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.
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:
- managing advanced training and coaching programs in international environments
- research on active training techniques, with focus on cross-disciplinary integration,
- coaching and consulting in the fields of personal and organizational development
- 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.   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.  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.  These so-called impact factors include:  
- 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’.” 
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.  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.  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. 
The effective factors are similar in psychotherapy, coaching and other counseling and training methods, but there are also significant differences.  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 ).  Incorrect diagnoses or misjudgments can cause significant human and financial damage. For this reason, it is recommended to consult a doctor first.  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:
- Coaching for the direct improvement of employee performance,
- Coaching as a leadership style to reflect on leadership behavior,
- Executive coaching to improve management skills ,
- Leadership coaching for management development .
An evaluation of 49 studies on leadership coaching by Katherine Ely, Lisa Boyce and co-authors  as well as an exploratory study on the effectiveness of different leadership coaching programs by Gro Ladegard and Susann Gjerde  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.  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. 
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). 
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. 
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.  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”.  A so-called consulting relationship is very helpful between manager and coach, which usually requires a structured discussion (see the section on coaching discussions). 
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.  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.). 
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.  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.  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.  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. 
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. 
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 .  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.  In a qualitative study in handball, it was found that the coaches
- give specific instructions
- motivate players
- control emotions,
- Require player communication. 
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.” 
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 . 
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
- Dianna and Merryl Anderson: Coaching That Counts: Harnessing the Power of Leadership Coaching to Deliver Strategic Value (Improving Human Performance). Elsevier, Burlington 2005.
- James Bartlett Advances in coaching practices: A humanistic approach to coach and client roles. In: Journal of Business Research. 60, 2007. doi:10.1016/j.jbusres.2006.09.011
- Vicki Batson et al.: Implementing Transformational Leadership and Nurse Manager Support Through Coaching. In: Perioperative Nursing Clinics. 4, 2009. doi:10.1016/j.cpen.2008.10.004
- Diane Coutu, Carol Kauffman: What Can Coaches Do for You? In: Harvard Business Review . January 2009.
- Elaine Cox, Tatiana Bachkirova, David A. Clutterbuck: The Complete Handbook of Coaching . Routledge Chapman & Hall, 2007.
- Katherine Ely: Evaluating leadership coaching: A review and integrated framework. In: The Leadership Quarterly. 21, 2010. doi:10.1016/j.leaqua.2010.06.003
- Douglas Hall et al.: What Really Happens in Executive Coaching. In: Organizational Dynamics. 27, Issue 3/1999. doi:10.1016/S0090-2616(99)90020-7
- Harvard Business School Press: Closing Gaps and Improving Performance: The Basics of Coaching. Boston (Massachusetts) 2008.
- Harvard Business School Press: Coaching People: Expert Solutions to Everyday Challenges. Boston 2007, ISBN 978-1-4221-0347-0 .
- Michelle Krazmien, Florence Berger: The coaching paradox. In: J.Hospitality Management. volume 16, 1997. doi:10.1016/S0278-4319(96)00046-1
- Jack B Nitschke, Kristen L Mackiewicz: Prefrontal and Anterior Cingulate Contributions to Volition. In: International Review of Neurobiology. Volume 67, 2005. doi:10.1016/S0074-7742(05)67003-1
- Kelly Sumich: Sports Science for Coaching Children . Acer Press, 2013, ISBN 978-1-74286-062-6 .
- 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. doi:10.1016/S0895-4356(01)00460-7
- Jennifer Wenson: After-coaching leadership skills and their impact on direct reports: recommendations for organizations. In: Human Resources Development International. 13, 2010. doi:10.1080/13678868.2010.520485
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
- ↑coaching In: Dorsch: Encyclopedia of Psychology.
- ↑ Rauen (ed.): Handbook Coaching. 3rd Edition. Hogrefe, Goettingen.
- ↑ 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.
- ↑ Christian Reimer, Jochen Eckert, Martin Hautzinger, Eberhard Wilke: 3rd Edition. Heidelberg 2007, p. 15 and 25 f.
- ↑ Christian Reimer and others: 2007, p. 25 f.
- ^ Rainer M. Holm-Hadulla: Integrative Psychotherapy. Klett-Cotta, Stuttgart, 2017.
- ↑ Maja Storch, Frank Krause: Self-management – resource-oriented. 4th edition. Zurich 2007.
- ↑ 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.
- ↑ Claas-Hinrich Lammers, Emotion-Related Psychotherapy, Hamburg 2008, p. 123 ff.
- ↑ Luc Isebaert: Stuttgart 2005, p. 32 f.
- ↑David G Myers : 9th edition. New York 2010, p. 651.
- ↑https://www.researchgate.net/publication/226556304_Coaching .
