The general agenda for the Primary Care Practice Coach Professional Development Program is outlined below. To view a detailed agenda of a specific program, please select the specific date here.
This 11-month professional development program includes a 3 hour virtual Kick-Off event and bi-monthly Webex calls with all participants.
Through structured program activities, participants will learn about and practice applying new concepts, skills and tools in their work as a coach in a practice, support and mentoring one another; access a rich library of resources on the program Extranet and follow a self-directed learning plan with support from faculty.
The curriculum will provide theory and practical skills applied to the participants' work in coaching at least one primary care practice. Combined, participants will gain useful frameworks with which to approach the challenges of coaching, and gain an understanding of how to apply their new learning to increase their effectiveness as a coach.
The curriculum content is organized into three inter-related topic areas-Assessing the Practice and Organizational Context, Coaching Interactions and Intervention Strategies and Managing Self as Coach. Topic areas and corresponding objectives include:
Assessment of Practice and Organizational Context
Diagnosis of organization/practice/team context and Principles of Intervention
- Diagnose levels of issues that impede successful task completion and achieving results
- Assess practice motivation and its impact on change.
Assessment of roles, structures and processes for change management
- Assess organizational structures and alignment for change.
- Identify roles and authority essential for successful change.
- Assess state of organizational alignment, including the coaches’ role.
- Assess quality of decision making related to its impact on the change process
Assessment of human dynamics of change and principles of response
- Describe human dynamics in response to change.
- Identify principles to respond constructively to reactions to change.
Coaching Interactions and Intervention Strategies
Establishment of the coaching relationship
- Reach mutual agreement for outcomes, priorities, roles and expectations for any scope of work.
- Describe how individuals, as coaches, are at risk for taking on the team's responsibilities and impeding optimal change
- Identify factors which may help or impede building capacity in the team or organization.
Facilitating Change in the Coaching Role
- Influencing sponsors and the team
- Identify different types of change challenges and their dynamics within organizations and teams
- Define principles and methods for sustaining the right amount of tension for change
- Identify the changes in interaction and behavior among key stakeholders which are needed to achieve desired outcomes.
- Identify methods for influencing.
- Describe the methods for coaches to facilitate change when sponsors are not sufficiently engaged.
- Define types of coaching interventions ("doing for" vs consulting vs training vs coaching).
- Identify factors to consider for choosing intervention strategies (coaching vs team facilitation vs training vs doing
- Define factors to consider in selecting coaching interventions relative to the desired outcomes for building capacity.
- Describe the skills of acceptance (empathy), confrontation and challenge
- Describe the skills of active listening and powerful questions.
- Identify opportunities for use of different communication skills.
Managing Self in the Role as Coach
- Management of one's own emotions when in challenging situations, such as when mistakes are made, direct challenges or when a coach does not know what to do Creation of breathing room for self to learn/strategize
- Development of a self-reflective practice
- Development of a peer consultative practice
The curriculum is drawing from these key resources:
Conner, D. Managing at the Speed of Change: How Resilient Managers Succeed and Prosper Where Others Fail. USA: Random House; 2006.
Heifetz R. Leadership Without Easy Answers. USA: President and Fellows of Harvard College; 1994.
Whitmore J. Coaching for Performance: Growing Human Potential and Purpose-The Principles and Practice of Coaching and Leadership. 4th ed. Clerkenwell, London: Nicholas Brealey Publishing; 2009.