Practical Coaching Assessment

ICF Core Competency 3 — Establishes and Maintains Agreements

Definition

Partners with the client (and relevant stakeholders when applicable) to create clear agreements about the coaching relationship, the process, and both session and overall goals.

3.01 – Coaching philosophy and framing

Clearly explains what coaching is and is not, and shares their coaching approach so clients understand the nature of the work.

3.01. Describes one's coaching philosophy and clearly defines what coaching is and is not for potential clients and stakeholders

3.02 – Roles, responsibilities, and expectations

Reaches agreement on:

• What coaching includes and excludes

• What each party is responsible for

• Commitment to working toward goals

3.02. Reaches agreement about what is and is not appropriate in the relationship, what is and is not being offered, and the responsibilities of the client and relevant stakeholders, including commitment to working toward coaching goals

3.03 – Logistics and parameters

Agrees on the practical and formal elements of the coaching relationship, such as:

• Fees

• Scheduling

• Duration

• Confidentiality

• Ending the coaching relationship

• Involvement of third parties

3.03. Reaches agreement about the guidelines and specific parameters of the coaching relationship such as logistics, fees, scheduling, duration, termination, confidentiality and inclusion of others

3.04 – Stakeholder alignment (when relevant)

Works with both client and stakeholders to ensure clarity and alignment on goals, expectations, and the coaching arrangement.

3.04. Partners with the client and relevant stakeholders to establi –

3.05 – Coaching relationship fit

Partners with the client to explore whether the coaching relationship is a good match (compatibility, trust, readiness, alignment).

3.05. Partners with the client to determine client-coach compatibility

3.06 – Session purpose

At the start of each session, agrees on what the client wants to focus on or achieve in that session.

3.06. Partners with the client to identify or reconfirm what they want to accomplish in the session - list the icf core competency 3 word for word

3.07 – Session focus and need definition

Helps the client clarify:

• What specifically they need to address

• What problem or topic is most relevant for the session outcome

3.07. Partners with the client to define what the client believes they need to address or resolve to achieve what they want to accomplish in the session

3.08 – Measures of success

Defines or reconfirms how the client will know the session or engagement has been successful.

3.08. Partners with the client to define or reconfirm measures of success for what the client wants to accomplish in the coaching engagement or individual session

3.09 – Time and focus management

Coaches actively manage:

• Time boundaries

• Focus of conversation

• Keeping alignment with agreed goals

3.09. Partners with the client to manage the time and focus of the session  

3.10 – Maintaining direction

Keeps coaching aligned with the client’s desired outcomes, unless the client chooses to shift direction.

3.10. Continues coaching in the direction of the client’s desired outcome unless the client indicates otherwise

3.11 – Closing the engagement

Ensures the coaching relationship ends in a way that is:

• Respectful

• Clear

• Reflective of the coaching journey and client experience

3.11. Partners with the client to close the coaching relationship in a way that respects the client and the coaching experience

3.12 – Revisiting agreements

Regularly checks and updates the coaching agreement when needed to ensure it still serves the client’s evolving needs.

3.12. Revisits the coaching agreement when necessary to ensure the coaching approach is meeting the client's needs - Definition: Partners with the client and relevant stakeholders to create clear agreements about the coaching relationship, process, plans and goals. Establishes agreements for the overall coaching engagement as well as those for each coaching session.

Below is a Level123 Standard Foundational Contracting Checklist for the very first coaching session with a new client. It combines the expectations of the International Coaching Federation (ICF) Core Competencies, the ICF Code of Ethics, and practices commonly demonstrated by high-performing PCC and MCC coaches.

I've used a 7-point rubric because it gives enough granularity for coach training, observation, and assessment.

Score

Meaning

7

Exceptional (MCC standard)

6

Strong PCC

5

Solid PCC

4

Competent ACC

3

Emerging

2

Minimal

1

Missing or ineffective

L123 Standard Foundational Contracting Checklist

#

Requirement

/7

1

Welcome & Psychological Safety

7

2

Purpose of Discovery Session

7

3

What Led You to Coaching?

7

4

What Are You Hoping Coaching Will Help You Achieve?

7

5

Long-Term Vision & Desired Future

7

6

What Would Make Coaching Worthwhile?

7

7

Success Measures & Outcomes

7

8

Explain What Coaching Is

7

9

Explain What Coaching Is Not

7

10

Coach's Role

7

11

Client's Role

7

12

Partnership & Shared Responsibility

7

13

Confidentiality

7

14

Ethics & Professional Standards

7

15

Boundaries

7

16

Logistics & Practical Agreements

7

17

Feedback & Challenge Preferences

7

18

Accountability Agreement

7

19

Permission & Consent to Coach

7

20

Invitation to Begin Coaching

7

1. Welcome & Psychological Safety

Requirement

Create warmth, trust, presence and rapport before discussing coaching.

Example 1

"Welcome, Gavin. Thank you for choosing to spend this time with me today."

Example 2

"I'm really looking forward to getting to know you and exploring what matters most to you."

2. Purpose of the Discovery Session

Requirement

Explain why today's conversation exists.

Example 1

"Today's session is about understanding what's important to you and deciding whether coaching is the right fit."

Example 2

"We'll explore your goals, how coaching works, and what success might look like for you."

3. What Led You to Coaching?

Requirement

Discover the catalyst.

Example 1

"What led you to coaching at this point in your life?"

Example 2

"Why now?"

4. What Are You Hoping Coaching Will Help You Achieve?

Requirement

Explore expectations.

Example 1

"What are you hoping coaching will help you accomplish?"

Example 2

"If coaching worked really well, what would be different?"

5. Long-Term Vision

Requirement

Explore desired future.

Example 1

"Imagine six months from now. What has changed?"

Example 2

"What does your ideal future look like?"

6. What Would Make Coaching Worthwhile?

Requirement

Determine value.

Example 1

"At the end of our coaching together, what would make you say this was absolutely worth it?"

Example 2

"What would make this investment worthwhile for you?"

7. Success Measures

Requirement

Define success.

Example 1

"How will you know coaching has been successful?"

Example 2

"What will success look like for you?"

8. Explain What Coaching Is

Requirement

Clarify the coaching approach.

Example 1

"Coaching is a thinking partnership that helps you discover your own answers."

Example 2

"My role is to help you create awareness, make decisions, and take action."

9. Explain What Coaching Is Not

Requirement

Clarify boundaries.

Example 1

"Coaching isn't therapy or counselling."

