COACHING WORKSHOP

"A good coach will make the players see what they can
be rather than what they are."

– Ara Parseghian

SUBSECTIONS
• Team Member Roles
• Coaching Roles
• Effective Coaching
Characteristics
• Coaching Competencies
• Feedback Techniques
• Coaching Self-Assessment
• Teamwork Actions

TIME: 65 minutes
 Coaching
COACHING WORKSHOP Workshop

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After TeamSTEPPS training is conducted, the changes will be format to 1.5 in. wide. Click
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implemented primarily through on-the-job reinforcement and ALT TEXT using Format…
coaching. Your coaches become important change agents by Picture…Web. Alt text
should be “thumbnail of
assisting with the implementation of teamwork initiatives. The slide”.
coaches will model the new behaviors and discuss the change
with staff members. Slide

We’ll now move into the Coaching module since it is such a key MODULE
component in your change strategy and plan. TIME:
65 minutes

TeamSTEPPS 06.1 | Coaching Workshop 2

 Coaching
Workshop OBJECTIVES

SAY:
In this module, we’ll:
• State how team members’ knowledge, skills, and attitudes
(KSAs) are accomplished
• Describe the characteristics of an effective coach
Slide
• Assess coaching strengths and areas for improvement
• Identify the results of good coaching
• Demonstrate and evaluate coaching competencies
• Describe how to implement a coaching strategy

3 TeamSTEPPS 06.1 | Coaching Workshop

 Coaching
KNOWLEDGE, SKILLS, AND ATTITUDES Workshop

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• A clear understanding of his or her role ALT TEXT using Format…
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• Clearly defined tasks and responsibilities slide”.

• A high level of commitment and firm belief in accomplishment

Slide
of the task/responsibility
• A good understanding of the culture and norms

TeamSTEPPS 06.1 | Coaching Workshop 4

 Coaching
Workshop THE ROLE OF EACH TEAM MEMBER IS TO…

SAY:
• Apply specific teamwork skills to accomplish and fulfill the
responsibilities and tasks
• Communicate pertinent information to teammates and the
resident/family efficiently and effectively
Slide • Demonstrate desired behaviors and skills
• Possess the desired attitudes necessary to develop mutual
trust and team orientation
• Request clarification or additional information, as needed
• Make adjustments to behaviors, based upon feedback

5 TeamSTEPPS 06.1 | Coaching Workshop

 Coaching
COACHING Workshop

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encouraging, reinforcing, giving feedback, and demonstrating. ALT TEXT using Format…
Coaching is used in structured and unstructured activities. Picture…Web. Alt text
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Coaching provides an opportunity to discuss goals, priorities, and slide”.
standards of performance.
Slide
Effective use of coaching can achieve the following outcomes:
• Increased understanding of team concepts
• Increased teamwork competence among staff
• Commitment to continual learning and improvement
• Movement to superior team performance

TeamSTEPPS 06.1 | Coaching Workshop 6

 Coaching
Workshop THE ROLE OF A COACH IS…

SAY:
Coaching is an active process. It requires the routine monitoring
and assessment of team performance. The coaching process is
outlined on this slide in the context of a defined performance
improvement need or sustainment goal.
Slide

7 TeamSTEPPS 06.1 | Coaching Workshop

 CHARACTERISTICS OF AN EFFECTIVE Coaching
COACH Workshop

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The first general goal of successful coaching is to commit team format to 1.5 in. wide. Click
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members to higher levels of performance. Commitment can be ALT TEXT using Format…
influenced by four primary characteristics of the coach: Picture…Web. Alt text
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slide”.
• Competence
• Influence Slide
• Interpersonal Style
• Effective Feedback
Competence refers to the degree to which the coach is qualified
to develop the skills of others in their practice of teamwork skills.
Usually the coach must have advanced knowledge and expertise
in teamwork concepts and training. Effective coaches have
integrated team behaviors into their own practice and coach by
example.
Influence refers to the ability to effect change. The effective coach
is highly respected among colleagues and has the power (formal
or informal) to effect changes in work patterns and behaviors. The
effective coach is also able to influence changes in the
environment that will support teamwork.
Interpersonal style can have great bearing on the coaching
outcome. Successful coaching can depend as much on how the
information is communicated as what information is
communicated. Effective coaches typically demonstrate a
supportive attitude and the ability to build confidence in others.
Successful coaches know how to provide effective feedback.
They understand that the goal of feedback is to improve
performance, and they give feedback that is:
• Descriptive―Describe behavior in an objective way; do not be
judgmental
• Problem Oriented―Provide information aimed at correcting or
avoiding problems that place residents at risk
• Empowering―Encourage ownership of solutions to identified
problems
• Exploring―Try to understand the other person’s point of view
• Considerate― Try to correct behavior while leaving self-esteem
intact

Continued…

TeamSTEPPS 06.1 | Coaching Workshop 8

 Coaching CHARACTERISTICS OF AN EFFECTIVE COACH
Workshop (continued)

DISCUSSION:
• Think about people in your life who have been a coach to you.
What characteristics did they have that made them an effective
coach?

