There is no single agreed-upon definition of coaching. Some authors define it narrowly as a performance-improvement technique. Other authors see coaching in broader terms. Some authors draw upon similarities between organizational managers and athletic coaches. Many of the characteristics of an effective athletic coach should also be present in the effective manager-coach. These include optimism, a strong sense of moral values, honesty, humility, warmth, self-confidence, and trustworthiness.

Authors use the term coaching to describe both a broad approach to performance management and a specific technique to facilitate it. Some name five related roles that make up coaching, including educating, sponsoring, counseling, and confronting. Finally, some authors view coaching as something done primarily as a means for executive development or to help problem executives and professionals get back on track.

Coaching encompasses more than mere technique; it is a day-to-day approach to managing performance. Acting as a coach makes the manager or supervisor a partner with employees and a facilitator of their performance. At its heart, coaching requires managers to take an interest in and interact with employees to encourage great performance.