Example 2

"I won't tell you what to do or solve problems for you."

10. Coach's Role

Requirement

Explain responsibilities.

Example 1

"I'll ask questions, listen deeply, and challenge your thinking."

Example 2

"I'll support, encourage and hold you accountable."

11. Client's Role

Requirement

Clarify client responsibility.

Example 1

"Your role is to be honest, open and willing to experiment."

Example 2

"You decide what actions to take between sessions."

12. Partnership

Requirement

Emphasise equality.

Example 1

"This is a partnership—we work together."

Example 2

"You're the expert on your life."

13. Confidentiality

Requirement

Explain confidentiality clearly.

Example 1

"Everything discussed here remains confidential unless required by law."

Example 2

"This is a confidential coaching relationship."

14. Ethics

Requirement

Reference ethical practice.

Example 1

"I work according to the ICF Code of Ethics."

Example 2

"If something falls outside coaching, we'll discuss appropriate support."

15. Boundaries

Requirement

Clarify scope.

Example 1

"We'll focus on coaching rather than consulting or therapy."

Example 2

"If I believe another professional could better support you, I'll let you know."

16. Logistics

Requirement

Agree practical details.

Examples include:

• session length

• frequency

• cancellation policy

• communication

• payment

Example 1

"Our sessions will be 60 minutes every second Tuesday."

Example 2

"What's the best way for us to communicate between sessions?"

17. Feedback Preferences

Requirement

Contract how challenge and feedback will work.

Example 1

"How do you prefer to receive challenging feedback?"

Example 2

"If I notice something important, would you like me to interrupt and share it?"

18. Accountability

Requirement

Agree how progress will be supported.

Example 1

"How would you like me to hold you accountable?"

Example 2

"What kind of accountability works best for you?"

19. Permission

Requirement

Obtain consent before coaching.

Example 1

"Would it be okay if I challenged your thinking when appropriate?"

Example 2

"Do I have your permission to coach you today?"

20. Invitation to Begin

Requirement

Transition into coaching.

Example 1

"Is there anything else you'd like to clarify before we begin?"

Example 2

"Are you ready to begin coaching?"

Gold Standard Scoring Guide

A practical way to assess a coach is to score each criterion from 1 to 7.

Total Score

Interpretation

130–140

MCC-level foundational contracting

115–129

Strong PCC standard

95–114

Competent PCC with areas to strengthen

75–94

ACC level or developing coach

Below 75

Foundational contracting needs significant development

Initial Coaching Agreement in the first session with the client - practice.

The Foundational Coaching Agreement (sometimes called the Engagement Agreement or Initial Contract), not the session agreement. Surprisingly, the ICF doesn't prescribe a script or sequence—it specifies the outcomes that should be achieved. The structure below synthesizes ICF Core Competencies, the ICF Code of Ethics, and common practice among PCCs and MCCs.

I would teach it as a structured conversation rather than a checklist. A memorable framework is:

Connect → Explain → Agree → Commit → Begin

Here's the full structure.

1. Welcome and Connection (3–5 minutes)

Purpose

Create psychological safety and begin building trust.

Objectives

• Welcome the client.

• Build rapport.

• Thank them for investing in themselves.

• Explain the purpose of this first meeting.

Example questions:

• What led you to coaching?

• What are you hoping this experience will be like?

• What would help you feel comfortable today?

2. Purpose of Coaching

Explain why coaching exists.

Discuss:

• Coaching is about helping clients think more clearly.

• Coaching increases awareness.

• Coaching helps clients make intentional choices.

• Coaching supports accountability.

• Coaching unlocks potential rather than providing answers.

The client should understand:

"The purpose isn't for me to solve your problems—it's to help you discover your own best solutions."

3. What Coaching Is

Explain that coaching is:

• Client-centred

• Future-focused

• Collaborative

• Non-judgemental

• Creative

• Reflective

• Action-oriented

• Based on powerful questions

• Built on partnership

4. What Coaching Is Not

Clarify the boundaries.

Coaching is not:

• Therapy

• Counselling

• Consulting

• Mentoring

• Training

• Giving advice

• Telling you what to do

• Diagnosing problems

• Legal advice

• Financial advice

Explain when you would refer a client to another professional.

5. Roles and Responsibilities

This is often overlooked but is essential.

Coach responsibilities

• Create a safe environment.

• Listen deeply.

• Ask powerful questions.

• Challenge respectfully.

• Maintain confidentiality.

• Hold the coaching process.

• Remain present.

• Uphold ethical standards.

Client responsibilities

• Set the agenda.

• Be honest.

• Be open to exploration.

• Complete agreed actions.

• Take responsibility for decisions.

• Communicate if something isn't working.

• Arrive prepared.

A useful statement is:

"This is a partnership. I own the process; you own the content."

6. Confidentiality

Cover:

• Everything discussed remains confidential.

• Coaching notes are protected.

• Any recordings require permission.

• Explain any legal or ethical exceptions (for example, imminent risk of serious harm or where disclosure is required by law).

• Explain how client information is stored and handled.

Ask:

"Do you have any questions about confidentiality?"

7. Ethics and Professional Boundaries

Discuss:

• ICF ethical principles.

• Respect.

• No judgement.

• No dual relationships that could impair objectivity.

• The client's right to stop coaching.

• The coach's right to end the relationship if appropriate.

• Professional referrals where necessary.

8. Logistics

Agree on practical arrangements.

Include:

• Session length.

• Frequency.

• Number of sessions (if applicable).

• Online or face-to-face.

• Preferred communication methods.

• Cancellation policy.

• Rescheduling.

• Payment.

• Invoices.

• Time zones (if relevant).

• Homework or reflection between sessions.

Nothing should be assumed.

9. Accountability

Explain how accountability works.

For example:

• You choose your commitments.

• I will ask about them.

• There is no punishment.

• Missed actions become learning opportunities.

• Accountability serves your goals, not my expectations.

Many new coaches unintentionally become managers. PCC/MCC coaches use accountability to foster learning, not compliance.

10. Desired Outcomes for the Coaching Relationship

Move from logistics to purpose.

Explore questions such as:

• What would make coaching worthwhile?

• What do you hope will be different six months from now?

• What would success look like?

• What would tell you this investment was worthwhile?

• How will we know we're making progress?

This creates the overarching coaching agreement that guides the relationship.

11. Measures of Success

Agree on how progress will be recognised.

Examples:

• Increased confidence.

• Better communication.

• Stronger leadership.

