Yorkshire and the Humber Leadership Academy
Coaching and Mentoring Strategy
1. Coaching & Mentoring
2. The Academy’s purpose in supporting coaching & mentoring
2.1 Strategic Considerations
2.2 Strategic Priorities
2.3 Delivery 2016 - 17
2.4 Faculty Members
1. Coaching & Mentoring
Coaching and mentoring embody ethics, values and a systemic perspective that hold a belief
in potential and focus on strengths, positive intent and aspiration. Coaching facilitates
performance, learning and development whilst mentoring helps address important knowing
and doing gaps. The two disciplines can exist as both a mind-set shaping organisational
culture and design and as specific services. A coaching culture reflects the integration of a
coaching and mentoring mind-set as an organisational norm.
2. The Academy’s purpose in supporting coaching and mentoring
The Leadership Academy supports stakeholder organisations to establish and develop
sustainable and strategically aligned coaching and mentoring capability. This reflects the
wider aim of public sector services to promote an inclusive, self-sustaining society where
people are supported in meeting their needs and are valued for their contribution. The
desired relationship between the public sector and the populations it serves is characterised
by collaboration and co-creation.
2.1 Strategic Considerations
The coaching and mentoring strategy is informed by a number of sources reflecting regional
and national perspectives from both the NHS and wider sectors. These include;
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Stakeholder surveys and consultation in 2012 and 2015.
The Riddler survey of coaching (2015 National Survey)
National coaching leads strategy workshop 2015
Evaluation of coaching supervision training and deployment 2015
Ongoing consultancy, practice and evaluation of coaching and mentoring with Yorkshire
and Humber stakeholder organisations.
These highlight the following themes that frame this strategy.
A. Service Context
Stakeholders characterise their current context by the following themes Integration,
collaboration, reconfiguration, restructuring
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Developing new models of care/working
Change/culture change
Financial or conflicting pressures/sustainability
Staff engagement/staff well-being
Performance management/issues
Improving outcomes
B. Organisational Priorities
Context informs priorities which are presented in priority order from stakeholder
consultation.
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Patient prioritisation, patient care, patient safety
Staff engagement
Integration and collaboration across boundaries
Leadership (including leadership development, clinical leadership, system leadership)
Financial management/balance/strategy
New models of care
Capacity and recruitment
C. Current strategic contribution of coaching and mentoring
1. The current contribution of coaching to organisational priorities is reported as low
whilst its potential contribution is high. There is a readiness and appetite to close
this gap and some organisations report ongoing progress. Factors such as inclusion
in strategic planning, senior leader awareness, line manager attitude and skills limit
coaching’s contribution. Stakeholder organisations expressed satisfaction that
strategic alignment was growing.
2. The tendency to view coaching as a role rather than a mind-set and approach limits
the contribution of coaching. Coaching mins-set and approaches are
underrepresented in organisational systems and processes.
3. Mentoring has received less investment and interest than coaching in recent years.
Coupled with significant system pressure and change leaders increasingly report
difficulty in finding and accessing experience they can learn from.
4. Many organisations have developed coaching services provided by trained and
accredited staff acting as internal coaches. This capability lacks strategic alignment
despite its high potential as a strategic enabler.
5. Trained coaches are regarded as skilful, credible and committed practitioners who
model important values and approaches. The potential of this group to act as
advocates and leaders as well as coaches is high however this potential is
underutilised. Lack of organisational awareness and low prioritisation of coaching
contributes to this.
6. Access to coaching is limited by the number of available internal coaches and their
capacity to coach. Despite its finite nature, most organisations offer open access to
coaching for personally defined goals. This has implications for equality of access and
inclusion in coaching as socio-economic group and culture can impact on individual’s
likelihood to access coaching.
7. Uptake of coaching by priority groups is lower than expected although overall
utilisation of coaching is good.
8. Management of internal coaching resources is limited with low awareness of the
activity of internal coaches.
9. Access and uptake of coaching supervision is lower than expected. There are
approximately 20 trained coach supervisors in the region for over 700 coaches.
There are unclear expectations of coaches to engage in supervision, limited
availability of supervisors and the option to coach without supervision.
10. Despite high potential for collaboration between neighbouring organisations levels
of awareness and current collaboration is low.
