Contracting in coaching
Using a professional coach creates a different dynamic to the developmental relationship.
- Financial arrangements, rather than goodwill or managerial responsibility play a role and can sometimes create a conflict of interest
- The expected level of qualification and experience of the external coach or mentor is much higher
- There is usually a tighter specification on the length of the relationship and the amount of time available for meetings
- Outcome measures tend to be SMART and less flexible, particularly for executive coaching
A contract is essential for several reasons:
- To clarify expectations between all parties
- To avoid subsequent arguments about what services should and should not have been provided
- To ensure the relationship is focused on business-critical issues
What should the contract specify?
Essential elements include:
- Purpose of the assignment
- Expected outcomes and how these will be measured
- Frequency, duration and location of meetings
- Amount of ad hoc (eg telephone or e-mail) support available between meetings
- Assignment fees
- Compensation for meetings cancelled at short notice
- Substitution policy (ie if coach is unavailable)
- Agreement on confidentiality (what the coach is expected to inform the sponsor, under what circumstances)
- Arrangements, if any, for extending / renewing the contract
- Procedures for reviewing the relationship at regular intervals; and for termination at the request of either party
- Dispute resolution
- Declaration by coach with regard to
- quality and level of their professional supervision
- financial solidity
- adherence to Equal Opportunities policy
- professional indemnity insurance
© David Clutterbuck, 2015
Prof David Clutterbuck
Coaching and Mentoring International Ltd
Woodlands, Tollgate,
Maidenhead,
Berks, UK. SL6 4LJ
www.coachingandmentoringinternational.org
e-mail: info@coachingandmentoringinternational.org
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