In principle, meeting and sequence agreements, then sequence agreements, are used to ”reconcile” the coach, the client and the client`s objectives. Open dialogue is often very different from formal and legalistic coaching contracts, as it often tolerates less precise definitions, ”fuzzy” goals, and allows for emerging processes and creative solutions. When contracts and less formal agreements relating to a person or to the same system are compared, they often present specific models specific to the person concerned or the system concerned. In this way, a contact process not only offers a modus operandi capable of ensuring the success of a particular project, but also provides indicators of the frame of reference, hopes and fears, strengths and weaknesses, etc. of the entities that concern them. This first contract aims, firstly, to position each coach in his specific frame of reference and, secondly, to limit the scope of the professional relationship and thus protect all contractors. This initial contract defines the coaching attitude before the start of the coaching relationship with a particular client, well before the implementation of a real coaching process, and long before it becomes useful to involve clients in the definition of a number of other ”mini-contracts” or coaching. Beyond this first contract, which helps to specify the frame of reference of the coaching profession in relation to a client, the concept of contract is also a ubiquitous ability that is constantly implemented in many other subtle ways, each step of the journey during a coaching process. These other contractual capabilities as part of a coaching process can be considered ”mini-contracts” or client coach agreements. During a co-counselling session, the client is always responsible, while the advisor assists the client in their process.
The manner in which the advisor does this is agreed in the meeting contract. Structured or guided by contracts and agreements, accompanied by coaching, all customer actions provide many operational indicators on the potential for improvement and development. While working with a coach, driven by a contract process, the client gradually develops a powerful performance-centric modus operandi focused on congruent and sustainably measurable results. This list also contains a few points that are more typical of formal contracts than easier agreements….