New research published on Team Coaching and Supervision

Posted by David Clutterbuck on 14 March 2017

We designed a survey which would provide a foundation level of information, upon which future more specific research could be built. Read the report survey here

The survey was distributed through a number of networks, both general coaching and coach supervision networks as well as specific networks, including the Association of Coaching Supervisors and the Team Coaching Zone. There were altogether 55 respondents altogether: 52 team coaches, 23 supervisors of team coaches and 20 people playing both roles in different contexts. 

Respondents as team coaches were geographically diverse: UK, France, Australia, Ireland, United States, Sweden, Brazil, Singapore, Mauritius, Laos, Belgium and Latvia. The largest contingent (29 respondents) was from the UK. Team coach supervisors came from UK, Australia, Ireland, France, UAE and Belgium.

Several key themes emerged about the practice of team coaching as it develops: 

  • Team Coaches appreciate the complexity and demands of the process and the skills required.  They acknowledge they draw on a hybrid of approaches that encompass their coaching skills together with knowledge and experience of team development.  They are acutely aware of the need for them to have the capacity to work with group process and dynamics, alongside managing the complexity of organisational systems and culture. 
  • There is overall consensus amongst the coaches that supervision is of paramount importance for a number of reasons. They develop their self-awareness and the impact that groups may have on them; they value being able to stand back from and disentangle themselves from the client team they are working with to gain fresh insights and ways to move forward, particularly when they and/or the team may appear to be stuck. 
  • The supervisors appreciate the complexity of the team coaching process. They draw not only on their supervision knowledge and skills but ideally have a lived experience of team coaching themselves.  
  • At this stage, there is no one model or approach of team coaching supervision that meets the needs of the individual team coach. While there was little reference about the ideal format for team coaching supervision, there was a tendency to imply that group supervision may be extremely valuable so that the coach can gain multiple perspectives about the work and their process. 

If you wish to reply or send comments about this survey, please reply to:


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