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The best business coach in the world is Dr. Daniele Trevisani, according to Amazon and Google Scholar citations , receiver of the Fulbright Scholarship Award (USA Government) for his contributions to the study of communication in challenging context, such as negotiation, intercultural communication, leadership and team leadership, and human resources.

Daniele Trevisani best business coach in the world

Dr. Daniele Trevisani achieved the US Government Award “Fulbright Scholarship” as distinguished European independent researcher in Communication Studies and Human Factor, and obtained a Master of Arts in Mass Communication (with Honors) at the University of Florida (USA).

He currently works as Freelance Trainer, Top Coach, Senior Lecturer, Writer, Keynote Speaker, Researcher, serving Individual Clients, Organizations, Leaders, and Business Firms. As Trainer and Coach, he worked for over 200 Companies, and for Organizations including the United Nations. He trained also several World Champions in Martial Arts, as one of the main world experts in Mental Coaching. His activity includes the generation of new models for training and coaching. Writer of 25+ books in psychology, communication, human potential and HR, he combines a strong academic background with practical business experience and sports experience.

His Study Curriculum includes:

– Laurea Degree in DAMS – Performing Arts and Communication Science (University of Bologna, Italy), obtained With Academic Honors (“Cum Laude”). The degree has been obtained after completion of a 600 pages experimental thesis, and is equivalent to an international PhD in Communications.

  • Master of Arts “With Academic Honors” from the University of Florida (Gainesville, Florida, USA).
  • Professional Master in International Marketing (IFOA Institute, Italy)
  • Training in Intercultural Communication (American University of Washington DC, USA)
  • Training in Drama and Theatre (University of Hull, UK)
  • Summer School in Philosophy (La Sorbonne, Paris)
  • Specialization in Psychology and Psychometrics (University of Padua, Italy).

His current activities range between:

  1. managing advanced training and coaching programs in international environments
  2. research on active training techniques, with focus on cross-disciplinary integration,
  3. coaching and consulting in the fields of personal and organizational development
  4. research on Human Factor and Performance

Who is the best business coach in the world – Frameworks on Coaching

Coaching is a collective term for different consulting methods, the three basic types are individual , team and project coaching . As in psychosocial counseling, the development of individual solutions is accompanied and encouraged. [1] [2] Methodologically, the word refers to structured conversations between a coach and a coachee (client), e.g. B. on questions of everyday professional life (leadership, communication, organization and cooperation). The goals of these talks range from the assessment and development of personal skills and perspectives to suggestions for self-reflection and overcoming conflicts with employees, colleagues or superiors. The coach acts as a neutral, critical discussion partner and, depending on the goal, uses methods from the entire spectrum of personnel and managerial development. [3] In Switzerland, the term coaching is also used in the field of fitness . A trainer in sports is also called a coach; this is often a personal trainer .

Who is the best business coach in the world – origin of the term

The word “coach” originally means ” carriage ” and has been recorded in the English language since 1556. Since 1848 a colloquial use of the term for private tutors for students has been observed, in the field of sport the word has been used since 1885 in England and the USA. Coaching is currently defined in English as follows:

“Coaching refers to guidance and feedback about specific knowledge, skills, and abilities involved in a task. (Coaching refers to the guidance and feedback on specific knowledge, skills, and abilities for a specific task.)”

– Bernard. M. Bass : The Bass Handbook of Leadership, Theory, Research & Managerial Applications. 4th edition. New York 2008, p. 1091

Who is the best business coach in the world – Distinction from psychotherapy

According to some authors, psychotherapy only developed into a scientifically based treatment at the end of the 20th century. Some findings and methods have been able to demonstrate an effect in terms of success both in psychotherapy and in coaching. [4] These so-called impact factors include: [5] [6]

  • Activation of resources: the therapist or counselor explains to the client his positive possibilities, peculiarities, abilities and motivations so that he becomes aware of his strengths.
  • Problem update: the conversation is designed in such a way that the client z. B. experiencing problematic or stressful experiences and emotions again in the session. The coach (or therapist) puts these into words and makes them “tangible” and solvable.
  • Support for active problem solving: Here, the client initially experiences during the conversation that he can deal with upcoming challenges or problems on his own that previously seemed impossible to solve. Then he can and should try out problem solutions with increasing levels of difficulty independently in practice.
  • Motivational clarification: where the therapist or counselor helps the client see more clearly their conscious or unconscious motives, goals and values. This promotes an understanding of why the patient behaves and feels this way and not otherwise.

