1. The importance of creating a clear contract/working agreement in coaching and how to effectively do this as a coach
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2. Objectives
To learn a process that will enable you to create a “clear” and “clean” coaching agreement with your clients
To consider the complexity of the coaching contract within organisations
To understand the psychological level of the contract
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3. Contracting TA Contracting seen as crucial to working relationships
Seeks to be transparent, open and clearly agreed between all parties
“an explicit bilateral commitment to a well defined course of action.” E. Berne
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4. Multi-party contracting
Organisation
HR Dept/Coaching champion
Line manager
Coach
Coachee
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5. Overarching Contract Four P’s in Contracting (Julie Hay)
Procedural; Mechanics
Where, when, how often, how long, payment, cancellations etc.
Professional; Purpose, Outcomes Roles & Responsibilities
What is the purpose of the coaching and expected outcomes  
How and when will we review and evaluate the work, coach’s qualifications, background, philosophy, supervision and confidentiality.
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6. Purpose, Outcomes & Goals John Whitmore
End goals – Outcome to be achieved that may be aspirational e.g. “build better relationships with colleagues and team”
Change goals – specific objectives to be worked on to move towards the end goal
Session goals – linked to change goals
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7. Contracting in each session
3 areas of questioning when contracting for each session
What is the subject/focus?
What is the outcome expected?
What is my role as coach?
Checking in regularly on these three core elements of your contract is crucial
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8. 4 P’s in Contracting Personal; How the coach and coachee work together
How do you want me to be with you? How do you like to learn? What’s my role? What’s going to be really important to you? How will we end the relationship if it’s not working? How do I challenge and support you in a way that works for you?
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9. 4 P’s of Contracting
Psychological; Raising the unconscious to the conscious
What might get in the way of us working together? What’s not being said? What are the coachee’s expectations? How has the coachee got in his own way in the past? What will the coach and coachee do if this happens in the work? How might the coach get in the way?
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10. Psychological Contract - TA
Exists in the mind of the parties to the contract
Unconscious and therefore unspoken
Challenge to surface and deal with
Berne “ the outcome of the contract will be determined at the psychological level”
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11. Psychological Contract
“In any relationship, the parties may exchange ulterior (hidden)messages. This is especially true where personal or organisational change is being sought …such change usually means a challenge to someone’s frame of reference ..both practitioner and client are likely to come into their working relationship with a covert agenda…important function of a contract is to make sure the covert agenda is explicit.” Stewart & Van Joins 1987
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12. Questions to ask What’s going on here? What am I noticing in myself?
What is the unconscious invitation in this relationship?
What is my intuition telling me?
What might I be discounting?
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13. Contracting
4 P’s – Procedural, professional, personal and psychological
Mutual consent
Valid consideration
Competency
Lawful object
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14. Multi-party contracting
Organisation
HR Dept/Coaching champion
Line manager
Coach
Coachee
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15. Psychological Distance in Contracting
The perceived distance in relationship terms that exists between the parties to the contract
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16. References Wilson, S. (2012) TA Programme Notes
Hay, J. (2009) Transactional Analysis for Trainers (2009) Sherwood Publishing UK