VMC's Team Coaching Process is a unique, cost-effective opportunity to strengthen managerial team effectiveness while simultaneously developing individual skills and behaviors. This process is targeted toward managers or directors working for a common boss, and focuses on building leadership competencies, both as peers working together toward common goals, and as managers working with their own teams. 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:​

  • The success of the process is best served when the participants demonstrate trust in each other, and common interest in each other's success.

  • Following an initial meeting in which participants gain an overview of the team coaching experience, individual assessment is done. We use the Institute for Health and Human Potential's 360 instrument based on emotional intelligence, core competencies of which are key indicators of leadership success. The VMC coach meets with participants to review their 360 reports and provide guidance in identifying a development plan. Participants then review their plans with their manager and colleagues, who provide internal support.

  • The team members, with the guidance of the VMC coach, establishes goals for their effectiveness as a team. Along with their individual development goals, these form the basis of the individual working sessions which follow.


Moving forward, the team coaching process includes: 

  • The coaching program that follows goal-setting is a series of twice-monthly sessions for five months.

  • Sessions are focused on real-time situational issues, on learning from each other, and on skill-building. The coach contributes just-in-time training, articles, etc., as appropriate. Peer support is emphasized, using each other's strengths.

  • Between sessions, team members are expected to keep commitments to specific assignments and to such learning reinforcements as journaling their experiences.

  • After the last regular session, a brief survey invites input regarding changes in participants' leadership behaviors.

  • A wrap-up session, to which the manager is invited, establishes a plan for continued progress on established goals.

Click to get back to Services page