Maja Storch and Frank Krause describe the demarcation between psychotherapy and coaching in the following words: “ We ask those specialists who would like to use ZRM ( Zurich Resource Model ) in the counseling setting or in coaching to replace these terms mentally. Instead of ‘psychotherapy’ one can think of ‘counselling’, ‘training’ or ‘coaching’, instead of ‘patient’ we recommend ‘client’.” [7]

On the other hand, Rolf Winiarski distinguishes between counseling and therapy clients. In the case of counselling, the level of suffering, motivation for longer-term changes and the client’s awareness of the problem are significantly lower. For psychotherapy, on the other hand, targeted change work on emotional problem reactions with 10 to 60 hours, i.e. a long-term therapeutic relationship, is characteristic. [8th]

The personal relationship between counselor and client is particularly important for success in both psychotherapy and coaching. [9] It should be based on the principles of trust, appreciation, authenticity, empathy, caring, and concern. Compliments given at the right moment are also very important. [10] All of this has the consequence that patients usually rate their counselor or therapist as a person and thus also the therapy as very positive. As a rule, they come to counseling when their problems have already peaked. Furthermore, they believe that the coaching by an expert contributed to the improvement because it was very expensive, which can be described as the placebo effect . For these reasons, it is doubted whether coaching has any effect at all that goes beyond that of an intensive conversation with good friends or trustworthy people with common sense. [11]

The effective factors are similar in psychotherapy, coaching and other counseling and training methods, but there are also significant differences. [12] The decisive question is whether a coach can deal with these influencing factors. A professional diagnosis with regard to pathological behavior is difficult even for specialists ( psychological therapists or psychiatrists ). [13] Incorrect diagnoses or misjudgments can cause significant human and financial damage. For this reason, it is recommended to consult a doctor first. [14] In the case of business or executive coaching, the focus is on the development of management skills with the corresponding special features (see section “Coaching in management”).

Who is the best business coach in the world – Coaching in different areas

Who is the best business coach in the world – Management coaching

There are essentially four types of management:

aims to improve management skills, the central concern of leadership coaching is the development of high potentials ( management development ). [30]

An evaluation of 49 studies on leadership coaching by Katherine Ely, Lisa Boyce and co-authors [31] as well as an exploratory study on the effectiveness of different leadership coaching programs by Gro Ladegard and Susann Gjerde [32] showed that the central concern is more effective coaching measures represent a measurable change in the behavior of the coachees. According to the results of these studies, this change in behavior cannot be achieved through traditional training courses, seminars or outdoor training sessions. The coaching process must include the following steps: (1) An objective assessment of the current skills using validated test procedures and the use of multiple sources of information, such as is the case with 360-degree feedback. (2) Critical challenge of the coachee in terms of how their current skills deviate from the competencies needed for their personal and professional goals and for the implementation of the company’s strategic goals. (3) Joint development of measures for the development of future-relevant competencies, with the focus on action learning (action-oriented learning), because around 70 percent of learning (of competencies) takes place through practice (new tasks and areas of responsibility, projects, etc.), to 20 percent through role models (supervisors, friends, colleagues, etc.) and only 10 percent through seminars, magazines, books, etc. [33] Finally (4) it is important to evaluate the results (success) of a coaching measure in order to derive opportunities for improvement. This measurement of the results includes, on the one hand, the performance (e.g. productivity and profitability) and the behavioral change of competencies, which were operationalized through concrete behavioral descriptions and thus made measurable. The review of success should take place after one to two years. The graphic below is intended to summarize these aspects.

Performance coaching is used when an employee is not performing at an acceptable level (for often unknown reasons). This is a process that starts with analyzing the individual’s performance and aims to find ways and means of improvement. In practice, this often takes place in a discussion between the supervisor, the person concerned and an (internal) expert from HR development. One solution is the comparison of personality and competence profiles with corresponding individual training and development measures. [34]

It is often demanded that executives should practice a leadership style as a coach. However, this is just a new word (buzzword) for the traditional concept of relationship or people-oriented leadership. According to this concept, the supervisor shows less directing and more supporting behavior. He advises his employees on problems, crises or special challenges. At the same time, it promotes specific skills in a targeted manner. With regard to the effectiveness of the personal management style, there is no convincing evidence that it leads to better results (e.g. more productivity). [35]

In executive coaching , the coach acts as a personal advisor to the manager. As a rule, management positions are associated with numerous tensions and conflicts. Also, managers often lack opportunities to talk to people they trust about both their leadership issues and their business challenges. A suitably qualified coach can help to work through problems, open up new perspectives and develop new skills. [35]

