In his bookThe Inner Game of Tennis, pioneer coach Tim Gallwey developed a revolutionary programme for overcoming the self-doubt, nervousness and lapses of concentration that can keep a player from winning.

Gallwey then applied these principles to the corporate world in The Inner Game of Work, his precept being that there is always an inner game being played in your mind - no matter what outer game you are playing.

Coaching can take numerous forms, the most influential being transformational coaching for business leaders and executives.

The role of the coach in every instance is to pave the way for improved performance and capability. Transformational coaching is all about inculcating new behaviours. But people will not do that unless they have a meaningful reason for doing so.

The primary outcome of transformational coaching is to give people a richer, broader, deeper view of what they want in life, why they may not be experiencing it and how they can attain it.

Industrial psychologist Eugene Hattingh says ideal candidates for coaching are high achievers and current or potential leaders - and this is especially true for CEOs, who have few sounding boards in an organisation.

Companies need to be diligent and stringent when selecting coaches for their employees.

Occasionally, people may have a negative coaching experience, but it would be unwise to conclude that all coaching is ineffective - that would be like suggesting that one bad romance means you should never fall in love again.

Rather than demonising the experience, companies should try to work out what went wrong.

These lessons must be applied to other service providers so as to prevent a recurrence.

Coaches should themselves be coached continuously, so find out who coaches your prospective coach. Ask what methodology is used and find out their areas of specialisation.

Know what you want to accomplish and make sure the person you choose is equipped to assist you in reaching those goals.

In larger organisations it is sensible to have a number of service providers. A major bank, for example, should have a selection of approved coaches to cater for all those who might need coaching, as well as to be able to provide the best match for each individual.

On misconceptions about coaching and mentoring, Hattingh states further that: "Coaching is not the transfer of knowledge, insight, wisdom, skills and expertise via instruction, demonstration and collaboration; therefore it is not mentoring."

"Coaching is not about advising people on the way forward, so it is not consulting. It is not counselling either - that is the work of psychologists and therapists. It is the teaching of technical skills, but it is not teaching," says Gallwey.

"Most importantly, coaching is not about telling; it is about asking, listening and facilitating the changing of perspectives, views, expectations, aspirations and the sense of purpose of the individual.

"Importantly, it is about the development of action plans to inculcate the behaviours required to bring about the attainment of the desired outcomes and consequent lifestyle."

"Coaching enables people to constantly improve their concept of 'best' and to continue to strive for it. It enables them to create, maintain and express an ever-enriching sense of purpose. It allows them to develop, pursue and live the dreams that (inspire passion in) them.

"It empowers them to increase their sense of ownership and to take action in their lives. It prepares them to transform ideas and concepts into capabilities and reality, ultimately unleashing their latent potential. Coaching can be a catalyst for new ideas and a vehicle for transformational learning."

Gallwey says: "There is a myth that coaching is for people who are underperforming or in a state of inertia. In fact, coaching is for high achievers and people who want to realise greater amounts of their potential because the truth is that, in today's world, the more successful you become, the more difficult it is to ... reach your true potential without some form of focused assistance."

The roles and functions of the business and life coach are numerous, but the professional coach finds it a pleasure to be there for the client at all times.

Coaches have to be in a certain frame of mind through the entire coaching intervention. This includes being nonjudgmental and having the ability to remain present while the client is "downloading the internal reference experiences".

The coach also has to be truthful with the client, offering a true reflection to enable that person to make regular, reliable and valid correlations while they are being coached towards their desired outcomes.

The coach has to be alert to the pacing and momentum of the client's progress, and help them plot where they are in the process.

The coach has to be able to help the customer make all the necessary connections. All the issues, dramas, interactions, political games and the reality have to be identified and checked in terms of their impact on the desired outcomes.

Then there is the expertise the coach provides. He or she won't necessarily be an "expert", but has to put in place the structure through which the expertise of the client can thrive.

The coach has to be on the alert to facilitate the smooth transition of the client from one level to the next - referred to as "shift". The coach helps this take place in a safe environment.

The coach must also keep confidence levels high and must ensure that the integrity of the relationship with the client is protected throughout the process.

Trust is hard to regain once lost.

If you do not experience the criteria listed in the box on this page while being coached - and if you feel you are being talked at rather than being spoken with, your coach is unprofessional.

Delicate Balance: What the client should recieve

WHO IS THE COACH?

Relates to the client

Reveals the clients to themselves;

Enjoys the client immensely;

Champions the client;

Relishes truth;

Respects the client's humanity; and

Focuses on the client.

Engaged;

Honest and straightforward;

Encouraging; and Positive.

WHAT IS THE CONTENT?

Focuses on the issue, not the drama;

Recognises perfection in every situation;

Homes in on what is most important;

Communicates clearly; and:

Shares what is there.

Perceptive and

Dispassionate.

Capable of critical thinking;

Clarity of thought; and

Appropriate communication.

HOW TO MOVE THE CLIENT FORWARD

Engages in provocative conversations;

Elicits greatness; and

Navigates via curiosity.

Inquisitive;

Offers perspective;

Is creative;

Highlights choices; and

Is provocative

WHAT'S NEXT: SUPPORTING ACTION

Support client to commit to action;

Expand the client's best efforts;

Enter new territories; and:

Design supportive environments.

Strategic;

Evocative; and

Support systems, habits, people.