• Healthier relationships.

• Career advancement.

• Improved wellbeing.

These measures can be revisited throughout the engagement.

12. Questions and Clarification

Invite the client to ask anything before starting.

For example:

• What questions do you have?

• Is there anything you're unsure about?

• Is there anything you need from me to make this partnership successful?

13. Mutual Agreement

This is the formal contracting moment.

Confirm that both parties agree to:

• The purpose of coaching.

• Their respective roles.

• Confidentiality.

• Boundaries.

• Logistics.

• Expectations.

• Accountability.

• Desired outcomes.

A simple summary might be:

"We've discussed how we'll work together, what coaching is and isn't, our respective responsibilities, confidentiality, logistics, and what you hope to achieve. Does this reflect your understanding, and are you happy to move forward on that basis?"

14. Begin the Coaching Relationship

Only after the agreement is complete do you transition into coaching.

You might say:

"Wonderful. Now that we've agreed on how we'll work together, let's begin. What would you like to focus on in our first coaching conversation?"

The complete flow

1. Welcome and build rapport

         ↓

2. Explain the purpose of coaching

         ↓

3. Explain what coaching is

         ↓

4. Explain what coaching is not

         ↓

5. Clarify coach and client roles

         ↓

6. Discuss confidentiality

         ↓

7. Explain ethics and professional boundaries

         ↓

8. Agree on logistics

         ↓

9. Explain accountability

         ↓

10. Explore desired outcomes for the coaching engagement

         ↓

11. Agree on measures of success

         ↓

12. Invite questions and clarify understanding

         ↓

13. Confirm mutual agreement and informed consent

         ↓

14. Begin the first coaching conversation

One addition often seen at the MCC level

Master coaches frequently include an explicit conversation about client autonomy and choice. They make it clear that the client can pause, challenge, redirect, or even decline a question at any point. This reinforces the coaching partnership from the outset. For example:

"You're always in charge of your coaching. If a question doesn't feel useful, or if you'd rather explore something different, please tell me. We can change direction at any time. This is your space."

While not a separate ICF requirement, this practice strongly reflects the ICF competencies of cultivating trust and safety, maintaining presence, and partnering with the client. It's a subtle but powerful distinction that often separates competent coaching from masterful coaching.

The best YouTube videos to watch

1. ICF Core Competency 3 – Establishing and Maintaining Agreements ⭐⭐⭐⭐⭐

This is probably the single best place to start because it focuses on exactly what you're asking.

Search:

• "ICF Core Competency 3 Establishing and Maintaining Agreements"

or

• ICF Core Competency 3 video

It explains:

• Initial contracting

• Session contracting

• PCC vs MCC differences

• How assessors evaluate the agreement process.

2. Sheri Boone, MCC – Establishing the Coaching Agreement ⭐⭐⭐⭐⭐

Sheri Boone is an MCC and mentor coach.

Search:

Sheri Boone Establishing the Coaching Agreement

This is part of the Brighton West competency series.

It discusses:

• what assessors listen for

• how to contract naturally

• common mistakes.

3. Kirsten Dierolf, MCC

Search:

Kirsten Dierolf Double Diamond Coaching

or

Kirsten Dierolf Agreements

She's an ICF PCC/MCC assessor and explains how master coaches establish agreements without sounding robotic.

4. MCC coaching demonstrations

Search:

• Practice PCC coaching

• Practice MCC coaching

• MCC coaching demonstration

• ICF coaching demonstration

• PCC coaching recording

5. Coaching demos from ICF-accredited schools

Look for demonstrations from schools such as:

• Coach Campus

• Coaching Outside the Box

• InnerLifeSkills

These are generally much closer to credentialing standards than influencer-style coaching videos.

Initial Contracting Process (before coaching begins)

A PCC/MCC coach will typically cover these elements in the first meeting.

1. Build rapport

• Welcome

• Introductions

• Learn about the client

2. Explain coaching

Clarify:

• coaching

• mentoring

• consulting

• counselling

• therapy

• training

Help the client understand what coaching is—and isn't.

3. Explain the coaching partnership

Discuss:

• client responsibility

• coach responsibility

• partnership

• client leads the agenda

4. Ethics

Cover:

• confidentiality

• limits of confidentiality

• informed consent

• professional boundaries

• ICF Code of Ethics

5. Logistics

Agree on:

• number of sessions

• duration

• cancellations

• payment

• rescheduling

• communication between sessions

6. Desired outcomes

Explore questions such as:

• What are you hoping coaching helps you achieve?

• What would success look like six months from now?

• Why is that important?

• How will you know coaching has been worthwhile?

7. Define success

Agree on measurable outcomes.

Examples:

• increased confidence

• improved leadership

• healthier relationships

• career transition

• better wellbeing

8. Confirm mutual agreement

Ask:

Does this coaching approach work for you?

Is there anything you'd like to change before we begin?

Every Coaching Session (PCC standard)

Every session starts with a fresh agreement.

A strong PCC sequence is:

Step 1

"What would you like to work on today?"

Step 2

"What would you like to achieve by the end of this conversation?"

Step 3

"What would make this session valuable?"

Step 4

"How will you know we've been successful?"

Step 5

"What would you like to leave with today?"

Step 6

"What feels most important to explore first?"

Step 7

Confirm the agreement.

"So today we're exploring..., and success will look like..., have I understood correctly?"

Only then do you begin coaching. This aligns with ICF's expectation that the coach and client mutually establish the session's purpose and evidence of success.

PCC versus MCC

PCC

MCC

Clear session topic

Co-created, evolving agreement

Clear desired outcome

Explores deeper meaning behind the outcome

Defines success

Re-visits and refines success throughout the conversation

Maintains focus

Fluidly follows the client's emerging awareness while checking the agreement still serves them

Supports action

Supports transformation in identity, perspective, or being

An MCC doesn't simply set the agreement at the start—they continually partner with the client to see whether the original agreement still serves the client's deeper learning.

A practical checklist for recording at PCC/MCC level

Before you ask your first "real" coaching question, make sure you can answer "yes" to all of these:

• Client chose the topic.

• Desired outcome is clear.

• Success has been defined by the client.

• You understand why this matters to the client.

• The client agrees with your summary of the session focus.

• The client knows they can change the agreement if something more important emerges.

• Both of you have explicitly agreed to begin.

 I'd also recommend creating a one-page contracting checklist and a 5-minute opening script that trainees can practice until it becomes natural. Those two tools alone can dramatically improve the quality and consistency of early coaching sessions.

