Coaching Guide for Administrators at CMDHD
The Central Michigan District Health Department is a government-funded health facility that was founded in 1970. It delivers efficient and quality healthcare services to Gladwin, Isabella, Osceola, Arenac, and Roscommon residents. Some of the services that the hospital offers include capacity building, care and treatment, disease prevention, and testing services to Gladwin and Isabella county inhabitants. CMDHD’s primary target is low-income earners within its areas of operation. The facility records at least 1.8 million patients a year (CMDHD, 2019). CMDHD has about 60,000 employees including over 10,000 physicians, 30,000 nurses, and 15,000 staff members in other sections (CMDHD, 2019). The vision of the facility is “to be an advocate for promoting, safeguarding, and assessing public health and the environment” (CMDHD, 2019). Its mission is to “promote wellbeing by providing preventive healthcare, education, and environmental safety to community members” (CMDHD, 2019). Furthermore, the facility is on the front line to educate its target population especially those vulnerable to HIV infections, malaria, cancer and Tuberculosis to achieve its goals.
The employee job function to be the beneficiary of the coaching are the nurses. Training is vital in overcoming costly and time-consuming performance setbacks. Also, employees’ skills will be strengthened, thus allowing the delegation of tasks. Consequently, this will help administrators focus on managerial responsibilities such as planning. Proper coaching improves productivity by helping CMDHD nurses perform their duties efficiently. A well-coached staff can step to the roles of their administrators and allow them to advance to other positions in the organization. Furthermore, employee retention will be improved in the facility since nurses will be more loyal and motivated when their leaders help them improve their skills.
Proposed Model/process of Coaching
For various reasons, goals can be intimidating, cumbersome, and unachievable. However, armed with the right strategies, one can meet his goals and lead his team to achieve theirs. Therefore, enhancing the recognition of the power of coaching at CMDHD can help improve nurses’ performance. The first step in the proposed process of coaching is to analyze, collect, and interpret performance data of employees. CMDHD administrators should identify gaps in performance by individual employees to be coached and then inquire about the underlying cause of behaviors in each gap. Coaches should prioritize on the prospects with the highest impact for development.
The second step of the coaching process is to prepare the target staff to be coached. Before sessions start, objectives should be set focusing on several areas of improvement per meeting. Administrators should plan the interaction, anticipated setbacks, and prepare a way to overcome them. Also, they should consider the feedback to deliver. Trainees believe that corrective feedback is essential in improving their performance than positive response (Chaffold, 2016) – and respect individual needs. It is vital to coach behaviors instead of metrics. Coaching CMDHD employees to be empathetic toward patients and other clients is more effective than training them to improve their customer satisfaction scores.
After preparing the team to be coached, administrators should ask open dialogue questions, share insights and perspectives, and ways to move forward during a session. Coaching requires both the administrator and the employee to be fully motivated and engaged. After that, goals should be broken into smaller segments to prevent complexity in execution. Administrators should focus on goals either weekly or monthly.
Administrators are then required to set specific measurable goals, agree on the next move in terms of action and time, and encourage commitment. Training progress should also be followed. As the coaching advances, the administrator has to create a list or a library of best practices and learning tips based on employee input and experience. Administrators should also make efforts to get feedback. It is vital to involve employees in the goal process. The coach should ask the staff about their plan in accomplishing the set goals; as it will determine whether necessary steps have already been taken towards a goal, if there is a conflict, and when to review progress be it daily, weekly, or monthly. Making the coaching process an employee’s plan will make him/her more apt to take ownership in it, be more focused, and accountable. The last vital step in the coaching process is making follow-ups to ensure the process is conducted as planned.
Best Practices for Giving Feedback
Administrators must help their team improve their customer service skills. However, without consistent coaching and feedback from a leader in support of the training, the development of skills will stagnate making it harder for goals to be accomplished. Therefore, to deliver effective feedback, CMDHD administrators should be deliberate and consistent. A response should not only be given when someone makes a mistake since it creates a negative connotation and makes the trainee feel defensive (McCarthy, 2019). Therefore, for feedbacks to receive a positive reaction, the training progress should be reviewed all the time regardless of whether there were positive or negative outcomes. Consistency will make the staff more comfortable with receiving feedback even if they are critical.
When giving feedback, the administrator must focus on the behavior, not the individual. For instance, if an employee is told he/she is disorganized or a bad listener, he may feel like it is his natural aspect that cannot be changed. However, if the administrator discusses the behavior he has witnessed, then he can help the trainee understand how the conduct can be modified. If feedback is delivered the right way, the staff will be obliged to take action.
Also, feedback sessions should always begin with questions. If an administrator is coaching his team on how to promote their customer service abilities, it is imperative to stress the importance of asking questions from a customer’s perspective. The core reason for this is to ensure that the services the nurses are recommending are consistent with the client’s needs. Questions are vital when administrators seek to understand if the team took the essential actions and also, give room for suggestions on how to reach the desired goal.
Pitfalls to Avoid in Coaching
Well-Conducted coaching can enhance individual and organizational effectiveness. However, if poorly done it can alienate the target team and undermine performance. It is, therefore, essential to avoid falling into pitfalls during the coaching process. Firstly, coaches should avoid making implied promises. Administrators may fall victim to suggesting that added efforts by employees could earn them promotions or higher ratings. It is unethical to use promises as an incentive unless it is deliverable (Robert, 2015). Broken promises can undo any progress in the performance of employees and the administrator may lose credibility with the nurses who may feel disrespected and fooled.
Allowing disorientation to continue is another pitfall to avoid in coaching. As an administrator, neglecting or postponing orientation may put a potentially effective employee at risk of floundering at work. Such employees lose track as there is no one to take the initiative of putting them on the right track by explaining the performance level expected or filling the gaps discovered during the coaching process. Getting such staff on board will be an uphill task thus making it hard to fill the gaps. Employees should not be compelled to fill their gaps in either desires or skills by experimentation. Chances are high that there will be confusion, low confidence, and poor performance subjecting the nurses to counseling instead of coaching.
Changing management styles when coaching seems to be ineffective should also be avoided. Outstanding managers, like coaches, exercise situational management by adjusting the level of the direction they give their staff according to experience and the importance of tasks assigned. However, in coaching, some guidelines remain the same regardless of the employee or circumstance; the need to be open, honest, hold health conversations, respect, and responsibility for decisions. Such aspects of coaching cannot be put on when it is convenient but can be replaced with the autocratic approach if things don’t go as planned. Coaches have to spend considerable time with the staff when building a rapport such that when a changeover comes as a surprise to them, the nurses will have trust that they won’t be committed to tight schedules and deadlines unless it is imperative and the deadline is feasible.
References
Central Michigan District Health Department (2019). About us. Retrieved from https://www.cmdhd.org
Chaffold, J. (2016, July 13). How to coach employees who don’t think they need help. Retrieved from https://www.insperity.com/blog/coach-employees-dont-think-need-help/.
McCarthy, D. (2019, June 25). Learn how to be more effective when delivering employee feedback. Retrieved from com/how-to-give-feedback-2275933“>https://www.thebalancecareers.com/how-to-give-feedback-2275933.
Robert, P. (2015, October 29). Coaching steps: Avoid these pitfalls! Retrieved from com/coaching-steps-avoid-these-pitfalls.html”>https://www.cuinsight.com/coaching-steps-avoid-these-pitfalls.html.
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