The contract process is a targeted state of mind that is permanently present in the coaching relationship in minute-minute operandi mode. It is so ubiquitous in the coaching process that it is modeled as a tool to the client as a success-oriented process, which the client can take home and replicate in all aspects of personal and professional life, long after the coaching process is complete. In this context, the concept of contract and the related coaching contract processes could be considered as one of the main coaching tools offering sustainable added value to clients. I will behave in such a way that the coaching profession is not poorly thought out or that the public`s perception of coaching is put in a bad reputation. If you don`t take the opportunity to describe this early in your commitment, you may need to walk around to track your payments. A coaching relationship can become so personal that it becomes difficult or unpleasant to talk about money. Therefore, payment terms should be made before the start of the program. The initial contract in coaching is often the most explicit or formal and has the most legal nuances. It is most often written and concerns the general scope of the coach-client relationship. This level of contract is essential in the coaching profession, as it defines the professional context for the coach`s practice, the client`s general objectives and the relational frame of reference that concerns both. After evaluating client development and implementation since the last coaching meeting, each meeting agreement focuses on shorter-term goals that fit into a larger journey, on more specific steps that fit into a larger process, a page that fits into a larger chapter.
In fact, different types of contracts and agreements are so much a part of coaching skills that their presence can be observed throughout the blossoming of the relationship with a particular client. Therefore, the concept of contracts, agreements and related skills is the subject of great attention from professional coaches, their superiors and coaches. In many organizational and personal cases, the coaching report is imposed by a third party. The client and coach actively participate in a process caused by an absentee who could be a parent, HRD, general manager, etc. This type of “triangular” can often include more than three parties, such as the coach, the client, the client`s manager, a staff representative, another advisor or a consulting organization that negotiated the initial contract, etc. While the contracting process is extremely important to accompany clients on their path to success during a coaching relationship, professional contract skills also offer clients an operational key to ensure success in all their future personal and operational efforts. A coaching contract covers at least the following factors between the coach, client and paying sponsor (if applicable as a formal agreement), especially in the case of an organisational coaching contract which describes: I will ensure that the client understands the terms of the coaching contract and the nature of the coaching commitment. . .