• RX for Empowerment Leadership Development and Coaching Program

    The Value Proposition

    Imagine a nursing unit that frequently experiences high turnover, low employee engagement scores and uneven patient experience scores.  The conversations between that unit manager and her director sometimes result in the director feeling frustrated and powerless to effect change and the unit manager in overwhelm and questioning her abilities.

    Now imagine a unit that is turning around.  Employees are staying, the energy on the unit is palpable, staff are laughing together, collaborating, and they are open to new initiatives.  The patient is receiving the benefit of a more engaged and empowered team and that is reflected in climbing patient satisfaction scores.

    This turnaround is possible - more than possible - it is an imperative for creating the best possible patient experience.

    The daily demands on leadership in healthcare are relentless. With this constant pressure to keep up, leaders may become disconnected from their "why" or their purpose in being there.

    By contrast, leaders who are inspiring to themselves and staff get more done and experience more ease and satisfaction while they are doing it. In short, they are operating in alignment with their purpose in being in healthcare.  Empowered leaders are more productive, more focused, more engaged, and produce superior, measurable results for the organization.

    What is it?

    Participants in the RX for Empowerment program experience a transformation in how they perceive themselves and the world around them.  Participants move from feeling little power to affect the events they encounter every day to confidence that they have the ability to choose their responses so that they get the results they want for themselves, their teams, and their patients. 

    Leaders attend a structured program, which includes:

    Energy Leadership Index Assessment (ELI). The ELI establishes a baseline measure of the participant’s Average Resonating Level (ARL). The ARL is a predictor of a leader’s satisfaction in life which correlates to their effectiveness as a leader. Participants in the program are re-tested one year after starting the RX for Empowerment program to gauge the sustained impact of the improvements they experienced in the program.

    The Leadership Circle Profile. This best-in-class 360 tool gathers feedback from key stakeholders so that participants can address “blind spots” that get in the way of effective leadership.

    Two hour workshops where leaders engage in interactive learning to grasp fundamental concepts of the program

    Small group coaching sessions where leaders build community and learn from each other

    1:1 coaching sessions to accelerate their transformation

    12 module Energy Leadership Development System

    The book “Energy Leadership” by Bruce D. Schneider

     

    Who is it for?

    Participants in this program may include:

    Intact leadership groups by service line (e.g., VP, Director, manager, front line leaders for Cancer Services, Cardiac services, Perioperative Services, etc.)

    Nursing division (e.g., CNO, all Nursing Directors, all Clinical Managers)

    Multi-disciplinary leadership groups (e.g., all directors in the facility) .

     

  • Systemic Team Coaching 

    The Value Proposition 

    How often do you hear, “That’s not the way we do things around here”? Or “We tried that five years ago, and it didn’t work!”? Or “Why do we have to make this change now, only for it to change again in a few months?” How often does a team sustain a change for a few months, only to see that new initiative or process fall off the radar after a year or more? 

    Peter Drucker famously said, "Culture eats strategy for breakfast." In the context of systemic team coaching, this highlights the critical role that the underlying culture of a team plays in determining the success or failure of strategies—regardless of how well-designed those strategies may be. How many times have we seen well-intentioned initiatives fail to deliver their promised value because the team or organization lacked the collective buy-in, commitment, or resilience to sustain the change? Often, the hidden culprit is the prevailing culture. 

    What Is Systemic Team Coaching? 

    Systemic Team Coaching is a powerful process that reveals the underlying dynamics, beliefs, and patterns within a team or organization that either enable or hinder successful change. It takes a holistic, systems-oriented approach to meet the ever more complex challenges facing all organizations today. These insights help teams shift from reactive, short-term problem-solving to developing more sustainable, adaptive behaviors. 

    For example, when a team has low trust, everyone feels it—but they may not always have the awareness or skills to understand how that trust deficit ripples out into their work and the broader organization or how to turn it around.  Systemic team coaching brings this to the surface in a way that allows the team to collectively explore the dynamics and impact of their behaviors—not just within the team, but across the wider system, including how it affects colleagues, patients, customers, and even community perceptions. 

    By understanding these systemic patterns, teams can move from reactive behavior to proactive engagement. Systemic team coaching invites teams to consider how their internal culture among other things, influences their capacity to achieve long-term goals, and how those internal dynamics affect the external relationships they maintain with other teams, departments, or stakeholders.  The ultimate goal being a team that continuously adds higher, beneficial value to the organization and the broader community. 

    The Difference: Vertical vs. Horizontal Development 

    Unlike skills training, process improvement, or change management— which typically focus on horizontal development (focusing on what needs to be done and how to do it)—systemic team coaching focuses on vertical development. It addresses the how of team functioning and deepens the team’s capacity to operate at higher levels of awareness, trust, and collective intelligence. 