Slide

9 TeamSTEPPS 06.1 | Coaching Workshop

 Coaching
COACHING COMPETENCIES Workshop

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In addition to the characteristics of an effective coach, there are format to 1.5 in. wide. Click
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13 competencies that coaches should exhibit. ALT TEXT using Format…
Picture…Web. Alt text
Instructor Note: Let participants know that you’ll be should be “thumbnail of
slide”.
providing a handout that defines the competencies.
Communication Slide
• Communicating Instructions―Showing the person you are
coaching how to accomplish the task and clarifying when,
where, how much, and to what standard it should be done.
– The role of coach often involves teaching a skill or
procedure to another person. The ability to break down a
task into easy-to-understand steps that you can articulate to
another is vital to being an effective coach.
• Providing Feedback―Carefully observing performance on
individual tasks and sharing these observations in a
nonthreatening manner.
– Giving others feedback on their task performance is critical
to improving their performance. To do this effectively, you
have to observe the person performing the task, noting what
the person is doing well and what can be improved. Then
you work with the individual to ensure he or she
understands your feedback and uses it developmentally.
• Listening for Understanding―Demonstrating attention to and
conveying understanding of others.
– Listening is another indicator of respect. It requires keeping
your mind open to what others say, focusing on both the
content of what they say and the feelings they may be
expressing. Listening almost invariably involves checking
your understanding of others’ messages by reflecting what
you hear.

Continued…

TeamSTEPPS 06.1 | Coaching Workshop 10

 Coaching
Workshop COACHING COMPETENCIES (continued)

SAY:
Performance Improvement
• Setting Performance Goals―Collaborating with others to
establish short- and long-term goals for performance on
particular tasks.
Slide – Effective coaching sometimes starts with pointing someone
in the right direction. First, you work with the person to set
broad goals; then you become very specific in agreeing on
desired outcomes and how they will be measured.
• Rewarding Improvement―Using a variety of means to provide
positive reinforcement to others for making progress on the
accomplishment of important tasks.
– Timing of rewards is important. Don’t wait until you see
either perfection or failure on the task. Look for growth in
task accomplishment and reward that soon after you
observe it. Although coaches don’t always control formal
rewards (e.g., pay, perks, or promotions), they can make
frequent and effective use of informal ones.
• Dealing With Failure―Working with others to encourage them
when they do not meet expectations.
– When an individual demonstrates an inability or
unwillingness to perform a task according to expectations
and standards, you need to be able to deal with the result.
This can mean encouraging, reprimanding, redirecting,
retraining, or otherwise affecting his or her ability to willingly
change. Patience can be a virtue or an enabler of more
failure. Use it wisely.
• Assessing Strengths and Weaknesses―Identifying root
causes of individual performance. Keenly observing people
and events. Defining and articulating issues effectively.
– Properly identifying the abilities and interests of the person
you are coaching directs your coaching efforts to the most
critical areas. This involves keen observation and attention
to detail. It also means distinguishing between symptoms
and root causes of problems. Without accurate assessment,
your coaching efforts might be spent on addressing the
wrong problem or a nonexistent one.

Continued…
11 TeamSTEPPS 06.1 | Coaching Workshop
 Coaching
COACHING COMPETENCIES (continued) Workshop

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Relationships format to 1.5 in. wide. Click
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• Building Rapport and Trust―Showing respect for others. Acting ALT TEXT using Format…
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with integrity and honesty. Easily forming bonds with others. should be “thumbnail of
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– Making others feel their concerns and contributions are
important. Rapport and trust are the cornerstones of an Slide
effective coaching relationship. The person you are
coaching needs to trust that you have his or her best
interests at heart so he or she can be honest with you
regarding shortcomings. There also needs to be a bond of
mutual respect so the advice, teaching, and counseling of
the coach will be more readily accepted.
• Motivating Others―Encouraging others to achieve desired
results. Creating enthusiasm and commitment in others.
– The right button to push to help motivate another person
differs widely. There are no hard and fast rules for what
motivates anyone. You can be effective by knowing what
motivates the person you are coaching and aligning his or
her desires and goals to the task at hand. This requires
continual assessment and reassessment of the person and
situation. It is best to ask the person what is important to him
or her and how the task at hand relates.
• Working With Personal Issues― Listening emphatically and
without judgment and offering emotional support for personal
difficulties.
– In general, coaches are not expected to function as
counselors or psychotherapists. Few are qualified to carry
out such responsibilities, and the context of the
organizational relationship might preclude this type of
interaction. Faced with an individual whose personal
situation is interfering with his or her performance, however,
you need to be able to intervene. A good rule of thumb is
that whenever you feel “in over your head,” you are. Be
prepared to refer the person to appropriate sources of
professional assistance and adjust the coaching process to
support getting through the personal situation.

