We provide team leadership coaching offers that develop more effective and cohesive leadership teams and Boards. Coaching is rooted in the real work of the team. It develops individual and team awareness of process and dynamic issues in real time. This helps teams to learn to work better together in the face of complex challenges.

We support Boards and teams working at a variety of levels within health. Sometimes this might be for just a short one-off programme to help them develop their team cohesion and capability when they become a new team, or it may be a longer programme to support them as they lead complex change.

We work with a variety of Boards and teams working in healthcare. The below are a few examples of the types of groups we currently work with:

• Boards of acute hospitals
• Integrated Care Boards and Integrated Care System leadership teams
• Boards of multi-agency transformation programmes
• Hospital Leadership Teams
• Senior Commissioning Teams
• Leadership Teams of Clinical Services

Our initial engagement is often due to a team wishing to ‘improve’ in some way.

This includes element that are:

Generative

A new team wishing to get off to a good start by developing good practices in both the content and process of their work.

Developmental

An existing team that wishes to go from ‘good to great’ or feels it needs to ‘shift into a higher gear’ to meet new/increased demands.

Reparative

A team that is not functioning the way it wants or needs to due to one or more historical/current issues.

Through helping teams become more aware of how they work together, they are able to identify areas that will help them to improve.

Effective team working can:

• Enable teams to communicate more effectively, reducing tension, mistakes and costly delays to patient care as a result of mis-communication.
• Enable teams to make better and more timely decisions, having understood the wider context first, and factored in a diversity of views about the best ways to proceed and reducing costly mistakes.
• Develop mutual accountability that enables teams to take greater ownership for issues so that they are addressed, rather than ignored and allowed to fester – often leading to costly mistakes.
• Provides greater clarify, direction and autonomy for leaders further down the hierarchy which enables them to make better decisions at the front line that are aligned.
• Reduces confusion for direct reports, wasted efforts and errors.

Senior leaders are often engaged in wicked problems. We define these as highly complex problems to which there is no obvious or neat solution. Therefore, our focus is on the processes of leadership and how people find a way through persistent, and often stubborn, areas of concern.

A key element of team coaching is that the team works on real issues and not case study material. By helping a group gain better insight into how they currently work together, on the real challenges they face and in real-time, we can then provide the necessary support and challenge to help them work better together.

Sir Sam Everington, Chair of Tower Hamlets Clinical Commissioning Group (CCG) and GP, shares his experience of working with Staff College to develop bespoke programmes to support transformation programmes he’s been involved in. In his case study he talks about the impact the programme has had for him personally, as well as for the wider transformation programme.

Read Sam’s case study

We’ve been working with an Integrated Discharge Team to help them develop a collective vision for how they want their service to be in the future.

Find out what difference the programme made for members of the team