Group literature on co-leaders' experiences and perceptions while leading groups illuminate reflective practice as highly influential to co-leader relationships and performances. Using practical examples grounded by interdisciplinary literature on reflective practice, this article explores and expands dialogue on the complex interplay between co-leaders' intrapersonal processes, interactions with co-leaders and group members, and decision-making within the co-leader role. Discussion presents implications for clinical practice, training, supervision, and future research. (Contains 1 figure.)