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The purpose of this paper is to present business coaching in a classical way. An overview of coaching definitions will be provided. Attention will be drawn to coaching components and varieties. Moreover, a brief description of coach competences and tools supporting their work will be offered.

Our considerations should be started with a short overview of coaching definitions. One of the approaches presents coaching as a didactic process oriented on the formation (improvement) of employee skills, conducted in a system: one coaching instructor per one coaching trainee [1].

According to A. Ratajczak and P. Pilipczuk coaching is the assistance and management of a person’s skills and competences in a specific field, conducted individually by a coach. A significant element of coaching is a partner relationship and mutual trust between the personal coach and his/her trainee/client/sportsman [woman]/employee/team. The principal task of coaching is to support the person included in a coaching scheme in her/his achievement of the targets agreed upon with the coach [2].

Coaching, particularly its business variety, means the improvement of effectiveness and efficiency of organization through enabling the employees to learn in a scheduled way under the coach’s supervision. First of all, the process is to enable a more efficient problem solution, also the improvement of an individual employee’s efficiency, particularly wherever any change in task performance is desired [3].

S. Thorpe and J. Clifford treat coachins as assistance provided to a given person in enhancing and improvement of action through consideration over the way he/she applies a substantial skill or knowledge [4].