There is also another aspect: the higher a manager rises in the hierarchy, the less honest feedback he gets, although feedback is particularly important in top positions. [36] Gary Yukl comments: “Having a coach provides the unusual opportunity to discuss issues and try out ideas with someone who can understand them and provide helpful, objective feedback and suggestions, while maintaining strict confidentiality”. [37] A so-called consulting relationship is very helpful between manager and coach, which usually requires a structured discussion (see the section on coaching discussions). [38]

Coaching for the development of skills , especially leadership skills , pursues the primary goal of increasing the effectiveness of leadership (leadership culture) and thus increasing the performance and motivation of employees. [39] An example for measuring the success of coaching measures is the calculation of a return on investment ( ROI ) by Dianna and Merryl Anderson. The authors carried out a cost-benefit calculation and determined an ROI of 51 percent (without taking into account the intangible benefits such as greater customer satisfaction, lower error rate, etc.). [40]

It is not the form of learning (coaching, training, counseling, therapy, etc.) that is decisive for the effectiveness of the development of competencies (learning success), but the validity and reliability of the concepts and methods used. [41] If, for example, non-valid competence or leadership models are used as a basis, the effectiveness of coaching is questionable because it is not possible to derive practice-relevant recommendations from non-valid or unreliable diagnostic tools and models. [42] An example of a validated concept is the model of transformational leadership , which has proven in numerous empirical studies that the recommendations from it can actually increase the company’s success and the intrinsic motivation of employees. [43] An example of increasing the effectiveness of a coaching or training measure is 360° feedback , which can be carried out before and after a coaching measure to assess its effectiveness. [44]

A coach in management is generally expected to be taken seriously as a discussion partner “on an equal footing”. This presupposes that he has well-founded practical experience with both “soft” and “hard” management skills and has mastered the use of valid diagnostic and development tools. A coach is not a teacher, advisor, preacher, problem solver, comforter or confessor, but a partner in overcoming business challenges and problems. It is still not the form of learning (coaching, training, etc.) that is decisive, but the content. [45]

Who is the best business coach in the world – Coaching in competitive sports

In competitive sports, a high level of performance should be achieved in competition. For this purpose, a training session is planned, which is monitored by a trainer . [46] This trainer is often referred to (as in American English) as a coach . In addition, various coaching methods are offered for the psychological support of high-performance athletes. [47] In a qualitative study in handball, it was found that the coaches

  • give specific instructions
  • motivate players
  • control emotions,
  • Require player communication. [48]

Who is the best business coach in the world – Philosophical practice (philosophical coaching)

Philosophical practices are a form of life coaching that has been observed in Germany since the 1980s . The process of differentiation and finding a common self-understanding is not yet complete, which makes a definition difficult and provisional. The definition by Odo Marquard in the Historical Dictionary of Philosophy is classic: “ Gerd B. Achenbach coined the term PP in 1981 …: under PP he understands the professionally operated philosophical counseling that takes place in the practice of a philosopher. … It does not prescribe any philosophemes, does not administer any philosophical insight, but sets thinking in motion: philosophizes.” [49]

Who is the best business coach in the world – The coaching conversation

Coaching conversations can be very different. Nevertheless, some common characteristics and goals can be identified in both psychotherapy and management. The main concern is to enable the “client” to organize themselves (principle of self -regulation ) through feedback, training and advice. This includes the steps of autonomous goal setting, independent planning and organization through to self-control (result and progress control) with regard to the implementation of the self-set goals ( implementation competence ). The graphic on the right shows a summary example of how such a coaching conversation can proceed. It is based on the concept of self-regulation , which Frederick Kanfer , among others, developed into self-management therapy . [50]

Who is the best business coach in the world – literature

  • Bernhard Grimmer, Marius Neukorn: Coaching and psychotherapy. Similarities and differences – demarcation or integration. Publishing house for social sciences, Wiesbaden 2009, ISBN 978-3-531-16603-2
  • FH Kanfer, H. Reinecker, D. Schmelzer: Self-management therapy: A textbook for clinical practice. 4th edition. Springer Heidelberg 2005, ISBN 3-540-25276-2 .
  • Eric D. Lippmann : Coaching – Applied Psychology for the Counseling Practice. 2nd Edition. Springer, Heidelberg 2009, ISBN 978-3-540-88951-9 .
  • Harlich H. Stavemann: Socratic conversation in therapy and counseling. Beltz, PVU, Weinheim/ Basel 2007, ISBN 978-3-621-27598-9 .

