Developing Improvement Coaches training is our 6 month professional development programme. QI Coaches at ELFT have 1 day a week ring-fenced time in their job plans to support QI work in their Directorates
The training course lasts approximately 6 months, in this time all participants meet for three workshops over a total of 7 days. In between these participants will also join regular webinars and learning sessions for individualised coaching, feedback and support.
ELFT have run two Cohorts of this training, Cohort 1 from September 2015 to January 2016, and Cohort 2 from July 2016 to November 2016. Cohort 3 will commence in April 2017.
We train a new cohort of QI coaches every year, if you’re interested in becoming one please speak to your local Clinical or Service Director.
What is a QI Coach?
- Coaching QI teams within directorates, meeting with the team regularly
- Deeper knowledge of improvement methods and tools
- Support the development of directorate structures and processes for QI
- Help engage people and teams in QI
- Support project teams to develop ideas and strategy, using QI tools, and advise on how to complete project documentation
- Support project teams in using QI methodology, including PDSA cycles and data over time
- Provide monthly update on team progress to sponsor
- Teach and explain use of QI tools and methods
- Attend supervision with QI lead locally, and Trust-wide support sessions
Qualities, Values and Skills 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 maintain 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.