Coaching Strategy
“We need leadership from clinicians; managers; stakeholders and from patients and carers themselves if we are to make the changes our
NHS needs to be the best. This work will include investing in leadership and development, training at all levels of NHS staff”
Prepared by: Karen Bloomfield, Leadership and OD Manager in partnership with the Performance Coach
For: Coaching Strategy steering group
Date: Originally issued on 21st July 2009. Revised in July 2011
EOE Coaching Strategy Document
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Coaching strategy mission statement:
“The Midlands and East NHS aims to use coaching as an intervention to optimise the potential and performance of both individuals and teams, in
service of themselves and the service they are developing and delivering. Coaching with an ‘edge’”
1. Introduction:
This strategy document aims to give a rationale and an overview of how coaching can be used to support the needs of the system. It is intended to be a
reference document for individuals to understand how coaching fits into the organisational context rather than describe how it will be delivered.
The coaching strategy aims to enable and support leaders, within the context of a changing environment, to adapt to the changes they experience (system
reform and change). It is a prerequisite of the strategy that there is engagement of stakeholders at all levels and they have involvement and ownership of the
vision.
The strategy will require new-wave, ‘out of the box’ thinking – not just doing the same thing better The initiative is designed to be mutually supportive – creating
a local strategy under the umbrella of the wider SHA approach to Leadership and Talent Management.
2. Vision for Coaching
The vision from an organisation/coachee perspective is that:

Boards are utilising individual and team coaching for Execs and NEDs to enhance performance and leadership capability

Coaching becomes the development intervention of choice and is integral to the induction process for board appointments (i.e. used to
coach through the first 100 days)

Boards will have recognised that coaching is a legitimate and credible use of resources, from the individuals’ organisation as well as the wider
system

Access to and provision of coaching for clinicians, in a leadership position will be a priority

Clinicians will be encouraged to become coaches

Coaching will be integrated and encouraged to be a component within all leadership programmes, for example, all participants on
leadership programmes commissioned by the SHA will have be able to access coaching.

Effective development and deployment of team coaching will enable strong team performance
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
There is a commitment to and engagement with the concept of coaching throughout the East of England NHS and coaching is perceived to
be a purposeful intervention that adds significant value

Accredited trained coaches will be encouraged (when they have capacity and capability) to further develop their skills to become
supervisors, team coaches and coach trainers (1/2 day ‘Manager/ Leader as Coach’ workshops)

Clients/Coachees will be inspired to become coaches themselves and have a ‘coaching approach’ in their day to day leadership style.

Many conversations will be taking place about and including coaching. Awareness will have been raised about what coaching is and where it
can best be applied

There will be case studies of coaching successes which will be able to demonstrate the credibility of coaching as a positive intervention

Those on the coaching register are acknowledged and recognised by the system at the highest level, and are valued.

The aim of the strategy will be to create leaders who will deliver the change and coaching will support delivery of the vision, ‘towards the best,
together’ and our ambitions
Coach perspective

Coaching will help build self confidence, self belief and resilience for individuals and it will provide an opportunity for improved focus and
clarity.

Coaching will be seen as a way of showing investment in an individual and their potential whilst enabling them to invest in the wider
organisation

Being either a coach for individuals or a team coach in the East of England NHS is seen to be a really positive statement to have on a CV

Being a part of a learning community where coaches continue to develop and learn will be valued by the coach and there will be evidence
that as a coach an individual adds value to the system
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3. Strategic Aims
1.
The coaching strategy aims to create an alignment with the organisational approach for Leadership and talent management
Coaching is effectively utilised in support of talent management and succession planning and in support of individuals and teams where a need has been
identified to build leadership capacity and capability. Coaching is aligned with organisational requirements and operates in the context of seeking continuous
improvement and enhancement of service delivery.
The strategy is kept alive, is reviewed and adapted regularly to be aligned with changing organisational priorities and there is a robust, clear stratification and
process for determining use of the coaching resource. Coaching is about helping people to understand the skills and competencies that they need to have
and to facilitate their development as a better leader.
2.
The availability and selection of a quality coaching resource that fits with the vision and culture of the East of England NHS
It is envisaged that there will be both internal and external provision of coaches. External provision will be used predominantly for CEOs, Chairs, Execs and Non
Execs and Boards. This will be resourced where possible via the NHSI register and in consideration of the development of an East of England external register.
In most cases the internal coaching register will be utilised to meet coaching needs of staff, other than Board level.
Requirements for Internal provision of coaches

Geographical spread of coaches to ensure ease of access for clients

Organisational coverage to ensure that each organisation has accredited coaches.

An aim is to target clinicians (30%) to become accredited coaches

The coaching register will have a range of coaches from different professional backgrounds, gender, cultures and be representative of the
workforce and the leadership community.

