Why we adopted coaching at our hospital(2)

Hospitals in Japan are currently undergoing a wave of upheaval: they are in a structural recession with 70% of them in red , and they are being forced to make decisions about how to position themselves under the regional healthcare plan.

In 2014, when I took over as director, the hospital (747 beds, 9.3-day length of stay, 7,000 surgeries, 10,000 ambulances) was in crisis. The pediatrics department was on the verge of disappearing, 20% of ambulances were being turned down, and the hospital was on the verge of going into the red. The hospital aimed to become a highly acute care hospital through a top-down approach, and we were able to achieve our goal by adding a comprehensive hospitalization system addition I, a specific ICU, and da Vinci to its two DPC groups, cancer center, and other facilities. Furthermore, as the next goal, I thought it was the right time to improve my own leadership. As a leader, there had been very few opportunities for me to analyze, visualize, and evolve myself and how my power the director, affects those around me.

Therefore, I adopted systemic coaching for as an approach to develop my own leadership. In the coaching, feedback from those around me revealed inconvenient truths. In the areas of "atmosphere in which it is easy to ask for advice" and "setting aside time to talk with subordinates," there was a discrepancy between my own high evaluation and the low evaluation of those around me. In addition, while "promoting strategies" for business achievement was rated highly, "building relationships with others" was given varying degrees of praise and criticism. My vague sense of unease now turned into tangible evidence.

In the coaching program, I coached five executives as a practical exercise while learning coaching theory for about six months, and was coached myself. In this process, I realized that I had been listening only to what I wanted to hear and not listening enough to what they wanted to talk about.

Six months later, the assessment items of "He takes the time to listen to me," and "I am gaining new insights ( in coaching)," turned out to be the top rated items. The executive also commented, "I never thought that having the director listen to me would enable me to achieve my goals.

It was a new discovery that taking time for the other person in coaching with genuine curiosity, listening to their motivations and background, and repeating the dialogue could produce results, and we could sense changes in our relationship with each other.

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Brief History

1978: Graduated from Yokohama City University School of Medicine

1980: Research Assistant, First Department of Anatomy, Yokohama City University School of Medicine

1983: Medical Assistant, Second Surgery, Yokohama City University School of Medicine

1984: Research Assistant, First Department of Surgery, Yamanashi Medical University, Medical Director

1987: Postdoctoral Fellow, Biochemical Genetics, City of Hope Research Institute, California, U.S.A.

1989: Assistant Professor and Chief of Medicine, 1st Department of Surgery, Yamanashi Medical University

1995: Lecturer, Department of Surgery 1, Yamanashi Medical University

1998: Lecturer, Surgery Dept. 2, Yokohama City University Urafune Hospital

2001: Chief of Surgery, Yokosuka Kyosai Hospital

2005: Chief of Clinical Departments, Yokosuka Kyosai Hospital

2009: Deputy Director and Branch Director, Yokosuka Kyosai Hospital

2012: Chief of the Department of Surgery, Yamanashi Prefectural Hospital

2013: Acting Director of Yokosuka Kyosai Hospital

2014: Hospital Director of Yokosuka Kyosai Hospital

2017: Clinical Professor, Yokohama City University School of Medicine

To present

Roles

Board Certified Surgeon, Japan Surgical Society
Medical Advisor and Board Certified Surgeon, Japanese Society of Gastroenterological Surgery
Advising Doctor, Japanese Society of Gastroenterological Disorders, Councilor of Kanto Branch
Medical Advisor and Board Certified Doctor, Japanese Society of Hepatology
Councilor, Japan Society of Hepato-Biliary-Pancreatic Surgery, Highly Skilled Specialist
Councilor, Japanese Society for Endoscopy, Certified Technologist
Medical Advisor, Japan International Medical Cooperation Center
Vice President, Kanagawa Hospital Association
Member of Kanagawa Prefecture Council for Acceptance of Emergency Medical Transport
Chairman, Miura Peninsula Hospital Association

Why we adopted coaching at our hospital(2)

Director's Leadership Redevelopment through Coaching

プロフィール

Brief History

Roles