Welcome to the Cohort 5 Improvement Coaching Programme. During the training, we will share key information and resources with you using this page. Please find out more below:

Workshop training days:

  • 11-12 June 2019 – CCT Barbican, 135-137 Aldersgate St, London EC1A 4JA – Completed
  • 17-19 September 2019 – CCT Barbican, 135-137 Aldersgate St, London EC1A 4JA –
  • 11-12 November 2019 – CCT Barbican, 135-137 Aldersgate St, London EC1A 4JA –

Preparation for workshop 2

Preparing for the next workshop, we’ve gone ahead and put you into different reading groups – During the workshops in September we’ll get you together as a group to discuss your papers and then teach the learning you gained from it, back to the wider group of coaches.

Here are some of the articles to read;

Group 1: Culture of Quality

Group 2: Creativity & Improvement

Group 3: A Matter of Time

Group 4: Revenge of the Right brain

Reading Group 

We have separated all cohort 5 coaches into 4 different reading groups. Ahead of each workshop, we will allocate one paper/article to read per group, please find your group below:

Preparation for workshop 1

 


What is a QI Coach? 

Role

  • Coaching QI teams within directorates, meeting with the team regularly
  • A deeper knowledge of improvement methods and tools
  • Support the development of directorate structures and processes for QI

Responsibilities

  • Help engage people and teams in QI
  • Support project teams to develop ideas and strategy, using QI tools, and advice on how to complete project documentation
  • Support project teams in using QI methodology, including PDSA cycles and data over time
  • Provide a monthly update on team progress to sponsor
  • Teach and explain the use of QI tools and methods
  • Attend supervision with QI lead locally, and Trust-wide support sessions

Qualities of a QI Coach

  • Dealing with Ambiguity – can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn’t upset when things are up in the air; doesn’t have to finish things before moving on; can comfortably handle risk and uncertainty.
  • Comfort working with all types of health care workers – can deal comfortably with managers, doctors, nurses, and administrators; can present to senior managers without undue tension and nervousness; understands how the various professionals think and work; can determine the best way to get things done with them by selecting the most appropriate language and responding to their needs; can craft approaches likely to be seen as appropriate and positive
  • Innovation Management – is good at bringing the creative ideas of others to market; has good judgement about which creative ideas and suggestions will work; has a sense about managing the creative process of others; can facilitate effective brainstorming; can project how potential ideas may play out in the marketplace.
  • Integrity and Trust – is widely trusted; is seen as a direct, objective individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain.
  • Intellectual Horsepower – is bright and intelligent; deals with concepts and complexity comfortably; described as intellectually sharp, capable, yet practical and agile.
  • Motivating Others – creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each person’s hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with.
  • Learning on the Fly – learns quickly when facing new problems; a relentless and versatile learner; open to change; analyzes both success and failures for clues to improvement; experiments and will try anything to find solutions; enjoys the challenge of unfamiliar tasks; quickly grasps the essence and the underlying structure of an issue.
  • Presentation Skills – is effective in a variety of formal presentation settings: one-on-one, small and large groups, with peers, direct reports, and bosses; is effective both inside and outside the organization, on both cool data and hot controversial topics; commands attention and can manage group process during the presentation; can change approaches tactics midstream when something isn’t working.
  • Process management – is good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration; can simplify complex processes; gets more out of fewer resources.
  • Problem Solving – uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers.
  • Drive For Results – can be counted on to meet goals successfully; is constantly and consistently one of the top performers; very results oriented; steadfastly pushes self and others for maintaining focus on results.
  • Technical Learning – picks up on new subject matter quickly; is good at learning new industry company, product, or technical knowledge; does well in technical courses and seminars.

 


This event is fully booked