Current position summary
Regionally, coaching has received sustained investment for almost a decade. This has been
strongly supported by committed development leads and staff throughout organisations
working with a longer range aim to develop an important capability. The prevailing public
sector culture characterised by directive leadership, cause and effect thinking and
hierarchical authority mind-sets has perhaps meant that coaching has been developed
‘under the radar’ and away from organisational spotlights and pressures. This
strategy has helped develop awareness, engagement, application, commitment and a sense
of value in coaching and mentoring. As a result there are good examples, experience and
capability to draw upon. This strategy acknowledges the historical investment in coaching
and invites a shift in thinking to place coaching and mentoring on the radar, firmly alongside
strategic priorities as an important enabler.
Strategic Priorities
Annual financial resources are often uncertain and diminishing however the following
priorities are proposed regardless of finances as a three to five year aspiration.
1. Raise the impact of coaching and mentoring as strategic enablers by helping systems
and organisations develop local strategies, goals deployment and evaluation of
coaching and mentoring services and approaches.
2. Provide support for the incorporation of coaching approaches in organisational
systems and processes such as performance management, appraisal and change
management.
3. Promote the development of coaching, team coahcing and mentoring sills as core
leadership competencies.
4. Establish a regional coaching and mentoring development offer that makes local
expertise and good practice available to the wider region.
5. Support organisations in greatest need to develop coaching services with accredited
internal coaches.
2.4 Delivery 2016 -17
Descriptions of our services and planned delivery follows; these are available to
Organisations or to individuals suported by their organisational coaching lead.
1. Training
Accredited Coach Training
Six Day, Level 5 certificate and diploma qualifications in coaching and mentoring are
available to organisations wishing to establish of develop a coaching service. The
programme equips participants to undertake coaching in their organisation or collaborative.
2016 -17 sees programmes delivered in Bradford Teaching Hospital, Doncaster and
Bassetlaw Hospitals, Hull, and East Yorkshire Hospitals, Leeds CCGs, Leeds Community
Healthcare and Sheffield Health and Social Care.
Team Coach Training and Team Coaching Skills
Underpinned by research and practice our team coaching model and supporting training
offers a practical and engaging approach to develop team coaching skills in team leaders
and coaches. Training can be offered as either coach training or skills development for those
leading teams.
Coaching Skills
A skills focussed programme for those leading services, teams, projects, service
improvement or innovation. The programme focusses on the application of coaching
approaches in everyday interactions for better conversations.
Health Coach Training
Focussing on the application of coaching skills in everyday interactions with service users to
raise engagement, self management and shared decision making. This is a critical skill set
supported by evidence and national policy for those delivering and designing care.
Mentoring Skills
Mentoring helps people address important knowing and doing gaps. Our programme offers
skills and approaches to help those with skills and experience make these accessible to
others.
Mentor Train the Trainer
A three day programme equipping experienced faciitators, coaches and mentors with the
resources and suport to deliver mentor training in their organisation and the region.
2. Supporting coaches and mentors
Supervision
Supervision is the process by which a coach or mentor works with an appropriately qualified
supervisor to reflect on their practice. The supervision process supports the practitioner,
their development and assures the quality of their practice. Professionally supervision is
increasingly recognised as an essential requirement for practicing coaches.
We offer one to one supervision, group supervision and support to organisations wishing to
offer supervision to coaches. Increasingly organisations are establishing collaborative
arrangments to provide supervision.
Coaching 360 Degree Feedback & Development Planning
360 degree feedback is a process where a coach or mentor uses the European Mentoring
and Coaching Council’s (EMCC) competencies to self-assess their practice. This is compared
and contrasted with assessment made by client’s, peers and their supervisor. The resultant
assessment is fed back to the practitioner by a trained supervisor and informs their
subsequent professional development. The process also provides assurance of the quality of
practice.
Topic Focussed Development
Experienced practitioners and extenal providers deliver educational sessions on specific
coaching and mentoring topics. Sessions combine essential and accessible theory alongside
opportunity to learn new approaches and develop skills.
Session are either a half or whole day duration and are supported by preparatory reading
and activity.
Some sessions can be delivered locally should organisations wish to offer these to their
coaches and mentors or local practitioner networks.
Community of Practice
This is a virtual community enabling coaches to connect with one another to;
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share practice
Make connections and source support
Initiate collaboration on shared goals
3. Coaching & Mentoring Strategy & Service Development
Many organisations are strengthening the connection between coaching and organisational
priorities and strategy. Our expertise and extensive networks offers support to
organisations in making the most of their investment in coaching and mentoring.
Coaching & Mentoring Register
Our register is an internet based system where qualified coaches and mentors can create a
professional profile and offer their services to others.
The system is accessible to health and social care staff across the region and enables them
to search for and connect with a coach or mentor.
