Contracting with the Client - Level 1, 2, 3 - Comensa

Contracting in Coaching: Why the First Conversation Determines Everything That Follows

Coaching relationships don’t always fail in the coaching itself,  they might and often do fail in the lack of clarity at the beginning.

Contracting is the foundation of effective coaching. It is the process where coach and client create a shared understanding of why we are here, how we will work together, what success looks like, and how we will know we are making progress.

At its core, contracting is not a formality. It is the container that holds the entire coaching relationship.

What contracting actually does

A strong coaching contract creates clarity in five key areas:

1. Purpose

We define why coaching exists right now.

• What brought you here?

• Why now?

• What feels most important to explore?

Purpose is not assumed. It is clarified and revisited.

2. Roles and responsibilities

We clearly define who does what.

The coach:

• Does not give advice or instructions

• Does not diagnose or provide therapy

• Supports thinking, awareness, and reflection

• Holds space, challenge, and structure

The client:

• Owns their decisions

• Brings real topics and context

• Chooses what to act on

• Is responsible for outcomes and actions

Coaching is a thinking partnership, not an instruction model.

3. Boundaries and ethics

We agree on what coaching is and is not.

Coaching is:

• Forward-focused

• Awareness-based

• Action-oriented

• Client-led

Coaching is not:

• Therapy or psychological treatment

• Consulting or expert advice

• A guarantee of outcomes

The coach is not responsible for the client’s life decisions or results. The coach is responsible for the quality of thinking space created.

4. Administration and structure

We define the practical container:

• Session duration and frequency

• Cost and payment terms

• Confidentiality and its limits

• Communication boundaries between sessions

• Logistics (online, in-person, scheduling)

This creates stability so the coaching space can focus on thinking, not logistics.

5. Success criteria and outcomes

We define how we will know coaching is working.

This includes:

• Desired outcomes or direction of change

• Behavioural shifts or decisions

• Emotional or cognitive changes (clarity, confidence, awareness)

• Observable indicators of progress

Success is not vague. It is defined, revisited, and refined over time.

Coaching is not just about goals

A common misconception is that coaching is purely goal-setting.

At a deeper level, coaching is also about:

• How you are thinking about the goal

• What patterns influence your decisions

• What assumptions shape your choices

• What emotions and beliefs are driving behaviour

Sometimes the most important shift is not the goal itself, but the way a person relates to the goal.

How we work together (the coaching alliance)

We also contract on the relationship itself:

• How you prefer to be challenged or supported

• How you think best (reflection, action, discussion, silence)

• What helps or hinders your thinking

• How we give and receive feedback

This is often called the “working alliance,” and it is dynamic, not fixed.

We regularly ask:

“How are we working together right now, and is it helping your thinking?”

Flexibility and re-contracting

Coaching is not static.

As awareness increases, the original focus may no longer be the real focus.

We continuously re-contract:

• What are we actually working on now?

• Has the purpose shifted?

• Is something more important emerging?

This makes coaching responsive rather than rigid.

From goals to awareness

While goals matter, coaching often moves beyond them into:

• Awareness of patterns

• Recognition of assumptions

• Emotional and cognitive shifts

• Identity-level insights

We focus less on just “what to do” and more on:

“How are you experiencing and interpreting this situation?”

Presence in the coaching space

Good coaching is not about fixing or leading.

It is about:

• Staying present with what is emerging

• Listening beyond words

• Noticing shifts in thinking and emotion in real time

• Allowing insight to arise rather than forcing direction

Sometimes the most powerful intervention is silence and reflection.

Identity and meaning

At deeper levels of coaching, we explore:

• Who you are becoming through this situation

• What meaning you are assigning to events

• How your identity influences your decisions

• What patterns you are ready to outgrow

This moves coaching from performance to transformation.

Accountability in coaching

Accountability is not punishment or pressure.

It is reflection:

• What did you commit to?

• What happened when you acted or didn’t act?

• What did you learn?

• What will you adjust?

Progress is measured not only by completion, but by awareness gained through action.

The coaching contract is the foundation

Ultimately, contracting ensures that:

• Expectations are aligned

• Roles are clear

• Boundaries are respected

• Purpose is understood

• Success is defined

• The coaching space remains safe, structured, and flexible

Without contracting, coaching becomes unclear.

With strong contracting, coaching becomes powerful, focused, and deeply transformational.

A coaching contract is not just an agreement.

It is a shared commitment to:

“Think clearly, stay honest, remain aware, and allow meaningful change to emerge through conversation.”

Below is a peer assessment marking sheet for observing coaching contracting at ACC, PCC, and MCC levels, aligned with ICF-style expectations and your full contracting framework (admin, ethics, outcomes, alliance, awareness, emergence, identity, etc.).

It is designed so a coach can listen, tick behaviours, and give a score out of 7 per level.

 COACHING CONTRACTING ASSESSMENT SHEET

ACC / PCC / MCC Level Evaluation (Peer Review Tool)

Coach being assessed: _______________________
Observer: _______________________
Date: _______________________
Session type: Contracting (first session / re-contracting)

 ACC LEVEL (FOUNDATION CONTRACTING)

Criteria (tick observed behaviours)

☐ Explained basic coaching purpose (what coaching is)
☐ Explained what coaching is NOT (therapy, advice, consulting)
☐ Set basic logistics (time, cost, duration, frequency)
☐ Mentioned confidentiality
☐ Clarified roles (coach vs client responsibility)
☐ Asked basic client expectation question
☐ Confirmed understanding of agreement

ACC QUALITY INDICATORS (LISTEN FOR)

• Mostly coach-led explanation

• Administrative focus dominates

• Limited exploration of learning or outcomes

• Contract feels “one-way” or procedural

ACC SCORE (OUT OF 7)

1 2 3 4 5 6 7

Score: _______

 PCC LEVEL (PROFESSIONAL CONTRACTING)

Criteria (tick observed behaviours)

☐ Co-created coaching purpose with client
☐ Explored client’s goals and motivations (“why now”)
☐ Defined success criteria with client (observable or experiential)
☐ Asked about learning style or how client thinks best
☐ Established working alliance (how coach + client work together)
☐ Clarified agenda ownership (client-led focus)
☐ Set accountability expectations (between-session action)
☐ Explored challenge preference (support vs challenge)
☐ Checked alignment and understanding of contract
☐ Agreed on process review or feedback loop

PCC QUALITY INDICATORS (LISTEN FOR)

• Shared ownership of agenda

• Clear outcome definition

• Structured yet collaborative conversation

• Focus on clarity, alignment, and expectations

• Some exploration of thinking and learning style

PCC SCORE (OUT OF 7)

1 2 3 4 5 6 7

Score: _______

 MCC LEVEL (MASTERFUL / EMERGENT CONTRACTING)

Criteria (tick observed behaviours)

☐ Contract treated as evolving (not fixed agreement)
☐ Coach explores how coach and client think together (meta-contracting)
☐ Focus shifts from goals to awareness or thinking patterns
☐ Coach invites reflection in real time (“what are you noticing now?”)
☐ Emergent themes allowed to reshape session direction
☐ Exploration of identity, meaning, or self-concept begins naturally
☐ Coach notices and uses relational dynamics (what’s happening between us)
☐ Systems/context awareness introduced (work, family, patterns)
☐ Process over outcome clearly emphasised
☐ Coach demonstrates presence over structure or control
☐ Contract is re-negotiated in session when needed
☐ Accountability reframed as learning and awareness (not compliance)

MCC QUALITY INDICATORS (LISTEN FOR)

• Fluid, dynamic contracting (not static checklist)

• Strong presence and silence tolerance

• Focus on “how the client is thinking”

• Real-time awareness building

• Shifts in direction based on emergence

• Coaching relationship used as data

• Depth beyond goals into identity/meaning

MCC SCORE (OUT OF 7)

1 2 3 4 5 6 7

Score: _______

 OVERALL OBSERVATION NOTES

Strengths observed:

1

2

3

4

5

Gaps or missed opportunities:

1

2

3

4

5

6

7

Key contracting moment (quote or behaviour):

One improvement suggestion:

1

 FINAL SUMMARY

ACC Score: _______ / 7
PCC Score: _______ / 7
MCC Score: _______ / 7

Overall coaching contracting level demonstrated:

☐ ACC
☐ PCC
☐ Emerging PCC+
☐ MCC behaviours present

 INTERPRETATION GUIDE

• 1–2: Minimal competence / unclear contracting

• 3–4: Basic functional contracting (ACC–early PCC)

• 5: Solid PCC-level contracting

• 6: Strong PCC with emerging MCC behaviours

• 7: Consistent MCC-level contracting (dynamic, emergent, presence-led)

Below is your complete coaching contracting facilitation guide.