I can give you a very high-level MCC-style peer coaching script + marker mapping, but I need to be clear about one thing first:

There is no such thing as a “100% guaranteed MCC script.” MCC evaluation is based on real-time relational quality, presence, and responsiveness, not memorised phrasing. If you try to perform a script, it will usually lower your score because MCC markers are about spontaneous precision, not scripted perfection.

That said, I can absolutely give you something very useful:

• A realistic MCC-level sample coaching flow (peer coaching ready)

• A rubric mapped to ICF MCC markers

• A deconstruction showing what each line demonstrates

PEER COACHING DEMO (MCC-LEVEL STYLE)

Topic: “I feel stuck between staying in my job and changing careers”

1. Opening

Coach:
“What would make this conversation valuable for you today?”

Client:
“I feel stuck… I don’t know whether to stay in my job or change careers.”

2. Deepening presence

Coach:
“As you say that, what are you noticing in yourself right now?”

Client:
“A lot of tension… and confusion.”

Coach:
“Stay with that for a moment… what’s the confusion like for you?”

3. Emergence

Client:
“It feels like I want change… but I’m afraid of losing stability.”

Coach:
“And as you notice both wanting change and wanting stability… what stands out to you most?”

4. Holding paradox (MCC marker)

Client:
“They both feel equally strong.”

Coach:
“If neither side needed to win right now, what becomes possible in that space between them?”

5. Awareness shift

Client:
“I’ve always treated it like a decision I must get right… maybe it’s not just one or the other.”

Coach:
“What’s the new understanding forming for you?”

6. Identity-level coaching

Client:
“It feels like I’m someone who is always trying to make safe choices.”

Coach:
“And who are you when you’re not making safe choices?”

(pause)

7. Silence + emergence

Client:
“I think I’m someone who wants to grow… but I’ve been afraid of that.”

Coach:
(silent – 6–8 seconds)

8. Integration

Coach:
“What are you taking away from this conversation so far?”

Client:
“That I don’t actually need to decide immediately… I need to understand what I value more deeply.”

9. Closing

Coach:
“As you leave this conversation, what feels most important for you to hold onto?”

Client:
“That growth matters… but so does safety. I don’t have to rush the decision.”

MCC MARKING RUBRIC (ICF CORE COMPETENCY 5: PRESENCE FOCUS)

Below is how an assessor would evaluate this coaching.

1. Coach is fully present and attentive

Evidence in script:

• No over-explaining

• Short, precise questions

• No multitasking or agenda-setting

✔ MCC marker achieved

2. Coach listens at multiple levels

Evidence:

• Emotional (tension, fear)

• Cognitive (decision conflict)

• Identity (“someone who plays safe”)

✔ MCC marker achieved

3. Coach follows emergence (not structure)

Evidence:

• No rigid model (no GROW forced)

• Conversation evolves naturally

• Coach follows client meaning shifts

✔ MCC marker achieved

4. Coach works with silence effectively

Evidence:

• Intentional silence after identity shift

• No rushing to fill space

✔ MCC marker achieved

5. Coach reflects only what is present (no interpretation)

Evidence:

• “What are you noticing?”

• “What’s the confusion like for you?”

• No assumptions or advice

✔ MCC marker achieved

6. Coach trusts client intelligence fully

Evidence:

• No suggestions

• No options offered

• No “have you considered…”

✔ MCC marker achieved

7. Coach works with paradox and complexity

Evidence:

• “If neither side needed to win…”

• Holding stability vs growth tension

✔ MCC marker achieved

8. Coach evokes awareness rather than action

Evidence:

• Focus is meaning-making

• Action emerges later naturally

• No forced goal-setting

✔ MCC marker achieved

9. Coach is emotionally grounded

Evidence:

• No urgency

• No rescuing anxiety

• Calm pacing

✔ MCC marker achieved

10. Coach allows identity-level exploration

Evidence:

• “Who are you when you’re not making safe choices?”

• Moves beyond behaviour into being

✔ MCC marker achieved

11. Coach uses minimal, precise language

Evidence:

• Short questions

• No layered explanations

• One idea per question

✔ MCC marker achieved

12. Coach allows client-led closure

Evidence:

• Client summarises insight

• Coach does not impose takeaway

✔ MCC marker achieved

WHAT MAKES THIS “MCC-LEVEL” (IMPORTANT INSIGHT)

ICF MCC presence is NOT:

• Fancy language

• Deep psychology talk

• Heavy questioning

• Over-coaching

ICF MCC presence IS:

• Precision

• Timing

• Silence

• Trust

• Minimal interference

• High-quality attention

WHAT WOULD FAIL MCC LEVEL (COMMON STUDENT MISTAKES)

If this script became “non-MCC”, it would be because of:

• Over-talking

• Giving advice disguised as questions

• Interrupting silence too early

• Leading the client to insight

• Using multiple questions in one sentence

• Trying to “perform coaching”

ONE-LINE MCC SUMMARY

MCC coaching presence is the ability to stay deeply present, emotionally regulated, and minimally intrusive while trusting that client awareness will emerge without being forced, guided, or interpreted.

Below is a PCC-level peer coaching script + ICF marking rubric breakdown, aligned to what assessors actually look for in ICF Core Competencies (especially Presence, Listening, Evoking Awareness, and Partnership).

This is intentionally less “sparse” than MCC and more structured, supportive, and slightly more explicit, which is exactly what distinguishes PCC from MCC.

PCC PEER COACHING DEMO SCRIPT

Topic: “I feel stuck between staying in my job and changing careers”

1. Opening the session (contracting + focus)

Coach:
“What would you like to get out of our conversation today?”

Client:
“I feel stuck between staying in my job or changing careers.”

Coach:
“What would be most helpful to focus on in this session?”

2. Exploring current reality

Coach:
“What makes this situation feel stuck for you right now?”

Client:
“I like my job, but I’m not growing anymore.”

Coach:
“What is it about not growing that matters to you?”

3. Exploring emotions + meaning

Coach:
“How do you feel when you think about staying where you are?”

Client:
“Frustrated… like I’m wasting time.”

Coach:
“When you say ‘wasting time,’ what does that mean for you?”

4. Expanding awareness

Coach:
“What have you already tried to resolve this for yourself?”

Client:
“I’ve thought about applying elsewhere, but I keep delaying it.”

Coach:
“What do you notice about the delay?”

5. Exploring internal conflict

Coach:
“What is the main tension you are experiencing between staying and leaving?”

