During a coaching relationship lasting several months, the client is often confronted with new and sometimes unexpected topics that may or may not be in accordance with the original contract. At the beginning of each coaching or session session, it is therefore useful for the coach as well as for the client to „achieve the initial contract with „mini“ contracts in the medium or short term and operational or agreements focused on emerging problems. Normally, these adaptations respect the main orientation of the original contract and redirect the coaching work towards more concrete or practical, emerging dimensions that were previously unpredictable. Now you have all the information you need to develop the very first version of your coaching contract. In many cases of organization and staff, the coaching relationship is imposed by a third party. The client and coach are actively engaged in a process caused by an absentee who could be a parent, an HR, a general manager, etc. This type of „triangular“ contract can often encompass more than three parts, such as the coach. B, the client, the client manager, a staff representative, another advisor or consulting organization that negotiated the original contract, etc. For some clients, the implementation of a meeting agreement is a challenging and challenging process that often helps to set important personal or professional priorities. Meeting agreements sometimes offer clients the opportunity to reconsider and reposition topics they have considered central or secondary. 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.
The original 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 contractual level is essential in the coaching profession in that it defines the professional context of the coach`s practice, the client`s general objectives and the relational frame of reference that relates to both. What it means: „Life is coming. I understand. But here`s what I need from you when you`re going to reschedule a coaching session. We would like to emphasize that this level of agreement, beyond what might appear to be excessive formalism, is most useful in reminding the coach and 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.