For every line item on your ACC / PCC / MCC assessment sheet, I’ve given you:

• 2 practical questions OR coach statements

• Designed so you can say them directly in session

• Aligned to ICF ethics + PCC structure + MCC presence

 ACC LEVEL — SCRIPTED QUESTIONS / STATEMENTS

1. Explained coaching purpose

• “Coaching is a thinking partnership focused on helping you move forward. Does that make sense?”

• “My role is to support your thinking, not to give advice or solutions.”

2. Explained what coaching is NOT

• “Just to be clear, this is not therapy, consulting, or advice-giving.”

• “You won’t be told what to do—we work through your thinking together.”

3. Set logistics (time, cost, frequency)

• “Each session will be 60 minutes, and we’ll meet weekly unless we agree otherwise.”

• “Let’s confirm the timing, cost, and structure so everything is clear upfront.”

4. Mentioned confidentiality

• “What we discuss stays confidential, except in legal or safety exceptions.”

• “Your privacy is protected within professional ethical guidelines.”

5. Clarified roles

• “You bring your topics; I support your thinking process.”

• “You are responsible for your decisions and actions; I’m responsible for the coaching space.”

6. Asked client expectations

• “What are you hoping to get from coaching?”

• “What would make this a valuable experience for you?”

7. Confirmed understanding

• “Does this all make sense so far?”

• “Is there anything unclear about how we’ll work together?”

 PCC LEVEL — QUESTIONS / STATEMENTS

1. Co-created purpose

• “What has brought you to coaching at this point in your life?”

• “Let’s define together what you actually want from this process.”

2. Explored goals and motivations

• “What is driving this desire for change right now?”

• “What happens if nothing changes?”

3. Defined success criteria

• “How will you know this coaching has been successful?”

• “What will be different in your behaviour or thinking?”

4. Explored learning style

• “How do you typically process new ideas or decisions?”

• “What helps you gain clarity when you feel stuck?”

5. Established working alliance

• “How do you want me to show up for you in this process?”

• “What kind of coaching style supports you best?”

6. Clarified agenda ownership

• “What feels most important for us to focus on today?”

• “You decide what we work on each session—what’s most alive for you?”

7. Set accountability expectations

• “What actions do you want to commit to between sessions?”

• “How would you like to be held accountable?”

8. Challenge preference

• “How comfortable are you with being challenged on your thinking?”

• “What does helpful challenge look like for you?”

9. Checked alignment

• “Are we aligned on what we are working toward?”

• “Is there anything missing or unclear in our agreement?”

10. Agreed process review

• “We’ll regularly check if coaching is working for you—does that feel okay?”

• “If something isn’t working, we’ll adjust together.”

 MCC LEVEL — QUESTIONS / STATEMENTS

1. Contract treated as evolving

• “Let’s treat this as something we can keep refining as we go.”

• “Our focus may change as new insight emerges.”

2. Meta-contracting

• “How do you want us to think together in this space?”

• “What helps or hinders your thinking when we talk like this?”

3. Focus on thinking patterns

• “What do you notice about how you are thinking right now?”

• “What assumptions might be shaping that view?”

4. Real-time reflection

• “What are you noticing in yourself as you say that?”

• “What just shifted for you in this moment?”

5. Emergent themes

• “What feels most alive or important right now in this conversation?”

• “Has your focus shifted as we’ve been talking?”

6. Identity / meaning exploration

• “What does this situation say about how you see yourself?”

• “Who are you becoming through this challenge?”

7. Relational dynamics (between coach and client)

• “What’s it like for you talking about this with me right now?”

• “What do you notice happening between us as we explore this?”

8. Systems thinking

• “What systems or environments might be influencing this pattern?”

• “Where else in your life does this show up?”

9. Process over outcome

• “Let’s focus less on solving and more on how you are seeing this.”

• “What matters most is how you are thinking about this, not just the outcome.”

10. Presence over structure

• “Let’s stay with what is emerging rather than forcing direction.”

• “What feels most present right now in you?”

11. Re-contracting in session

• “Given what’s come up, do we need to adjust what we’re focusing on?”

• “Let’s re-contract based on what is emerging here.”

12. Learning-based accountability

• “What did you learn from what you did or didn’t do?”

• “What does this experience reveal about your thinking patterns?”

 HOW TO USE THIS

• ACC = clarity + structure + ethics

• PCC = shared meaning + outcomes + alliance

• MCC = awareness + emergence + relational thinking space

Below is a full first-session contracting script you can use verbatim with a client. It integrates PCC structure + MCC presence, and includes:

• Administration (logistics, ethics, boundaries)

• Clear explanation of coaching (what it is / isn’t)

• Purpose + agenda + success criteria

• Working alliance (how we think together)

• Learning style

• Accountability agreements

• Re-contracting language

• Awareness + identity-level coaching

• Process over goals

• Real-time reflection moments

• Flexibility and emergence

This is written as a natural dialogue, not a checklist.

FULL COACHING CONTRACTING SCRIPT (PCC–MCC LEVEL)

1. OPENING THE SPACE

Coach:

“Before we begin working together, I’d like to take some time to set the foundation for how this coaching relationship will work. This helps ensure clarity, safety, and effectiveness for both of us.”

“What we’re doing here is not just a conversation about goals—it’s a structured thinking partnership. So we’ll define how we work together, what coaching is and isn’t, and what success looks like for you.”

2. WHAT COACHING IS AND ISN’T (ETHICS + SCOPE)

Coach:

“Let me explain what coaching is, and what it is not, so we are fully aligned.”

“Coaching is a forward-focused, reflective thinking partnership. My role is to support your thinking, awareness, and decision-making—not to give advice, solve your problems, or tell you what to do.”

“This is not therapy, consulting, or mentoring. I will not diagnose, prescribe solutions, or take responsibility for your decisions or outcomes.”

“You remain fully responsible for your choices, actions, and results. My responsibility is to hold a clear, safe, and high-quality thinking space.”

“Does that make sense so far?”

Client:
“Yes, that makes sense.”

3. ADMINISTRATIVE CONTRACT (STRUCTURE + LOGISTICS)

Coach:

“Let’s also agree on the practical structure.”

“We’ll typically meet for [X minutes] sessions, [weekly/biweekly]. We’ll meet online/in person depending on what we agreed.”

“Confidentiality is maintained except where there are legal or ethical obligations to disclose risk of harm.”

“Sessions begin and end on time, and there is a cancellation policy in place which we’ve shared.”

“Your role is to bring topics that matter to you. My role is to hold the coaching space and support your thinking process.”

“Is everything clear and acceptable so far?”

Client:
“Yes, that all works for me.”

4. PURPOSE OF COACHING (WHY YOU ARE HERE)

Coach:

“Let’s explore what brought you here.”

“What made you decide that now is the right time for coaching?”

Client:
“I feel stuck in my career and I’m not making decisions I need to make.”

Coach:

“And if coaching was useful for you, what would change as a result of our work together?”

Client:
“I would have clarity and start taking action instead of overthinking.”

5. SUCCESS CRITERIA (WHAT GOOD LOOKS LIKE)

Coach:

“Let’s define what success will look like so we both know what we are working toward.”

“How will you know that coaching has been valuable for you?”

Client:
“I’ll be making decisions faster and feeling more confident about them.”