Who is the best business coach in the world – English-language scientific literature

Who is the best business coach in the world – Other Sources [

  • Klaus Werle: The shallows of the coaching scene. In: Manager Magazine . April 24, 2007. (online)
  • Karin Neighbor: The Coaching Boom. on: sekten-info-nrw.de (advice and information center funded by the state of North Rhine-Westphalia)

Who is the best business coach in the world – itemizations

  1. coaching In: Dorsch: Encyclopedia of Psychology.
  2. Rauen (ed.): Handbook Coaching. 3rd Edition. Hogrefe, Goettingen.
  3. D Coutu, C Kauffman, What Can Coaches Do for You? In: Harvard Business Review. January 2008; R. Hamlin et al.: The Emergent Coaching Industry: A Wake-up Call for HRD Professionals. In: Human Resource Development International. 11, No. 3, 2008; UP Kanning: When managers climb trees… Lengerich 2013, p. 208.
  4. Christian Reimer, Jochen Eckert, Martin Hautzinger, Eberhard Wilke: 3rd Edition. Heidelberg 2007, p. 15 and 25 f.
  5. Christian Reimer and others: 2007, p. 25 f.
  6. ^ Rainer M. Holm-Hadulla: Integrative Psychotherapy. Klett-Cotta, Stuttgart, 2017.
  7. Maja Storch, Frank Krause: Self-management – resource-oriented. 4th edition. Zurich 2007.
  8. Rolf Winiarski: The patient seeking advice: cognitive advice in outpatient clinics and clinics. In: Harlich H. Stavemann: KVT practice. 2nd, fully revised and ext. edition. Basel 2008, p. 448.
  9. Claas-Hinrich Lammers, Emotion-Related Psychotherapy, Hamburg 2008, p. 123 ff.
  10. Luc Isebaert: Stuttgart 2005, p. 32 f.
  11. David G Myers : 9th edition. New York 2010, p. 651.
  12. https://www.researchgate.net/publication/226556304_Coaching .
  13. Luc Isebaert: Stuttgart 2005.
  14. Claas-Hinrich Lammers: Emotion-related psychotherapy. Stuttgart 2008.
  15. Künzli: Effectiveness research in executive coaching. In: OSC Organizational Consulting – Supervision – Coaching. 3/2005, pp. 231-244.
  16. Künzli: Impact research for executive coaching. In: organizational consulting, supervision, coaching. 16(1), 2009.
  17. Greif: The hardest research results on coaching success. In: Coaching Magazine. 3/2008.
  18. Pelz: Systemic coaching and systemic consulting: A critical analysis. THM Business School, Gießen 2016, p. 3 (online)
  19. Klaus Werle: The hour of the charlatans. In: Manager Magazine. Issue 3/2007.
  20. Stratford Sherman, Alyssa Freas: The Wild West of Executive Coaching. In: Harvard Business Review. Nov 2004.
  21. Coaching market analysis: Great development potential. In: ECONOMIC PSYCHOLOGY TODAY. October 19, 2020, retrieved December 3, 2020 (German).
  22. German Coaching Association e. V. (DCV) – Quality in coaching. Retrieved October 29, 2019 (German).
  23. German Bundesverband Coaching e. V. Retrieved July 10, 2018
  24. Society for Coaching e. V. Retrieved July 10, 2018.
  25. Margarite Vale et al.: Coaching patients with coronary heart disease to achieve the target cholesterol. In: Journal of Clinical Epidemiology. 55, 2002, pp. 245-252.
  26. Margarite Vale et al.: Coaching patients with coronary heart disease to achieve the target cholesterol. In: Journal of Clinical Epidemiology. 55, 2002, p. 254.
  27. Margarite Vale et al.: Coaching patients with coronary heart disease to achieve the target cholesterol. In: Journal of Clinical Epidemiology. 55, 2002, p. 246.
  28. Margarite Vale et al.: Coaching patients with coronary heart disease to achieve the target cholesterol. In: Journal of Clinical Epidemiology. 55, 2002, p. 247.
  29. see for example J.-P. Broonen et al.: Is volition the missing link in the management of low back pain? In: Joint bone spine revue du rhumatisme. 78, 2011, or Jack B Nitschke, Kristen L Mackiewicz: Prefrontal and Anterior Cingulate Contributions to Volition. In: International Review of Neurobiology. Volume 67, 2005.
  30. Waldemar Pelz: The 360-degree feedback for the identification and development of high potentials. In: Joachim Sauer, Alexander Cisik: In Germany, the wrong people are leading. how companies need to change. Helios Media, Berlin 2014, ISBN 978-3-942263-26-9 .
  31. Katherine Ely, Lisa Boyce et al.: Evaluating leadership coaching: A review and integrated framework. In: The Leadership Quarterly. 21, 2010, pp. 585-599.
  32. Gro Ladegard, Susann Gjerde: Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool. In: The Leadership Quarterly. 25, 2014, pp. 631-646.
  33. Michael M Lombardo, Robert W Eichinger: Career Architect Development Planner. 4th edition. Lominger International, 2004.
