Group Coaching

The concept of individual coaching is not new, and unlike a lot of other personal development efforts, it has proven to be effective.  However, we’ve had concerns about individual coaching which have led us to focus on group coaching, which we believe is a better and more cost-effective tool to increase the effectiveness of individual leaders and teams.

  • Group coaching allows a coach to see company issues through multiple perspectives rather than through the limited perspective of one individual.
  • Group coaching allows for the development of quality relationships between team members as they support one another’s growth.
  • Group coaching offers a greater possibility of resolution of issues and pursuit of new opportunities by making these the focus of a group of people rather than an individual.

Our Approach

  • Cohorts of 5-6 are formed:
    • The choices regarding who belongs in which cohort can be quite flexible. Some level of diversity in experience and leadership capability is advisable. The cohort members do not need to work in the same department or for the same boss, although that’s an option if you feel that is what’s needed.
    • The question of volunteerism is always present. While you could make an argument for only including people who raised their hands for the Group Coaching work, I believe there are times when people could be strongly advised or required to do so.
    • We can put a time frame on the existence of any cohort – 6 months or a year for example. I think it might work best if we see these groups as banding together and then disbanding at some point, with the possibility of re-forming new cohorts with different combinations of people.
  • We establish a monthly cadence for the cohort:
    • The group meets monthly with the facilitator for 2 ½ hours. (This can be over a working lunch when possible.) We wouldn’t require an additional monthly meeting without the facilitator, but we will encourage it in order to increase the capabilities of the cohort to facilitate their own dialogs.
    • There will be a modest requirement for reading/study each month– an HBR article for example, or a TED talk, or a self-survey. This thread of curriculum will be part of the structure but the cohort meeting should largely be about the current challenges and opportunities of the cohort members.
    • The entire Group Coaching model will be built around the circular model of learning, reflection, and application. Records of action commitments will be kept and followed up consistently.
  • There will be a feedback model in place
    • Members of the cohort will be given the opportunity and structure to participate in versions of “stop-start-continue” exercises on a rotating basis, so they can learn to give and receive feedback effectively and to become partners in one another’s growth.
  • The facilitator will make him/herself available for additional consultation or engagement with individual members at their request.
  • The facilitator will make him/herself available for quarterly consultations with senior leadership to share his/her observations with those senior leaders about observed issues and opportunities. There will be strictly observed confidentiality on Path Forward’s part in regard to specific individual issues, but we will share over-arching observations regarding structural and cultural issues that may be affecting the performance or engagement of the cohort members.

 

Ready to take the next step? Contact us today for more information.