Coach:

“What would someone close to you notice about you if that shift had happened?”

Client:
“I’d be more decisive and less anxious.”

6. AGENDA OWNERSHIP (CLIENT-LED PROCESS)

Coach:

“In this coaching relationship, you own the agenda. You decide what is most important to bring each session.”

“My role is not to direct the conversation, but to support your thinking about what matters most.”

“If we ever need to, we can shift or refine the focus together in the moment.”

7. HOW WE THINK TOGETHER (WORKING ALLIANCE – MCC LEVEL)

Coach:

“I’d also like to understand how we can work best together.”

“When you are thinking through something complex, what helps you most?”

Client:
“Talking things out and being challenged, but not pushed too hard.”

Coach:

“And what tends to block your thinking or shut you down?”

Client:
“If I feel judged or rushed.”

Coach:

“That’s important.”

“So let’s agree that I will slow you down when needed, challenge assumptions respectfully, and avoid giving advice or rushing solutions.”

“And I want you to feel free to tell me in the moment if something I say doesn’t work for you.”

8. LEARNING STYLE + ACCOUNTABILITY

Coach:

“How do you tend to learn or gain clarity best?”

Client:
“I need reflection time after talking things through.”

Coach:

“And when it comes to accountability, what works best for you?”

Client:
“Being asked what I committed to and reflecting on whether I followed through.”

Coach:

“So between sessions, you will decide your own actions, and we will reflect on what you learned from them—not just whether you completed them.”

9. PROCESS OVER GOALS (SHIFTING FOCUS – MCC LEVEL)

Coach:

“One important part of coaching is that we don’t only focus on goals.”

“We also focus on how you are thinking about those goals.”

“Sometimes the most important shift is not the decision itself, but the awareness of what is influencing the decision.”

“So we will pay attention to your thinking patterns, assumptions, emotions, and internal responses as they arise.”

10. REAL-TIME AWARENESS CONTRACT (MCC PRESENCE)

Coach:

“As we work, I may occasionally pause and ask what you are noticing in yourself—your thoughts, emotions, or reactions in the moment.”

“This is not to interrupt you, but to increase awareness of how you are experiencing your thinking.”

“Is that okay with you?”

Client:
“Yes.”

11. FLEXIBILITY + RE-CONTRACTING

Coach:

“One final thing—our focus may change over time.”

“As you gain insight, what you think you need at the beginning may not be what is actually most important later.”

“So we will regularly check in and ask:
‘Is this still what we need to focus on?’”

“This means the contract is not fixed—it evolves as you evolve.”

12. IDENTITY + MEANING (MCC DEPTH)

Coach:

“At times, we may also go beyond decisions and goals into questions like:

Who are you becoming through this situation?
What patterns are repeating?
What meaning are you making of what is happening?”

“This is not about analysing you—it’s about increasing awareness of how you are interpreting your experience.”

13. SUMMARY OF CONTRACT

Coach:

“Let me summarise what we’ve agreed on:

• We are in a thinking partnership, not advice-giving or therapy

• You own the agenda and decisions

• I support your thinking, awareness, and reflection

• We define success in terms of clarity, confidence, and action

• We will explore both goals and how you are thinking about them

• We will reflect on learning, not just task completion

• We will stay flexible as new insights emerge

• We will regularly check how the coaching process is working for you”

“Does that accurately reflect what you understand and agree to?”

Client:
“Yes, it does.”

14. CLOSING THE CONTRACT + TRANSITION INTO COACHING

Coach:

“Great. Then we have a clear foundation to work from.”

“Before we move into coaching, I’d like to ask one final question:

What feels most important for us to start exploring today?”

Client:
“I think I want to start with why I keep delaying decisions.”

Coach:

“Okay. Let’s begin there.”

END RESULT

This script achieves:

• Full ICF PCC-level contracting structure

• Embedded MCC meta-contracting and emergence

• Clear ethical boundaries and administration

• Strong working alliance formation

• Deep psychological safety + clarity

• Seamless transition into coaching

Here is a progression of contracting depth in coaching—from basic administrative agreement (Level 1) through collaborative psychological contracting (Level 2) to MCC-level co-created, reflective, and systemic contracting (Level 3).

Below is a practical coaching script + question bank you can actually use, structured across those levels, plus sample phrases you can say out loud in session.

1. LEVEL 1 — ADMINISTRATIVE / STRUCTURAL CONTRACTING

(COMENSA / ICF baseline: clarity, ethics, boundaries, logistics)

What you are doing here

You are establishing:

• Purpose of coaching

• Roles and responsibilities

• Confidentiality and ethics

• Time, frequency, fees, cancellation

• Boundaries of coaching vs therapy/advice

What you say (script)

“Before we begin, I’d like to set up how we’ll work together so we’re both clear on expectations, boundaries, and how coaching will function.”

Core questions

• “What has brought you to coaching at this point in your life?”

• “What would make this coaching relationship valuable for you?”

• “What do you understand coaching to be—and not be?”

• “Have you had coaching before? What worked or didn’t work?”

• “What do you expect from me as your coach?”

• “What responsibilities do you believe you have in this process?”

Administrative clarity questions

• “Are you comfortable with confidentiality boundaries as explained?”

• “Are there any constraints I should be aware of (time, availability, commitments)?”

• “How would you like to structure our sessions—frequency and duration?”

2. LEVEL 2 — COLLABORATIVE CONTRACTING (CORE ICF COMPETENCIES)

(This is where most professional coaching lives: shared agenda, outcomes, alignment, learning style, accountability)

What you are doing here

• Clarifying what the client REALLY wants (not just surface goals)

• Exploring motivation and readiness

• Co-designing success indicators

• Understanding learning style and challenge tolerance

• Aligning expectations of process

A. Deep exploration of agenda

Questions

• “What would you like to explore today that would make this session meaningful?”

• “If this session was extremely valuable, what would have changed by the end?”

• “What’s underneath that goal—what is it really about for you?”

• “Why now?”

Coach language

“Let’s go beneath the surface and understand what really matters here.”

B. Outcome + success indicators

Questions

• “How will you know this coaching has been successful for you?”

• “What will be different in your behaviour, thinking, or decisions?”

• “What does success look like in observable terms?”

• “What would someone close to you notice has changed?”

C. Learning style + processing preference

Questions

• “How do you typically learn best—through reflection, action, structure, or discussion?”

• “Do you prefer direct challenge, gentle exploration, or a mix?”

• “When you’re stuck, what tends to help you shift?”

• “How do you like to be held accountable?”

D. Challenge & growth edge

Questions

• “How open are you to being challenged in this space?”

• “What does helpful challenge look like for you?”

• “Where do you tend to resist change?”

• “What might stop you from following through?”

E. Alignment + transparency

Questions

• “Are we aligned on what we’re working toward today?”

• “Is there anything important you’re not saying yet that could affect this work?”

• “What would you like me to keep noticing or holding you accountable for?”

3. LEVEL 3 — MCC-LEVEL / SYSTEMIC / REFLECTIVE CONTRACTING

(Deep presence, co-creation, emergence, meta-awareness, identity-level work)

What you are doing here

• Contracting is ongoing, not one-time

• Focus is on who the client is becoming

• You co-create meaning in real time

• You work with emotions, resistance, patterns, identity

• You constantly re-contract based on emergence

A. Meta-contracting (how we work together as humans)

Questions

• “What kind of thinking partnership would best serve you right now?”

• “How should I be with you for you to do your best thinking?”

• “What tends to shut you down in conversations like this?”

• “What helps you feel safe enough to be fully honest?”

Coach phrasing

“Let’s not just focus on the goal—let’s design how we think together.”

B. Awareness + reflection in real time

Questions

• “What are you noticing in yourself as you say that?”

• “What emotion is present right now?”

• “What just shifted for you in this moment?”

• “What is this situation revealing about you?”

C. Identity-level exploration

Questions

• “Who are you becoming through this challenge?”

• “What does this situation say about how you see yourself?”

