Leadership Forum

What is the difference between Coaching, Mentoring, Counseling, Training and Managing?

by William “Marty” Martin, PsyD MA MPH MS CHES

ACPE faculty member William “Marty” Martin presented a focused session on Coaching and Mentoring at the AAHPM Leadership Forum: Ascend program, September 14-16, 2014. AAHPM Ascend is a new intensive program included in the AAHPM’s comprehensive new Leadership Forum.

Palliative care/hospice leaders must be able to coach, mentor, counsel, train and manage depending upon the individual and situation. How do I know when I’m doing what? Before differentiating each one of these, all of these share the following in common: communication; interpersonal sensitivity; and relationships. The focus of a coach is to guide others by asking questions and structuring a process for that individual to achieve his/her goals. In comparison, a mentor may also guide others in achieving their goals but mentoring is less focused on performance and specific tasks. Mentoring has a broader focus than coaching. Mentoring emphasizes both the professional and personal development of the individual.

Counseling seeks to explore the underlying dynamics of individuals and their relationships. Counselors and coaches both ask questions but counselors tend not to address tasks and performance. The goal for counseling is to promote self-understanding and self-acceptance.

Training is all about the acquisition and mastery of knowledge and skills. As a trainer, you must rely upon other tools other than asking questions such as lecturing, giving feedback on assignments, and in some cases, offering evaluative feedback.

Finally, as a manager, the aim is to assure that the individual “does his/her job” or “fulfills his/her contractual duties.” In reality, if you are a physician leader, then you function as a coach, mentor, counselor, trainer and manager. You want to be sure you give a clear signal to the other individual to reduce any role confusion and role conflict.

Leaders Set the Tone

By Kevin E. O’Connor, CSP

ACPE faculty member Kevin E. O’Connor, CSP, presented focused sessions on Relationship Building and Change Management at the AAHPM Leadership Forum: Ascend program, September 14-16, 2014. AAHPM Ascend is a new intensive program included in the AAHPM’s comprehensive new Leadership Forum.

People crave two things: they want to feel connected and included. Instead of jumping headfirst into the content of your information, take time to make sure your listeners feel at home with you and their surroundings.

Create the atmosphere right from the beginning with your introductions and opening. Be enthusiastic, but maintain your calm as you begin to give directions.

Make sure you introduce key participants and define their role in the group. Clearly set out the agenda and overall goals for the meeting.

An audience who feels welcome and included will work harder to reach positive outcomes under the guidance of you, their leader. Here’s how to settle them in.

  • Always suggest, never demand. “Consider XYZ” instead of “Clearly, XYZ presents the most effective option.”
  • Question. Lace your presentation and their discussion time with relevant questions. “In your clinical experience, what three areas proved most important?”
  • Review. Guide them through their own learning. Use a flipchart to post statements. “What do these points mean to you?” Discussion always ensues.

Managing Fear and Bad News

How very little can be done under the spirit of fear.
Florence Nightingale, nurse

When we label fear as fear, it controls us. Be wary of how fear can outmatch the goal. When you deliver unpleasant news or when you face a hostile client or group, make sure you prepare them for what you have to say.

  • Frame your message in terms of their concerns, even if you need to be focused on a specific topic.
  • Revitalize the group’s energy by allowing them to share the things they worry about – professional and personal implications.
  • Avoid letting the “we” become “me.”
  • Capture the power of metaphors. Has someone used an image you can piggyback off? Are you climbing a mountain together? Hurdling an obstacle?

Leaders Take Risks.
Successful leaders understand that risk taking is an essential component to a fulfilling career. The issue is not in the risk activity itself, but in how a leader can take risks and display courage in order to lead effectively and influence others.

Courage can often be a series of small steps taken in the right direction at the right time regardless of the prevailing wisdom of those who remain at a standstill. Often risk is scary not because of the task that needs to be done but because of the uncertainty of the outcome.

There are risks and costs to a program of action, but they are far less than the long-range risks and costs of comfortable inaction.” John F. Kennedy

Smart leaders help make courageous commitments as conservatively as needed. A leader’s role is to move the team, not just take the risks themselves. A successful leader will focus on the small steps that will lead a group to the end goal.

  • Will you make sure expectations are in alignment through candid discussion with your team?
  • Will you fight against ambiguity within your team environment by not promoting secrecy or confusion?
  • Will you view encouragement as a vital way to empower and encourage your team members?

A leader rewards those who attempt even if they fail. Make a point to console your team members who become discouraged when their attempts fail. Enjoy their successes and bestow some positive publicity whenever possible. Share the times when your own risks paid off or when your own failures led to growth in other areas.

I think all great innovations are built on rejection.”
Sculptor Louise Nevelson

A leader ensures that all ideas are up for discussion. Strive to encourage disagreement, diversity and openness. Work to create an environment that fosters contribution and cooperation instead of competition and secrecy, an environment in which your team members feel free to share their talents.

All Risk Involves Movement: A Step, Jump, or Leap.

  • A step is moving forward incrementally, as you do when walking.
  • Jumps are a series of calculated moves designed to achieve a goal.
  • Leaps are the most risky, undertaken because of an underlying belief that you (and your team) will have sufficient momentum to reach your target.

When Risk Runs Relationships

The way a leader responds or reacts to normal natural conflict sets the tenor of events to come. Regardless of what the other person does, decide what you will do. This is the essential heartbeat of leadership. In Latin, it is called “locus” or the place of control deep within you. Know your locus-of-control and you will always have the choice to act as you need to act.

Leaders who work to elicit ideas from team members allow for people to feel what they want the most – involvement, affirmation, and ownership. Making change happen is a leader’s riskiest move. It is a test of whether you know and are known, whether you listened and are listened to, and whether your leadership will move or stagnate.

A ship in port is safe, but that’s not what ships are built for.”
Grace Murray Hopper, mathematician and computer pioneer

Influence Requires Empathy

By Kevin E. O’Connor, CSP

ACPE faculty member Kevin E. O’Connor, CSP, will present focused sessions on Relationship Building and Change Management at the AAHPM Leadership Forum: Ascend program, September 14-16, 2014. AAHPM Ascend is a new intensive program included in the AAHPM’s comprehensive new Leadership Forum.

“The greatest problem in communication is the assumption that it has taken place.” – George Bernard Shaw, playwright

When we wish to influence, we need to know others in a special and unique way. Empathy requires accurate listening, but it also requires an ability to communicate your understanding.

Summarize what you think you heard and ask if you have accurately understood. This shows the participant and the rest of your audience that you take the feedback seriously and that you are open to their viewpoint.

Influence Means Action
You must take action on what others are unwilling or too fearful to consider at any given time. Influence is about having a vision and a plan that is so elegantly simple that others will have a “why didn’t I think of that?” experience.

In presentations, that can simply mean helping your listeners figure out how they feel about a new idea or perspective. Take a poll. Share visions. Brainstorm solutions.

Afterwards, pay attention to their verbal and nonverbal feedback. See where there is room for improvement, where there is an opportunity to smooth out sections or make areas more clear.

Influence Through Simplicity
Everyone always has at least two major concerns as they enter meetings or presentations: “What is this about and what does it have to do with me?” Answer those questions, and you will increase your influence.

  • Steer clear of surprises.
  • Use less jargon. Don’t create confusion by using less than clear language.
  • Avoid acronyms. State the words until you know your audience understands what the acronym letters stand for.
  • Use smart analogies that make sense, not worn out clichés that no longer connect with the listener.

Finish Strong
When you conclude a presentation, you need to reach inside other people and encourage them to be innovative and to try new things: “what would happen if we did this?” Always remain open enough to change your mind to welcome new ideas.

Why Focus on Goals When Coaching?

by William “Marty” Martin, PsyD MA MPH MS CHES

ACPE faculty member William “Marty” Martin will present a focused session on Coaching and Mentoring at the AAHPM Leadership Forum: Ascend program, September 14-16, 2014. AAHPM Ascend is a new intensive program included in the AAHPM’s comprehensive new Leadership Forum.

“A dream is just a dream. A goal is a dream with a plan and a deadline.” – Harvey Mackey

You cannot coach without goals. And goals without follow-up often results in dreaming, hoping and wishing. Coaching and goals together move you closer to achieving results. What are the results of coaching in palliative care/hospice settings? There are three levels of results: (1) individual; (2) group/team; and (3) organization. At the individual level, if physicians and other providers are meeting and exceeding performance expectations, then results are likely to be achieved. At the group/team level, if members of the team feel psychologically safe, experience support from each other, hold each other accountable, and meet or exceed expectations, then results are likely to be achieved. At the organizational level, if individuals can offer feedback to others, either in a supervisor: subordinate or peer: peer relationships, then results are likely to be achieved.

How do you set goals when you coach? A useful tool for setting coaching goals is the SMART tool. SMART goals are Specific, Measurable, Attainable, Relevant, and Time-Bound. As a coach, it is not your job to set SMART goals but to engage in a coaching conversation to enable the coachee to develop his/her own SMART goals. As a coach, you may want to ask questions about how the SMART goals were set and if they are formulated in a way to set the coachee up for success or failure. Part of your role as a coach is to guide the coachee to experience success and to constructively learn from failure. Resilience is desirable outcome arising from constructively learning from failure.

In closing, when you are coaching a peer or a subordinate or even yourself, remember that if you don’t have any goals, then you are not coaching. And remember that goal setting is not a vague, aspirational process but a deliberate process captured by the pneumonic SMART. The benchmark of success in coaching is the achievement of specific results.