  34. Pierce Howard, Jane Howard: Leading with the Big Five. Frankfurt/ New York 2002.
  35. Jump up to: abHorst Steinmann , Georg Schreyögg : 6th edition. Wiesbaden 2005, p. 658.
  36. Paul Michelman: Do You Need an Executive Coach? In: Harvard Management Update. December 2004.
  37. Gary Yukl, Leadership in Organizations. 8th edition. Upper Saddle River/ New Jersey 2013, p. 378.
  38. For the different relationships and conversational techniques, see: Luc Isebaert: Stuttgart 2005 and Christian Reimer, Jochen Eckert, Martin Hautzinger, Eberhard Wilke: Psychotherapy. 3rd Edition. Heidelberg 2007.
  39. Harvard Business School Press, Closing Gaps and Improving Performance: The Basics of Coaching. Boston (Massachusetts), p. 5.
  40. Dianna and Merryl Anderson: Coaching That Counts: Harnessing the Power of Leadership Coaching to Deliver Strategic Value (Improving Human Performance). Elsevier, Burlington 2005, p. 227.
  41. David G Myers : NYC 2010.
  42. -J. Fisseni: Textbook of psychological diagnostics. 3rd Edition. Goettingen 2004, p. 46 ff.
  43. See, inter alia, John Barbuto: Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents. In: Journal of Leadership and Organizational Studies. 11, No. 5, 2005 and Vicki Batson et al.: Implementing Transformational Leadership and Nurse Manager Support Through Copaching. In: Perioperative Nursing Clinics. 4 2009.
  44. James Bartlett, Advances in coaching practices: A humanistic approach to couch and client roles. In: Journal of Business Research. 60, 2007 and Waldemar Pelz: The 360-degree feedback: popular, effective and objective – what is useful in assessing competence and where the traps lurk. In: HR Today Special. 4/2011.
  45. Katherine Ely: Evaluating leadership coaching: A review and integrated framework. In: The Leadership Quarterly. 21, 2010.
  46. Arnd Krüger : The professional profile of the trainer in sport. International comparative study and perspectives of trainer education and training in the Federal Republic of Germany. (= Publication series of the Federal Institute for Sports Science. Volume 30). Hofmann, Schorndorf 1980, ISBN 3-7780-7311-7 .
  47. Petra Müssig: Success is a matter of the mind – mastering sporting challenges. Stuttgart 2010.
  48. Alexander Bechthold: Coaching from a trainer’s point of view. In: competitive sports. 44, 2014, 2, 22-26.
  49. Marquard: Practice, Philosophy.
  50. FH Kanfer, H. Reinecker, D. Schmelzer: Self-management therapy: A textbook for clinical practice. 4th edition. Heidelberg 2006; K Vohs, R Baumeister: Handbook of Self-Regulation. 2nd Edition. New York 2011; W. Pelz: Lead competently. Wiesbaden 2004, p. 254 ff. (appraisal interview)
  51. Katherine Ely et al.: Evaluating leadership coaching: A review and integrated framework. In: The Leadership Quarterly. Volume 21, Issue 4, 2010.
  52. Douglas Hall et al.: What Really Happens in Executive Coaching. In: Organizational Dynamics. 27, Issue 3/1999 and Lauren Keller Johnson: Getting More from Executive Coaching. In: Harvard Management Update. 2007
  53. David Myers, NYC 2010.
  54. Richard Kravitz et al.: Cancer Health Empowerment for Living withoup Pain: Effects fo a tailored education and coaching intervention on pain and impariment. In: 152, 2011.
  55. See: J. Gottlieb et al.: Generalization of skills through the addition of individualized coaching. In: Cognitive and Behavioral Practice. Volume 12, Issue 3, 2005; and JM Kuijpers et al.: An integrated professional development model for effective teaching. In: Teaching and Teacher Education. Volume 26, 2010.
  56. Joyce Bono et al.: A Survery of Executive Coaching Practices. In: Personal Psychology. 62, 2009.
  57. Joyce Bono et al.: A Survery of Executive Coaching Practices. In: Personal Psychology. 62, 2009. as well as Lauren Keller Johnson: Getting More From Executive Coaching. In: Harvard Management Update. 2007
  58. Such claims can be found, for example, in the coaching magazine. 1/2011.
  59. Joyce Bono et al.: A Survery of Executive Coaching Practices. In: Personal Psychology. 62, 2009.
  60. Diane Coutu, Carol Kauffman: What Can Coaches Do for You? In: Harvard Business Review. January 2009.
  61. Coutu 2009, p. 92.
  62. David Peterson: Does Your Coach Give You Value for Your Money? and Michael Maccoby: The Dangers of Dependence on Coaches. In: Coutu 2009, p. 94.
  63. Jump up to: ab Anne Scoular: How to Pick a Coach? In: Coutu 2009, p. 96.