• “What version of you is trying to emerge here?”

• “What identity are you letting go of?”

D. Pattern interruption + systemic awareness

Questions

• “Where else in your life does this pattern show up?”

• “What system (work, family, beliefs) is reinforcing this?”

• “What do you get from staying stuck here?”

• “What is this protecting you from?”

E. Ongoing re-contracting

Questions

• “Has what we’re focusing on changed as we’ve spoken?”

• “Do we need to adjust our direction based on what’s surfaced?”

• “What feels most alive to explore now?”

Coach phrase

“Let’s re-contract based on what has emerged in this conversation.”

F. Deep evaluation + integration (closing the loop)

Questions

• “What have you learned about yourself today?”

• “What will you take forward beyond this session?”

• “What might you do differently as a result?”

• “What are you committing to—not just thinking, but doing?”

MCC-level reflection

• “What did you notice about how you showed up in this conversation?”

• “What surprised you about your own thinking today?”

4. SESSION FLOW USING ALL LEVELS (PRACTICAL SCRIPT)

You can run a session like this:

1. Contract (Level 1)

“Let’s align on how we’ll work together today.”

2. Agenda setting (Level 2)

“What would make this session most valuable?”

3. Deep exploration (Level 2–3)

“What is really going on underneath this?”

4. Awareness (Level 3)

“What are you noticing right now as we talk?”

5. Insight + meaning (Level 3)

“What is this revealing about you?”

6. Action + accountability (Level 2–3)

“What will you do differently after this?”

7. Re-contract + close (Level 3)

“What do we need to carry forward or adjust for next time?”

5. KEY DIFFERENCE ACROSS LEVELS

• Level 1: “Are we agreed on logistics?”

• Level 2: “What do you want to achieve and how will we know?”

• Level 3: “How are we thinking together, and who are you becoming in the process?”

Below is a PCC–MCC level first-session coaching contracting script designed to reflect ICF core competencies, COMENSA ethical contracting expectations, and MCC-level presence (meta-contracting, emergence, and co-creation).

It is written as a real dialogue you can actually use, including:

• Coach opening script

• Administrative contracting (Level 1)

• Psychological contracting (PCC Level 2)

• MCC-level meta-contracting and co-creation

• Example client responses

• Smooth progression into coaching

 MASTER COACHING CONTRACTING SCRIPT (PCC → MCC LEVEL)

1. OPENING THE RELATIONSHIP (SETTING THE SPACE)

Coach (presence + tone calm, grounded)

“Before we begin working together, I’d like to take some time to set up how this coaching relationship will function. This is so that we are both clear on expectations, boundaries, and how we create value together.”

“I’ll explain what coaching is and isn’t, how confidentiality works, and then we’ll explore what you want from this relationship—not just today, but overall.”

2. WHAT COACHING IS AND ISN’T (ICF / COMENSA ALIGNMENT)

Coach says:

“Coaching is a forward-focused, thinking partnership. My role is not to give advice, diagnose, or tell you what to do. Instead, I will help you think more clearly, see blind spots, and access your own insight and decisions.”

“This is not therapy, mentoring, or consulting. We don’t go into clinical treatment, past trauma processing, or me giving you expert solutions. Instead, we work with your thinking, awareness, choices, and action.”

“Does that distinction make sense to you so far?”

Client:

“Yes, that makes sense. I’ve done mentoring before, so this feels different.”

3. ADMINISTRATIVE CONTRACTING (LEVEL 1 – STRUCTURAL)

Coach:

“Let’s cover the practical agreements that allow this space to function well.”

• Sessions are 60 minutes

• Frequency: weekly / biweekly (confirm)

• Confidentiality is maintained unless legal/ethical exceptions apply

• You are responsible for your decisions and actions

• Coaching can be paused or ended at any time with notice

• Payment / cancellation terms (if applicable)

Coach asks:

“Is there anything here you want to clarify or adjust before we continue?”

Client:

“No, that’s clear. I’m comfortable with that.”

4. INITIAL PURPOSE (LEVEL 2 – EXPLORING WHY THEY ARE HERE)

Coach:

“What has brought you to coaching at this point in your life?”

Client:

“I feel stuck in my career. I know I want to change direction, but I keep hesitating and second-guessing myself.”

Coach (deepening):

“If this coaching was truly valuable, what would be different in your life as a result?”

Client:

“I would have clarity on my direction and actually be taking steps instead of overthinking.”

Coach:

“What is the real cost of staying stuck in this pattern right now?”

Client:

“I’m losing time. I feel like I’m not progressing, and it’s affecting my confidence.”

5. SUCCESS INDICATORS (PCC LEVEL CONTRACTING)

Coach:

“Let’s define what success would look like so we know what we’re working toward.”

“How will you know this coaching has been successful for you?”

Client:

“If I’ve made a clear decision about my next career move and started taking action within the next few weeks.”

Coach:

“What would someone close to you notice about you if that shift had happened?”

Client:

“I’d be more decisive, less anxious, and more confident in how I talk about my future.”

6. LEARNING STYLE + WORKING PREFERENCES (DEEPER PCC CONTRACTING)

Coach:

“When you are at your best in thinking or problem-solving, how do you prefer to work?”

Client:

“I like structured conversations. I think out loud, but I also need time to reflect after.”

Coach:

“When you feel challenged, what tends to support you most?”

Client:

“Direct but respectful challenge. I don’t like being pushed aggressively.”

Coach:

“How do you want to be held accountable in this process?”

Client:

“I like being asked what I committed to and being asked why I didn’t follow through if I didn’t.”

7. PCC-LEVEL ALIGNMENT CHECK

Coach:

“So far, I’m hearing that you want clarity, structured thinking space, and accountability that supports action. Is that accurate?”

Client:

“Yes, that sounds right.”

Coach:

“Is there anything important about how you think, make decisions, or get stuck that would help me support you better?”

Client:

“I tend to overthink and delay decisions until I feel 100% sure—which never really happens.”

8. MCC-LEVEL META-CONTRACTING (HOW WE THINK TOGETHER)

Coach (slower, more reflective tone):

“Let’s take this a step deeper. Beyond goals and outcomes—how do you want us to think together in this space?”

Client:

“I’m not sure what you mean.”

Coach:

“For example—when you are uncertain or stuck, do you want me to slow you down, challenge your assumptions, reflect patterns, or help you explore more possibilities?”

Client:

“I think I want you to slow me down and challenge my assumptions. I rush to conclusions.”

Coach:

“And what might shut you down in a conversation like this?”

Client:

“If I feel judged or like I’m being told what to do.”

Coach:

“That’s helpful. So we’re agreeing that this is a thinking partnership where we slow down assumptions, challenge thinking respectfully, and avoid directive advice. Does that feel right?”

Client:

“Yes, that feels right.”

9. MCC-LEVEL EMERGENCE CONTRACT (DYNAMIC RE-CONTRACTING)

Coach (in-session awareness):

“As we’re speaking, what are you noticing in yourself right now?”

Client:

“I actually feel relieved. Like I don’t have to figure everything out alone.”

Coach:

“That relief—what do you think that’s telling you about what you’ve been carrying into this situation?”

Client:

“That I’ve been trying to solve everything in my head without support.”

Coach:

“Given what’s emerging right now, do we need to adjust what we think we’re working on?”

Client:

“Maybe less about ‘finding the right career’ and more about learning how to think through decisions better.”

Coach:

“That’s an important shift. Let’s re-contract that as our focus.”

10. FINAL CONTRACT SUMMARY (COACH SYNTHESIS)

Coach:

“Let me summarise what we’ve created together so far.”

“You came in wanting clarity around career direction and action. What’s emerging is that the deeper work is developing your ability to make decisions without overthinking and self-doubt taking over.”

“Our agreement is:

• We work as a thinking partnership, not advice-giving

• We slow down your decision-making process to improve clarity

• We challenge assumptions respectfully

• We track patterns of overthinking and hesitation

• You commit to experimenting with action between sessions”

“Does that accurately reflect what we’ve agreed?”

