Today, executive coaching has been spread to many sectors and areas of the company’s world. And if individual coaching is already very present, what about team coaching? In this article I will address the future of team coaching in Spain.

After a few years where companies have become aware of the return on investment of executive coaching, more and more organizations also want to bet on team coaching.

The difference between the two approaches has to do with the final focus of the accompaniment, since while the first focuses basically on the individual’s agenda (his current situation in relation to its desired objectives), the second focuses on how team members relate and organize to be more productive (their internal dynamics and functioning).

Companies committed to excellence understand how important it is to work with high individual performance as well as the high performance of their teams. And this is because, if the organization only focuses on its professionals to increase their impact and influence as leaders, it may occur that they grow in a disparate and misaligned in relation to the growth of their respective teams.

Consequently, both development processes will always need to be addressed in a parallel manner.

When in 2014, César Piqueras and I myself present our book “Coaching de Equipos” (Profit Editorial), we share our vision of Team coaching as a tool for the future of organizations, and their integration into the current productive environment.

The health of team coaching seems to be totally in shape to give consistency and to land in turn the transfer of executive coaching. In fact, with many of our customers we are intervening at the same time in both dimensions

Factors that ensure the future of team coaching


  • Evolution of traditional training of the team

As we like to say often, and incidentally to provoke a little, traditional training is dead. A lot of training has been done in teamwork, based more on didactic content than on experiential dynamics. And when we talk about generating experiences we are not only indicating the outdoor activities (Team Building), but of joint processes of reflection and communication that align the team.

While the traditional training of the past used basically recipes, team coaching offers spaces and techniques for the same group of people to question and update their habits and beliefs.


  • Systemic approach

At present, and being aware of the complexity of the world in which we live, it makes no sense to address situations or conflicts from a single perspective or vision, but to do so by considering all the factors and including the environment in which they occur.

All is part of a larger system or unit, so it makes sense to consider and recognize the specificity within the generality. If we only focus on a specific issue, without enlarging its approach, we will subtract a lot of efficiency to change and improve in an integrative and sustainable way.


  • Accompany individual development of the group.

Organizations are also realizing the power of the group to push and sustain the development of individuals. In this way, when an organization is performing a team coaching, in turn it is also causing movements in its members. And this is because many times the collective makes use of its resources and its strength to be able to ask for more contribution, or presence, to each one of its members.

Unlike individual coaching, where the Coach (participant) has at its disposal a mirror (its coach), in the coaching of teams each member can have as many mirrors as people from the team.

In many moments where the team is in the phase of requests and offers, or in the phase of giving and receiving feedback, its members have the opportunity to grow as professionals from their reflections generated from the sensations and impacts they receive from their environment.

And this is something that is cooked internally, and in what they can deepen later in their individual coaching sessions.

Enric Arola