Reawakening Q’s coaching for improvement group

The team behind this project leads an online forum that aims to connect Q members interested in coaching improvement for learning, networking, and collaboration.

When this project began, the Coaching Improvement group had 186 members but was not holding regular events and had no dedicated conveners.

This project sought to transform the group into a vibrant and engaging community where members could actively benefit from meaningful discussions and knowledge sharing. The project also aimed to increase membership and expand its reach.

Member-informed approach

Grounding their approach in member feedback, the project team designed an innovative programme aimed at stimulating engagement and discussion about the use of coaching in QI.

The team’s approach consisted of three phases:

1. Diagnosis and learning  
   The team carried out quantitative and qualitative surveys to explore members’ experiences and expectations for the group, which helped to identify the areas to focus on.
2. Action 
   Adapting learning from other Q groups, the project team developed a programme of workshops, webinars and small group discussions informed by the insights from the diagnosis and learning phase.  They wanted to engage with members on coaching improvement to encourage discussion and interest on this subject, and to ensure that interest would be sustainable beyond the terms of their project.
3. Evaluation 
   To facilitate ongoing learning, the team evaluated the programme concurrently with delivery of the programme, focusing on the experience of members above anything else.

During the initial learning phase of the project, the team identified five specific challenges:

1. To understand how to reinvigorate an underutilised group in Q through the use of events, co-created resources, and network building
2. To establish a definition of coaching improvement in quality improvement and strategically communicate the value of this to organisations
3. To co-create a coaching development programme and strategies for maintaining engagement with QI coaches in organisations
4. To build a network of coaching circles for peer support to help us to evaluate the impact of coaching interventions
5. To foster a culture of reflection in coaching improvement and encourage continuous learning and development

Together they created a project plan based on addressing these challenges.

Group membership jumped by 67%

Since August 2023, the number of members has grown from 186 to 310 in February 2024, demonstrating a strong interest in the group’s activities. 

A high-impact engagement programme

Using member feedback about what they wanted from a coaching improvement group, the team designed and delivered a programme of stimulating and inspiring events.

Group members from a diverse range of backgrounds co-produced the programme demonstrating the power of peer-led learning and knowledge sharing.

A sustainable coaching improvement network

One of the main challenges the group faced was in ensuring the sustainability of the Coaching Improvement group following the delivery of the project. To address this, the project team made a decision to recruit co-conveners and organised activities outside of the workshops. 

Co-conveners oversee scheduling, co-ordination and delivery of engagement events, allowing members to have a high quality, inspiring learning experience.

A strategic approach is key to revitalising Q groups

This project highlights the importance of a proactive approach to revitalising underutilised groups.

By actively engaging members, gathering their feedback, and implementing a strategic action plan, online communities can become valuable resources for learning and growth within the Q community.

Investment in groups can lead to wider shared learning

Investment in groups can realise great returns for members. In this instance, this Supporting Q Connections funding has invigorated a previously dormant group which is now delivering co-created workshops to support collaboration, networking and learning across the UK and Ireland.

Encourage sustainability beyond the life of the project

When initiating work focused on groups, a focus on sustainability is key. The project team set out with this in mind and spent many hours working with potential candidates for co-conveners, often calling in favours and providing favours, to build relationships and establish trust.