The complexity of these triangular or polygonal contracts has long employed consultants, coaches and other professionals in relational or therapeutic contexts. In coaching, this is the growing trend towards coaching contracts initiated and partly tested by staff services in many organizations around the world. Triangular contracts are therefore often at the origin of longer, more formal coaching processes, sometimes strongly marked by political and relational strategies that correspond to the organizational contexts that provoke them in the first place. If you keep your end of good deal, you deliver an incredible coaching program full of tools and insights, and then the client does not hold his top, you should lose this payment? Heck no! The Client Responsibility section covers this and informs students in advance: if they want the results, they must make efforts. While the contracting process is extremely crucial to supporting clients on their path to success during a coaching relationship, professional contracting skills also offer their clients an operational key to ensure success in all their future personal and operational efforts. Of course, there are many exceptions. Meeting agreements occasionally offer the opportunity to divert the coaching process to new horizons. It subtly lets through subtle signs of emerging concerns, unexpected goals, more fundamental changes in terms of deeper customer motivations. Therefore, meeting agreements and subsequent work can help to challenge the initial coaching contract in which he must nevertheless register. In this way, some sessions become the arena where an entirely new coaching direction can be developed, sometimes until there are good reasons to prematurely interrupt the coaching process itself. We will not detail this relatively “legal” level of contracting, but will offer a closer look at other levels of these essential skills in professional coaching. In your coaching agreement, establishing what your clients can expect from you as a coach directly reflects your coaching skills in the eyes of your clients. Complying at a high level and spelling that out of agreement is a way for you, as a coach, to go to your speech.

Customers can be inspired to improve their performance if you, like their coach, have your own standards for excellence. If your customers see the high standards you have for themselves, they will understand that you will also keep them at a high level. You can now start creating the first version of your coaching contract. Just open a Google Doc and create a header for each of the following sections: While some coaches even announce financial breakthroughs for some of their former clients, especially if they were businessmen or entrepreneurs, a coaching agreement should have a profit exclusion. It is worth noting that all “third parties” involved in triangular contracts can often be invited to participate actively and “contractually” in ensuring the success of the “designated customer” through the implementation of specific measures. Too many triangular contracts generally indicate individual or collective “targeted customers” without seeking to involve other parties in the environment, in an abusive form of delegation. These other parties can often assist the coaching process and the success of the designated client by implementing clearly defined, well-designed, concrete and measurable support measures. Thank you, Alison! These are very useful guidelines for the coaching process. I appreciate your experience. They scored excellent points and I know I (and my coaching clients) will benefit from the inclusion of these ideas.