As a communication technology or as a procedure, the confrontation process must be followed by a number of concrete measures to ensure that the issue is not avoided or that the situation does not slide into open conflict. As a coaching tool, the confrontation process is very useful in helping a client take full responsibility for words and actions or non-actions in a very respectful way. The procedure is as follows: we are not going to specify this relatively “legal” level of contract, but we will propose to take a closer look at other levels of this essential ability in professional coaching. This list also contains some points that are more typical of formal contracts than easier agreements. Indeed, homework contracts are often written by the client and reviewed once completed in order to assess their effectiveness and move on to other action plans. The coaching agreement defines the scope of the coaching sessions and gives the client the certainty that the process will have a tangible result as long as they are engaged and safe and protected during this process. Often, customer appeasement can mean the difference between success and failure. I`ve seen (and used) chords that are at both ends of a spectrum. On the one hand, there is the “not-in-writing” agreement.

It could be an oral agreement that is not written. It also happens that the coach and the client do not think they need an agreement (they may have already worked together or know each other well) and do not even discuss an agreement before starting coaching. MCC: Do: The MCC level coach does everything that the PCC level coach does, then a few, but perhaps in a much more subtle way, knowing that the skill #3: build trust and intimacy with the client, #4: coaching presence, as well as any other skills, will improve the implementation of the coaching agreement by creating trust, facilitating the customer, and providing an environment in which the customer fully and honestly shares. Without this degree of openness and receptivity, it is unlikely that the client will share information that feels vulnerable (sharing our most valued dreams tends to generate flaws) and as a result, they may not receive the full value of coaching. In addition, the master-coach helps the client to broaden their thinking about the goal by helping them to associate it with their larger goals and/or to integrate their understanding into the context of their entire life and even beyond if necessary (#8: Creating Awareness). What makes this difficult is that not only does the Master Coach master all the skills, he has a greater capacity for perception and knows how to communicate a lot in a few words, but also be able to maintain a holistic and intuitive mental state at the same time with a linear awareness of the step. It`s easy when they have advanced contemplative practice. Otherwise, it takes years of coaching to grow. Don`t: Make assumptions or guide, direct or teach the client in one way or another.

In the absence of a fully connected partnership that takes into account the client`s expertise in their own life, it is unlikely that coach and client will achieve the client`s most desired dreams. In many organizational and personal cases, the coaching report is imposed by a third party. The client and coach actively participate in a process caused by an absentee who could be a parent, HRD, general manager, etc. This type of “triangular” can often include more than three parties, such as the coach, the client, the client`s manager, a staff representative, another advisor or a consulting organization that negotiated the initial contract, etc. The initial 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 level of contract is essential in the coaching profession, as it defines the professional context for the coach`s practice, the client`s overall goals, and the relational frame of reference that relates to both. . .

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