Meet Mir hospital
Mir Hospital is a fictional hospital. The story of Mir gives you insight into how leadership coaching can help to solve problems and with development. Furthermore, the story will tell you what challenges leadership coaching can solve and what benefits the measure can provide.
The hospital has 5,701 employees, of which 199 are managers at various levels. It is managers within the various clinics, departments, sections, support functions, and top management. The hospital has recently implemented constant new technological solutions and changes that affect all groups. They have the patient’s best interests in focus at all times. Research, innovation, and development are a central part of Mir Hospital.
Reduced employee turnover
Increased patient well-being
The challenge before: To lead in demanding restructuring processes, but to be alone in decisions
Before Peer-it, the leaders had little support around them. They centered the development and support around staff and patients. Recent years refer to major restructuring processes over longer periods. The managers at Mir hospital were under great pressure and burnt out.
The leaders at Mir see the benefits of the restructuring processes that have taken place. They are positive and see the benefits of technology, at the same time they are proud to say that they have better processes for patients now.
It is demanding to be a leader during major restructuring processes, despite the benefits that restructuring can provide. They must take care of requirements and needs from several angles and are in a kind of cross-pressure. They are responsible for many decisions that can have major consequences. The leaders must be able to justify decisions, even when they have had a short time to make decisions.
One of the clinic leaders at the hospital took the initiative to address the issue. He knew that the leaders needed relief. It is important to take care of the leaders. By investing time and money in the leaders, he expected positive ripple effects for results, employees, and patients. The leaders are the best to help each other, according to the clinic leader.
Leadership coaching for problem solving, development, and support
David is a clinic manager at Mir Hospital who took the initiative to try out leadership coaching. The managers had never tried a similar measure before, but they had employees who had positive experiences with guidance. Today, the hospital uses several of Peer-it’s solutions for change and development, including leadership coaching.
The initiative quickly gained ground among the leaders. Information about the benefits and steps of leadership coaching came from colleagues of David. The leaders had to decide for themselves whether they wanted to coach a colleague or to receive coaching from a colleague. Since the measure is based on self-determination, the leaders must know what kind of benefit they can get from giving or receiving coaching. When they receive information from a colleague, the measure is made harmless.
In the beginning, there were a couple of leaders who tried out leadership coaching among themselves. Now, many request the opportunity to receive and provide coaching. The managers themselves choose the status in the app if they are available to coach. In the app, they can independently manage requests from colleagues who want to give or receive coaching.
The goal of leadership coaching was and still is that leaders should receive the necessary support for critical issues and decisions. This is the main reason why leadership coaching continues to be a high priority today. Leadership coaching is a key measure when speaking of leadership development.
The leaders are the best to help each other when it comes to problem-solving, development, and mental relief
Through peer-it’s leadership coaching tools, managers themselves manage who, when, and where they coach. They use the tool to select a coach or manage requests from those who want coaching from you. The leaders also use the tool actively in the coaching conversations.
At the beginning of a coaching relationship, they use peer-it to map the issue and situation to plan the coaching process. Some people appreciate more frequent meetings over a shorter period, where others need more long-term coaching, where it takes longer between each time they meet.
Technology helps them structure the conversation and keep track of what has been said. The leaders have integrated Teams so that they can have the coaching meetings online when it is difficult to meet.
Top management and HR use statistics in Peer-it to see who has coached others a lot, or the number of hours they have received coaching. They do not gain insight into the personal conversations but use the statistics to be able to evaluate the measure and analyze the business as a whole.
Leaders are very happy to receive support in their most critical decisions. They experience that leadership coaching affects their mental health better. When they can rely on advice, guidance, and coaching from other leaders in similar situations, the cross-pressure can be reduced. The company as a whole sees positive results from leadership coaching and other measures they have implemented.
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