Client:

“Yes, that’s exactly it.”

11. MCC-LEVEL CLOSING + REFLECTION

Coach:

“Before we close today, what are you taking away from this conversation about yourself?”

Client:

“That I don’t actually need more answers—I need a better way of thinking.”

Coach:

“What do you want to commit to between now and next session?”

Client:

“I’ll make one decision I’ve been avoiding and reflect on how I made it rather than whether it was perfect.”

Coach (closing presence):

“Great. We’ll use our next session to explore what you learned from that process, not just the outcome.”

 WHAT MAKES THIS PCC–MCC LEVEL

PCC Level elements:

• Clear outcomes and success criteria

• Structured contracting

• Learning style exploration

• Accountability agreements

MCC Level elements:

• Meta-contracting (how we think together)

• Emergent re-contracting during session

• Identity-level insight (“how you think about thinking”)

• Non-linear coaching focus (process over goal fixation)

• Awareness-based reflection in real time

 PCC-LEVEL STRUCTURED CONTRACTING (ICF) — CORE ELEMENTS

1. ADMINISTRATIVE CONTRACTING (FOUNDATION LAYER)

• Session duration and frequency agreed

• Fees, payment terms, cancellation policy

• Confidentiality boundaries explained

• Exceptions to confidentiality (legal/ethical limits)

• Mode of coaching (online, in-person, hybrid)

• Roles and responsibilities clarified (coach vs client)

• Scope of coaching defined (non-therapy, non-consulting, non-advisory)

2. COACHING PURPOSE CONTRACT (WHY WE ARE HERE)

• Client’s presenting issue or reason for coaching

• Initial broad goals or focus areas

• Exploration of what “success” might look like

• Clarification of urgency or timing (“why now?”)

• Alignment of expectations between coach and client

3. OUTCOME / SUCCESS CONTRACT (WHAT WILL CHANGE)

• Clearly defined coaching outcomes (observable or experiential)

• Indicators of success (what will be different)

• Behavioural shifts expected (not just insights)

• Emotional/mental shifts (confidence, clarity, etc.)

• External impact (work, relationships, decisions)

• Client-defined measures of progress

4. AGENDA + SESSION PURPOSE CONTRACT (WHAT WE ARE DOING TOGETHER)

• Agreement on session focus each time

• Clarification of what is most important today

• Prioritisation of topics if multiple issues exist

• Agreement that agenda is client-led

• Permission for coach to redirect focus when needed

5. WORKING ALLIANCE CONTRACT (HOW WE WORK TOGETHER)

• Coaching style preferences (structured, exploratory, challenging, etc.)

• Level of directness and challenge desired

• Communication preferences (pace, reflection time, silence)

• How feedback will be given and received

• Trust-building agreements (honesty, openness, transparency)

6. LEARNING + AWARENESS CONTRACT (HOW CLIENT SHIFTS)

• How the client best processes insight (reflection/action/talking)

• How awareness will be developed in sessions

• Agreement that insight → awareness → action cycle is expected

• Encouragement of reflection between sessions

• Recognition of patterns, beliefs, and assumptions

7. ACCOUNTABILITY CONTRACT (ACTION + FOLLOW THROUGH)

• What actions the client commits to between sessions

• How progress will be tracked

• How accountability will be held (self-reporting, reflection, review)

• What happens if actions are not completed (non-judgmental exploration)

• Focus on learning from action, not just performance

8. ETHICAL + BOUNDARY CONTRACT (PROFESSIONAL STANDARD)

• Coach does not diagnose, treat, or prescribe

• Client retains full autonomy over decisions

• Coaching is voluntary and can be ended anytime

• Respectful communication boundaries

• Awareness of dual relationships or conflicts of interest

9. PROCESS REVIEW CONTRACT (ONGOING EVALUATION)

• Regular check-ins on coaching effectiveness

• Permission to adjust coaching direction if needed

• Feedback loops between coach and client

• Reflection on what is working/not working

• Adaptation of coaching style or focus

10. CONTRACT FLEXIBILITY (KEY PCC DIFFERENCE)

• Contract is revisited and refined over time

• Goals may evolve as awareness deepens

• New insights can shift direction mid-engagement

• Coach and client co-adjust expectations continuously

 SUMMARY (ONE-LINE PCC CONTRACTING MODEL)

PCC-level contracting =
“Clear administrative agreement + defined outcomes + shared working alliance + ongoing review + flexible co-created direction.”

At MCC level (Master Certified Coach – ICF), contracting stops being a one-time “setup agreement” and becomes a living, co-evolving relational and perceptual field. The emphasis shifts from structure and outcomes → awareness, emergence, systems, and how thinking happens between coach and client.

Below is the structured MCC-level contracting elements list.

 MCC-LEVEL CONTRACTING ELEMENTS (ICF MASTER LEVEL)

1. LIVING ADMINISTRATIVE CONTRACT (MINIMAL BUT CLEAR)

• Basic session logistics agreed (time, format, frequency)

• Confidentiality and ethical boundaries acknowledged

• Roles understood (coach does not advise/diagnose)

• Contract exists but is not the focus

• Administrative elements fade into the background once established

2. EMERGENT PURPOSE CONTRACT (WHY CONTINUOUSLY RE-DEFINED)

• Purpose is not fixed at intake

• “What are we working on?” is revisited regularly

• Initial goals are treated as hypotheses, not fixed targets

• Focus may shift mid-session based on insight

• The “real work” is discovered, not defined upfront

3. PROCESS-OVER-OUTCOME CONTRACT (SHIFT FROM GOALS TO AWARENESS)

• Emphasis on how the client is thinking, not just what they want

• Focus on patterns of meaning-making and interpretation

• Attention to awareness shifts as primary success marker

• Outcomes are secondary to transformation in perception

• Success = expanded awareness, not just goal completion

4. META-CONTRACTING (HOW WE THINK TOGETHER)

• Agreement on the thinking partnership itself

• Exploration of how coach and client influence each other

• Real-time adjustment of coaching stance and style

• “How are we working right now?” becomes an active question

• Shared responsibility for quality of dialogue

5. SYSTEMIC + CONTEXTUAL CONTRACTING (BROADER FIELD AWARENESS)

• Exploration of external systems influencing the client (family, work, culture)

• Awareness of patterns repeating across contexts

• Recognition that client issues are part of larger systems

• Contract includes attention to relational and environmental dynamics

• Focus extends beyond individual mindset into relational field

6. EMERGENCE CONTRACT (REAL-TIME RE-CONTRACTING)

• Continuous re-negotiation of focus during sessions

• “What is emerging right now?” guides direction

• Coach follows energy, emotion, and insight shifts

• Client and coach jointly abandon outdated agendas

• The contract evolves moment-to-moment

7. AWARENESS CONTRACT (PRIMARY OUTCOME LAYER)

• Commitment to increasing awareness as the core goal

• Attention to thoughts, emotions, sensations, and patterns

• Insight is treated as a doorway, not a conclusion

• Client learns to observe themselves in real time

• Awareness is valued over resolution

8. IDENTITY + MEANING CONTRACT (DEEP STRUCTURAL SHIFT)

• Exploration of “who the client is becoming”

• Work with identity narratives and self-concept

• Examination of meaning-making frameworks

• Attention to shifts in perception of self and others

• Contract includes transformation of worldview, not just behaviour

9. RELATIONAL FIELD CONTRACT (COACH–CLIENT DYNAMICS)

• Awareness of what is happening between coach and client

• Use of the coaching relationship as a mirror

• Noticing transference, resistance, alignment, tension

• Coach uses presence and self-awareness as intervention tool

• Relationship itself becomes part of the coaching content

10. NON-LINEAR ACCOUNTABILITY (PROCESS ACCOUNTABILITY)

• Accountability is not just task-based

• Focus on insights, awareness shifts, and experimentation

• “What did you notice?” is more important than “Did you do it?”

