The Evolution of Group Coaching: Insights and Outlook for People Development Professionals and Senior Leaders
For those of you reading who are in senior leadership and people development roles, you will know that group coaching has evolved over recent years from a supplementary option into a strategic driver of leadership development and cultural change.
Having observed this transformation across UK organisations, I thought it might be interesting to share an overview of where I feel group coaching currently stands, the key trends influencing its future, and practical advice on how to make the most of it.
The Current Landscape of Group Coaching
Group coaching has been around for a while, but it seems organisations are increasingly embracing group coaching as a key element of their development strategies, driven by a growing appreciation for its wide-ranging benefits.
Our own clients are finding that group coaching supports not only personal growth - encouraging things such as greater self-reflection, openness, and proactive behaviours – but also strengthens engagement across teams and peer groups.
It seems to me that more and more, companies are using group coaching to create environments where people feel comfortable tackling challenges together.
For a while I wondered if the clear financial benefits of this approach were at the heart of this change. But budgetary restraints on development activity have always been in place; they are not going away. Of course, one of the known benefits of group coaching is its’ cost-effectiveness. But in my mind, it’s so much more than just a cost-effective alternative to other development approaches.
It harnesses the collective wisdom of a leadership cohort, fostering peer learning, mutual support, and accountability. It does this by the nature of its’ structure – we typically bring groups of six to eight peers together in coaching sessions that encourage open dialogue and shared problem-solving.
Data from a range of places – including the accrediting body for many professional coaches the International Coaching Federation – supports what many group coachees tell me they experience. That participants in group coaching sessions tend to be more engaged and committed to their development goals than in alternative settings.
Why? Because when people publicly share their objectives and explore solutions within a group setting, their chances of achieving those goals increase significantly.
In my experience, the rise of virtual coaching has also broadened access to group coaching, enabling geographically dispersed teams to connect and learn together. This diversity of perspectives enriches discussions and drives innovation.
I think we can all agree that virtual working, and therefore virtual learning is part of the current landscape, and one to acknowledge. As a professional coach – working with groups lends itself well to the virtual setting. Which means developing interrelated peers who work in different countries across the world is completely possible. A great development to come from world and working changes.
So it seems the shift towards group coaching initiatives is linked to the multiple value the approach offers. It nurtures individual progress while also promoting collaboration and a healthier, more connected workplace culture, delivering advantages that go far beyond traditional measures of return on investment.
No wonder group coaching is on the rise.
Emerging Trends Influencing Group Coaching
When reflecting on my work as a group coach, and thinking about the current patterns I observe. There are a couple of emerging trends I’d like to highlight.
1. Technology as a Supportive Tool
Technology is reshaping the coaching profession in general. Including in group coaching. Pre Covid, I personally coached only 5% of my clients online. It changed overnight and now I stand at about 40% face-to-face and the rest remains virtual. As professionals we’ve learned to adapt our practise and become skilled at using technology as a supportive tool.
In my mind, it’s important to see technology as an enabler rather than a replacement for human connection. And this is clear to see when we focus our attention of group coaching. Brining peers together from different parts of a country from different countries in our world offers great benefits. Shared problem solving, diversity of thought and opinion, and peer relationships that transcend all the usual geographical boundaries.
Technology is a wonderful development for the world of group coaching.
2. Adapting to a Changing Workforce
The shift towards hybrid and remote working models, combined with a more diverse and multi-generational workforce, demands flexible and inclusive coaching approaches.
In my experience, commissioners and leaders of development activity are seeking approaches that not only build leadership capabilities but also address wellbeing, resilience, and inclusion.
Whether face-to-face or virtual, the skill of the group coach is critical in addressing these significant human needs. An experienced group coach will know exactly how to build trust and encourage psychological safety. In my own practise I work hard to set up and structure coaching groups to quickly establish clear norms, and boundaries that are essential to creating an environment conducive to open dialogue and group learning.
Looking Ahead: Predictions for Group Coaching
So what’s on the horizon? I have no crystal ball, but I can tell you what I see emerging in the space of group coaching.
Undoubtedly, I believe it will continue to grow as an approach within organisations. The benefits are so clear to see, and the limitations relatively minor. Group coaching will become more deeply embedded within leadership development, diversity and inclusion efforts, and change management initiatives, accelerating culture shifts and organisational agility. Much needed in our modern world.
AI will continue to develop into the practise of coaching, and I believe become a collaborative partner for us. Supporting my work by doing things like offering insights into group dynamics and thereby freeing coaches to focus on the relational and strategic aspects that technology cannot replicate. I can see AI becoming part of group coaching structures.
Although, I can also see that as routine tasks continue to become increasingly automated, skills such as empathy, adaptability, and collaboration will become critical differentiators.
Group coaching is well placed to cultivate these qualities at scale while supporting leaders’ mental health and resilience. It will increase in the value it is able to offer though facilitating connections across departments, locations, and cultures, breaking down silos and fostering innovation.
Reflecting on the Journey (So Far!)
Group coaching isn’t without its challenges – especially as we navigate new technologies and evolving workforce needs.
However, its potential to develop stronger leaders, cohesive teams, and adaptive cultures is clear. Starting with small, well-designed initiatives and maintaining an open dialogue will help organisations unlock the true value of group coaching.
In an era defined by complexity and change, group coaching offers a collaborative, insightful, and human-centred approach to leadership development – one that leaders undoubtedly benefit from embracing.