This paper explores the growing practice of managerial coaching. Much of the coaching literature is set in the context of an external coach coming into an organisation. However managers are increasingly being expected to coach their employees, a change in role which can create tensions. This paper examines the literature on coaching managers and identifies key differences in the issues faced by coaching managers and by internal/external coaches. The same coach training is often provided to both full-time coaches and coaching managers. The paper also discusses implications for coach training.