• Learning from breakdowns is central

• Progress is tracked through transformation, not compliance

11. REFLECTIVE CONTRACTING LOOP (ONGOING INTEGRATION)

• Regular reflection on how coaching is working

• Client reflects on their own experience of coaching itself

• Coach and client jointly evaluate effectiveness in real time

• Contract is rewritten as understanding deepens

• Meta-learning becomes part of the process

12. PRESENCE-BASED CONTRACTING (MCC SIGNATURE ELEMENT)

• Agreement that presence matters more than technique

• Silence, intuition, and emergence are part of the process

• Coach trusts not-knowing as a working stance

• Less reliance on structure, more on awareness of the moment

• Coaching unfolds rather than follows a plan

 MCC CONTRACTING IN ONE LINE

MCC-level contracting =
“A continuously evolving, awareness-based, relational agreement where purpose, direction, and meaning emerge in real time rather than being predefined.”

PCC Structured Contracting — one-line coach statements

• Administrative contracting: Let’s agree on how we’ll work together, including time, boundaries, confidentiality, and responsibilities.

• Coaching purpose contract: Let’s clarify what brought you here and what you want from coaching right now.

• Outcome / success contract: Let’s define what success will look like so we both know what change we are aiming for.

• Agenda / session contract: Let’s agree on what is most important for us to focus on in today’s session.

• Working alliance contract: Let’s agree on how we will work together in terms of communication, challenge, and support.

• Learning and awareness contract: Let’s explore how you learn best and how insight will turn into awareness and action.

• Accountability contract: Let’s agree on what actions you will take between sessions and how we will track them.

• Ethical / boundary contract: Let’s be clear on my role as coach, what I do and don’t do, and your autonomy in decisions.

• Process review contract: Let’s agree to regularly reflect on how coaching is working for you and adjust if needed.

• Contract flexibility: Let’s stay open to refining our goals as your awareness and needs evolve.

MCC Contracting — one-line coach statements

• Living administrative contract: Let’s establish the basic structure so it supports us but doesn’t limit how we think together.

• Emergent purpose contract: Let’s stay open to what is actually emerging rather than locking into a fixed agenda.

• Process-over-outcome contract: Let’s focus more on how you are thinking and seeing things than just what you want to achieve.

• Meta-contracting: Let’s explore how we are working together and what helps or hinders your thinking in this space.

• Systemic contracting: Let’s include awareness of the wider systems influencing your situation and choices.

• Emergence contract: Let’s allow the focus of our work to shift as new insight emerges in the conversation.

• Awareness contract: Let’s use this space to deepen your awareness of your thoughts, emotions, and patterns as they arise.

• Identity and meaning contract: Let’s explore who you are becoming and how you are making meaning of this situation.

• Relational field contract: Let’s pay attention to what is happening between us as part of the coaching process.

• Non-linear accountability: Let’s focus on what you notice, learn, and shift rather than only what you complete.

• Reflective contracting loop: Let’s keep checking how this coaching is working for you and what needs to change.

• Presence-based contracting: Let’s stay present to what is unfolding rather than relying on a fixed plan or structure.

90-Minute Lesson Plan: Contracting (Macro & Micro) – ICF Aligned

Learning Outcomes

By the end, participants will:

• Understand what contracting is and why it matters

• Distinguish macro vs micro contracting

• Apply ICF contracting competency in real conversations

• Conduct a clean micro contract in under 3 minutes

• Use a structured macro contract template

Q: What does Client Centered Mean in The Context of Contracting?

Client-centred in the context of contracting means:
  The client defines what the coaching is about, what success looks like, and what matters — not the coach.

It’s a core expectation from International Coaching Federation under “Establishes and Maintains Agreements” and “Embodies a Coaching Mindset.”

Plain English Definition

Client-centred contracting =

The client owns the agenda, the outcome, and the meaning of success. The coach facilitates clarity.

What It Looks Like in Practice

1. The Client Sets the Topic

Client-centred:

• “I want to figure out how to handle my boss”

Not client-centred:

• “Let’s focus on your communication skills today”

 The coach does not decide the direction

2. The Client Defines the Outcome

Client-centred:

• “I want to leave with a clear plan for that conversation”

Not client-centred:

• “Let’s aim to improve your confidence”

 Outcome must be personally meaningful to the client, not generic

3. The Client Defines Success

Client-centred:

• “If I feel clear and less stressed, this will be useful”

Not client-centred:

• “We’ll know this worked if you have 3 action steps”

 Success is subjective and owned by the client

4. The Coach Uses Neutral, Non-Leading Questions

Client-centred questions:

• “What would you like to focus on?”

• “What would make this session valuable?”

• “What’s important about this for you?”

NOT client-centred:

• “Do you want to work on your time management?”

• “Should we look at your goals?”

Even subtle suggestions = shifting control away from the client

Key Principle

The moment the coach suggests the topic, outcome, or direction — it stops being client-centred

How It Shows Up in Macro vs Micro Contracting

Macro (Big Picture)

Client-centred means:

• Goals are defined by the client (not imposed)

• Coaching purpose aligns to what the client wants

• Client agrees to how they want to be supported

Micro (Session Level)

Client-centred means:

• Every session starts with:

• • Client topic

• • Client outcome

• • Client success criteria

Quick Comparison

Coach-Led

Client-Centred

“Let’s work on…”

“What would you like to focus on?”

Generic goals

Personal, meaningful outcomes

Coach defines success

Client defines success

Direction imposed

Direction emerges

Common Mistakes (Very Important)

1. Disguised Leading

• “What would you like to focus on… maybe your workload?”
    Still coach-led

2. Accepting Vague Answers

Client: “I just want clarity”
  Weak coach: moves on
  

Strong coach:

“What kind of clarity specifically?”

3. Rushing Contracting

 Leads to:

• Shallow sessions

• Advice-giving

• No measurable outcome

Simple Test You Can Use

Ask yourself:

“Did the client clearly define what success looks like in their own words?”

If no → it’s not client-centred.

One-Line Summary

Client-centred contracting is:

Letting the client set the destination, while you manage the process.

----

0–10 min — Opening: Why Contracting Matters

Objective:

Create urgency and relevance

Ask:

“What happens when a coaching session has no clear agreement?”

Capture:

• Rambling conversations

• Advice-giving

• No outcomes

• Client dissatisfaction

Teaching Point:

Contracting = structure + clarity + accountability

10–25 min — ICF Contracting Explained

ICF Core Competency:

International Coaching Federation

  “Establishes and Maintains Agreements”

What Contracting Actually Is:

A mutual agreement on:

• What we are doing

• How we will do it

• What success looks like

What Contracting is NOT:

• Admin only

• Legal paperwork only

• A once-off activity

Key Principle:

“No contract = no coaching, just conversation”

25–40 min — Macro vs Micro Contracting

Macro Contracting (Big Picture)

When:

• Before coaching starts

Covers:

• Purpose of coaching

• Roles (coach vs client)

• Confidentiality

• Boundaries

• Logistics (time, fees, duration)

• Accountability

Micro Contracting (Session Level)

When:

• At the start of EVERY session

Covers:

• Session focus

• Desired outcome

• Measures of success

Comparison Table:

Macro

Micro

Whole journey

One session

Formal

Conversational

Broad goals

Specific focus

Done once

Done every session

Teaching Point:

• Macro sets the container

• Micro sets the direction

40–55 min — Micro Contracting Deep Dive

The 3-Part Micro Contract

1. Topic

1. • “What would you like to focus on?”

2. Outcome

2. • “What do you want to achieve?”

3. Success Measure

3. • “What would make this session valuable?”

Strong vs Weak Examples

Weak:

• “So what’s up today?”

• “Let’s just chat”

Strong:

• “What specifically do you want to walk away with today?”

• “How will you know this was useful?”

Common Mistakes:

• Accepting vague answers

• Leading the topic

• Skipping success criteria

55–70 min — Micro Contract Practice

Exercise (Pairs):

• 5 minutes per round

• Only do contracting (no coaching)

Coach must:

• Clarify topic

• Define outcome

• Confirm success measure

Observer Checklist:

• Was outcome specific?

