The HFMA webinar on May 31, 2017, focused on coaching and mentoring techniques for handling challenging conversations in healthcare settings, emphasizing courage, planning, and clarity. Key principles discussed included non-judgmental feedback, empowerment, and providing specific, balanced feedback to foster growth. The session aimed to raise awareness and commitment to action while supporting finance professionals in the NHS through effective communication and relationship enrichment.

1. HFMA
Webinar series 2017
Session 5
Coaching and mentoring
for challenging
conversations
Wednesday 31 May 2017

2. HFMAHFMA
Breaking bad news
Holding someone to account
Challenging poor performance or behaviour
Confronting something embarrassing
A disagreement
It requires courage
It requires clarity
It requires planning and preparation
What makes it challenging?

3. HFMAHFMA
The coachee is capable of developing perfect solutions
Julie Starr
Some key principles
Non judgmental
Unconditional positive
regard
Congruence
Genuineness
Acceptance
Empowerment
SIMPLE
Solutions not problems
In-between the noses
Make use of what is there
Possibilities
Language
Every case is different
Jackson and McKergow

4. HFMAHFMA
I would have thought with your experience you would know that by
now
I know I should do it but I think you would do this much better than I
would
I’m here to treat patients but all I hear is people like you talking
about money and demanding that I fill in paperwork that takes me
away from looking after them
What do you think is the best thing to do about this situation?
Isn’t it time you pulled yourself together and got on with it?
I think when you have been here as long as I have, you’ll see the
truth of what I’m saying
I’m not prepared to put up with this nonsense.
Things people say
4

5. HFMAHFMA
To raise awareness and encourage
commitment to action or change
The purpose of coaching and
mentoring
5

6. HFMAHFMA
To raise awareness and encourage
commitment to action or change
The purpose of feedback
6

7. HFMAHFMA
Be specific
Give examples and context
Avoid jargon
Be honest and compassionate
Be as balanced as possible –
covering both overtly positive as
well as developmental
Be clear about the impact of the
behaviour
Be accountable – own it. For
example, ‘I saw ….’
Ensure the recipient is able to
do something about it
Be straightforward
Offer steps for growth For
example, ‘You might like to…’ ‘It
would be good to see/hear…’
Focus on ‘do’ rather than ‘don’t’
Break it down: chunks and detail
Seek out opportunities for
positive feedback
Tips for useful feedback
7

8. HFMAHFMA
1. Personalised criticism. “You are useless”
2. Judgemental comment. “This report is useless”.
3. Information with no generation of ownership. “The content of
your report was clear and concise, but the layout and presentation
were too down-market for its target readership”
4. Generating ownership along with non-response. “How do you
feel about the report?”
5. Owner gives own, non-judgemental description. “What is the
essential purpose of the report? To what extent do you think this
draft achieves that? What are the other points you feel need to be
emphasized? Etc.
From: John Whitmore. 2002 (third edition), Coaching for Performance. Nicholas Brealey
Publishing.
5 Levels of Feedback
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9. HFMAHFMA
What is your ideal outcome?
What is negotiable and what is not negotiable?
Have you already made your mind up about the
outcome?
Who talks first?
Balance of talking and listening
What kind of questions?
Planning and Preparation
9

10. HFMAHFMA
1. Interrogate reality
2. Provoke learning
3. Tackle tough challenges
4. Enrich relationships
Based on the work of Susan Scott. “Fierce conversations”
Fierce conversations – 4 objectives
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11. About the HFMA
The Healthcare Financial Management Association (HFMA) is the UK representative body for finance professionals working in the NHS
and the wider healthcare sector. Our aim is to support the NHS finance function, to promote good practice in financial management and
to improve the general understanding of NHS finance issues.
Our work is informed by a number of committees and special interest groups made up of healthcare finance practitioners. We publish
numerous guides and briefings aimed at finance professionals, non-executive directors and non-finance staff. We also provide training
and development opportunities – including a suite of web based learning modules – across all of these groups.
www.hfma.org.uk
Thank you – any questions?