The document compares group coaching and team coaching, highlighting their distinct focuses and methodologies for leadership and organizational development. Group coaching centers on individual maturation and development within a supportive group context, while team coaching prioritizes the collective dynamics and challenges faced by an established team working towards shared objectives. Additionally, case studies illustrate the practical applications and unique benefits of each format in enhancing leadership competencies and fostering collaboration.

1. White Paper
Petra Schulte / Gerhard Liska
Group Coaching
versus Team Coaching –
Where are the differences?

2. Group Coaching and Team Coaching are two important instruments for
leadership and organizational development. The respective specifics
and special potentials of both formats are often mixed and confused,
which makes a precise differentiation necessary. The focus is the
methodical-theoretical positioning within the individual and group
psychological context as well as the concrete application and its
practical benefits. Two case studies will be compared in order to
illustrate the similarities and differences.
The objective of development in the group context is shared by both
formats. What this means for the coach in practice is a combination of
individual psychological elements: The personal and professional level
of a group member plays a role, as well as aspects of group dynamics.
These group dynamics extend beyond the setting of the individual
coaching and make Group Coaching challenging and enriching.
In addition, both formats are embedded in an organizational context
and, in light of this, must be understood as interventions in the
respective organizational culture, especially leadership culture.
In both formats, the individuals are coached in, with and in front of the
group. Both strengthen a shared identity and see the development of
individuals as a means for maturing the group and/or team and see the
learning topics of the individual as a platform for shared reflection.
Differences: Group Coaching
Group Coaching
focuses on the individual
in terms of maturation,
self-confidence and
professionalization in a
leadership role.
Group Coaching does not address leaders and persons with potential in
companies who do not have a specific working relationship with
each other, but for whom the same development topics are important.
Correspondingly, the group members often have a similar development
profile so that the coaching topics defined as a framework have a high
degree of relevance for each participant.
The group generally comes together in this specific context for the first
time for the Group Coaching, trusting working relationships are already
be established between individual group members. Greater focus is
therefore placed on the group forming process and establishment of a
relationship of trust within the group than happens in Team Coaching.
The individual development (of each participant) is mediated less
strongly by the group than in Team Coaching.
Group Coaching primarily focuses on the development of the individual.
This deals both with a personal aspect in the sense of maturation and
self-confidence as well as with the aspect of professionalization in a
leadership role. It very clearly focuses on personal reflection and
confrontation with functional and obstructive thought and behavioral
patterns. Through the use of coaching methods and the in-depth
examination of their development topics by each participant, group
© USP-D 2014 / Petra Schulte/Gerhard Liska: Group Coaching versus Team Coaching – Where are the differences?
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3. cohesion and the strong bonds between the participants are desired
side effects. It is precisely this bonding aspect that is of special
significance for many companies when they decide upon this coaching
format. It can often be observed that this Group Coaching format has
proved itself over 10-15 years and led to a large group of leaders who
easily come to terms with each other.
Group Coaching is often preceded by a status assessment of the
individuals as a needs analysis in order to identify and realize learning
and development topics. Internal Development Centers or 360
Degree Feedback processes that lead to specific development
recommendations for each participant are state-of-the-art here.
Depending on the approach, these status assessments at group level
will be compiled into an overall evaluation. The profile of the overall
group is used in determining the learning context and influences the
thematic content of the individual modules of the coaching process.
Group Coaching Case Study
This case study concerns a project for a German-language industrial
company with 7,000 employees distributed amongst production
locations worldwide. The customer seeks to focus leadership
development in the company and develop talent and young leaders.
The case is primarily concerned with supporting the participants from a
methodical standpoint (“leadership skills”) but also deals with their
personal further development and maturation.
The establishment of a shared vocabulary for the leadership and the
expansion of the leadership competences in the intercultural context are
additional intended results. All in all, the leadership culture should be
strengthened in light of the internal leadership criteria.
As an introduction to Group Coaching, an internal Development Center
is conducted for the managers and junior managers. For the individual
participants, these result in individual development fields that serve as
the common theme for personal development during the coaching as
well as with regard to the composition of the coaching groups.
The nomination is made by superiors and area directors. The area
director and HR management define the expected future market
challenges for managers and junior managers in advance and thus the
target profile of the target groups.
The Group Coaching is launched with a kick-off event, comprises five
modules of 2.5 to 3 days each (self-management, management of
teams, strategic management and conflict management are the topics).
It ends with a final event in which the participants present their
development over the course of the program in front of representatives
of the company management.
© USP-D 2014 / Petra Schulte/Gerhard Liska: Group Coaching versus Team Coaching – Where are the differences?