• Did coach avoid leading?

• Was success measurable?

70–80 min — Macro Contract Breakdown

Walk through the structure (below template)

Emphasize:

• Clarity reduces conflict

• Boundaries increase trust

• Ownership stays with client

80–88 min — Rapid Practice (Integration)

Activity:

• 1 full micro contract (2–3 mins)

• Immediate feedback

88–90 min — Wrap-Up

Key Takeaways:

• Contracting = foundation of coaching

• Micro contracting = most underused skill

• Clarity upfront saves time later

MODEL MACRO COACHING CONTRACT (ICF-ALIGNED)

Coaching Agreement

1. Purpose of Coaching

Coaching is a collaborative, client-driven process designed to support the client in achieving personal and/or professional goals, increasing self-awareness, and taking effective action.

2. Roles & Responsibilities

Coach:

• Facilitates thinking through questions and reflection

• Maintains confidentiality

• Does not provide advice, therapy, or consulting unless explicitly agreed

Client:

• Is responsible for their own decisions and actions

• Comes prepared and engaged

• Owns outcomes and progress

3. Confidentiality

All coaching conversations are confidential unless:

• Required by law

• There is risk of harm to the client or others

4. Coaching Process

• Sessions will be conducted (weekly/bi-weekly/monthly)

• Each session will last (e.g., 60 minutes)

• Sessions will begin with a clear focus (micro contract)

5. Duration of Engagement

• Coaching engagement will run for (e.g., 3–6 months)

• Progress will be reviewed periodically

6. Fees & Payment (if applicable)

• Fee per session/package: ______

• Payment terms: ______

7. Cancellation Policy

• Minimum notice required: ______ (e.g., 24 hours)

• Late cancellations may be charged

8. Boundaries

• Coaching is not therapy, mentoring, or consulting

• Coach does not diagnose or treat mental health conditions

9. Accountability

• Client agrees to take action between sessions

• Coach may check in on commitments

10. Agreement

By engaging in coaching, both parties agree to the terms above.

Client Name: ______
  Coach Name: ______
  Date: ______

Trainer Notes (Important)

• Push participants to:

• • Get specific outcomes

• • Avoid vague language

• Stop them when they:

• • Drift into coaching before contracting is clear

• Reinforce:
  
  
    “If the outcome is unclear, keep contracting”
  
  
  
  
  

Here’s a practical, certification-ready assessment rubric for Contracting (Macro & Micro) aligned to International Coaching Federation competencies.

This is designed so you can:

• Assess beginner → advanced coaches

• Use it in live sessions, recordings, or exams

• Tie directly to ICF PCC-level expectations

ICF Contracting Assessment Rubric (Macro & Micro)

How to Use

• Score each category 1–5

• Use for:

• • Observed coaching sessions

• • Peer reviews

• • Certification assessments

Scoring Scale (Applies to All Criteria)

Score

Level

Description

1

Poor

No evidence / ineffective

2

Basic

Inconsistent / unclear

3

Competent

Adequate / functional

4

Strong

Clear / client-centered

5

Mastery

Precise / natural / fully aligned with ICF

SECTION 1: MACRO CONTRACTING (Pre-Coaching Agreement)

1. Clarity of Coaching Purpose

Score

Indicators

1

No clear purpose stated

3

General purpose stated but vague

5

Clear, specific, client-centered purpose defined

2. Roles & Responsibilities Defined

Score

Indicators

1

Roles not discussed

3

Basic explanation (coach vs client)

5

Clear distinction; client ownership emphasized

3. Boundaries & Scope

Score

Indicators

1

No boundaries set

3

Some mention (e.g. not therapy)

5

Clear, confident boundaries with examples

4. Confidentiality Explained

Score

Indicators

1

Not addressed

3

Mentioned briefly

5

Clearly explained with exceptions

5. Logistics & Structure

Score

Indicators

1

No structure defined

3

Basic timing discussed

5

Full clarity (duration, frequency, expectations)

SECTION 2: MICRO CONTRACTING (Session Level)

6. Topic Clarity

Score

Indicators

1

No topic defined

3

Topic identified but broad

5

Specific, focused topic defined

7. Outcome Definition

Score

Indicators

1

No outcome

3

Vague outcome (“clarity”, “help”)

5

Clear, specific, meaningful outcome

8. Success Measures

Score

Indicators

1        

Not defined

3

Implied but unclear

5

Explicit: “How will you know this worked?”

9. Client Ownership of Agenda

Score

Indicators

1

Coach leads topic

3                                                        

Shared control

5

Fully client-led; coach follows

10. Flexibility & Renegotiation

Score

Indicators

1

No adjustment if session drifts

3

Some awareness

5

Actively checks and re-contracts when needed

SECTION 3: COACHING PRESENCE IN CONTRACTING

11. Avoids Leading / Fixing

Score

Indicators

1

Suggests topics or solutions

3

Occasional leading

5

Fully neutral, curiosity-driven

12. Depth of Exploration During Contracting

Score

Indicators

1

Surface-level

3

Some probing

5

Goes deeper to clarify meaning and importance

13. Clarity & Simplicity

Score

Indicators

1

Confusing / wordy

3

Understandable

5

Clear, concise, powerful

14. Confidence & Presence

Score

Indicators

1

Hesitant / unsure

3

Adequate

5

Calm, confident, grounded

SECTION 4: OVERALL CONTRACTING QUALITY

15. Contract Drives the Session

Score

Indicators

1

Session drifts aimlessly

3

Some alignment

5

Strong alignment between contract and session outcome

16. Efficiency of Contracting

Score

Indicators

1

Too long or skipped

3

Acceptable timing

5

Clear contract within 2–3 minutes

SCORING SUMMARY

Total Score: /80

Range

Level

0–30

Not Competent

31–50

Developing

51–65

Competent (ACC Level)

66–75

Strong (PCC Level)

76–80

Mastery

Red Flags (Automatic Concern Areas)

• No clear outcome defined

• Coach sets the agenda

• No success measure

• Coaching begins before contract is clear

What PCC-Level Contracting Looks Like (ICF Standard)

At PCC level, the coach:

• Contracts quickly and cleanly

• Gets specific outcomes

• Ensures client ownership

• Uses contracting to deepen thinking (not just admin)

Pro Tip for Your Training

When assessing:

“If I stop the session after 3 minutes, is the direction crystal clear?”

If not → contracting is weak.

Yes — a limited liability clause is standard and recommended in a coaching contract.

It protects the coach by clearly stating:

• The client is responsible for their own decisions and results

• Coaching is not advice, therapy, or professional services

• The coach is not liable for outcomes arising from client actions

This aligns with good practice under International Coaching Federation (clear boundaries, roles, and expectations).

What “Limited Liability” Means in Coaching

In plain English:

The coach supports thinking — but does not take responsibility for what the client chooses to do.

Why You NEED This Clause

Without it, you risk:

• Clients blaming you for poor decisions

• Legal exposure if outcomes go wrong

• Confusion about your role (coach vs advisor/consultant/therapist)

Key Elements of a Strong Clause

A proper limited liability clause should cover:

1. Client Responsibility

• Client owns decisions, actions, and results

2. No Guarantees

• No promise of specific outcomes

3. Not Professional Advice

• Coaching ≠ legal, financial, medical, or psychological advice

4. Liability Cap / Exclusion

• Limits financial/legal responsibility

MODEL LIMITED LIABILITY CLAUSE (Use This)

You can insert this directly into your macro contract:

Limited Liability

The Client acknowledges that coaching is a collaborative, non-directive process designed to support personal and/or professional development. The Coach does not provide advice, therapy, counselling, or consulting services.

The Client agrees that they are fully responsible for their own decisions, actions, and results arising from the coaching relationship. The Coach makes no guarantees regarding outcomes or results.

To the fullest extent permitted by law, the Coach shall not be liable for any direct, indirect, incidental, or consequential damages resulting from the coaching relationship or the Client’s use of the coaching services.

