Coaching from Within: Applying Tim Gallwey’s “The Inner Game” in Local Government Leadership

In the high-pressure world of local government, leaders are often expected to juggle competing priorities, manage diverse teams, and deliver results under public scrutiny. Amidst this complexity, the ability to coach others effectively—helping them unlock their potential and perform at their best—has become a vital leadership skill. One of the most influential frameworks in the coaching world is Timothy Gallwey’s “The Inner Game”, a concept that shifts the focus from external performance to internal mindset.

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This blog explores Gallwey’s theory, summarises its core principles, and discusses how it can be applied by local government officers who manage people and want to develop as impactful, reflective coaches.

What is “The Inner Game”?

Tim Gallwey, a tennis coach turned performance pioneer, introduced the concept of the Inner Game in his 1974 book The Inner Game of Tennis. While the book was originally aimed at athletes, its insights have since been applied across business, education, and leadership.

At its heart, the Inner Game is about the mental obstacles that interfere with performance. Gallwey argued that the biggest barriers to success are not external challenges, but internal ones—self-doubt, fear, anxiety, and overthinking.

“The opponent within one’s own head is more formidable than the one on the other side of the net.” – Tim Gallwey

Gallwey proposed that every individual has two selves:

• Self 1: The critical, controlling voice—the “teller.”

• Self 2: The natural, capable self—the “doer.”

The Inner Game is about quieting Self 1 so that Self 2 can perform freely and instinctively. In coaching terms, it’s about helping people trust themselves, reduce interference, and access their full potential.

The Formula: Performance = Potential – Interference

One of Gallwey’s most famous contributions is the simple yet powerful formula:

Performance = Potential – Interference

This equation suggests that people don’t need to be “fixed” or “taught” in the traditional sense. Instead, they need help removing the internal barriers that block their natural abilities.

For local government officers, this reframing is transformative. It shifts the coaching conversation from “How do I teach this person to lead?” to “How do I help this person remove what’s getting in the way of their leadership?”

Key Principles of the Inner Game

1. Awareness Over Instruction

Gallwey believed that awareness—not instruction—is the key to learning and growth. Rather than telling someone what to do, a coach should help them observe and reflect on their own behaviour.

“Awareness is curative.” – Tim Gallwey

In practice, this means asking questions that prompt self-discovery, rather than giving advice.

2. Trust in Self 2

Self 2 represents the part of us that knows how to perform when we’re not overthinking—like riding a bike or having a natural conversation. Coaching the Inner Game involves helping people trust their instincts and abilities.

3. Non-Judgemental Observation

Gallwey encouraged observing performance without labelling it as “good” or “bad.” This reduces anxiety and allows for more honest reflection.

4. Focus and Attention

By directing attention to the right things—such as the feel of a movement or the tone of a conversation—coaches can help individuals stay present and reduce mental interference.

Why the Inner Game Matters in Local Government

Local government officers operate in environments where performance is constantly evaluated—by managers, elected officials, and the public. This can create a culture of fear, perfectionism, and self-doubt.

The Inner Game offers a counterbalance. It encourages leaders to:

• Coach with empathy, not control.

• Foster self-belief in their teams.

• Create safe spaces for learning and experimentation.

• Focus on potential, not just performance metrics.

Applying the Inner Game in Coaching Conversations

Let’s explore how a local government officer might use Inner Game principles in real coaching scenarios.

Scenario 1: A Team Member Lacks Confidence in Public Speaking

Instead of offering tips or scripts, the coach might say:

• “What happens in your mind just before you speak?”

• “What are you telling yourself in that moment?”

• “What would it feel like to speak without judging yourself?”

This helps the individual become aware of their internal dialogue (Self 1) and begin to trust their natural communication style (Self 2).

Scenario 2: A Manager Struggles with Delegation

Rather than instructing them on how to delegate, the coach might explore:

• “What thoughts come up when you think about letting go?”

• “What’s the worst that could happen?”

• “What would it look like to trust your team more?”

This approach surfaces the internal interference—fear of losing control, fear of failure—and helps the coachee find their own solutions.

Tools and Techniques Inspired by the Inner Game

1. The STOP Tool

Gallwey introduced the STOP technique to help people pause and reset:

• Step back

• Think

• Organise thoughts

• Proceed

This is especially useful in high-stress environments like local government, where decisions are often made under pressure.

2. Focus Questions

Instead of directive questions, use open-ended ones that promote awareness:

• “What did you notice about your reaction?”

• “What was going through your mind at that moment?”

• “What would happen if you trusted yourself more?”

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3. Non-Judgemental Feedback

Encourage team members to observe their own performance without labelling it. For example:

• “What did you notice about how that meeting went?”

• “What felt natural? What felt forced?”

This reduces defensiveness and promotes honest reflection.

Developing as a Coach Using the Inner Game

For local government officers who want to grow as coaches, the Inner Game offers a powerful mindset shift. Here’s how to begin:

1. Work on Your Own Inner Game

Before coaching others, reflect on your own internal dialogue. What does your Self 1 say? How can you trust Self 2 more?

2. Create a Coaching Culture

Encourage reflection, curiosity, and self-trust in your team. Replace micromanagement with meaningful questions.

3. Model Vulnerability

Show that it’s okay not to have all the answers. Share your own learning journey and how you manage internal interference.

4. Celebrate Effort, Not Just Outcomes

Recognise growth, experimentation, and resilience—not just results. This builds confidence and reduces fear of failure.

Final Thoughts

Tim Gallwey’s Inner Game is more than a coaching technique—it’s a philosophy of human potential. In the context of local government, where leaders are under constant pressure to perform, it offers a refreshing reminder: the most powerful coaching happens not by telling people what to do, but by helping them remove what’s getting in the way.

“The Inner Game is about realising that the opponent within is more formidable than the one without.” – Tim Gallwey

By embracing this mindset, local government officers can become not just better managers, but transformational coaches—leaders who unlock the best in themselves and others.