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4. Goals of Group Coaching
To expand and consolidate the competences of the individual in the
area of leadership
To define the personal leadership vision and mission
To develop a shared leadership culture and leadership language
To be effective as a leader
Success Factors of Group Coaching
Commitment of time and energy by the higher leadership levels
(program sponsoring, cooperation in the Development Center,
mentor function for participants, cozy corner discussions, auditorium
for final event, possible project sponsoring)
Coherent communication about the program (sense of urgency,
personal nomination background of the participants, support
program and relevance of topics, contents)
Clear anchoring of Group Coaching as an instrument for strategic
personnel development (HR)
A relationship of trust with the external provider of the Group
Coaching and/or the coach
Close collaboration between HR and the provider in terms of topics/
contents of the individual modules (development topics from the
HR standpoint and individual development topics from the initial
diagnostics as the central theme)
Clearly defined scope, mandatory participation, flexibility of contents
and methodical adjustment to participants in the Group Coaching
themselves
Updating of the status assessment parameters and program focal
points
Regular coordination with HR and top management (steering
committee)
Additional Success Factors for
Increased Sustainability
Format continuity with simultaneous adaptation to the target groups
Networking of the groups amongst each other through alumni
meetings creates a culture of learning and development
Internationalization and globalization of the format: expansion to
remote locations for the mobilization and maturation of local
managers
Consideration of related target groups such as more mature
“advanced managers” who do not match the profile of the high
potentials and are no longer the same age as the talents can result
in intergenerational networking and linguistic-cultural solidarity
Expansion of the Group Coaching format to the upper management
© USP-D 2014 / Petra Schulte/Gerhard Liska: Group Coaching versus Team Coaching – Where are the differences?
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5. Differences: Team Coaching
The starting point for
Team Coaching can be a
relationship of trust. It
deals with relevant
challenges and addresses
the growth of the team
competence as a unit.
The team has a specific focus as opposed to the pursuit of strategic
personnel development. It has a mission and a specific company
purpose to fulfill: the team members belong together, they work together
for results and success on a daily basis, meaning that the team pursues
a shared goal and independent sub-goals. As opposed to Group
Coaching, Team Coaching can contain up to three hierarchical levels
simultaneously.
The work topics in Team Coaching deal with relevant challenges of the
team within the context of the development of each team member. The
needs assessment generally takes place in collaboration with the team
and the leader. In general, Team Coaching lasts six to twelve months.
In the case of Team Coaching, there is a specific leadership or
management team, very often the top management team of a company.
The team generally exists within a specific work context and thus has
a team culture with functional and dysfunctional aspects of the shared
work. The starting point for Team Coaching can be a relationship of
trust, even if this is sometimes experienced very differently.
This relationship of trust is reflected upon as well as qualitatively
strengthened and deepened during the shared work in the Team Coaching. The development of the team as an overall unit is the primary
focus. In doing so, team building effects are addressed less than the
growth of the competence of the team as a unit. Clear learning topics
for the team and team conflicts articulated in a more or less open
manner are thus focused on, along with the goal of strengthening the
foundation of trust in the team.
Blockades to performance and achieving goals in the leadership
team are specifically focused on and reflected upon. Team Coaching
addresses the team mission so that each individual can make reference
to it. The team also positions itself within the strategic orientation and
vision of the company. Its identity and effectiveness are logically derived
from this, meaning that project contexts and content take on a high level
of importance in Team Coaching.
The individual development of the participants is promoted by the team
development. The focus is on the individual person as a team member
with his/her potentials and learning fields as an example and reference.
Team cohesion and/or interpersonal conduct in the team is an additional
focus of the coaching work. The shared process is continuously
examined, reflected upon and inspected for contact barriers or
avoidance postures. The goal is to reflect upon individual patterns of
behavior in the team and the establishment of new efficient patterns.
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6. Team Coaching Case Study
“Asia Pacific JV” finds itself in the situation of forming a joint venture
between a German-language SME and a Southeast Asian corporation
for the purpose of expanding the markets and competencies of both
companies. What leads to a merger between two companies and to the
composition of a project or joint venture team after lengthy negotiations
at board or investor level is not necessarily marked by successful
collaboration at the personal and organizational level. Cultural
differences between the continents, power imbalances between the
joint venture companies, as well as the competence and development
differences between the negotiating persons make the start
considerably more difficult.
