Step Two: Manage Coach Development Activities

The Superuser's goal is to maintain a healthy coaching system in the organization. Meaningful interactions allow your team to receive feedback and identify areas for coaching improvement. This article will help you think broadly about how to support coaching work without relying on hours and hours of ineffective meetings by using frequencies for interacting:

  • Daily
  • Weekly
  • Monthly

Only select interactions that are meaningful to start. Over time, as coaches become more experienced with Twine, you'll notice their needs and learning interests change. Be ready to change your strategies in ways that reflect the current needs of your team.

Daily Interaction Types

On-the-fly: Staying open for the team to engage in unplanned interactions resolve time-sensitive concerns. Make sure the Superuser is available, visible, and open to responding to coach-initiated communication. Through these interactions, the goal is to develop coaches who are confident and independent in using Twine. Take opportunities to encourage direct practice with your on-the-fly guidance vs. doing things on behalf of the coach. Instant messenger tools can be useful for quick communication and team camaraderie (like organizing an impromptu team lunch or sharing in the experience of the day.)

Morning Huddles: Review daily operations and get the team aligned for daily tasks. Huddles are meant to be brief (15 minutes or less!) Conduct them standing to ensure the group keeps to time. A sample Twine Huddle agenda is attached to this article to consider for your organization. 

E-Mail Summaries: Keep coaches aware of their daily activity against enrollment, process, and clinical outcome goals. Keep these brief so you don't find your coaches telling you e-mail summaries are "TLDR" (Internet speak for "too long didn't read").

Weekly Interaction Types

Team Meetings: These 30-60 minute meetings may include coaches, referring clinicians, administrative support teams, and others who interact with Twine patients. Topics may include: 

    • General practice updates
    • Time to reflect on workflows to guide improvements
    • Time to implement monthly/quarterly interactions focused on larger goals

Case Review Meetings: Allow time for smaller care teams to participate in collaborative care. Depending on the complexity of your patients and the care team you are working with, this time would be spent reviewing the Twine coaching panel with the intention to find and close gaps in engagement and care coordination.

Direct Observation: We recommend that Superusers directly observe some aspect of coaching care at least weekly. This could mean looking in on a Twine coach's work within the platform, observing an enrollment of a patient, or some other activity important to the practice. Seeing how things are going with your own eyes provides important insight on how things are going! For more formal assessment of how things are going, you can do a workflow analysis. 

Monthly Interaction Types

Professional Development: Developing your team's knowledge is a worthwhile task. These activities help create your organization-specific best practices using Twine. Coaches can take turns selecting and presenting relevant journal articles, interesting coaching topic areas, or their own patient case studies. Don't make professional development hard to participate in! Find ways to keep these interactions fun and low-pressure. Here are some additional places to find content for these activities:

Self review of performance: Using our self-evaluation tool, coaches can reflect on their own, with their Superuser, or with a peer to get individual feedback and reflect on their coaching style. 

Clinical Goals Progress: Twine is meant to support your patients in reaching health outcomes (e.g. goal weight and A1c levels) through their lifestyle behaviors, such as diet and exercise. Depending on what you are looking at, outcomes can take 1-3 months to meaningfully change in your data sets. As you are exploring the impacts of your organizational improvements around coaching, these outcomes may be more appropriate for the team to review and consider on a monthly or quarterly basis. As you review data with your coaches, reflect on the practices that are producing observed outcomes. What health actions seem to be working to drive patient outcomes? How many coaching minutes per month is it taking to produce outcomes? What can you learn from the coaches on the team who are successfully driving patient outcomes? 


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