen due to
stress, burnout, & circumstances
Catalyst
Achiever
Cook-Greuter, Susan. (2004) (Updated 6/2016) Making the case for a developmental perspective. Industrial and Commercial Training. Vol 36 (7)

10. Intermountain Business Case
Leaders create the vital link between organizational effectiveness and people. (1,2,3)
Coaching by line managers does contribute to achieving organizational goals and specifically to
the customer experience. (4)
Systems that address human needs reduce burnout and improve performance. (5)
Coaching is one of the most effective tools in building leadership capacity within organizations. (6)
Flat collaborative organizations, like Intermountain, need the unique skills of coaching to be able to
address the issues of personal performance, meaning and purpose that are necessary to meet
patient expectations and needs. (7)
1 Jing, F.F., Avery, G.c., (2008) Missing links in understanding the relationship between leadership and organizational performance. International Business and Economics Research Journal. Vol 7 (5).
p 67-78.
2 Artz, B., Goodall, A., Oswald, A.j., (2014) Boss competence and worker wellbeing: National Bureau Economic Research.
3 Elenkov, Detelin S. (2002) Effects of leadership on organizational performance in Russian companies. Journal of Business Research. Vol 55 (6). p 467-480.
4 Wheeler, L. (2011) How does the adoption of coaching behaviors by line managers contribute to the achievement of organizational goals? International Journal of Evidenced Based Coaching and
mentoring Vol 9 (1) p 1-15.
5 Swensen, S.J., Shanafelt, T. ( 2017) An organizational framework to reduce professional burnout and bring back joy in practice. The Joint Commission Journal of Quality and Patient Safety. Vol 43 p
308-314.
6 Mukherjee, S.. (2012) Does coaching transform coaches? A case study of internal coaching. International Journal of evidence Based Coaching and Mentoring. Vol 10 (2) p 85
7 Whitmore, J. (2004) Coaching for performance. London: Nicholas Brealey Publishing.

11. Advance Working Together for Patients
Purpose
To have trusted leaders that attract, develop, and retain caregivers that are ready to
challenge the status quo and create non-stop improvements in the experience of our
caregivers and patients. (1)
Coaching
Culture Index
Caregiver
Experience
Caregiver
Wellbeing
(Burnout)
Turnover
Patient
Experience
(quality, safety)
Style of Change
Undramatic changes that fit into the values, culture, and systems of Intermountain
and evolve along with them.
1 The intermountain Fundamentals are Safety, Quality, Patient Experience, Access, Stewardship supported by Engaged Caregivers
Goals
To be in the Top Decile for…

12. Coaching Culture Measures
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Organizational
Patient satisfaction
Caregiver engagement
Caregiver burnout
1st Yr. turnover
Safety (patient, caregiver)
Time to fill manager positions
Leader
Observed behavior changes
Coach plan achievements
Coaching Culture Index
1. Include
2. Inform
3. Develop
4. Appreciate
5. Inquire
Coach
Net Promotor Score
% internal coaches ICF Credentialed

13. What is the
purpose for
coaching in your
organization?
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14. Set the Foundation Co-Create the Relationship Communicate Effectively Facilitate Learning & Results
Readiness
• Assess organizations
readiness
• Cultivate readiness

No
Will coaching
enable the
strategy?
Yes
Goal Setting
• Identify outcomes
that will be
different
• Identify leader
behaviors that
will maximize
potential
• Determine criteria
for internal &
external coaches
Develop
Coaches &
Coach Skills
• Train credentialed
coaches
• Orient external
coaches
• Develop coach-
like skills in all
leaders (formal
and informal)
Partner
• Select a culturally
aligned coach
training program
• Form a long term
partnership
• Partner internally
to integrate with
key initiatives
  
2-Way
Communication
• Discuss and refine the
strategic purpose
• Enlist credible champions
to discuss impact and share
stories
Share Impact
• Communicate business
impact with data
• Share internally and
externally


Learn
• Champion a growth and
development mindset for
all leader levels
• Gather multisource
information and adjust path
Sustainability
• Further embed into existing
processes and work
• Expand skills development
and reach
• Consider self-sustaining
and self funded model
• Monitor, measure, adjust
Set Direction
• Align to strategic goals &
KPIs
• Secure sponsorship
• Pace implementation for
sustainable success



Coaching Culture Blueprint

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Foundation Co-Create Communicate Facilitate Learning/Results

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Culture Snap Shot April 2015
Authority
GRANTED
Responsibility
ACCEPTED
COLLABORATIVE
RELATIONSHIP
Be analytical to evoke improvement
Be servant to others
Be expert to deliver excellence
Be loyal to model noble mission
Be values driven to harmonize the culture
Be structured to reproduce quality
Be traditional to honor the past
Be adaptable to change
Be prepared for expanded role
Be accepting and ready to improve
Be trusting of a long future with Intermountain
Be accommodating to what’s urgent
Be a good follower
Be mindful of the organization’s reputation
Foundation Co-Create Communicate Facilitate Learning/Results

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Foundation Co-Create Communicate Facilitate Learning/Results
Raise Awareness

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Foundation Co-Create Communicate Facilitate Learning/Results
Program: Coaching for Business Impact
Coach Handbook Coaching Plan Coaching Mid- & End-Point Review

19. Integration
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Leader Development Programs
Zero Harm Initiative
Succession and HiPo Development
Talent Review
New in 2018
Performance Management
Caregiver Relations
Talent Acquisition
Rewards
Foundation Co-Create Communicate Facilitate Learning/Results

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Foundation Co-Create Communicate Facilitate Learning/Results

21. Conversation Framework
“Empowering Conversations”
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Foundation Co-Create Communicate Facilitate Learning/Results

22. Program Overview
How the program works
Foundation Co-Create Communicate Facilitate Learning/Results

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Foundation Co-Create Communicate Facilitate Learning/Results

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Foundation Co-Create Communicate Facilitate Learning/Results

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Foundation Co-Create Communicate Facilitate Learning/Results
Sample
Measures

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Emerging Culture Snap Shot Today
Authority
GRANTED
Responsibility
ACCEPTED
COLLABORATIVE
RELATIONSHIP
Be scientific to evoke improvement
Be fast to catch up
Be collaborative and work together
Be curious to deliver excellence
Be loyal to model noble mission
Be bold to disrupt ourselves
Be prescriptive to reproduce quality
Be frontrunner to model the way forward
Be a learner
Be ready to work harder
Be focused on what others need
Be problem solver to improve
Be purpose driven
Be resilient in the face of rapid change
Be compliant
Be accepting and able to be in ambiguity
Be analytical to evoke improvement
Be servant to others
Be expert to deliver excellence
Be loyal to model noble mission
Be values driven to harmonize culture
Be structured to reproduce quality
Be traditional to honor the past
Be adaptable to change
Be prepared for expanded role
Be accepting and ready to improve
Be trusting of a future w/ Intermnt.
Be accommodating to what’s urgent
Be a good follower
Be mindful of the org’s. reputation
Build confidence to challenge the status quo and catalyze change.

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