Coaching was born from the intuitions of Timothy Gallwey who, in his best-seller "The Inner Game of Tennis", in the early 70s, focused the activities on the inner sphere and self-knowledge.
A few years later, John Whitmore (a well-known business consultant), was fascinated by Gallwey's work, so much so that he wanted to rework it for the corporate world. In adapting Gallwey's method from the world of sport to that of the company, incredible correspondences and affinities emerged.
Thus, starting in the 80s, the first large American multinationals such as Coca-Cola and IBM, based on the original intuitions of Gallwey and Whitmore, began to offer their employees the first "meetings" (sessions) of Coaching.
Towards the end of the 90s, the first studies arrived at the extraordinary increases in productivity of managers who had undertaken a path that combined Coaching and Training. From the beginning, it was clear that effectiveness, efficiency, performance and objectives, weld Coaching to action, behaviour, and results to be had in the field.
Coaching therefore consists in "unleashing a person's potential so that he can maximize his performance; helping him to learn rather than simply imparting teachings" (Whitmore). The best functioning and most efficient performance of Coaching occurs when the client on the one hand is motivated to change and, on the other is looking for his best potential.
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