Client:
“Stability vs growth.”

Coach:
“What is important about stability for you?”

Coach:
“And what is important about growth for you?”

6. Creating awareness

Coach:
“What is becoming clearer for you as we talk about this?”

Client:
“That I’m afraid of making the wrong decision.”

7. Exploring assumptions

Coach:
“What would making the ‘wrong’ decision mean to you?”

Client:
“That I fail… or regret it later.”

Coach:
“What makes regret something you are trying to avoid?”

8. Shifting perspective

Coach:
“What other ways could you look at this situation?”

Client:
“I guess it doesn’t have to be permanent… I could try something and adjust.”

Coach:
“What shifts when you see it that way?”

9. Action emergence (light structure)

Coach:
“What feels like a possible next step for you?”

Client:
“Maybe I could start exploring roles without committing yet.”

Coach:
“What would taking that step give you?”

10. Closing awareness

Coach:
“What are you taking away from this conversation today?”

Client:
“That I don’t need a perfect decision, I just need to start exploring.”

Coach:
“What will you carry forward from that insight?”

PCC MARKING RUBRIC (ICF CORE COMPETENCIES)

1. Establishes coaching agreement

✔ Clearly asks focus + desired outcome
✔ Keeps client agenda central
✔ Does not impose direction

Marker achieved: YES

2. Demonstrates coaching presence

✔ Calm, structured, responsive
✔ Some silence allowed but not dominant
✔ Coach remains engaged and attentive

Marker achieved: YES (solid PCC level)

3. Demonstrates active listening

✔ Reflects key words (“wasting time”, “stuck”)
✔ Picks up emotional content
✔ Asks clarifying questions

Marker achieved: YES

4. Evokes awareness (key PCC competency)

✔ Uses “what does that mean for you?”
✔ Explores assumptions (“wrong decision”)
✔ Expands perspective

Marker achieved: YES

5. Uses appropriate questioning

✔ Mostly single, clear questions
✔ Some coaching structure present
✔ Not overly complex or abstract

Marker achieved: YES

6. Encourages client insight

✔ Client identifies fear of regret
✔ Client reframes decision-making approach
✔ Awareness is verbally articulated

Marker achieved: YES

7. Maintains partnership

✔ Does not advise
✔ Does not lead decisions
✔ Uses collaborative tone (“what feels…”, “what matters…”)

Marker achieved: YES

8. Maintains coaching flow

✔ Logical progression:

• current state → emotions → assumptions → options → action

✔ Some structure still visible (PCC hallmark)

Marker achieved: YES

9. Supports action emergence

✔ Client identifies exploring options
✔ Coach does not prescribe action

Marker achieved: YES

10. Closing the session effectively

✔ Summarises insight
✔ Reinforces learning
✔ Leaves ownership with client

Marker achieved: YES

KEY DIFFERENCE: PCC vs MCC (VERY IMPORTANT)

PCC Coaching LOOKS LIKE:

• Structured conversation flow

• Clear questioning progression

• Some guiding by coach

• Moderate use of reflection

• Insight is supported, sometimes prompted

• Slight “coaching framework feel”

MCC Coaching LOOKS LIKE:

• Fully emergent conversation

• Minimal structure

• Deep silence + presence

• No steering at all

• Precision timing

• Identity-level depth

• No visible “process”

WHAT WOULD LOWER PCC SCORE

These are common failure points:

• Too much advice-giving

• Interrupting client thinking

• Asking multiple questions at once

• Overusing coaching models mechanically

• Not exploring emotions or meaning

• Staying only at surface level (“what will you do?” only)

ONE-LINE PCC SUMMARY

PCC coaching is a structured, client-centred conversation where the coach actively listens, asks clear questions, follows a logical flow of exploration, and helps the client generate awareness and action while maintaining strong partnership and non-directive intent.

Below is an ICF ACC-level peer coaching script + marking rubric breakdown. This shows what assessors typically see at ACC level: basic structure, emerging coaching skills, but still inconsistent depth, presence, and evoking awareness.

ACC PEER COACHING DEMO SCRIPT

Topic: “I feel stuck between staying in my job and changing careers”

1. Opening (basic contracting)

Coach:
“So, what would you like to talk about today?”

Client:
“I feel stuck in my job and I don’t know if I should change careers.”

Coach:
“Okay… so you want to talk about your job situation?”

2. Exploring situation (surface level)

Coach:
“What is happening in your job right now?”

Client:
“It feels boring and I’m not growing anymore.”

Coach:
“Okay, so you’re bored.”

3. Basic feelings exploration

Coach:
“How does that make you feel?”

Client:
“Frustrated and tired.”

Coach:
“Okay, that must be hard.”

4. Light probing

Coach:
“Why do you think you feel that way?”

Client:
“I think I’ve been in the same role too long.”

Coach:
“Right… maybe you need a change?”

5. Early exploration of options

Coach:
“What could you do about this?”

Client:
“I could look for another job, but I’m not sure.”

Coach:
“Maybe you should start applying and see what happens.”

6. Problem-solving direction

Coach:
“What do you think is the best option?”

Client:
“I don’t know.”

Coach:
“Maybe staying is safer for now?”

7. Minimal reflection

Coach:
“So you’re stuck and unsure.”

Client:
“Yes.”

8. Action focus (premature)

Coach:
“What will you do next?”

Client:
“I guess I could update my CV.”

Coach:
“Good, that’s a step forward.”

9. Closing (basic summary)

Coach:
“So today we talked about your job and updating your CV. Good session.”

Client:
“Okay, thanks.”

