EPISODE #027: THE PERFORM GROUP & TEAM COACHING MODEL: LEVERAGING THE POWER OF COLLECTIVE WISDOMPODCAST SHOW NOTES - PAMELA VAN DYKE, PHD
Pamela Van Dyke, Ph.D. , Managing Principal at The Van Dyke Resource Group, Executive, Group and Team Coach
#027: The PERFORM Group & Team Coaching Model: Leveraging the Power of Collective Wisdom
Join Dr. Krister Lowe and leading organizational coach Dr. Pamela Van Dyke for this week’s episode of The Team Coaching Zone Podcast.
Dr. Van Dyke is a Managing Principal at The Van Dyke Resource Group and is a Human Capital Consultant, an Executive Coach, a Team and Group Coach, an Author, a Speaker and a Leading Generation Y Specialist. For more than 25 years Pam has been helping individuals, teams and organizations define and reach their goals. Pam started her career in behavioral healthcare where she was a practicing therapist for 13 years. For the last several years, she has worked at the executive level of organizations in a variety of capacities. Her corporate experience has included financial and insurance services, manufacturing, aerospace, and healthcare. Working for Fortune 500 companies such as Tenet Healthcare, Baylor Healthcare, American Airlines, Bell Helicopter, American International Group (AIG) and Tenet Healthcare, she has held executive level positions in Human Resources, Talent and Leadership Development, Organization Development, Employee Engagement and Quality and Risk Management. Pam has a passion for helping others connect the dots, whether personally or professionally. Pam’s diverse background in behavioral health, fortune 500 companies and academia, provides her with a unique and rich blend to understand the needs of others and the complex dynamics in which they find themselves. For the past fifteen years Pam has been an Adjunct Instructor at several universities teaching both virtually and on Campus. Currently, she teaches at Southern Methodist University – Cox School of Business located in Dallas, Texas and virtually at Colorado State University-Global Campus. Pam, a life-long learner, holds a Bachelor of Arts in Sociology, a Masters of Arts in Counseling Psychology, a Masters of Arts in Education, a Masters of Arts in Healthcare Management, a Masters of Arts in Human and Organizational Development and a Ph.D. in Human and Organizational Systems.
In this episode of the podcast, Pam introduces listeners to the P.E.R.F.O.R.M. team and group coaching model that emerged from her doctoral dissertation work on virtual group and team coaching. The acronym stands for: P – Participant Selection; E – Elements of Group Process; R – Regular Cadence; F – Facilitation Skills; O – Organization and Logistics; R – Results Orientation; M – Medium. These 7 foundational elements provide team and group coaches with a strong platform and a frame of reference for their coaching. Other themes explored in the episode include: the emergence of team and group coaching as bona fide coaching disciplines; differentiating team, group and peer coaching; working in an emergent way as a coach vs. “cookie cutter” approaches; lengths of team coaching engagements as well as frequency; coaching the process vs. coaching the individuals; the need for dialogue among team coaches in order to develop the field and more. Pam also shares two stories from her coaching practice: one involving an executive team and one a newly promoted leaders team. The episode is rich with a balance of theory, research and practical tips and will help new as well as experienced team and group coaches take their coaching game to the next level!
- Van Dyke, P. (2014). “Virtual Group Coaching: A Curriculum for Coaches.” Journal of Psychology and Organizational Culture.
- Britton., J. (2010). Effective Group Coaching: Tried and Tested Tools and Resources for Optimum Group Coaching Results.
- Britton, J. (2013). From One to Many: Best Practices for Team & Group Coaching.
- Hickman, C., Smith, T. & Connors, R. (2010). The OZ Principle: Getting Results Through Individual and Organizational Accountability.
- Patterson, K., Grenny, J., McMillan, R. & Switzler, A. (2011). Crucial Conversations: Tools for Talking When Stakes Are High.
- Cockerham, G. (2011). Group Coaching: A Comprehensive Blueprint.
Part 1 – Getting to Know the Team Coach: Dr. Pamela Van Dyke
- Pamela Van Dyke, Ph.D.