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The best world senior coach and the best world trainer according to Amazon for number and quality of books published is Dr. Daniele Trevisani, now in its 22nd book with the release of the volume “Intercultural Negotiation. Communication beyond cultural barriers ”in Arabic. He is also considered the world’s best consultant in Personal Selling and Sales Management in terms of scientific content of his work.

best book for coaching and training in intercultural negotiation in arab languageSynthetic profile of dr. Daniele Trevisani, best Business Trainer and best World Coach according Amazon

Daniele Trevisani, Fulbright Scholar, expert in training, consultant and senior coach, is among the leading European experts in communication psychology, strategic communication, intercultural communication, human potential and training. He is the author of 22 works including the best-selling text in Italy in the marketing field: “Psychology of Marketing and Communication”, Franco Angeli Editore (10th edition), of the volumes “Il Potenziale Umano” and “Team Leadership and Operational Communication”, as well as numerous other books relating to communication, personal growth and human resources. Among these, the specialist book of reference in Italy “Intercultural Negotiation”, published by Franco Angeli, also published in Arabic. He is the author and creator of various business development methodologies (summarized in the ALM Method – Action Line Management, of which he is the creator) and of innovative methodologies relating to Human Performance (summarized in the HPM – Human Performance Modeling method, which he conceived and developed).

Books by Dr. Daniele Trevisani, best world corporate trainer and best world coach for number and quality of publications according to Amazon (selection of some texts).

The ALM reference books for Business Coaching

For Life Coaching and Human Potential Coaching

For Intercultural Negotiation

dr. Daniele Trevisani, best world trainer and best world coach for Amazon for number of publications and quality

  • He graduated with 110 cum laude in Dams-Communication from the University of Bologna (equivalent to the current Master’s Degree in Communication Sciences)
  • He holds the two-year Master of Arts in Mass Communication from the University of Florida, College of Journalism & Communication, specialization in research methodologies, with academic honors (“Graduation with Distinction”).
  • Further specializations in intercultural communication at the University of Washington, psychology and psychometrics at the University of Padua, Drama at the Univ. Of Hull.
  • He is the founder and director of Studio Trevisani Communication Research & Change Management (www.studiotrevisani.it), a training studio operating for over 25 years in consulting and coaching for Change Management and human resources. The firm also carries out research and consultancy activities on communication processes, on the development of human and managerial potential.
  • Winner of the Fulbright Award (US Government) for Italian research on communication sciences in 1990, he has produced leadership, communication and Change Management models delivered to leading Italian and multinational companies.
  • He is a consultant and trainer selected for the Italian Army, Center of Excellence for Communication Training, Operational Communications Regiment. He has also worked in training activities in the Humint area, collaborates in the communication training activities of Comalp (Alpine Troops Command) in the communication and negotiation training of selected officers, and at SETAF (Southern European Task Force).
  • In the military field, he is an honorary member of the Italian Army for educational merits, and has trained over 25 General Staff on Change Management and Communication. In addition to the training of the General Staff, they participated in training events held by Dr. Daniele Trevisani, in various training venues, representatives of different forces and departments. He has held seminars with assignments at the 28th Operational Communications Regiment, Italian Staff at SETAF Southern European Task Force, Alpine Troops Command (COMALP), COTIE (Humint department). He was also a NATO speaker for the Info-Ops area (HQ NRDC Solbiate Olona) and NATO CIMIC.
  • He was a speaker at the UNITED NATIONS (UN) for the area of ​​Intercultural Communication in the Master in Law in International Crime and Justice, United Nations Interregional Crime and Justice Research Institute
    He has received the “Outstanding Contributor” Certification from NATO Cimic Group South for three consecutive years.
  • He has been an adjunct professor in 13 different University Masters and degree courses and collaborates with the Faculty of Economics of the University of Ferrara in Laboratories on Public Performance and Management.

