and how it aligns with performance management to both link to an important talent strategy , yet also instill consistency and accountability for leaders . The specific quotes provided show that senior leaders are personally involved and driving the coaching culture and confirm its importance and expected results .
The members of the Evaluation Committee were asked to comment on the Criteria where they felt MD Anderson had the most room for improvement relative to the other criteria . What follows are their comments themed by criteria .
Given how well MD Anderson did in the eyes of the committee a number of them answered this question with :
To be honest , there is not much critique to comment on with such an outstanding write-up .
I ' m sorry to say that I have nothing to offer . I am so impressed with everything about MD Anderson , I gave them perfect scores for each category except sustainability of their coaching culture .
SUSTAINABILITY OF THE ORGANIZATION ' S COACHING CULTURE ( An average score of 14.6 out of a possible 15 ) - 1 member of the Evaluation Committee commented on the sustainability of the culture :
I gave them perfect scores for each category except sustainability of their coaching culture . Although their application describes sustainability as one of the five strategic focus areas and purports that all individual and team coaching goals are mapped to one of five guiding institutional strategic focus areas , there was little mapping to the focus area of sustainability . Most of their goals were mapped to the other four focus areas : people we serve , people who serve , science that enables , and systems that support .
COACHING STANDARDS , PRACTICES & PROCEDURES ( An average score of 14 out of a possible 15 ) – One member of the Evaluation Committee commented on how the organization manages the coaching process :
It would have been nice to see more examples about how Ronald A . DePinho , M . D ., and CEO , discusses the importance of servant leadership encouraging all managers to be even better coaches across the enterprise . Courtney Holladay , director of organization development is helping tier how leaders lead change and Shibu Varghese , VP of HR supports coaching as a catalyst for this change . It was not clear how MD Anderson is broadcasting this message across the center and its satellites , however . In healthcare , keeping the minds and hearts of employees focused on something beyond their immediate patient care is challenging — and even more challenging in the satellite operations . Physicians are notorious for independent thinking and wanting to see patients rather than attend meetings or document their efforts to coach and grow people internally . Cancer treatment seems to also require a team approach that surrounds the patient with efficient and empathetic well-coordinated care . This
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