The system contains a number of resources and network opportunities for coaches and
mentors. Follow the link below for more information.
https://nhsmentorcoach.mye-coach.com/
5. Academy Coaching Services
One to one coaching
Trained coaches across the region offer services to staff in other NHS and public sector
organisations. One to one coaching is frequently accessed by individuals wishing to raise
their performance, navigate significant transitions or deal with challenges. Coaches and
mentors can join the coaching service using the following link. Those seeking a coach or
mentor can use the same link to find a coach or mentor.
https://nhsmentorcoach.mye-coach.com/
Executive Coaching
This is available through a pool of experienced internal and external coaches. Members of
the pool provide ongoing assurance on the quality of their practice. Executive coaching
typically offers valued and confidential headspace along with support and challenge to
support leaders of organisations.
Team Coaching
A growing number of coaches are trained and experienced to coach teams. Team coaching
offers support to new teams, teams needing to raise their performance and teams with
problems. Team coaches work with team leaders and their teams to create coaching
programmes that enable team performance and learning. Teams accessing team coaching
frequently report raised trust, engagment, decision making and results orientation in their
team working.
2016 –2017 Calendar of Events
Events are open to coaches and mentors working with clients and registered with the
Academy. To create an Academy registration please use the following link
https://nhsmentorcoach.mye-coach.com/
Topic
Team Coaching Skills
Coaching Skills
Coaching Strategy
Mentoring in Organisations
Mentoring Skills
Coaching Ethics
Evaluation in Coaching
NLP in Coaching
Developing Your Coaching
Model
Gestalt Coaching
Thinking Environment
Date
19th January 2017
3rd October 2016
Venue
Capacity
24
24
14th September 2016
29th September 2016
22nd November 2016
12th December
25th November
A summary of each event is shown below
Event
Team Coaching Skills
A practical and interactive day with supporting preparatory reading and self- assessment.
Participants are introduced to a model of team coaching and its implications for their role
in developing teams.
The session focusses on core disciplines with relevance to every team. The day brings the
concept of team disciplines to life with practical considerations and approaches for use in
the everyday life of teams.
Coaching Skills
A practical, skill focussed event for those new to coaching. The event applies coaching
approaches in everyday work situations such as meetings, one to one reviews and
problem solving situations. The event is suited to managers and others whose role is to
engage others to make a positive difference whilst developing their capability.
Participants are introduced to a coaching model and accompanying skills and approaches
with opportunity for practice and feedback along the way.
Coaching Strategy
Building on a regional survey of organisations and wider trends in coaching and
mentoring this event focus on the strategic alignment and contribution of coaching.
Consideration is given to the ethics and principles that underpin coaching and their
utilisation in organisations as well as the development and deployment of coaching and
mentoring resources. The event is suited to strategic leads and offers insight, examples
and opportunity to share and develop approaches.
Mentoring in Organisations
This event presents several diverse mentoring approaches (architypes) and invites
participants to review or identify the place of mentoring in their organisation. The event
is suited to those responsible for mentoring in organisations. The event refreshes the
principles and intent behind mentoring and focusses on differing mentoring architypes
and their application, e.g. some mentoring schemes are required to assess and assure
performance whilst others are orientated to the needs of the mentee. The event
introduces YHLA’s internet based mentoring platform which provides free access to
mentors in the region. Opportunity for networking and sharing of practice and issues is
provided.
Mentoring Continuing Professional Development
Mentors from a range of disciplines are invited to share their practice and approaches in
an interactive event. The principles, competencies and approaches of leadership
mentoring are presented for mentors to consider alongside their scope of practice and
mentoring approach. The event offers an opportunity to refresh skills and learn from
others.
Coaching Ethics
Ethical dilemmas and choices run through every coaching relationship. This event
considers coaches beliefs and their implications for work with clients and organisations.
The event helps raise ethical awareness and its application in practice. Practical
framework and approaches are introduced along with a supervision model in a practical
and provoking experience.
Evaluation in Coaching
Traditional approaches to the evaluation of coaching are challenged in terms of their
focus and approach. Participants are supported to share examples of evaluation of
practice alongside case studies. The event presents a practical approach to both the
quality assurance of coaching and its evaluation. The event is suited to coaching and
mentoring leads and coaches wishing to strengthen their approach to evaluating and
assuring their practice.
NLP in Coaching
This half day session provides an overview of Neuro Linguistic Programming (NLP) and
how it can support the coaching process,
Enable participants to experience using some NLP tools,
Allow participants to reflect or when they might use NLP tools / techniques when
coaching.