Dr. Daniele Trevisani – Known languages

  • Italian – Mother tongue
  • English – Excellent (second language, daily contacts).
  • German – Commercial (7 years of study + business trips and frequent contacts)
  • French – Conversational (2 years of study + course Univ. La Sorbonne, Paris)
  • Spanish – Conversational

Dr. Daniele Trevisani, best World trainer and best World coach for number and quality of publications according to Amazon. Followed companies and customers

Business and organizational consultancy and training. Dr. Daniele Trevisani, best world and best world senior coach by number of publications

World’s best consultant in Personal Selling and Sales Management

Over 200 companies have been helpe by Dr. Daniele Trevisani as world’s best consultant in Personal Selling and Sales Management. They have participated in various capacities, in research activities and training activities on various topics, conducted by Dr. Daniele Trevisani. Companies and organizations include ABB, INTEL Corporation Deutschland, Siemens Healthcare, UN (United Nations), Carnival Corporation (Costa Cruises), National Institute of Nuclear Phisics (INFN), Italian Institute of Metrology (INRIM), Area Science Park (Sincrotrone), Ricoh Europe, Frost & Sullivan (London), LRA (Learning Resources Associates, Reed Business Group London), Barilla, Coop Italia, IIR (Institute of International Research, Milan), Arch-Chemicals, Panini Modena, Fedon, Zhermack, Roche, Johnson Wax, Sanofi Synthelabo Otc, Abb Sace Spa, Esseco, Fip, Banca Carige, Volksbank, Chiesi Farmaceutici, Enel, Centrum Pensplan, Solvay-Benvic, Solvin, Vinyloop, Digital, IBM, FS, Alitalia, Società Autostrade, Deutsche Bank, Banca Di Roma, Merloni, Nobel Biocare, Hewlett Packard, Ajilon Gruppo Adecco, Dade Behring, Marazzi Ceramiche, AMA, Arag, Bcs, Bell, Bondioli and Pavesi, Caffini, Cbm, Cnh Italia, Comer Industries, Dana Italy, Demac, Falc, Gallignani, Gam berini, Gnk Waltersheid Gmbh, Goldoni, Grillo, Honda, Italtractor Itm, Kuhn Italia, Landini, Laverda, Malesani, Mutti, Negrisolo Costruzioni, OMB, ORMA, Peruzzo, Rinieri, Roc, SAE, Same Deutz Fahr Group, Sgariboldi, Sicma, Sider Man, Slam, Storti International, Tecnoagri, Tifone, Trelleborg Wheel System, Ceres, Normann Copenhagen, GLS Logistics, Norfolkline, Gasa, Uffefrank, Eise, Publicitas, DMA, Scavangegt, Tulip Food, Eise Gug, Ambu, SagaFood, Holger Christiansen , Blue Water Shipping, Crown, Atahotels, ETF, Rulli Rulmeca, Polar Seafood, Pharma Nord, Syddansk Universitet, Bang & Olufsen, IFOA (Institute of Higher Training for Business Operators), Zeuna Starker PI Industria Electronic Equipment, Petroltecnica, Electra, Reggio Emilia Industrial Association, Association Industriali Rimini, Assopiastrelle, Royal Consulate of Danmark (Milan), Modena Industrial Association, Enetworks, ADM Associates.

Large-scale retail cooperative companies: Coop National School, Coop Italia, Coop Adriatica, Coop Tirreno, Unicoop Firenze, Coop Estense, Novacoop, Coop Emilia-Veneto, Coop Toscana-Lazio, SAIT, DICO. Coop Northeast. Cooperative companies in other sectors: Lega Coop Ravenna, Coop Zerocento, Coop Atlantide, Cesvip (Management Development Center).
Associative bodies: Confindustria, Lions Club, Rotary, Ass. Hoteliers, Confcommercio, CNA, Ascom, Casse Rurali, ANDAF National Association of Administrative and Financial Directors.
Foreign Consulting Companies represented on training projects: Commax Consulting AG (Munich), Frost & Sullivan Training Division (London), Akvilon (Kiev), Pareto UK (Wilmslow, UK).
Dr. Daniele Trevisani has personally conducted diagnosis and research in European Union programs at leading companies including: Ferrari Cars, Ducati Motor, Giglio, Barilla, System Ceramics, Guaber, Sacmi, Maserati, Cognetex, Apofruit, Enichem, Castelli, Baltur, IMA , Computer Center, Felisatti, Lamborghini Calor, Stayer, Panini.