- Managing Principal at the Van Dyke Resource Group
- Human Capital Consultant, an Executive Coach, Team and Group Coach, Speaker, Author, Leading Specialist on Generation Y
- 25+ years helping individuals, teams and organizations achieve their goals
- Was in behavioral health care for 13 years as a practicing therapist
- In last several years has been working at the executive level in a variety of capacities and in a number of industries including financial services, insurance, manufacturing, health care, aerospace,
- Distinguished list of clients: Tenet Health Care, Baylor Health Care, American Airlines. Bell Helicopter, American International Group
- Executive level positions: HR, Talent Development, Leadership Development, Organizational Development, Employee Engagement and Quality and Risk Management
- Teaches at Southern Methodist University in Dallas at the Cox School of Business and virtually Colorado State University
- 6 degrees: BA in Sociology, MA degrees in Counseling Psychology, Education, Healthcare Management, Human and Organizational Development PhD in Human and Organizational Systems
- Feels strongly about being an “informed practitioner”
- Dallas fits her personality – has a “big heart” and relational personality
- Interests: when not paying off student loans she has a passion for education and for cars. Car collector. Also has a lot of pets – 15 animals; 15 cats and 2 dogs. Lover of animals
- How Pam Got Into Coaching
- Happened naturally; coaching found her
- Began coaching before it was cool
- She became a CEO of a hospital in California in her 30’s; she thought she was a clinician and not an operations person; they disagreed and thought she was both.
- One of her conditions for taking the CEO job was to have someone she could talk with about being in the role; met with a psychologist/coach once a week – helped Pam process being in the role
- Found herself to be very action oriented in the therapy she was doing – clients wanted to explore problems while Pam wanted to engage in action and get to solutions
- Started doing coaching before coaching became a field (early 90’s)
- How Pam Got Into Group and Team Coaching
- Transitioned back into learning and development
- Is a person with a business person’s head and a psychologist’s heart
- Took her a while to figure out she needed to integrate and combine the two; the intersection is her sweet spot
- Later in her career fell into organizational development
- Working with American Airlines, was doing 360 interpretations with executives; had 15 execs and resources post 9-11 were thin; she began to invite a few leaders together at a time to lunch to go over their 360 results; power of doing some work that leveraged the collective wisdom of the group – that got her hooked.
- “The power of that was unlocked…in that collective wisdom in a group is when I got hooked.”
- Really started doing group and team coaching in 2005; had experiences doing group therapy earlier in her career and knew the power of leveraging a group’s wisdom
- Views group and team coaching as distant cousins
- Did 4 years of research on team and group coaching: did her doctoral dissertation on “Virtual group coaching: The experience of business professionals in the process.”
- Some nuances between the two (group and team coaching)
- Terminology is often used interchangeably in the coaching community; still early in our development as a field and discipline
- Team and group coaching still becoming a bona fide discipline
- Dissertation outcome: 5 main themes; key thing that jumped out was “the role of the coach as the facilitator of the process vs. the coach doing one-on-one”
- “…how important it is for the coach to understand the facilitative process…what I have found is that with a lot of my colleagues is they end up doing one-on-one coaching within a team or within a group instead of coaching the process…”
- “Most coaches quite frankly are not educated in how to facilitate the process…”
- PERFORM Group and Team Coaching Model
- Acronym for 7 components
- P – Participant Selection: not everyone wants to or feels comfortable with team coaching; usually the leader is passionate about it as a result of doing one-to-one coaching. Coach needs to be clear about that
- E – Elements of Group Process: understanding organizational culture; reporting relationships; peer relationships; group dynamics
- R – Regular Cadence: really have to be consistent in coaching; getting everyone’s agreement up front
- F – Facilitation Skills: different from elements of group process; your ability to facilitate team processes (e.g. phone calls, face-to-face meetings, connecting the dots for people, your personal presence, etc…)
- O – Organization and Logistics: The coach is the one who holds the container for the process; when/where we are going to meet; agenda setting; identifying what people want to talk about; participants really feeling like they can work
- R – Results Orientation: managing the executive sponsor if there is one; making sure the group is working towards achieving their objectives
- M – Medium: what types of technology will work best for the team; conference calls, Skype, face-to-face; some people don’t do some technologies well
- 7 aspects help you manage the basics in team and group coaching; stem from Pam’s research
- “…really focusing on how I can co-collaborate with other like-minded professionals…because it is through that I think that real synergies can happen…to have a team for those of us who do team coaching…”
- “….realizing that I can make a choice between having a mindset of scarcity or a mindset of abundance…”
