The unique power and ethical complexity of group coaching
There is something uniquely electrifying about a group of people gathering around a shared question. No matter how carefully the session is designed and how pre-contracting has been carefully and thoughtfully done, there is a moment when the group “arrives” and from that point on, the coach dancing with a living, emergent process.
That emergent quality is what makes group coaching so powerful. It is also what makes it risky.
Emergence is not an accident – it is a design choice
In group coaching, structure and spontaneity are not opposites; they are dance partners. The coach designs enough shape for clarity, safety and purpose and then deliberately leaves room for what cannot be predicted: the story someone suddenly feels brave enough to tell, the connection between two strangers, the silence that reveals a deeper question beneath the question.
The work of the group coach includes:
Naming a clear shared focus, while allowing individuals to bring their own meaning to it.
Designing processes that invite participation from everyone, not just the most vocal or confident.
Staying attuned to spoken and unspoken cues: who is leaning in, who is withdrawing, where energy rises and falls.
This is not “running a workshop with some questions”. It is a discipline of presence, listening not just to individuals, but to the group as a whole.
The unseen layer: dynamics, power and inclusion
Every group carries visible content and invisible processes. Participants might talk about leadership, change, burnout or strategy and underneath those words, patterns are playing out: who feels entitled to speak, whose pain is “easy” for the group to hear, whose experience is minimised or bypassed.
Skilled group coaches are consciously working with that unseen layer. They notice:
When certain voices dominate, and others disappear.
When dynamics replicate broader social patterns of power and marginalisation.
When “nice” conversation is being used to avoid discomfort or conflict.
Working here requires courage and humility. It might mean naming that only a particular demographic has spoken so far. It might mean gently interrupting a pattern where one person repeatedly positions themselves as the expert. It might mean holding silence long enough for someone who rarely speaks to find their words. The initial contracting will be the coaches and groups friend here, the actual ‘thing’ that can be referred to bravely.
In other words: the coach is not neutral. The coach is an active steward of inclusion, equity and psychological safety.
Ethics in a multi‑client space are not optional extras
The moment more than one client is in the room, ethics become more complex. In group coaching, this complexity is the norm, not the exception.
Some of the questions group coaches must navigate:
Confidentiality: what does it really mean, in a space where participants are hearing each other’s stories? How is it contracted, reinforced and protected?
Boundaries: what belongs in the group and what does not? How are breaks, follow‑up conversations and between‑session contact handled?
Consent and choice: how are people empowered to opt in, opt out or set limits on what they share, without being shamed as “not committed”? (currently considering consent around AI - we don’t think that being asked at the start of a session ‘is it ok if this is recorded?’ is sufficient or ethical).
These are not “nice‑to‑have” considerations. They are core competencies. When they are handled well, the group becomes a place where people can take real risks, experiment with new ways of being and feel genuinely held. When they are neglected, harm can occur, often quietly, in the form of shame, exposure or re‑traumatisation.
Why a competency framework matters
If group coaching is treated as a loose blend of facilitation, training and 1:1 coaching, these ethical and relational demands easily get lost. A clear competency framework for group coaching does something important:
It names what good practice looks like, in this specific modality.
It highlights the unique skills needed: from contracting with a whole group, to managing peer‑to‑peer feedback, to closing a group well.
It gives both coaches and clients a shared language for quality and safety.
This is especially crucial in a profession with relatively little external oversight. Rigorous, context‑specific training is one of the main safeguards available for coaches, clients and commissioners.
Questions for your own practice
If you are already coaching groups, it might be useful to pause and reflect:
How consciously are you working with ethics, power and inclusion in your groups?
Where do you feel confident in your group coaching competencies and where do you feel stretched?
What would become possible if you had a clearer framework, community and practice space for this way of working?
Group coaching will continue to grow, both in organisations and in private practice. The invitation is not just to fill programmes, but to raise the standard of what “group coaching” really means and where the power lies.