The term “coaching” can sometimes be confusing when it comes to the level and type of service coaches can expect from you. Including a disclaimer like this, which contains all sorts of advice and help you can`t provide, helps clarify the relationship from the beginning. Confrontation is necessary if one perceives a discrepancy in words, actions or between words and actions of a person, more precisely between the content of an explicit agreement or contract and the acts or behaviors that follow. For example, if you commit to repaying a loan over a set period of time and you do not respect the corresponding repayments, this person may legitimately be confronted by the lending party. Take, for example, the use of contracting in the daily life of coaching. Professionals use this ability almost indifferently on several different levels. These different levels of treaties are mutually reinforcing and mutually reinforcing. To succeed in a coaching process, it is therefore wise to distinguish and know the contracts and agreements with clients in the following dimensions: the complexity of these triangular or polygonal contracts has long been a concern of consultants, coaches and other professionals in relational or therapeutic contexts. In terms of coaching, they concern the growing trend towards coaching contracts, initiated and partially driven by human resources departments 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 first. While a coaching process unfolds, all these different levels of contraction intertwine, intertwine and support each other, some over several months, others over several days, hours or minutes. During a coaching relationship of several months, the client is often confronted with new and sometimes unexpected topics that may or may not correspond to the initial contract.
At the beginning of each coaching or coaching meeting, it is therefore useful for both the coach and the client to “re-update the initial contract with medium-term or short-term and operational `mini` contracts or agreements focused on emerging issues. Normally, these adaptations respect the main direction of the initial contract and direct the coaching work towards more concrete or practical dimensions, which were previously unpredictable. Therefore, the meeting agreement should have some degree of consistency or congruence with the initial coaching contract and easily fit into its main objectives. Meeting agreements are generally adapted to the implementation of the coaching contract suitable for initial training in its operational dimension. . . .