A good place to start a group coaching intervention is with a leadership “audit”; an opportunity to view the leadership styles within a team, assess an organization’s strengths/weaknesses, and ascertain possible “undiscussables.” Under such a clinical lens, it is shown that senior executives often need help to see how their behavior impedes effective functioning, and the disparity between what they say and what they do is highlighted. Next, the creation of a range of unique, standardized assessment instruments is discussed that can be utilized to “test” the reality. By harnessing a developmental perspective, diverse techniques—culture surveys, behavioral-anthropological observations, etc.—allow executive coaches to give 360-degree feedback in a global and diverse cultural context, preparing clients for the future by giving advice on managing/developing executive teams, assisting teamworking, and determining gaps in collective leadership skills. Such tools have been proven to initiate discussions about leadership development and knowledge management, particularly in a group leadership coaching session, and can assist in creating virtual teams and breaking patterns of silo-type behavior. In sum, team coaching is proposed as a method of enabling a team’s performance potential and its capacity for self-sustained development, and the chapter ends with a list of the benefits it can provide.