Coaching for Personal Development

Katie Anderson September 28, 2017 Coaching for Personal Development

Katie Anderson

“Everyone is a teacher and everyone is a learner.” -John Shook

Continuing Education Disclosures Because MetaStar is providing educational credit for this learning activity, we need to inform you: • There is no commercial support for this learning activity.

• Speakers and planners may be employed by or affiliated with Catalysis.

• Speakers and planners are required to make disclosure of any relevant financial relationships with commercial interests, have made proper disclosure and have no relevant financial relationships that exist now or in the past 12 months.

• The purpose and objectives of this activity are found in the written materials.

• All participants – please complete an evaluation. For CE credit or attendance certificate requirements: Full session attendance and completion of an evaluation form is required.

1 Catalysis

• An independent 501(c)3 education institute

• Founded in 2008, by John Toussaint, MD, CEO emeritus of ThedaCare

• Rebranded as Catalysis in November 2016.

• We share new knowledge that accelerates change.

• We represent the thinking of hundreds of healthcare systems around North America.

Mission – Transform the Industry

2 Vision

Our VISION is to transform the healthcare industry to deliver higher value to consumers through experiments, collaboration, and education that integrates the three interdependent components and spreads learning and accelerates improvement.

Our Work

• Custom Educational Programs • Peer to Peer Networks • CEO Forum • Products • Executive Site Visits • Annual North America Summit and European Summit • Center for Lean Engagement and Research (CLEAR) with UC Berkeley • Resources via createvalue.org

3 Housekeeping

• WIFI Access: • Lunch served at TIME • Restrooms located WHERE • Meeting rooms available WHERE • Media release and confidentiality form • Evaluations

Learning Objectives By the end of today, you will be able to:

• Describe how to use the Personal Improvement A3 framework as a coaching process to support the development of new habits and behaviors • Explain the coaches' role throughout the Personal Improvement A3 process • Practice fundamental coaching skills such as asking effective questions • Recognize some essential lean leadership behaviors and habits • Identify your own personal improvement opportunities and create a personal practice plan using the Personal Improvement A3 framework

4 Agenda

• Habits and brain science overview • Fundamental Lean Leadership habits • Personal Improvement A3 framework • Overview • Practice • Coaching tips • More practice • Case studies • Additional pragmatics of coaching • Wrap-up

“Continuous Improvement”

Self Whip 10

5 “Intention” Shi Ko

HEART DIRECTION

Lean Leadership Get the work done, and develop your people at the same time.

Image Source: John Shook 12

6 Developing Lean Capabilities

Techinical Social

Source: John Shook 13

What is coaching?

Image source: ShutterStock 14

7 “An acquired mode of behavior that has become nearly or completely involuntary.”

– Miriam Webster Dictionary 15

We may have the knowledge ….

8 …but not have developed the habit.

LITTLE HABITS

BIG IMPACT 17

You never fully extinguish a habit…

…you just replace it with a new one.

9 A quick experiment Interlock your fingers

Now put the other thumb on top 19

Create new neural pathways

10 Create a new habit loop Routine/ Habit

Cue Reward

5 Requirements to Create New Habits

Self‐awareness Develop self‐awareness of your current behavior pattern and habit loop (cue, routine and reward)

Intention / Goal Set your intention, goals and targets.

Plan Determine a new structured routine and pattern to practice, and a plan for when old habits surface.

Frequent practice Frequent deliberate practice, ideally with a coach to give corrective feedback. Reflection & Reflect to learn and course correct as you move towards Rewards your goal. Reward yourself as you improve. 22

11 PDSA Model Aligned with Habit Formation

Plan Adjust – Intention or Goal What structured new routine What is the new habit I want to will I practice? develop? What is my plan for when old habits emerge?

StudyStudy – – Self AwarenessReflection & Do – Frequent Practice What are my current habits and Rewards When will I practice? behavioral routines? How will I know that I’m How will I practice? What are the reasons for improving? Who will be my coach? my current habits?What is my process for reflection?

WHAT ARE THE HABITS OF EFFECTIVE LEAN LEADERS?

12 Lean Leadership Habits

“Go see. Ask why. Show respect.” -Former Toyota Chairman Fujio Cho

What is our usual habit?

!!!!! ?