    Through systemic coaching, teams learn to work smarter, not harder, and to expand their collective capacity to adapt, innovate, and solve problems more effectively. This is not just about improving performance; it’s about shifting the underlying dynamics that impact long-term, sustainable success. Teams develop greater self-awareness, shift limiting patterns, and unlock new possibilities for collaboration and growth. 

    In essence, systemic team coaching is about fostering a team culture that empowers every individual to engage at their highest potential, while ensuring that the team as a whole can navigate complexity, make wiser decisions, and build resilience in the face of change. It’s about moving beyond superficial fixes to create lasting, transformative change within the team and throughout the wider organization. 

     Who is it for? 
     
    Signals that your team could benefit from Team Coaching include a culture of low trust, gossip, exhaustion, and resistance to getting on board with organizational change. High turnover, low employee engagement scores, declining core clinical measures, and declining patient experience measures are other indicators that your team can benefit from team coaching. 
     
    Organizations that are going through a merger or acquisition. Team coaching is an effective and powerful tool to include in your plans for creating a more effective merging of cultures and processes. 

    What to expect... 
     
    What you can expect if you engage a team coach…. All coaching engagements begin with a needs assessment phase. This phase uncovers what is happening in the group’s system that is producing the current results. This phase also includes conversations with constituents (local and beyond) to understand what these groups need from the team for now and in the future.   

    With this information, the coaching plan is designed to make visible to the team the factors that are producing the current results and what needs to change to produce beneficial value for their constituents now and in the future. Throughout the coaching engagement, teams engage in continuous learning and reflection on the experience so that they can own and sustain the process of transformation after the formal coaching is finished. 

  • Individual Coaching

    The Value Proposition

    Just as professional athletes have coaches who inspire them, challenge them and help take their level of play to new levels, organizations who aspire to ever higher levels of performance engage coaches to help their leaders take their leadership game to the next level. The benefits of coaching for leaders at all levels in their professional development are well known. It’s not just for executives anymore….

    Individual coaching helps leaders to gain clarity on the attitudes and behaviors that hold them back in their current roles. Coaching helps leaders prepare for new roles and eases the transition as they promote into roles of greater responsibility. Coaching helps leaders to add value wherever they are in their leadership journey.

    What is it?

    Coaching engagements include a structured planning and accountability approach that includes the leader (coachee), their supervisor (the sponsor), and the coach. The focus of the work is always tied to key business results and leader and team behaviors. The design of coaching engagements is flexible to meet the needs of the leader and the organization. All engagements begin with a needs assessment phase and a conversation about what a successful outcome of coaching is - for the sponsor and for the client. A rigorous coaching engagement includes best-in-class surveys to gather data on the leaders current performance, a cadence of accountability via regularly scheduled 1:1 coaching sessions, regular check-ins with the sponsor for any course corrections, and a de-brief after the engagement is through.

    Who is it for?

    Leaders who the organization wants to invest in.

  • Reality Based Leadership Training

    Positive Intelligence

    Immunity to Change

    HeartMath

    The First Ninety Days

  • Employee Engagement Survey Action Planning

    Value Proposition

    Your organization’s teams experience inconsistent, top tier scores in their employee engagement surveys. The leaders devote themselves to creating their action plans and do all in their power to “make their staff happy!” When the results come out and the scores are not what they expect, they experience disappointment and tend to take it personally – its demoralizing! Leaders default to thinking, “What can I do differently? Don’t they know how hard I’m trying?” Then, the rationalization kicks in. Poor results become more about external factors such as the economy, the pandemic, regulations, the unions. Or, poor results happen because of the workload and all of the organizational initiatives coming at them. Employee engagement tends to fall off the radar in the face of competing priorities.

    It doesn’t have to be this way. FPC has developed a proven approach to assisting teams to raise their engagement scores in a sustainable way.

    What is it?
    Engagement Survey Action Planning is a multi-faceted, sustained approach to helping leadership teams understand the meaning behind the survey results and then respond to those results by following a structured, sequenced approach for developing meaningful, high impact action plans. This is just the beginning. Following the creation of robust action plans, leadership team coaching begins. In coaching, leadership teams will follow the Four Disciplines of Execution (4DX) methodology developed by Chris McChesney, Sean Covey, and Jim Huling to ensure their action plans will deliver the results they want – moving from hoping the plans will work to knowing the plans will work. In coaching, the teams will learn about the ground conditions for successful change and have the assistance of a professional coach to create high accountability in following their plans.

    Who is it for?
    Organizations that are genuinely committed to fostering the conditions necessary for high performing teams. These organizations understand the connection between high employee engagement and successfully meeting financial and clinical targets. These organizations also understand that sustained high engagement is not a “one and done” proposition. It’s a commitment for the long term.