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Contracting



    Coaching requires clear contracting to ensure that all stakeholders are aware of and agree to the roles and responsibilities each has in the coaching process, as well as the boundaries of the arrangements and what each party can expect from the other. Where the coaching arrangement includes a third party (such as when an employer is sponsoring the coaching) then there also needs to be a clear contract with them, which may influence the contract with the client. A written contract can outline the general expectations, roles and responsibilities, as well as outlining obligations in terms of confidentiality. Issues to do with confidentiality include what will happen to any records of the coaching sessions, how they will be stored while the coaching is ongoing and who (if anyone) they may be shared with (for example, a coach supervisor). In addition the written contract will outline the conditions under which either side can terminate the coaching agreement. The coaching agreement should be specific and time limited rather than open ended so that all parties understand what they are committing to. 

     

    In addition to the written contract, the coaching session will include a contracting stage, where the specific goals for the session are agreed and to set an agenda, driven by the client.  Regular reviewing during the session, recontracting where new issues arise that change the goals or identify new ones, will keep the session focused on the client’s needs.

     

     

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