Developing Your Coaching Model
No two coaches are the same, and that’s a good thing. This event introduces a framework
and principles that encourage coaches to find and develop their personal model of
coaching. Three distinct coaching approaches are presented during the event to help
demonstrate different coaching theories and participants will have opportunity to
consider each and its fit with their own model. The event involves preparatory reading
and activity.
Gestalt Coaching
The event introduces a gestalt approach to coaching and offers participants to experience
and practice a gestalt approach. Gestalt coaching requires coaches to demonstrate high
levels of awareness for their clients and their system helping the client see more. Gestalt
coaches use themselves to reflect and test perspectives of the client’s system with the
ability to establish and maintain robust and mature coaching relationships. A gestalt
approach helps clients create curiosity, focus and fulfilment in response to specific
questions whilst raising the client’s ability to sustain this capability.
Thinking Environment
“The quality of everything we do depends on the quality of thinking we do first”.
Nancy Kline
Inspired by Nancy Kline, Karen Mason will facilitate an event giving you the opportunity
to
consider and experience how to create a quality space in which your clients can do their
best thinking. During this two hour, experiential CPD event you will:
• Consider key attributes for creating a quality Thinking Environment .
Consider the use of Thinking Environment skills and approaches in coaching, mentoring,
in meetings or in your wider work and life.
• Experience quality thinking time to develop thoughts about a topic that is important
to you.
• Practice your coaching / mentoring and create a quality thinking space for your
client.
Faculty Members
Faculty members are experienced coaches, supervisors an / or coaching leads with a
commitment to suport the spread and development of coahcing and mentoring. Contact
members directly for support with your coahcing and mentoring questions.
Name
Carol Borrill
Role
Head of Organisational Psychology
Organisation
Email contact
Telephone
Sheffield Health and Social Care
[email protected]
I have been trained as a coach for six years and providing coaching to a wide range of staff
in the trust. I am currently introducing a range of initiatives in the trust that will support the
development of a coaching culture. This includes running training programme to develop
coaching skills and set-up a coaching service.
Name
Angela Earnshaw
Role
Head of Organisational Development
Organisation
Leeds and York Partnership NHS FT
Email contact
[email protected]
Telephone
0113 8555 943
Coaching experience – Angela is an experienced 1-1, team and coaching supervisor,
deploying coaching skills to support organisational and team development. Angela offers
coaching to clients in a variety of settings, including team development, career development
and to support leadership development. Angela is qualified and experienced in a number of
tools and models which can be deployed to add value to the coaching intervention. Angela
is also an experienced facilitator and organisational development practitioner and has
proactively worked to deliver innovative leadership and engagement projects. Angela is the
coaching lead for her Trust and has experience of developing and implementing coaching
strategy in various health organisations. Angela is also the strategic lead for health coaching
in her Trust and has worked collaboratively with colleagues in Barnsley and Leeds to
develop health coaching skills in clinical practice. Angela has a particular interest in offering
specialist supervision to team coaches and also to health coaches. Angela is an accredited
coach and supervisor and has a particular interest in team coaching and using her NLP
practice in coaching.
Services
Coaching 360 Degree Feedback and Development Planning (training will be provided)
Coaching service development (Consultancy)
Coaching skills training
Coaching supervision
One-to-one coach training
Team coach training
Topic-focussed development session
Name
Dawn Jarvis
Role
Director of Strategy and Improvement
Organisation
Email contact
Telephone
Organisation Doncaster and Bassetlaw NHS FT
[email protected]
01302 642 560
Name
Hazel Murgatroyd
Role
Leadership and Organisation Development Manager
Organisation
Bradford District Care NHS Foundation Trust
Email contact
[email protected]
Telephone
07714 917 044
Hazel is an experienced coach with experience of delivering innovative leadership
development and organisational change projects across a diverse range professional groups.
As a coach and facilitator, Hazel has enabled individuals and groups to achieve great results.
She is a qualified coach, accredited to use a range of personality profiling and 360 feedback
tools. Hazel understands that individuals are unique. She works in a way that is adaptable to
the client’s needs and maintains a robust coaching framework based in recognized coaching
models and techniques. Hazel is both challenging and supportive, often enabling the client
to create clarity in what they want to do. She enjoys supporting people to increase their
self-awareness, take personal responsibility for their own development and exploring any
assumptions which may be holding them back. Hazel offers coaching across a range of areas
including: Leadership Coaching, Career Coaching, Coaching for change.