Continued…

TeamSTEPPS 06.1 | Coaching Workshop 12

 Coaching
Workshop COACHING COMPETENCIES (continued)

SAY:
Relationships (continued)
• Confronting Difficult Situations―Raising uncomfortable topics
that are affecting task accomplishment.
– Coaching often involves situations in which performance has
Slide not met expectations. Unmet expectations often lead to
fingerpointing, denial of personal responsibility, and other
dysfunctional behaviors. Talking about these issues can
make people uncomfortable. Good coaching requires the
ability and willingness to confront difficult and uncomfortable
situations head on but with tact and diplomacy. When the
best interests of all concerned are at heart, the honesty and
courage to confront difficult situations are welcomed.
Execution
• Responding to Requests―Consulting with others on an as-
needed basis. Responding to requests in a timely manner.
– Timely response to requests is a tangible indicator of
respect. To build and maintain a healthy coaching
relationship, make sure your responsiveness reflects a high
level of priority.
• Following Through―Keeping your commitments. Monitoring
outcomes of the coaching process and providing additional
assistance when necessary.
– Trust is a critical component of any coaching relationship.
Keeping your commitments helps build and maintain trust.
Showing an ongoing commitment to the long-term success
of the person you are coaching also builds a strong
relationship.

13 TeamSTEPPS 06.1 | Coaching Workshop

 Coaching
THE COACH AS MOTIVATOR Workshop

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• What they value and desire and… ALT TEXT using Format…
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• The task or role for which they are responsible slide”.

Provide specific, timely observations on performance and Slide

effectiveness
Encourage belief in their ability to be successful
• Inquire about the source of their perceived expertise,
knowledge, or experience
• Align their level of confidence with their abilities
Validate current levels of accomplishment while advocating
greater achievement
Identify potential challenges, pitfalls, and unforeseen
consequences
• Offer support and assistance, and be sympathetic to perceived
challenges the team member is facing

TeamSTEPPS 06.1 | Coaching Workshop 14

 Coaching
Workshop COACHES PROVIDE FEEDBACK THAT IS…

SAY:
• Descriptive and nonevaluative
• Meant to improve skills by making team members aware of
what was right or wrong about their task performance
• Considered a development tool for enhancing task
Slide performance
• Two way; allows team members the opportunity to interact and
ask questions

15 TeamSTEPPS 06.1 | Coaching Workshop

 Coaching
FEEDBACK SHOULD BE… Workshop

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• Feedback involves giving information, not advice Picture…Web. Alt text
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• Effective feedback is meant to help the recipient—it’s a gift slide”.

• Feedback is not used to “get something off of your chest” Slide

• Feedback will not fix what you believe is wrong with another
person
Nonjudgmental:
• Don’t use terms such as “good” or “bad”
• The goal of feedback is to help someone understand and
accept the impact of their behavior on others
– The team member’s decision to change behavior is not part
of the feedback process

TeamSTEPPS 06.1 | Coaching Workshop 16

 Coaching EXERCISE: COACHING
Workshop SELF-ASSESSMENT FORM

Instructor Note: This is an individual

exercise. This exercise typically occurs around lunchtime.
If so, introduce the exercise and hand out the self-
assessment forms before the lunch break. Ask the
participants to fill out the self-assessment when they
return from lunch.
Slide If the exercise does not fall around the lunch break,
introduce the exercise, hand out the self-assessment
forms, and give the participants 15 minutes to complete
TIME: the forms. No debrief is required.
15 minutes

SAY:
MATERIALS: In this module, we have discussed coaching
• ASTD Coaching competencies. I have a Coaching Self-Assessment Form
that maps to those competencies. In this short exercise, I
Self-Assessment
would like you to complete the self-assessment form
Form
individually. The self-assessment form is for you and will
not be shared with this class or anyone else unless you
choose to share it. There is no “test score,” but please be
honest in your evaluation. You will have 15 minutes to
complete the self-assessment.

DO:
• Hand out the ASTD Coaching Self-Assessment Form
to participants.
• Have participants fill out the form.

SAY:
I hope that you found the self-assessment form helpful in
identifying your areas of strength and areas for
improvement in the coaching competencies. Please use
this as a guide when you return to work.