This Team Coaching aims to make the joint venture a success by
bringing the representatives of the two parent companies to a shared
understanding of the team, as well as to the definition of a mission
statement, a vision and a mission. The establishment of a shared team
identity is the first step in the ability to work together. The members of
the joint venture project team are assigned to the team on a temporary
basis. As soon as the go-live date is successfully achieved, the
founding members return to their parent companies. Ongoing
operations are transferred to a production organization that is
composed of experts from the parent companies and newly recruited
managers.
The challenge in this kind of Team Coaching with two principals is the
shared commitment of the decision makers. Trust and specific work on
trust are prerequisites for the awarding of the order. As the distribution
of power and the allocation of shares play significant roles in joint
ventures, a shared goal is of especially fundamental significance. If
the Team Coaching is successful, the participants free themselves
emotionally from the parent company and enter into new, supportive
relationships. This freeing and identification process is viewed with
suspicion by the respective dispatching companies. Instead of this,
however, acceptance and support are effective attitudes.
Goals of Team Coaching
To establish and ensure the ability to work and the autonomy
(autopoiesis) of the team
To create sustainable solutions to blockades to success and work by
identifying patterns and structures in order to create reproducibility
Success Factors of Team Coaching
Initial workshop
Organization of a kick-off and final event
© USP-D 2014 / Petra Schulte/Gerhard Liska: Group Coaching versus Team Coaching – Where are the differences?
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7. Scheduling of regular Team Coaching workshops
Development of a shared vision, shared performance criteria and
shared rules and rituals
Individual Coaching of the team leader
Supervision of the team members
Readiness and openness of the participants to deal with (individual/
team-relevant) activity and performance blockades
Clear definition of a “sense of urgency”
Recognition of individual psychological contracts – creation of a
shared psychological contract for the team
Tolerance for the shared and contradictory development interests of
the individual
Commitment of time and energy of top management for the Team
Coaching
A relationship of trust with the external provider of the Team
Coaching and/or the coach
Additional Success Factors for
Increased Sustainability
Contracting with internal employers (board, area directors, HR) –
for JV A clear dedication to Team Coaching by both companies
sponsoring the joint venture
Close collaboration with the internal employers and the coach in
terms of the company’s situation and its effect on the group process
Clear planning and/or management of the interfaces in the program
Integration of the Team Coaching as a fixed component of the
change architecture
Networking of multiple teams for “lessons learned”
When to conduct Group Coaching?
When to conduct Team Coaching?
A need to develop individuals
A need to develop a team or an
organization
Leadership or similar core topic in the
organization as the context
Performance, achievement, goal
achievement blockades of specific leadership
teams as the context
Support of the organization in change
processes and to establish a shared
vocabulary in terms of leadership
(leadership culture)
Change Management: JV, M&A, internationalization, globalization, growth, value
changes, organizational changes, support in
the context of achieving specific goals
Strategic personnel development, e.g. in
the context of Talent Management/strategic
succession planning
New constellations in the team and in the
team management
Supporting individuals in their growth as a
contribution to the organization
Jointly making a contribution to the content
of organizational topics
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8. Differences: Surveying the status quo
Both coaching formats can be well supported by status assessments
and needs assessments. As described, the conducting of Development
Centers and management appraisals is well suited to Group Coaching
in order to point out the development fields and core topics to the
participants and the dispatchers, and to then integrate them within the
program in a goal-oriented manner.
In Team Coaching, the 360 Degree Feedback for the participants can
be compressed and anonymized at group level (Group Report), which
effectively supports dealing with the results and the starting point.
Employee Surveys or team radar surveys are also well suited.
The choice of means should suit the case.
If a defined team is facing specific difficulties, a team radar survey can
be conducted quickly and easily to determine shortfalls and weak points
and above all to compare the self-perception and perception of others
of the group in an anonymous manner. The 360 Degree Feedback is
well suited when the team is faced with learning and success blockades
and it cannot be determined whether organizational or personnel shortfalls have the greater influence. In both cases, the group evaluation of
the 360 Degree Feedback leads to speaking about and dealing with the
team difficulties. At the same time, every individual team member has
their individual result and can continue to work on their topics and use
these in the team as a reference.
Differences: Occasions
Autoren:
Petra Schulte
petra.schulte@usp-d.com
Gerhard Liska
gerhard.liska@usp-d.com
In general, we can say: If the focus is more on the development of a
leadership culture in the organization and the competence of the
individual then Group Coaching will be the tool of choice. Team
Coaching is primarily used for a specific occasion. Whether an existing
team or future team is facing special challenges and difficulties or a
management team is seeking to move more actively in the direction of
becoming a high performance team: Team Coaching is about successfully overcoming complex problems together (see table).
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© USP-D 2014 / Petra Schulte/Gerhard Liska: Group Coaching versus Team Coaching – Where are the differences?
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