Coaching is a client-centric, client-oriented process in which the coach is more of a value creator. This is a basic rule of involvement in coaching and should underpin all coaching agreements. However, maintaining professional objectivity in an often intimate relationship is not the easiest thing in the world. The coaching contract is an agreement that sets the tone in a coaching relationship. This article will save you a lot of time by ticking everything that should be included in your coaching contract. The time it takes to craft a good sequence agreement can sometimes take up most of the time allotted to the topic or problem. Often, clarifying the problem the client wants to work on is the bulk of the work itself. Therefore, after the establishment of a general formal contract and once the coaching process actually begins with a series of meetings, the use of a second “procurement” process arises in a more operational and immediate dimension. This applies to session agreements that are established at the beginning of each coaching session, starting with the first and following each subsequent coaching session. Many coaches, like other independent providers, do not establish the relationship at the company level, believing that it is useless or that it can give an overly formal impression.
If you reverse this point of view, a contract shows that you are a professional and this also applies to the coaching relationship. This can help maintain professional objectivity in a situation that can sometimes become quite intimate. This list does not include occasional or more original clauses, but it already points out that a good part of coaching work is to help clients design a detailed and formal plan of action, rather than accompanying them in the development of consciousness or intellectual and conceptual training. 3) The creation of the coaching contract already helps clients move forward: Take, for example, the use of contracts in daily coaching. Professionals use this ability almost indifferently at different levels. These different levels of procurement support and reinforce each other. In order to successfully implement a coaching process, it therefore makes sense to distinguish and understand contracts and agreements with clients in the following dimensions: As a communication technique or as a procedure, the confrontation process consists of following a series of specific steps to ensure that the subject is not avoided or that the situation does not slip into a direct conflict. As a coaching tool, the confrontation process is very useful in helping a client take full responsibility for words and actions or non-actions in a very respectful way. The procedure is as follows: confrontation is necessary when one perceives a discrepancy in the words, actions or between the words and actions of a person, more precisely between the content of an explicit agreement or contract and the actions or conduct that follow. For example, if you promise to repay a loan over a certain period of time and you do not repay the corresponding repayments, that person may rightly be confronted with the lender. These highly practical and detailed “follow-up” contracts often make the difference between simply developing client awareness, e.B. in personal development or therapy, and achieving measurable coaching results.
Coaching is almost inevitably followed by a series of practical action plans designed and planned by the client before a sequence or session can be considered satisfactorily completed. In solution-oriented coaching, the coach helps clients identify a goal of the conversation that they can describe as the presence of something rather than the absence (e.B. “I want to stop procrastinating” is not really a good coaching goal, a good coach would rather ask what the client wants). The goal should be something that the client can influence (for example, “My boss needs to change” is not a very good coaching goal) and something that is important to the client and will make all the difference in the client`s life. When a customer understands what they want instead of what they don`t want, what they can and can`t influence, and what`s important to them, they`re usually much closer to what they want to achieve than before. The coaching contract is not something that happens before the actual coaching. If you invite the client to think about the desired result of the session, you are already in coaching! In addition to the coaching contract, the documentation of the process plays an important role. You can also ask yourself questions such as In fact, different types of contracts and agreements are so much a part of coaching skills that their presence can be observed throughout the development of the relationship with a particular client. Therefore, the concept of the contract, the agreements and the associated skills are the subject of great attention from professional coaches, their superiors and trainers.
The role of the sponsor is to help the coachee acquire new knowledge, skills and attitudes and try to apply them in the business environment. The sponsor should honestly explain the reason for the coaching, take the time to review progress, and (if applicable) provide additional advice or mentorship. In many organizational and personal cases, the coaching relationship is prescribed by a third party. The client and coach are actively involved in a process caused by an absentee who could be a parent, a human resources department, a general manager, etc. This type of “triangular contract” can often involve more than three parties, such as the coach, the client, the client`s manager, a staff representative, another consultant or consultancy body that negotiated the initial contract, etc. The contract process is a goal-oriented mindset that is continually present in the coaching relationship as a minute-by-minute modus operandi. It is so ubiquitous in the coaching process that it is illustrated as a tool for the client as a success-oriented procedure that the client can take home and replicate in all aspects of personal and professional life long after the coaching process is completed. In this context, the contract concept and the associated coaching agreement processes could be considered as one of the most important coaching instruments that bring lasting added value to clients.
A coaching contract is also a great way to show your clients that you are up to date from the start. It outlines the professional lines in which the relationship should thrive and helps build trust in the program. By presenting the expectations of both parties, a coaching agreement also guides the coachee on how to get the most out of your program. Of course, people don`t hire coaches the same way they hire accountants or other business people. While a coaching agreement is always a binding agreement, the nature of the relationship is unlikely to be rigid. Therefore, the tone of the agreement is crucial. The role of the coachee is to take responsibility for his own development. The coachee should; Think for yourself, commit to doing the work, and be willing to accept help. Your customers can easily have unreasonable expectations or interpretations of what your services entail. And while you`re at it, it`s also important to draw the line for the type of services you`re going to offer.
While a coaching relationship is often intimate, it`s important to be clear, for example, that you`re not a psychotherapist or healthcare professional. The coaching agreement defines the scope of the coaching sessions and gives the client peace of mind that the process will have a tangible result as long as they are engaged and are safe and secure during this process. .