17 TeamSTEPPS 06.1 | Coaching Workshop

 Coaching
COACHING TIPS Workshop

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• Actively monitor and assess team performance ALT TEXT using Format…
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should be “thumbnail of
• Establish performance goals and expectations slide”.

• Acknowledge desired teamwork behaviors and skills through

Slide
feedback
• Coach by example; be a good mentor
Do not…
• Coach from a distance
• Coach only to problem solve
• Lecture instead of coach

TeamSTEPPS 06.1 | Coaching Workshop 18

 Coaching
Workshop THE RESULTS OF GOOD COACHING ARE…

SAY:
• Goals that are defined and understood
• Alignment of expectations between the team leader and team
members
• Transfer of knowledge on a “just-in-time” basis
Slide
• Increased individual motivation and morale
• A more adaptive and reactive team
• Improved team performance and safer resident care

19 TeamSTEPPS 06.1 | Coaching Workshop

 Coaching
EXERCISE: COACHING Workshop

Instructor Note: Optional: Before the exercise, Export briefing slides as

consider demonstrating one of the coaching sessions. jpgs. Insert picture from file,
format to 1.5 in. wide. Click
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• Split the participants into groups of three. ALT TEXT using Format…
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• Instructor hands out Coaching Feedback Forms and Coaching should be “thumbnail of
slide”.
Scenarios for each group to select from.
• Participants each take a turn as the coach, team member Slide
being coached, and the observer. The coach works through the
designated issue with the team member, the team member
acts out the particular scenario, and the observer watches the TIME:
interaction and notes on the coaching feedback form which 20 minutes
competencies the coach exhibits and does not exhibit.

DO: MATERIALS:
• Within groups, participants read the first scenario and assume • Coaching
the designated role of coach and team member for about 2 Feedback Form
minutes. The third person observes and completes the • Coaching
Coaching Feedback Form. Upon completion of the role play, Scenarios
the observer provides feedback based on comments noted on
the coaching feedback form.
• Have participants switch roles and conduct the next two
scenarios in the same sequence and timing as the first one.
• Instructors should observe the coaching sessions. Identify a
well-demonstrated coaching scenario, and ask if they would
role play in front of the class.
• Highlight what they did well to the class and have other
participants provide feedback.
• Close the exercise by reiterating the competencies of a good
coach and key points that were observed during the role-play.
Ask participants if they have any questions.

TeamSTEPPS 06.1 | Coaching Workshop 20

 Coaching HOW TO IMPLEMENT A COACHING
Workshop STRATEGY

SAY:
The key to integrating teamwork behaviors into daily practice is
through frontline coaching. Present the coaching concept to
leadership―it is essential to get the buy-in from your leaders to
implement a coaching strategy in your facility. We recommend
that you create a coaching brief that discusses the importance of
Slide coaching, why your facility personnel need it, how you think it can
be implemented within your facility (number of people involved,
time it might take, any costs), and most important, what the
results of the program could be.
Once you have gotten leadership approval and backing, you
should work with the change team to identify coaches within the
facilities’ units where teamwork principles have been trained. It is
important to use the characteristics and competencies of effective
coaches presented in this course as well as coaching literature to
select the coaches within your facility.
Depending on your facility, some instructors may also be
coaches. After you have selected the coaches and they have
agreed to participate, you should conduct a coaching session.
This session can be conducted informally or formally based on
the resources and number of coaches that you select. The
coaching material in this training can be used, or you can create
additional content based on your own research in the coaching
concept.
The next step is important. You will match the newly trained
coaches with team members. Your nursing home’s culture may
drive how this is done. You can match coaches with team
members without feedback from the team member. You can have
the coaches identify whom they would like to coach based on
existing relationships. There are many options. You need to
match based on what fits best in your nursing home’s culture.
To sustain this effort, the team must leverage current performance
tools, if they exist, to support the coaches and team members. If
performance tools do not exist, the team should develop
appropriate tools that make sense to support the coaching
strategy and help sustain the goals for this effort in the long term.

Recommendation: The recommended coach to staff ratio is 1:10.

21 TeamSTEPPS 06.1 | Coaching Workshop

 Coaching
TEAMWORK ACTIONS Workshop

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• Perform as a leader and coach of other team members format to 1.5 in. wide. Click
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• Provide well-intentioned, nonjudgmental feedback ALT TEXT using Format…
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should be “thumbnail of
• Analyze results of your coaching to look for ways to continually slide”.
improve team performance
Slide
• Ensure team members are performing their roles as
appropriate
• Implement a coaching strategy

TeamSTEPPS 06.1 | Coaching Workshop 22

 Coaching
Workshop REFERENCE

Chen, Chris. Coaching Training. ASTD Press, Alexandria, VA,

2003.

Slide

23 TeamSTEPPS 06.1 | Coaching Workshop