Part 2 – Stories from Group & Team Coaching
- Coaching engagements, unfortunately tend to last 3 months only. Sometimes go longer to 8 to 12 months
- Some cases have gone up to 4 years that she is familiar with; groups that were really committed to what they were doing
- Likes to get at least 12 weeks
- Frequency of sessions vary: about once a week for an hour over a 12 week period; sometimes over the phone if very frequent; sometimes can be longer based on objectives
- When it is six months about every other week or once a month; this gets to “medium” – what gets people committed and what works for them
- Does discovery work up front before recommendation is make for group or team coaching; most groups not teed up for it; tends to come from an executive sponsor
- Starts coaching right during the orientation session; things start to emerge often early on; even in the orientation and logistics phase you can start coaching; often 50% of people have some issues about being in the coaching so it creates a ripe area to begin some coaching
- Everything that happens in a group is “All grist for the mill”
- Same organization, two groups: one executive leadership team and one new leaders group
- Executive Leadership Team: worked with SVP of HR as sponsor; taking them to the next level; executive presence and retention of executives; wanted to develop them to stay; organization was providing development for leaders but this group felt like it was remedial for them and they wanted something different. All were VP’s. They ended up continuing after formal coaching was over; they decided to continue meeting as an executive team; they morphed into a peer coaching process more quickly than Pam would have expected. Exec team reached out to Pam a few times for additional resources.
- New Leaders Team: new to leadership; 11 of them – likes groups to be between 5 and 8; new directors that had been promoted into new roles; much more hesitant than exec group; trying to find their own way of how to lead; supporting transition into leaders roles; leadership skills development in a different format; was a 12 week engagement; group decided what they wanted to accomplish during that period; more committed to being part of the team at first than to each other…over time they became more committed to each other; initially skeptical; unlike executive team that had worked together and had some baggage, this team didn’t have that baggage. About half of them at the end wanted to continue on unlike the executive team.
- Team and group coaching can be a great talent retention tool
- OZ principle and Crucial Conversations – both groups had been reading these books
- Organization was squeamish about calling what they were doing group or team coaching; for that organization people who had coaches “were on their last leg”; still some mindset of coaching as remediation
- Both groups worked out great; part of that was not going in with a cookie cutter approach – that wouldn’t have worked; needed to adapt her language to fit the coach; called it a “group cohort” rather than group or team coaching
- This work was a blend of both group and team coaching: need to be flexible in some settings
- Pam felt the team task for the executives was to increase more peer collaboration across functions; that was a clear business goal; there was a clear connection that links them all; cross-functional leadership development as a business goal
- Venn diagram with group, team and peer coaching; some overlap of all; important for a coach to be clear on how they define these things so that they are mindful about when they are moving in and out different modalities
- “In any team or group coaching situation, the coach really goes into the background. If the team and or the group really begins to gel and the coaching process begins to take shape then the coach become secondary to that because they have taken ownership of that and are effectively moving down the path of their own objectives.. but the coaches role then is more about holding the container than being very involved.”
- You are educating your client every session on what coaching is; its an ongoing process of helping them understand what coaching is and what it is not
Part 3 – Parting Advice/Recommended Resources/Contacting Pam
- Parting advice: a story working with a coach who was trying to coach 26 individuals at one time using a one-to-one methodology; was a MCC (master certified coach); was a great one-to-one coach but wasn’t coaching the process
- Important to be mindful that we are still in the early phases of understanding what team and group coaching are really about and what to is the focus of the coaching (i.e. the process vs. the individuals)
- “…We have a lot of room to grow and evolve as a coaching industry…the important thing is that we stay in dialogue with each other…”
- “I have a passion for continuing the dialogue…and really being part of team and group coaching becoming a discipline…the only way we are going to refine and grow and so forth is to stay in dialogue with each other…”
- Jennifer’s Britton book on “Effective Group Coaching”
- Ginger Cockerham on Group Coaching
- Article by Pam on the PERFORM model: “Virtual Group Coaching: A Curriculum for Coaches.” July, 2014. Journal of Psychology and Organizational Culture.
- Contacting Pam: firstname.lastname@example.org. 817.726.9948 Office number
- Has a group going on now around job transitions in case folks are interested in that
- Closing thought: “This whole part around team and group coaching is about leveraging the power of collective wisdom”