The profile of a Coach will be as a good role model as a leader.

Coaches are representative of the leadership population that will be operating as part of the long term vision for NHS East of England.
Requirements for External provision of coaches (if utilised)


A diverse coaching pool with varied skill sets to meet the diversity of our requirements
Coaches have credibility with our leaders and understand our system
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
Coaches have been quality assured

For optimal cost effectiveness the external coaching pool will be geographically spread to fit the need of the East of England

External coaches will commit to working within the East of England framework for coaching and to being part of the East of England coaching
community

Contracting with a select group of suppliers for external coaching resource that is aligned with the organisational need and is of the correct
quality, profile and diversity

The first point of call whether an external individual or team coach will be the NHSI register although there may be a requirement to develop an
external coaching register with a more local external resource. This may be done in collaboration with the other SHA’s.
3.
Engaging key stakeholder groups to inform and support the successful implementation of the final coaching strategy
The creation of a steering group will provide the structure for governance and development of the strategy. The role of the steering group will be to

To identify and engage key stakeholders; Chief Exec/ Chair groups and their boards, the wider HR/ L&D community, Clinicians,

Engage with and working through the County Workforce leads for effective implementation
4.
Key areas where coaching activities should be focused
To enable a consistent approach and effective prioritisation of the coaching provision there is a three tiered approach. Tier one giving the highest return to the
organisation for the investment in resource. Tier two giving a high return. It is envisaged that Tier three will not give a significant enough return to the organisation
to warrant the investment in coaching. NB/This tier structure is for further discussion.
Tier one: Coaching will be offered

Retaining and growing talented leaders E.g. Aspiring Directors, Senior Clinical leaders, Change Leaders

High priority areas for focus)

Key business leader with a delivery or leadership development need

New appointment to the board.
Tier two: Coaching will be offered

New senior project team that has a strategic impact on organisation
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
Individuals leading a change programme

Individuals who have responsibility of senior team performance.
Tier three: Coaching will not be used for:

Someone being managed out of organisation

Someone who wants mentoring or counselling

Someone underperforming and is being performance managed

Assignments with no clear organisational objectives or benefits

Assignments with no clear sponsorship from organisation

Individuals with low levels of potential

Line Manager is abdicating effective management of a team member and using a coach as a substitute.
5.
The selection of the right leadership groups to participate in coaching is
 Boards are utilising individual and team coaching for Execs and NEDs to enhance performance and leadership capability
 Coaching becomes the development intervention of choice and is integral to the induction process for board appointments (i.e. used to coach
through the first 100 days)
 Boards will have recognised that coaching is a legitimate and credible use of resources, from the individuals’ organisation as well as the wider
system
 Access to and provision of coaching for clinicians, in a leadership position will be a priority
 Every clinician involved in care programme boards will be offered coaching and clinicians will be encouraged to become coaches
6.
Quality provision of coaching through adoption of best practice and quality assurance will be assured by

A consistent approach for coach selection, re-selection and continued effective practitioners.
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
Clear definitions of who has responsibility for each section of the process.

A consistent process of alignment between coach, coachee and business sponsor.

Agreed reporting practice for business sponsor.

A consistent model and approach to the coaching process and its boundaries

Both external and internal coaches following the same process and procedures.

A consistent quality approach to coach training and accreditation

Availability of CPD and supervision offered to and undertaken by coaches
7.
The effective deployment of the coaching resource will be assured by

Ensuring the right coach is deployed to the right person / team for the right activity.

Focussed alignment of coach, coachee and business sponsor including Line Manager and business needs.

Effective integration with other development interventions eg.mentoring
8.
The appropriate deployment of internal and external coaches

Effective processes that delineate when internal / external coaches are deployed

Clear communication of when to engage with internal or external coaching pool.
9.
A mechanism for demonstrating return on investment

Clear processes to evaluate results for the individual / team and organisation.

Feedback mechanisms for coach, coachee and organisation to deliver continuous improvement and ensure data is available on coach’s
performance.
10. Effective governance and continued review against changing organisational priorities

Clear and effective process for regular review of strategy

The setting up of a governance structure overseen by the Coaching strategy steering group, to monitor and evaluate the effectiveness of the
strategy, its deployment and impact
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11. Effective integration of the coaching strategy with other key leadership and OD activities (e.g. mentoring, action learning, leadership
programmes, Board development 360)

Continuous checking for alignment and integration of coaching with key leadership and OD activities
12. Effective utilisation of internal coaching resource

Creating engagement by the development of a coaching community

Creating further development opportunities that can add value to the system, train as: Supervisors, Team coaches

Retention policy to keep internal coaches on the register for min of 2 yrs

Contracted minimum contribution and engagement by internal coaches
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