THE INNER GAME OF WORK.

You’re in back-to-back meetings, juggling stakeholder demands, trying to coach your team while staying strategic. You know you’re capable—but something’s getting in the way. What if the problem isn’t your skillset, but your mindset?

As an Executive Coach, I work with leaders at all stages of their career.  Regardless of whether they are just getting started or are the most senior person in their business, their inner critic, that voice inside their head telling them what they can’t do, rather than one reminding them what they are capable of, regularly gets in their way. 

I have been a qualified coach for over 20 years now and the wisdom of this book is one that I return to with clients over and over again.

When W. Timothy Gallwey first introduced the world to The Inner Game of Tennis back in the 1970’s, he wasn’t just teaching people how to play better tennis—he was revealing something far deeper: that the greatest obstacles to performance are not external, but internal. Years later, The Inner Game of Work builds on that foundation and brings it into the modern workplace, offering a compelling philosophy for anyone who wants to lead, coach, or perform with greater clarity and impact.

At first glance, it might seem curious to turn to a book written in the late 1990s for guidance in today’s fast-paced, hybrid, stakeholder-heavy world. But Gallwey’s insights are timeless. In fact, they feel more urgent now than ever. In a landscape where leaders are expected to deliver results, navigate ambiguity, and coach others—all while maintaining their own resilience—The Inner Game of Work offers a quiet revolution: a way to lead from the inside out.

P = P – I

Gallwey’s central formula is deceptively simple:

Performance = Potential – Interference

This equation reframes how we think about leadership. It suggests that most of us already have the potential to perform at a high level—but we’re held back by interference. That interference might be internal (self-doubt, perfectionism, fear of failure) or external (pressure, politics, unclear expectations). Either way, the key to unlocking performance isn’t adding more—it’s removing what gets in the way.

For leaders, this is a game-changer. It shifts the coaching conversation from “What do you need to learn?” to “What’s getting in the way of what you already know?” It invites a more human, compassionate approach to development—one that recognises the power of presence, trust, and psychological safety.

Coaching Question:  “What’s currently interfering with your ability to lead at your full potential?

Other Key Takeaways

The book is packed with fascinating insights which is why I would recommend that you read it for yourself.  Here are some of my other favourite takeaways.

1. Self 1 vs. Self 2: The Inner Dialogue

Gallwey introduces two selves:

• Self-1 is the critical, controlling voice—the one that judges, doubts, and tries to micromanage.

• Self-2 is the intuitive, capable self—the one that knows how to perform when left unhindered.

In leadership, Self 1 often dominates. It’s the voice that says, “You should have handled that stakeholder better,” or “Don’t mess this up.” Coaching helps leaders quiet Self 1 and trust Self 2—especially in moments of pressure or transition.

Coaching Question:

When do you feel most connected to your intuitive, capable Self—and how can you access that more often?

2. The Work Triangle: Performance, Learning, Enjoyment

Gallwey proposes a new way to think about work: not just as a place to perform, but as a space to learn and enjoy.

     The triangle includes:

• Performance: Delivering outcomes

• Learning: Growing capability

• Enjoyment: Finding fulfilment

Most organisations over-index on performance. But sustainable leadership requires all three. Leaders who learn to balance the triangle become more resilient, engaged, and effective. And they create cultures where others can thrive, too.

Coaching Question:  

Which part of the triangle—performance, learning, or enjoyment—needs more attention in your leadership right now?

3. Focus of Attention: The Gateway to Excellence  

Gallwey argues that where we place our attention determines how well we perform. Effective focus is:

• Non-judgemental

• Directed toward what matters

• Aligned with curiosity, not control

For leaders, this means learning to focus on the right things—team dynamics, strategic priorities, stakeholder signals—without being hijacked by distraction or self-doubt. Coaching can help build this kind of intentional awareness.

Coaching Question:

What deserves your full attention right now—and what’s pulling you away from it?

4. Coaching as Learning Facilitation

Gallwey redefines coaching—not as giving advice, but as facilitating learning. He encourages leaders to coach by:

• Asking questions that spark insight

• Creating space for reflection

• Trusting the learner’s process

It’s about enabling leaders to grow through their own awareness, not through external pressure. It’s coaching as partnership, not prescription.

Coaching Question:

How can you coach others by creating space for their learning, rather than solving their problems?

5. Reducing Interference Is the Real Work

Gallwey’s most powerful insight is that performance doesn’t come from trying harder—it comes from interfering less. Leaders often have the skills, the experience, the vision. What they need is space. Space to think, to feel, to trust themselves. Coaching that focuses on reducing interference—rather than adding more tools—unlocks that space.

Coaching Question:

If you gave yourself permission to lead with less effort and more trust, what might shift—for you and those around you?

Why I recommend this book:

In a world obsessed with productivity hacks and leadership frameworks, The Inner Game of Work offers something quieter, deeper, and more enduring. It’s not a manual—it’s a mindset. It invites leaders to:

• Lead with presence, not pressure

• Coach with curiosity, not control

• Perform with trust, not tension

It’s especially relevant for leaders navigating complexity—whether that’s stakeholder alignment, public sector values, or rapid growth. Gallwey’s approach helps them stay grounded, adaptive, and human.

As an executive coach working with leaders in high-stakes environments, I’ve seen Gallwey’s principles transform not just performance, but presence. This book isn’t just theory—it’s a toolkit for real change. Please add it to your reading list!