It is worth pointing out that all „third parties“ involved in triangular contracts can often be invited to actively and „contractually“ participate in the success of the „designated customer“ through the implementation of specific measures. Too many triangular contracts tend to draw attention to individual or collective „target customers“, without seeking to involve other parties in the region in an abusive form of delegation. These other parties can often support the coaching process and the success of the designated client by also implementing clearly defined, well-designed, concrete and measurable support measures. During this „sequence“ clarification process, the coach`s questions and reactions often help the client to change perspective, perceive other options, change the definition of topics, prioritize, remotivate, etc. As a result, the coach`s input, which helps clients clarify their sequence contracts or agreements, can often become the central area in which the art of coaching can be implemented. These very practical and detailed follow-up homework contracts often make the difference between simply developing client consciousness, such as in personal development or therapy, and achieving measurable coaching results. Coaching is almost necessarily followed by a series of practical action plans designed and planned by the client before a sequence or session can be considered satisfactory. In addition to the formal contract, you should possibly add an individual agreement on the coaching process itself. This could include: Therefore, the continued use of different contract and agreement processes during a coaching relationship will be a systematic operational training of a success-oriented ability, which will be preserved by clients beyond their coaching experience in everything they want to accomplish afterwards. In this way, Contracting Skills is a central coaching tool that offers clients a sustainable behavior model for future operational success. Whether you are a personal, professional, executive or other specific coach, you need to think about all the potential issues that may affect your category and address them in your written and oral agreements with your clients.
If you are dealing with corporate clients, your agreements may be more comprehensive and longer than if you are dealing with individuals. It is recommended that you consult legally for the revision of your contracts. It is money well spent. The work on the agreement serves to set the agenda of the session by listing the themes, objectives and themes on which the client wishes to focus and the time allocated to each item. The second core competency presented by ICF is „Establishing the Coaching Agreement“. Many of us have learned, during our formal training on the path of certified coaches, the importance of having a written agreement, discussed the different components to be included in this agreement and effectively creating our own coaching contract as one of the tasks of our courses. The need for a clear treaty is extremely important and can go a long way in defining in writing the many important aspects that bring clarity and objectivity to the scope of the commitment, as well as eliminating potential misunderstandings in the future when the coaching relationship develops. However, it does not complete this competence. There are of course many exceptions. Session agreements sometimes offer opportunities to steer the coaching process to new horizons. It subtly lets through subtle signs of emerging concerns, unexpected goals, and more fundamental changes in customer motivations.
Therefore, meeting agreements and the work that follows can help to question the initial coaching contract in which he must nevertheless fit in. In this way, some sessions become the arena where a whole new coaching direction can be designed, sometimes to the point that good reasons are discovered to interrupt the coaching process itself prematurely. . . .