VMC's Small Group Coaching Process is a unique, cost-effective opportunity for individuals whose positions may not warrant 1:1 executive coaching, yet are strong candidates for leadership development. It is ideally suited to those who aspire to higher levels within the organization—supervisors, managers, and other high-potential employees. 

A distinctive feature of this model is that, to qualify, individuals may work at similar levels and in different departments within the organization. Facilitated by a VMC leadership coach, the benefits of peer support and accountability are built into the process, as participants share their goals and openly discuss their challenges and successes during each group coaching session.

The following steps maximize the effectiveness of this coaching opportunity:

  • Participants are selected through identification by a senior leader. Each small group is comprised of a minimum of four (4) and a maximum of six (6) participants.

  • Following an initial meeting in which participants get acquainted, receive an introduction to emotional intelligence (EI), and gain an overview of the small group coaching experience, individual assessment is done. We utilize the Institute for Health and Human Potential's 360 instrument based on EI, core competencies of which are key indicators of leadership success.

  • The VMC coach meets individually with participants to review their EI 360 reports and provide guidance in identifying coaching goals and an action plan. Participants then review their plans with their managers, who provide internal feedback and support. They are also instructed to gain additional support by sharing coaching goals with co-workers and others.


Moving forward, the small group coaching process includes: 

  • A series of eight, two-hour, confidential group sessions, scheduled every three weeks, followed by a wrap-up session. Participants discuss their "wins", challenges and commitments. Peer coaching is encouraged, and the VMC coach facilitates the conversation and offers "teachable moments" within the context of the discussion.

  • Between sessions, participants seek each other out for peer feedback and support.

  • Articles and other supplemental resource materials are provided.

  • After the eighth session, a brief survey invites supporters to provide feedback regarding changes they've noticed in participants' leadership behaviors.

  • The wrap-up session, to which managers are invited, enables participants to share feedback, and reinforce new leadership behaviors and commitments going forward.

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