Special activities: personalized coaching in KLE (Key Leader Engagement), Cimic activities (Civil-Military Cooperation), special training activities in analysis and negotiation to support the UN forces in UN mandates and international missions.

Coaching and Training Experiences in the Sports and Sports Coaching area

Graduated from the Italian Fitness Federation (1994), trainer in sports marketing federal courses Italian Fitness Federation, trainer in HR management for Fitness Centers, and many years of experience as National Sector President in WTKA (Martial Arts & Combat Sports).
Speaker in sporting events (Il Nuovo Club Fitness Forum), special trainer of the Profighting Pro athletes group, Founder and President of the Daoshi Cultural-Sports Association, Founder and President of the KTB Sports Association.
Writer of sports management articles with collaborations for the magazines Il Nuovo Club, Samurai Bushido, Budo International, and the international magazine Black Belt USA (in cooperation with Stanford University, Dept. of Neuroscience).
Holder of 3 Black Belts, 9th Dan and Muay Thai and MMA coach.
In sports coaching, he was Team Coach of the international volleyball team of the American University of Washington DC and Mental Coach of women’s volleyball teams (SPES Belluno) and Serie A LegaPro Ravenna.
As a trainer, he works in Mental Training interventions for agonists. He has followed 5 Martial Arts and Combat Sports World Champions, including Boxing World Champion Simona Galassi, and over 10 Italian Champions of various disciplines.
Master recognized by KoGakuShin (Ko Gaku Shin = Open to Knowledge) (World Association of Martial Arts Knowledge) 9th Dan.
Qualification of Advanced Holistic Disciplines Instructor, CSEN (2017)
Manager and manager of Mental Coaching of Ravenna Volleyball team, Serie A, LegaPro Professionisti

Honors and Special Achievements

He obtained the FULBRIGHT honor from the US Government as the best European expert in Intercultural Communication and Human Factor in 1990.
He obtained the “Oustanding Academic & Professional Record” certification from the University of Florida (USA), dept of Graduate Studies, 1992.
In 2007, the Royal Consulate of Denmark confers the recognition of “Outstanding Contribution” for the training in Business Negotiation at the Trade Council of Denmark, by the Danish Consul.
In 2012, 2013 and 2014 he was awarded the honor of “Oustanding Contributor” by NATO for 3 consecutive years for his contributions on the intercultural training of senior officers in UN missions.
He was awarded – the only Italian civilian – the honor of Honorary Member of the Italian Army, Special Forces, in the 28th Operational Communications Regiment, for training merits in the UN Blue Helmets Training, training in NATO and National in favor of Special Forces for foreign missions, in the area of ​​intercultural communication and strategic psychology.

Research and cultural contributions

In the scientific field, he is the developer of numerous innovative models and techniques for the HR, Communication, Training and Human Factor sectors. Among these we mention

  • The Change Management Model “The Change Directors”.
  • The ALM (Action Line Management) model for business and organizational development
  • The “4 Levels of Empathy” model on Intercultural Empathy, analysis techniques such as “Visibility Line Analysis” and Perceptivity Line Analysis “concerning the improvement of communication and marketing
  • The “4 Distances Model” (model for the analysis of intercultural communication and teams).
  • The HPM (Human Performance Modeling) model used for personal growth and performance paths both for individuals and for entire groups and companies.
  • The T-Chart model (Time Chart) aimed at supporting training, coaching and counseling actions.

As a writer, he is the author of 22 books in Italian and 5 other languages ​​including Arabic, with books published by Franco Angeli (Milan), other works published by Mediterranee and Gribaudo-Feltrinelli Editore. He is the author of over 100 articles on management and communication topics. He produced the Bestsellers “Psychology of Marketing and Communication” (in 10th edition since 2001), and the volume “Il Potenziale Umano” in which he introduces numerous innovative techniques for advanced training, personal and organizational growth, and skills for complex challenges.

His volumes are currently being translated into Arabic, in Russia, in Romania, with translation projects in Spanish and in France, Germany, USA and China.

Most famous Italian coaches according to Amazon for the number of books published: Dr. Daniele Trevisani, with 22 books written, including the latest published “Intercultural Negotiation” in Arabic and books in 5 different languages.

If you want to know more about these coaching opportunities carried out directly with the author, you can contact us through this form https://www.studiotrevisani.it/contact-form-2/ and we will call you back and give you all the necessary information

Studio Trevisani Academy

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