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Unlearning is predominantly studied as a conscious managerial phenomenon. We focused on the process that led some managers to withdraw from their career in order to become a coach. We have combined the life narratives of sixteen individuals and their breakaway from the dominant managerial model. This break represents a form of unlearning. We rely on the Lacanian concept of surplus jouissance to interpret our data, which leads us to analyze coaching training as a transitional space favoring individual unlearning.