ACC MARKING RUBRIC (ICF CORE COMPETENCIES)

1. Establishes coaching agreement

✔ Basic opening question used
❌ No clear contracting of outcome or success criteria

Marker: PARTIAL

2. Demonstrates coaching presence

✔ Some attention present
❌ Coach often shifts into advice/problem-solving
❌ Limited emotional regulation and curiosity

Marker: DEVELOPING

3. Active listening

✔ Repeats some client words (“bored”, “stuck”)
❌ Mostly surface-level paraphrasing
❌ Misses emotional depth and meaning

Marker: BASIC

4. Evokes awareness

✔ Some “why” questions used
❌ Leads to assumptions instead of insight
❌ Limited exploration of meaning or identity

Marker: WEAK TO BASIC

5. Questioning quality

✔ Simple questions present
❌ Closed or leading questions (“Maybe you should…”)
❌ Multiple coaching mistakes in phrasing

Marker: DEVELOPING

6. Coaching vs advising (major ACC distinction point)

✔ Some coaching intent present
❌ Frequent advice-giving
❌ Solution direction imposed by coach

Marker: BELOW STANDARD RISK

7. Client insight generation

✔ Client expresses feelings
❌ Insight mostly supplied by coach
❌ Client does not deeply reflect or reframe meaning

Marker: LIMITED

8. Partnership

✔ Basic conversational exchange
❌ Coach leads conversation
❌ Little co-creation or equal partnership

Marker: DEVELOPING

9. Depth of exploration

✔ Surface issues explored
❌ No exploration of beliefs, identity, or values
❌ Conversation stays behavioural only

Marker: BASIC

10. Action orientation

✔ Action identified (CV update)
❌ Action suggested prematurely
❌ Not linked to deep awareness

Marker: FUNCTIONAL BUT SURFACE

KEY CHARACTERISTICS OF ACC LEVEL COACHING

ACC coaching typically looks like:

• Conversation is linear and simple

• Coach often asks “why” and “what will you do?”

• Coach may slip into advice or suggestions

• Emotional depth is lightly explored

• Awareness is limited or coach-driven

• Structure is present but rigid or inconsistent

• Presence is developing, not fully embodied

WHAT WOULD FAIL ACC LEVEL

Common failures include:

• Strong advising (“you should…”)

• No coaching agreement

• No listening beyond words

• No curiosity or follow-up questions

• Dominating the conversation

• No reflection of client language

• No exploration of meaning or feelings

ONE-LINE ACC SUMMARY

ACC coaching is an emerging coaching conversation where the coach demonstrates basic listening, asks simple questions, and supports surface-level awareness and action, but still frequently defaults to advice, structure, or problem-solving rather than deep coaching presence.

QUICK COMPARISON (ACC vs PCC vs MCC)

Level

Focus

Coach Behaviour

ACC

Task + basic understanding

Asks simple questions, sometimes advises

PCC

Structured coaching flow

Clear listening, exploration, awareness

MCC

Emergent presence

Minimal, precise, deeply present coaching

Below is a high-level MCC-style script for establishing the coaching relationship, macro-contracting, roles, confidentiality, structure, and coaching boundaries.

This is designed to sound like a real MCC-level intake conversation, not a checklist. MCC here is about:

• clarity without rigidity

• presence without over-explaining

• contracting without controlling

• authority without dominance

MCC-LEVEL RELATIONSHIP ESTABLISHMENT & MACRO CONTRACTING SCRIPT

Topic: First coaching session / relationship setup

1. Opening presence (no agenda imposition)

Coach:
“Before we begin, what would help you feel most comfortable and supported in this conversation today?”

(pause, listen fully)

2. Establishing what coaching is (non-prescriptive, client-centred)

Coach:
“Just to align us, coaching is a space where I don’t advise, teach, or direct you. My role is to support your thinking, awareness, and decisions through questions, reflection, and presence.”

“What it is not is counselling, mentoring, or consulting where solutions are provided from me.”

3. Checking client understanding of coaching

Coach:
“What is your understanding of coaching as we begin this work together?”

(listen, reflect back if needed)

4. Clarifying client expectations

Coach:
“What are you hoping coaching will support you with?”

Coach (follow-up MCC-style depth):
“And what would success look like for you—not just in outcomes, but in how you experience yourself through this process?”

5. Establishing roles (equal partnership)

Coach:
“In this space, you bring your life, context, choices, and responsibility for your decisions. I bring full presence, attention, reflection, and questions that may help you see things differently.”

“How does that way of working sit with you?”

6. Client responsibility and ownership

Coach:
“What feels important for you to take ownership of in this process for it to be meaningful?”

7. Confidentiality (clear, calm, not legalistic)

Coach:
“What we discuss here is confidential and stays between us, unless there is a legal or ethical requirement where safety is involved. If anything ever arises that affects confidentiality, I will be transparent with you.”

“How does that feel for you?”

8. Structure of sessions (light, flexible MCC framing)

Coach:
“Sessions are typically led by what feels most important for you in the moment. Sometimes we will explore deep awareness, sometimes we’ll focus more on decisions or action—but always guided by what emerges for you.”

“There is no fixed script we need to follow.”

9. Working style (presence + emergence)

Coach:
“I may sometimes ask questions, reflect what I notice, or offer observations—but I will always check in that it is useful for you.”

“What kind of coaching style supports you best when you’re thinking deeply?”

10. Checking fit / partnership alignment

Coach:
“As we start this work together, what do you need from me in order to feel fully supported and challenged in a way that helps you grow?”

(pause, fully listen)

11. Meta-awareness of coaching process (MCC marker)

Coach:
“If at any point the coaching doesn’t feel useful, or you want to change how we work together, I invite you to say so directly. We can adjust in real time.”

12. Emotional and psychological safety

Coach:
“You may experience clarity, discomfort, emotion, or silence during sessions. All of that is welcome here.”

“What matters is that you feel safe enough to think honestly.”

13. Closing the contract moment

Coach:
“So as we begin, what feels most important for you to hold in mind about how we will work together?”

(client responds)

Coach (light reflection):
“Great. Let’s work from that together.”

MCC MARKER BREAKDOWN (ICF CORE COMPETENCIES FOCUS)

1. Establishes trust and safety

✔ Clear confidentiality boundary
✔ Non-judgemental tone
✔ Emotional safety explicitly acknowledged

MCC marker: STRONG

2. Demonstrates presence in contracting

✔ No rushing
✔ Uses pauses
✔ Responds rather than scripts

MCC marker: STRONG

3. Co-creates relationship

✔ Asks client how coaching should work for them
✔ Invites feedback and preferences

MCC marker: MCC-LEVEL BEHAVIOUR

4. Clear role distinction (coach vs client)

✔ Explicit boundaries:

• no advice

• no mentoring

• no consulting

MCC marker: STRONG

5. Equal partnership

✔ Client is framed as owner of decisions
✔ Coach is facilitator of awareness

MCC marker: STRONG

6. Emergent contracting (not rigid)

✔ Structure is flexible
✔ Adjustable in real time
✔ Not checklist-driven

MCC marker: HIGH MCC ALIGNMENT

7. Meta-coaching awareness

✔ Invites client to comment on coaching style
✔ Adjusts in-session dynamics

MCC marker: MCC SIGNATURE BEHAVIOUR

8. Minimal interference

✔ No over-explaining
✔ No teaching
✔ No frameworks imposed

MCC marker: STRONG

9. Emotional intelligence and grounding

✔ Calm tone implied
✔ Normalises emotional experience
✔ No urgency

MCC marker: STRONG

10. Ethical clarity

✔ Confidentiality explained clearly
✔ Safety exception included
✔ Professional boundaries explicit

MCC marker: REQUIRED STANDARD MET

WHAT MAKES THIS MCC-LEVEL (IMPORTANT)

This is MCC because it:

• does NOT over-explain coaching theory

• does NOT dominate the space

• does NOT rush to structure

• does NOT “perform authority”

• instead creates:

  • relational safety

  • shared ownership

  • real-time adaptability

  • deep clarity of roles

ONE-LINE MCC SUMMARY

MCC contracting is a co-created, present, and flexible establishment of relationship boundaries where the coach creates safety, clarity, and partnership without rigidity, authority bias, or over-structuring the coaching space.