Telling Asking

13 Four Kinds of Questions

1. Pure Humble Inquiry What? How?

2. Diagnostic Inquiry Why?

3. Prompting (Confrontational) How about...? Inquiry

1. Coaching Process Inquiry How are we doing?

Source: Edgar Schein & Margie Hagene 27

1. Pure Humble Inquiry  Questions for which you do not have an answer.  Asked to help the problem solver more deeply understand their problem.

Where?

Source: Edgar Schein & Margie Hagene 28

14 2. Diagnostic Inquiry  Questions asked to help the problem solver see cause and effect, and to uncover the root cause.

Source: Edgar Schein & Margie Hagene 29

3. Prompting (Confrontational) Inquiry  Leading questions  Your idea with a ? at the end. …MY IDEA!

How about….?

What if you tried….?

Source: Edgar Schein & Margie Hagene 30

15 4. Coaching Process Inquiry  Questions that help us understand where we are in the the coaching process  the coaching interaction  the problem solving process  the human relationship, etc. Do you need a break?

How much further?

Source: Edgar Schein & Margie Hagene 31

PROBLEM SOLVING A3 FRAMEWORK

16 “Sanderson” & “Porter” / Coach & Learner

“My aim was to develop John by giving him a mission or target, and supporting him while he figured out how to reach the target. And as I was developing John, I was aware that I was developing myself as well.”

--- Isao Yoshino

Isao Yoshino & John Shook

I am a condition that requires improvement.

Source: Margie Hagene 34

17 PERSONAL IMPROVEMENT A3 FRAMEWORK Title: What are you talking about?

Why should I improve myself in order to be a coach or leader who creates an • What experiments will I try on myself to become a better coach / leader of organization filled with problem solvers? problem solvers? • What specific new pattern of behavior will I practice? • What are my cues if my limiting habit(s) resurface? What is my countermeasure to course correct?

• What are my current habits (both strengths & limitations)? • What words do I use? Where do I spend my time? What actions do I take? • What happens as a result of my habits/actions/words?

• What steps will I take and when? What is the problem? (one concise sentence) • What is my practice plan to develop new habits?

What does better look like for me? What, How Much, By When?

• What are the reasons for my for my current positive habits • How will I know if there's improvement? (strengths) and limiting habits? • How will I know if things are off plan? • Why is there a gap between how I currently act and how I want to • How will I make time to practice? act? • What is my process for ongoing reflection/PDCA? • Who else will I involve? *Personal Improvement A3 framework developed by Margie Hagene 35

Coaching Relationship Responsibilities Coach Learner • Models effective leadership and • Owns the thinking and the coaching behaviors development of their Personal • Guides the learner through the Personal Improvement A3 Improvement A3 process – ensures the • Must be a willing learner learner is focused on personal habits • Experiments, practices, reflects and • During catchall, asks humble inquiry conducts personal PDSA cycles questions to keep the problem solving with the learner • Offers observations and feedback from direct coaching in the gemba • Supports the learner’s reflection & ongoing PDSA cycles of improvement

18 Practice: Round 1, Part 1 Take 20 minutes to start developing your own Personal Improvement A3. Focus on the title, background, current conditions and problem statement. Background: Why should I improve myself as a leader / coach who creates an organization filled with problem solvers?

Current Conditions: What specific habits and What are the observable actions do I currently outcomes of my actions? take? Problem: (one concise statement) 37

Practice – Round 1, Part 2: Catchball 3 x 20 Minutes Cycles of Practice Roles: Problem Owner Describes his or her problem. Uses questions asked by Questioner to begin to better grasp the situation.

Questioner/1st Coach Practices inquiry only to support the Problem Owner advance his or her thinking.

Observer/2nd Coach Records all questions asked by the Questioner verbatim. Primary focus is on the Questioner / 1st Coach. (Also keeps time for the team.) Process: 5 minutes Problem Owner Walks Questioner / 1st Coach through the A3 13 minutes Questioner / 1st coach Practices Inquiry – asking questions only - to the Problem Owner. 2 minutes Observer / 2nd coach Reports what was observed and gives recorded verbatim questions (evidence) to the Questioner at end of each round.

Practice Structure Source: Margie Hagene 38

19 Practice - Reflecting

What are 3 key things that stand out for you about your personal practice?

PERSONAL IMPROVEMENT A3 FRAMEWORK Title: What are you talking about?

• What are my current habits (both strengths & limitations)? • What words do I use? Where do I spend my time? What actions do I take? • What happens as a result of my habits/actions/words?

• What steps will I take and when? What is the problem? (one concise sentence) • What is my practice plan to develop new habits?

What does better look like for me? What, How Much, By When?

20 Current Conditions

Current Conditions

21 PERSONAL IMPROVEMENT A3 FRAMEWORK Title: What are you talking about?

• What are my current habits (both strengths & limitations)? • What words do I use? Where do I spend my time? What actions do I take? • What happens as a result of my habits/actions/words?

What is the problem? (one concise sentence) • What steps will I take and when?

• What is my practice plan to develop new habits?

What does better look like for me? What, How Much, By When?

Goals versus Targets

Goal

Interim Target: • < 3 month timeframe • What “better” looks like Next Target Condition • Measureable & specific Current Condition

22 Analysis: Root causes

Uncover the reasons for current performance and habits – both strengths and limitations.

Analysis: What triggers the current habit? • Triggers/cues fall into 5 categories: • Immediately preceding action • Location • Time • Emotional state • Other people

Source: “The Power of Habit” by Charles Duhigg 46

23 Practice - Round 2

1. Revise and advance the LEFT side of your Personal Improvement A3. • Incorporate thinking from previous catchball session • Move into problem statement, goals and analysis (only if you are ready)

1. 2 x 15 min catchball sessions in pairs (no observer)

Practice - Reflecting

What was your experience?

24 PERSONAL IMPROVEMENT A3 FRAMEWORK Title: What are you talking about?

• What are my current habits (both strengths & limitations)? • What words do I use? Where do I spend my time? What actions do I take? • What happens as a result of my habits/actions/words?

• What steps will I take and when? What is the problem? (one concise sentence) • What is my practice plan to develop new habits?

What does better look like for me? What, How Much, By When?

Countermeasures & Plan

• What specific new routine will you practice? • What will you do if your old habit surfaces? • What are your cues? • What is the plan to course correct? • What process will you use to set daily intention for practice? • Who will I involve to support me?

25 Study – Adjust: Reflect, learn and improve “Studies suggest that this process of experimentation – and failure – is critical to long-term habit change.” – Charles Duhigg

Follow-up & Reflection How can personal visual management and Leader Standard Work support the development of new habits?

Daily Self‐Reflection: • How was my practice today? • What got in my way? • What am I learning? • How do I need to adjust tomorrow? • What do I need to follow up on?

26 Practice: Case Studies

1. Individually • Review each case study 2. In small groups discuss: • What stands out to you about this initial Personal Improvement A3 draft? • What process guidance would you provide? • What are 1-2 coaching questions you might you ask to help the learner advance his or her thinking? 3. Large group: • Share a few points about each case study that you discussed in the small group.

Pragmatics of effective coaching Additional coaching intentions, behaviors and practices that can support you as a coach

27 Set your intention

What is 1 thing you will practice with intention?

How will you use the Personal Improvement A3 process?

Resources

Some related articles, websites and blog posts:

• https://www.farnamstreetblog.com/2017/06/habits ‐vs‐goals/ • https://www.lean.org/shook/DisplayObject.cfm?o=9 04 • http://jamesclear.com/habit‐guide • http://kbjanderson.com/coaching‐for‐improvement‐ using‐a3‐thinking‐for‐personal‐development‐part‐1‐ overview‐from‐lean‐coaching‐summit/ • http://tinyhabits.com/ 56

28 Upcoming Education & Events

• Catalysis Lean Leadership Series • Stuart, Florida Nov. 7-10 For more information visit: • Fountain Valley, California Feb. 20-23, 2018 • Fort Myers, Florida, April 17-20, 2018 createvalue.org

• Catalysis Executive Site Visits • Salem Health in Salem, Oregon, Oct. 25 • St. Mary’s General Hospital in Kitchener, Ontario, CA • March 22, May 2, June 20, September 12, October 29 and December 6, 2018

• Lean Healthcare Transformation Summit • Chicago, Illinois June 12-15, 2018 • Amsterdam, Netherlands October 9-10, 2018