How to properly carry out your coaching contract?

When you start individual coaching or team coaching, or why not organizational coaching in which you will simultaneously support many teams, it is very important to calibrate with your client sponsor the objectives of this support. The virtue of this contract is to be able to calibrate the roles and responsibilities of each person, the duration of the coaching, the objectives and results that we want to measure at the end of the coaching, the measurement indicators that will allow us to measure whether the achievement of this objective is real, in progress or to be achieved.

To create an effective coaching contract, the first thing to do is to work on the expression of the request. And to do this, we have to work well on the great tool that Vincent Lenhardt gave us, which we call the RPBDC.

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R is for Real

What is the current situation in which your customers find themselves? What is working well in this current situation and what is the situation that they would like to evolve, change, or bring about?

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RP as Problem

What is the problem? What makes you see your customer today? The problem is not necessarily negative. What is the problem? What is the challenge? What is the challenge? What is the situation they particularly want to work on?

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RPB as a need

You need to understand the current situation, the challenge, the challenge. What is the gap between the present situation and the desired situation, what do you want to achieve with your future coachee? What is the problem you want to work on? And based on that, can he explain his need to you?

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RPBD as Request

It is important that you understand what your customer needs, and that you understand what is important to them, what is necessary to reach their goal, to move from this situation to this situation. What is his request of you as a coach, or of Talentis, or of our team of coaches? What is important to him? What does he need from us?

There, there is work to be done to successfully complete a coaching contract, to assess the difference between the need expressed and the request. Does the expressed need equal the demand? Is there a demand that you hear, that you will have to make emerge? Is there a lack of demand? You hear the person applying, but you also hear that they don't want to be coached. And does the need the person is expressing for you really correspond to what they need? And your whole objective is going to be to align needs and demands.

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RPBDC as a Contract

How are you going to support? Over how many sessions? Over what length of time? With how many coaches, will you be several or not? For what budget? A coaching contract is also a clarity of the financial conditions, the cancellation conditions, the suspension conditions, in such a way that this contract is perfectly clean. In Talentis' culture, a coaching contract is a written contract in which there are the rights and duties during coaching, the objectives, the measurement indicators and all the elements of the contract that we have just talked about.

A contract is made to be signed at the beginning, but it is also necessary to be used at the end of coaching, whether it is individual coaching or team coaching. These are the goals you had at the beginning, where are you today? Are you happy with this support? Did the coachee see his goals progress? What does his environment, his boss, his team, etc. think about it? And how do you measure the achievement of your goals? What is left to do?

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The coaching contract is not a trivial tool, it is what seals, it is the cement of all your support. We are in a profession that must be at least as demanding as our customers are. And today, our customers are asking us for clear objectives, a measure of the effectiveness of coaching and a contract that is truly a co-responsibility contract. At Talentis, we invite you to work on your contract well in order to build relationships of trust and co-responsibility with your customers.

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