Below is a PCC-level macro contracting + relationship establishment script, followed by a clear MCC comparison section so you can see exactly what shifts at higher mastery level.

This reflects how PCC coaching is typically assessed:

• structured but flexible

• clear but not over-explained

• client-centred but still somewhat “process-visible”

• coach may still guide more than MCC

PCC LEVEL MACRO CONTRACTING SCRIPT

Topic: First session – establishing coaching relationship

1. Opening the relationship

Coach:
“Welcome. Before we begin, what would you like to focus on in today’s session?”

Client:
“I want to talk about feeling stuck in my job.”

Coach:
“Okay. What would you like to achieve from this conversation today?”

2. Introducing coaching (clear but slightly structured)

Coach:
“Just to set us up, coaching is a space where I will ask questions, reflect what I hear, and support your thinking. You stay in control of the direction and decisions.”

“I won’t be giving advice, but I may offer observations if they’re useful.”

3. Clarifying understanding of coaching

Coach:
“What has your experience of coaching been, if any?”

Coach (follow-up):
“And how does this way of working sound to you?”

4. Defining roles

Coach:
“In this relationship, you bring your experience, challenges, and goals. I bring structure, listening, and questions to help you explore and gain clarity.”

“How does that division of roles sit with you?”

5. Confidentiality (clear and slightly formal)

Coach:
“Before we continue, I want to confirm that everything we discuss is confidential, except where there is a legal or safety requirement to share information.”

“Is that clear for you?”

6. Coaching structure

Coach:
“Typically, we will start with what you want to focus on, explore your current situation, look at what’s getting in the way, and then identify possible next steps.”

“However, we can adapt this depending on what emerges in the session.”

7. Client expectations

Coach:
“What would make this coaching relationship successful for you?”

8. Responsibility and ownership

Coach:
“What responsibility do you feel you need to take in this process for it to work well for you?”

9. Partnership framing

Coach:
“This is a collaborative process. I won’t be directing your decisions, but I will support you in thinking clearly and deeply.”

“How does that sound to you?”

10. Emotional safety and engagement

Coach:
“Sometimes coaching can bring clarity, and sometimes it can bring discomfort or emotion. That’s all part of the process.”

“What support do you need from me to feel safe in this space?”

11. Checking alignment

Coach:
“Before we move into the coaching itself, is there anything important we haven’t covered about how we will work together?”

12. Transition into coaching

Coach:
“Great. So with all that in place, where would you like to begin today?”

PCC MARKING RUBRIC (CONTRACTING FOCUS)

1. Establishes coaching agreement

✔ Clear focus question
✔ Defines purpose of session
✔ Some structure present

PCC marker: STRONG

2. Explains coaching clearly

✔ Coaching defined explicitly
✔ Role boundaries stated
✔ Advice-giving explicitly excluded

PCC marker: STRONG BUT EXPLANATORY

3. Demonstrates partnership

✔ Client retains control
✔ Coach positions as facilitator
✔ Collaboration language used

PCC marker: STRONG

4. Uses structure appropriately

✔ Clear session flow explained
✔ Agenda framework provided
✔ Some predictability present

PCC marker: PCC CHARACTERISTIC (NOT MCC)

5. Clarifies confidentiality and ethics

✔ Formal explanation provided
✔ Safety exception included
✔ Clear yes/no confirmation requested

PCC marker: REQUIRED STANDARD MET

6. Invites client responsibility

✔ Ownership explicitly discussed
✔ Client asked about responsibility

PCC marker: STRONG

7. Emotional safety acknowledged

✔ Discomfort/emotion normalised
✔ Support needs explored

PCC marker: GOOD

8. Coaching relationship clarity

✔ Roles clearly defined
✔ Coach vs client responsibilities explained

PCC marker: STRONG

9. Some flexibility present

✔ Structure can shift if needed
✔ Still slightly “planned framework feel”

PCC marker: DEVELOPING TOWARD MCC

10. Transition into coaching

✔ Clear entry into session
✔ Agenda handed back to client

PCC marker: STRONG

KEY DIFFERENCES: PCC vs MCC CONTRACTING

1. STRUCTURE

PCC:

• Explicit structure explained

• Step-by-step coaching flow outlined

• More “process visible”

MCC:

• Structure is implied, not explained

• Emerges naturally in conversation

• No framework presentation

2. LANGUAGE STYLE

PCC:

• Slightly formal and explanatory

• “Coaching is a space where…”

• More talking from coach

MCC:

• Minimal explanation

• More questioning than telling

• Language is lighter and more emergent

3. PRESENCE

PCC:

• Present but still slightly “performing role”

• Some planning visible

MCC:

• Fully present, no performance

• No agenda holding

4. COACH AUTHORITY

PCC:

• Coach still explains coaching

• Coach defines structure

MCC:

• Client defines how coaching will work

• Coach co-creates, not explains

5. DEPTH OF CO-CREATION

PCC:

• “How does that sound to you?” used frequently

• Agreement is checked explicitly

MCC:

• Agreement is continuously co-created in flow

• Less formal checking, more natural alignment

6. CONFIDENCE IN UNCERTAINTY

PCC:

• Some need for clarity upfront

• Structure reduces uncertainty

MCC:

• Comfortable entering ambiguity immediately

• No need to fully define process upfront

ONE-LINE PCC SUMMARY

PCC macro contracting is a structured, clear, and collaborative establishment of the coaching relationship where roles, confidentiality, expectations, and session flow are explicitly defined while still maintaining client ownership and flexibility.