- ↑ Luc Isebaert: Stuttgart 2005.
- ↑ Claas-Hinrich Lammers: Emotion-related psychotherapy. Stuttgart 2008.
- ↑ Künzli: Effectiveness research in executive coaching. In: OSC Organizational Consulting – Supervision – Coaching. 3/2005, pp. 231-244.
- ↑ Künzli: Impact research for executive coaching. In: organizational consulting, supervision, coaching. 16(1), 2009.
- ↑ Greif: The hardest research results on coaching success. In: Coaching Magazine. 3/2008.
- ↑ Pelz: Systemic coaching and systemic consulting: A critical analysis. THM Business School, Gießen 2016, p. 3 (online)
- ↑ Klaus Werle: The hour of the charlatans. In: Manager Magazine. Issue 3/2007.
- ↑ Stratford Sherman, Alyssa Freas: The Wild West of Executive Coaching. In: Harvard Business Review. Nov 2004.
- ↑Coaching market analysis: Great development potential. In: ECONOMIC PSYCHOLOGY TODAY. October 19, 2020, retrieved December 3, 2020 (German).
- ↑German Coaching Association e. V. (DCV) – Quality in coaching. Retrieved October 29, 2019 (German).
- ↑German Bundesverband Coaching e. V. Retrieved July 10, 2018
- ↑Society for Coaching e. V. Retrieved July 10, 2018.
- ↑ 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.
- ↑ Margarite Vale et al.: Coaching patients with coronary heart disease to achieve the target cholesterol. In: Journal of Clinical Epidemiology. 55, 2002, p. 254.
- ↑ Margarite Vale et al.: Coaching patients with coronary heart disease to achieve the target cholesterol. In: Journal of Clinical Epidemiology. 55, 2002, p. 246.
- ↑ Margarite Vale et al.: Coaching patients with coronary heart disease to achieve the target cholesterol. In: Journal of Clinical Epidemiology. 55, 2002, p. 247.
- ↑ 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.
- ↑ 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 .
- ↑ Katherine Ely, Lisa Boyce et al.: Evaluating leadership coaching: A review and integrated framework. In: The Leadership Quarterly. 21, 2010, pp. 585-599.
- ↑ 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.
- ↑ Michael M Lombardo, Robert W Eichinger: Career Architect Development Planner. 4th edition. Lominger International, 2004.
- ↑ Pierce Howard, Jane Howard: Leading with the Big Five. Frankfurt/ New York 2002.
- ↑ Jump up to: abHorst Steinmann , Georg Schreyögg : 6th edition. Wiesbaden 2005, p. 658.
- ↑ Paul Michelman: Do You Need an Executive Coach? In: Harvard Management Update. December 2004.
- ↑ Gary Yukl, Leadership in Organizations. 8th edition. Upper Saddle River/ New Jersey 2013, p. 378.
- ↑ 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.
- ↑ Harvard Business School Press, Closing Gaps and Improving Performance: The Basics of Coaching. Boston (Massachusetts), p. 5.
- ↑ 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.
- ↑David G Myers : NYC 2010.
- ↑ -J. Fisseni: Textbook of psychological diagnostics. 3rd Edition. Goettingen 2004, p. 46 ff.
- ↑ 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.
- ↑ 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.
- ↑ Katherine Ely: Evaluating leadership coaching: A review and integrated framework. In: The Leadership Quarterly. 21, 2010.
- ↑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 .
- ↑ Petra Müssig: Success is a matter of the mind – mastering sporting challenges. Stuttgart 2010.
- ↑ Alexander Bechthold: Coaching from a trainer’s point of view. In: competitive sports. 44, 2014, 2, 22-26.
- ↑ Marquard: Practice, Philosophy.
- ↑ 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)
- ↑ Katherine Ely et al.: Evaluating leadership coaching: A review and integrated framework. In: The Leadership Quarterly. Volume 21, Issue 4, 2010.
- ↑ 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
- ↑ David Myers, NYC 2010.
- ↑ 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.
- ↑ 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.
- ↑ Joyce Bono et al.: A Survery of Executive Coaching Practices. In: Personal Psychology. 62, 2009.
- ↑ 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
- ↑ Such claims can be found, for example, in the coaching magazine. 1/2011.
- ↑ Joyce Bono et al.: A Survery of Executive Coaching Practices. In: Personal Psychology. 62, 2009.
- ↑ Diane Coutu, Carol Kauffman: What Can Coaches Do for You? In: Harvard Business Review. January 2009.
- ↑ Coutu 2009, p. 92.
- ↑ 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.
- ↑ Jump up to: ab Anne Scoular: How to Pick a Coach? In: Coutu 2009, p. 96.
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