Optional (Stronger Version with Cap)

If you want more protection:

The Coach’s total liability for any claim arising out of or in connection with this agreement shall not exceed the total fees paid by the Client for the coaching services.

Important Notes (Don’t Skip)

1. This is NOT Legal Advice

• Laws vary by country (especially in South Africa, UK, US, Australia)

• Best practice: have a lawyer review your contract

2. You Cannot Waive Everything

Even with this clause, you cannot protect against:

• Gross negligence

• Fraud

• Illegal conduct

3. Clarity > Complexity

• Keep wording simple and understandable

• Clients should clearly know what they’re agreeing to

Best Practice (Professional Setup)

A strong coaching agreement should include:

• Limited liability clause 

• Confidentiality clause

• Scope & boundaries

• Cancellation policy

• Payment terms

One-Line Summary

A limited liability clause ensures the client owns their outcomes — and protects you from being held responsible for them.

MCC-Level Micro Contracting Questions (By Stage)

1. Opening the Session (Direction Setting)

These establish client ownership immediately.

1. “What feels most important for us to focus on today?”

2. “What would you like to walk away with by the end of this session?”

3. “What’s the real challenge you want to work through today?”

4. “If this session were truly valuable, what would be different for you?”

 MCC nuance:

• Clean, simple, no leading

• Lets the client choose what matters

2. Deepening the Topic (Sharpening Focus)

These move from broad → specific.

5.                   “What specifically about this do you want to explore?”

6.                   “Which part of this matters most right now?”

7.                   “What’s at the heart of this for you?”

8.                   “If we narrowed this down, where would you want to focus?”

 MCC nuance:

• Cuts through surface-level answers

• Helps avoid vague sessions

3. Defining Outcome (Clarity & Precision)

These ensure the session has a clear destination.

9.                   “What outcome would feel meaningful for you today?”

10.               “At the end of this conversation, what do you want to have clarity on?”

11.               “What do you want to leave with — specifically?”

12.               “How would you describe success for this session?”

 MCC nuance:

• Outcome must be client-defined and meaningful

• Not generic (“clarity”, “help”)

4. Establishing Success Measures (Accountability)

These make success observable or felt.

13.               “How will you know this session has been useful?”

14.               “What will be different for you if we achieve that?”

15.               “What would tell you this was time well spent?”

 MCC nuance:

• Moves from idea → evidence of value

5. Checking Alignment (Contract Confirmation)

These ensure coach and client are aligned before proceeding.

16.               “Let me check — you want to focus on X and leave with Y. Is that right?”

17.               “Is there anything else we need to include to make this worthwhile for you?”

 MCC nuance:

• Reflects back client language

• Avoids assumption

6. Renegotiating Mid-Session (Advanced MCC Skill)

This is where MCC-level coaching stands out.

18.               “We started with X — is that still where you want to focus, or is something else emerging?”

19.               “Given what’s coming up now, would it be more valuable to shift the focus?”

 MCC nuance:

• Flexible, responsive

• Follows the client, not the original plan

7. Closing the Loop (End-of-Session Contract Check)

Ensures the contract was fulfilled.

20.               “To what extent did you get what you wanted from this session?”

What Makes These “MCC Level” (Important)

These questions are:

• Clean (no coaching agenda hidden inside)

• Non-leading

• Client-language driven

• Outcome-focused

• Adaptive (not rigid)

Common Mistakes (Avoid These)

 “Do you want to work on your goals today?” (leading)
  “So the goal is confidence, right?” (imposing)
  Skipping success measures
  Locking the contract and never revisiting it

Pro Tip (This is MCC Thinking)

Contracting is not a step — it’s a thread through the whole conversation.

You are constantly:

• Clarifying

• Checking

• Adjusting

• Deepening

Simple Drill for Your Coaches

Force this constraint:

• No coaching allowed until:

• • Topic is clear

• • Outcome is specific

• • Success is defined

One-Line Summary

MCC-level contracting = precision at the start, flexibility in the middle, and accountability at the end.

 90-Minute Lesson: Contracting in Line with COMENSA

 Learning Outcomes (5 min)

By the end, participants will:

• Understand COMENSA’s ethical requirements for contracting

• Differentiate verbal vs written contracts

• Apply clear boundaries (coaching vs therapy vs consulting)

• Build a legally and ethically sound coaching agreement

• Demonstrate micro-contracting in-session

 Part 1: What COMENSA Requires (15 min)

Core Principle

COMENSA requires clear, transparent, and ethical agreements between coach and client before coaching begins.

Key COMENSA Contracting Requirements:

1. Clarity of Roles

   • Coach vs client responsibilities

   • No hidden agendas

2. Scope of Coaching

   • What coaching is (future-focused, developmental)

   • What it is NOT (therapy, consulting unless stated)

3. Confidentiality

   • Must be explicitly agreed

   • Include limits (e.g. legal obligations, harm risk)

4. Informed Consent

   • Client understands:

     • Process

     • Risks

     • Benefits

     • Their right to stop

5. Boundaries

   • Time boundaries

   • Communication boundaries

   • Dual relationships

6. Fees & Logistics

   • Pricing

   • Cancellation policy

   • Session structure

7. Record Keeping

   • Must comply with POPIA (South Africa privacy law)

8. Referral Clause

   • If client needs therapy → refer appropriately

 Teaching Point:

COMENSA contracting is about protecting the client, the coach, and the profession.

 Part 2: Ethical Depth (10 min)

Link to COMENSA Code of Ethics:

Contracting supports:

• Integrity

• Professional conduct

• Client autonomy

• Confidentiality

Reality Check:

If it’s not contracted, it’s:

• A risk

• A misalignment

• A potential ethics violation

 Activity 1 (5 min)

Ask learners:

“What’s the worst thing that can happen with no contract?”

Debrief:

• Misaligned expectations

• Client dependency

• Legal disputes

• Scope creep

 Part 3: Types of Contracts (10 min)

1. Written Contract (Macro)

Formal agreement signed before coaching

Includes:

• Scope

• Fees

• Confidentiality

• Duration

2. Verbal Contract

• Used in early conversations

• Still must include clarity

3. Psychological Contract

• Unspoken expectations

• MOST dangerous if ignored

 Teaching Point:

Great coaches manage all 3 contracts simultaneously.

 Part 4: Macro Contract Structure (15 min)

Here’s a COMENSA-aligned structure:

1. Introduction

• Nature of coaching

• Non-therapy disclaimer

2. Roles & Responsibilities

• Client owns outcomes

• Coach facilitates thinking

3. Confidentiality

• What is protected

• Exceptions

4. Session Details

• Duration (e.g. 60 min)

• Frequency

5. Fees

• Cost per session/package

• Payment terms

6. Cancellation Policy

• e.g. 24 hours notice

7. Boundaries

• Contact outside sessions

• No dual relationships

8. Data Protection (POPIA)

• Storage of notes

• Consent to retain data

9. Termination Clause

• Either party can end agreement

10. Referral Clause

• If coaching is no longer appropriate

 Activity 2 (10 min)

Task:
Write a 5-line contract covering:

• Scope

• Confidentiality

• Fees

Then refine to include:

• Boundaries

• Termination

 Part 5: Micro-Contracting (15 min)

Definition:

Contracting within the session.

Why COMENSA cares:

• Keeps coaching ethical in real-time

• Prevents drift into therapy/advice

Key Micro-Contracting Moments:

1. Start of Session

“What would you like to focus on today?”

2. Deep Emotional Shift

“This feels important—do you want to stay here or move back to your goal?”

3. Advice Temptation

“Would you like reflection or ideas here?”

4. Scope Drift

“Are we still working toward your original outcome?”

Teaching Point:

Micro-contracting = continuous consent

 Activity 3 (10 min)

Role play:

• Coach lets session drift into therapy

• Observer identifies where contracting failed

 Part 6: Coaching vs Therapy Boundary (5 min)

COMENSA is strict here.

Coaching:

• Future-focused

• Goal-oriented

• Performance & growth

Therapy: