MEECO DESIGNATION REPORT 2017: MD ANDERSON III Issue May 18, 2017 | Page 7

rater is looking for how team coaching factors in and how this is branded in the document among
subcontractors, specialists, and all employees in various functions. I know of one organization who has
was having trouble with employee/subcontractor commitment, burnout, and finishing tasks well at
the end of shifts. In one clear area, quality personnel noticed that crash carts were not in good shape
frequently. By educating employees in their environment quickly/efficiently, and reinforcing the
behaviors needed, the team leaves small gifts for people at the hospital who take special initiatives to
check that crash carts are restocked well at the end of the shift. This among many other activities at
the hospital reinforces the importance of acts of service and leaving the environment ready for the
next patient and next team. As a judge, I look for the macro strategy graphics that tell the right
message about having a culture of coaching and I look for the little examples that show it has reached
and inspired everyone across the center. I would have liked to have seen more specific examples tied to
life at the hospital that illuminate how it happens in practice. I did so appreciate the quote, “Our team
of organization development professionals have greatly helped ‘coach-up’ our Revenue Cycle leaders
and their teams, to accomplish higher levels of productivity with focus and to adapt in a rapidly
changing healthcare environment . . . work together/win together.” I do see later in the submission
that MD Anderson teaches team coaching, onboarding coaching, traditional coaching, and offers a
group coaching program. I was not clear how much time was included for coaching
methodology/education as it occurs as part of their administrative leadership program and the key
knowledge retention program. Assuming it encompasses a day of that program’s time, more may need
to be done to offer more formal coaching training tailored to MD Anderson and other skills needed by
healthcare leaders today as follow-up. Executive Team coaching seems innovative and iterative in MD
Anderson’s environment. The benefits of this offering were unique and helpful. This seems similar to
some of the STEM projects other hospitals may be engaging in currently. It is interesting that
onboarding coaching is consumed by internally promoted executives around 36% of the time. And
54% of the external hires participated. With 12 hours of coaching offered, perhaps this offering can be
increased over time. Some new research suggests that onboarding has a predictable crisis that the
executive experiences each of three respective years. It would be interesting to hear more about how
MD Anderson is following up after the initial onboarding coaching to help them expect and prepare for
that likely crisis.

INCLUSION (An average score of 13.8 out of a possible 15) – 1 member of the Evaluation
Committee commented on how does the organization determine who is selected to receive
coaching:

My lowest score for MD Anderson was on Inclusion. I really did not see much in their application
around how they insure that all populations in the firm get appropriate access to coaching. I think
there is more they can do in this respect.

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