Services
Coaching supervision
Topic-focussed development session
Name
Fiona Sherburn
Role
Deputy Director HR/OD
Organisation
Bradford District Care NHS Foundation Trust
Email contact
[email protected]
Name
Gill Neal
Role
Head of Operational HR Services
Organisation
Email contact
Telephone
Northern Lincolnshire & Goole NHS Foundation Trust
[email protected]
01472 874 111 ext. 7161
Name
Sean Tuplin
Role
Lead Coach
Organisation
Doncaster and Bassetlaw Hospitals
Email contact
[email protected]
Telephone
07912 887 188
Qualified as an NLP Coach and Master Practitioner in 2012. Completed ILM level 7 in 2015
and I am currently employed at Doncaster and Bassetlaw Hospitals as Lead Business Coach.
Services
Coaching 360 Degree Feedback and Development Planning
Coaching skills training
One-to-one coach training
Name
Julia Roper
Role
Quality Governance Manager
Organisation
Email contact
Telephone
Leeds Teaching Hospitals NHS Trust
[email protected]
0113 206 6811
Name
Fiona Simons
Role
Senior Nurse
Organisation
Email contact
Telephone
Leeds Teaching Hospitals NHGS Trust
[email protected]
07703 120 166
Name
Lucy Vere
Role
Organisational Development Manager
Organisation
Hull and East Yorkshire Hospitals NHS Trust
Email contact
[email protected]
Telephone
07834 322 694
At the organisational coaching lead I'm championing coaching as a core part of the jigsaw
that makes up our cultural transformation programme. Coaching give us an opportunity to
give our leaders and our staff a different, less transactional model to work with. As a
practitioner I have been coaching formally for the past 3 years and also completed my
supervision training with the Y&H leadership. I coach all types of role and use a variety of
tools in this process depending on the needs of the client. When coaching I enjoy using tools
such as personality profiles, which can be useful mirrors for clients and a stepping stone for
self-awareness. I am also exploring other areas such as solutions focused coaching models
that support individuals to have clarity of thought, purpose, creates lots of possibility
thinking and ultimately commitment to action.
Services
Topic-focussed development session
One-to-one coach training
Coaching supervision
Coaching skills training
Coaching service development (Consultancy)
Coaching 360 Degree Feedback and Development
Name
Liz Whitworth
Role
Development Lead - Leadership and Team Development
Organisation
Leeds Community Healthcare (LCH)
Email contact
[email protected]
Telephone
0113 843 3191
Coaching Experience - having used a coaching approach for many years in my work
supporting the development of individuals and teams I undertook formal training in
coaching in 2013. Current Practice - I practice coaching in the organisation in which I work
both on a 1:1 basis and when working with teams. As the lead for coaching in the
organisation I organise and support the delivery of coaching supervision to help ensure
professional standards for those receiving coaching from our service. I also help in the
development of our coaching strategy, pulling together the variety of coaching interventions
taking place throughout the organisation. Areas of Interest - increasing ways of using a
coaching approach throughout an organisation to support the move toward a coaching
culture.
Services
Coaching skills training
Coaching service development (Consultancy)
Coaching 360 Degree Feedback and Development
Name
Ruth Shaw
Role
Organisational Development Manager
Organisation
Email contact
Telephone
Calderdale and Huddersfield NHS Foundation Trust
[email protected]
It’s been said that if you reach for the moon and don’t make it – you’ll still be amongst the stars!
I believe that everyone has a right to aspire to be the person they want to be and to achieve what’s
important to them. As a coach I am committed to the process of personal growth and improving
performance, and have found that coaching is extremely powerful in helping people get to the root
of an issue and realize their goals, or navigate their way through the ups and downs, rounds and
rounds, valleys and mountain tops of life and work.
Helping individuals find within themselves the resources and strength they need to meet the
challenges they are facing is both rewarding and challenging for both the coach and coachee.
Coaching can help you adopt a whole new skill set ….. a new way of life!
I have a clinical background and have worked in both the private and public sectors in various clinical
and managerial roles. I am committed to my own personal and professional development and am
an advocate for life-long learning. I am accredited with ‘The NHS Institute School of Coaching’ and
have coached people at various levels within the NHS. I’m accredited as a feedback facilitator for the
NHS Leadership Academy 360 appraisal tool and am qualified in the use of a range of psychometric
tools including the ‘Myers Briggs Type Indicator’.
Since taking on the role of Organisational Development Manager in 2008 I have had the honour and
privilege of supporting others on their learning journeys - helping them become the people they
want to be and to achieve what’s important to them. I maintain my clinical skills through working
additional hours as a member of the trusts Occupational Health nursing team.