In addition to a written coaching contract, some coaches use an “Intake Sheet” or have a checklist of the most important things that need to be covered by the coacheee. This helps to cover all aspects and understand them more precisely before the start of formal coaching, including what is presented in the coaching contract. As a coaching process unfolds, networks, intertwines and supports each other, some over several months, others over several days, hours or minutes. We would like to stress that this level of agreement, beyond what might appear to be excessive formalism, is most useful to remind the coach and the client that the context of a coaching relationship is based on a deep respect for the customer coaching space. This space belongs to the client and, to respect his autonomy, the coach does not set foot in him without asking for prior authorization. This process is similar to the basic respect of knocking on a door and waiting for an invitation before entering a private room. In fact, different types of contracts and agreements are so much part of coaching skills that their presence can be observed throughout the development of the relationship with a particular client. This is why the concept of contracts, agreements and related skills is highly respected by professional coaches, their facilitators and trainers. The aim of this article is to deepen our understanding of the central role that contracts and agreements play during the development of a coaching relationship. Beyond the initial contract, which helps to specify the objective and limits of a coaching relationship, we want to develop here the other facets of the conclusion of the contract, considering the concept as a family of skills constantly presented by a professional coach in a daily, if not minute-by-minute way. Coaching is a specific profession. It is very different from personal development, therapy, training, advice, analysis, etc. Therefore, professional coaching has a framework, goals, tools and ways to define before starting a relationship with a particular client.
As in any other profession, this clarification is communicated to the client by an explicit professional agreement or an initial contract. The role of the coach is to guide the coach through a development process to help them achieve their goals. The coach will be, among other things, a catalyst for change, preserve confidentiality and question the coachee`s thinking processes. My own thoughts are based on my experience as a coach, project manager and businessman. What I have learned is that if you put expectations in advance, there is a much less chance that there will be misunderstandings while you go through the coaching process. The contracting process is a targeted frame of mind that is constantly present in the coaching relationship as a minute-minute modus operandi. It is so ubiquitous in the coaching process that the client, as a tool, is a method oriented towards success, that the client can take him home and reproduce in all aspects of personal and professional life, long after the end of the coaching process.