Below is an ICF ACC-level macro contracting + relationship establishment script, followed by a marking rubric breakdown and key differences vs PCC/MCC.

ACC level is characterised by:

• basic clarity

• limited depth of contracting

• coach-led structure

• some coaching principles present, but inconsistently applied

• occasional advice or directional framing

ACC LEVEL MACRO CONTRACTING SCRIPT

Topic: First coaching session – relationship setup

1. Opening the session

Coach:
“So, what do you want to talk about today?”

Client:
“I feel stuck in my job and I don’t know what to do.”

Coach:
“Okay, let’s talk about your job then.”

2. Basic explanation of coaching

Coach:
“Coaching is where I ask you questions to help you think about your situation and find solutions.”

“I won’t tell you what to do, but I’ll help you figure things out.”

3. Light check of understanding

Coach:
“Have you done coaching before?”

Client:
“No.”

Coach:
“Okay, so this will just be me asking you questions to help you think through things.”

4. Basic roles definition

Coach:
“My role is to guide you through questions and help you find answers. Your role is to be open and honest so we can explore your situation.”

5. Confidentiality (simple and brief)

Coach:
“What we talk about here is private unless there is a safety issue. Is that okay for you?”

6. Light structure introduction

Coach:
“We’ll talk about your situation, what’s going on, and then try to figure out what you can do next.”

7. Goal focus (coach-led)

Coach:
“What do you think you want to achieve from this session?”

8. Responsibility (light exploration)

Coach:
“What do you think you need to do to make this coaching work?”

9. Transition into coaching (some direction)

Coach:
“Okay, so let’s try understand your situation better. What exactly is going on at work?”

10. Early advice leakage (common ACC trait)

Client:
“I feel stuck and frustrated.”

Coach:
“Maybe you should start looking for other jobs then.”

11. Closing (basic summary)

Coach:
“So today we spoke about your job and maybe looking for other opportunities. That’s good progress.”

ACC MARKING RUBRIC (ICF CORE COMPETENCIES)

1. Establishes coaching agreement

✔ Basic question asked (“What do you want to talk about?”)
❌ No clear contracting of outcome or success criteria
❌ No deeper exploration of expectations

ACC marker: PARTIAL

2. Explains coaching

✔ Simple explanation given
❌ Oversimplified and coach-centred
❌ No exploration of client understanding of coaching

ACC marker: BASIC

3. Presence

✔ Coach engaged in conversation
❌ Limited depth of listening
❌ Some steering and advice interrupts presence

ACC marker: DEVELOPING

4. Listening

✔ Repeats some content (“your job”)
❌ Mostly surface-level listening
❌ Misses emotional and identity-level meaning

ACC marker: BASIC

5. Questioning

✔ Simple questions used
❌ Leading questions and advice appear
❌ Limited exploration quality

ACC marker: WEAK TO DEVELOPING

6. Coaching vs advising (critical ACC gap)

✔ Some coaching intent present
❌ Advice given (“maybe you should…”)
❌ Coach shifts into problem-solving

ACC marker: BELOW STANDARD RISK AREA

7. Evoking awareness

✔ Basic exploration of situation
❌ No deep insight generation
❌ No reframing or perspective shift facilitation

ACC marker: LIMITED

8. Partnership

✔ Some collaboration language
❌ Coach leads direction heavily
❌ Client not fully in control of flow

ACC marker: DEVELOPING

9. Structure

✔ Simple structure present (talk → explore → action)
❌ Rigid and coach-driven
❌ No flexibility or emergence

ACC marker: BASIC

10. Ethics and confidentiality

✔ Confidentiality mentioned
❌ Very brief and not fully contextualised
✔ Minimum standard met

ACC marker: ACCEPTABLE

KEY CHARACTERISTICS OF ACC MACRO CONTRACTING

ACC contracting typically looks like:

• Basic introduction to coaching

• Coach explains rather than co-creates

• Structure is simple and linear

• Focus is on “what’s the problem?”

• Early move into action or advice

• Limited exploration of expectations

• Minimal depth of partnership creation

WHAT WOULD FAIL ACC LEVEL (COMMON FAILURES)

A candidate would likely fail if they:

• Do not mention confidentiality at all

• Only give advice instead of coaching

• Do not ask any questions about client goals

• Do not define coaching at all

• Dominate conversation without listening

• Show no coaching intent (pure conversation or mentoring)

KEY DIFFERENCE SUMMARY

ACC vs PCC vs MCC (CONTRACTING ONLY)

Level

Structure

Coach Role

Depth

Language

ACC

Basic, linear

Directive/leading

Surface level

Simple, sometimes advising

PCC

Clear, structured

Facilitator

Moderate depth

Professional, consistent

MCC

Emergent, co-created

Fully present partner

Deep + identity level

Minimal, precise, adaptive

ONE-LINE ACC SUMMARY

ACC macro contracting is a basic, coach-led introduction to coaching that explains roles, confidentiality, and structure in a simple way while beginning to explore client goals, but still lacks depth, consistency, and true co-created partnership.

Annotated Transcript

In this transcript, Merci identifies elements of the coaching session that map across the ICF competencies. These highlights are extremely valuable to anyone wanting to improve their coaching or apply for an ICF credential.

Click here to get a copy of the annotated transcript

Aleka: Darcy, how are you

Darcy: Good. Good. How are you?

Aleka: I am good. I’m excited to meet with you today. So, what is on your mind?

Darcy: What I would like to look at today. I’m a student in the advanced Coaching program, and I am having particular trouble getting myself to participate in the mentor classes.

As a coach. I’ve been a client. But I just can’t make myself, for my hand up in the air and do it, and I’ve done my tell classes, my peer coaching client coaching as a pure client and peer coach.

And I have a small practice where I’m pretty comfortable.

I don’t know what it is about getting myself to jump into the mentor calls, and I don’t know if it’s the time frame. If it’s the number of people listening and I’m not… I really don’t know

Where the hesitancy is coming from.

Aleka: Gotcha. Well, first of all, that’s great news, and well done that you’ve got so much done at the ICA. That’s a huge win as well as you said that you have your practice with clients.

So, you’re doing it, you’re actually doing this coaching thing right here.

Just the mentor classes, and I believe, are these, if I’m right, at these classes where you have to demonstrate your coaching ability in front of a group of your peers.

Darcy: They’re typically, and see, I don’t know if this has a component of it as well. It’s typically, you know, the whole group calls and like for a teleclass. It’s the same time frame. And usually there’s three dyads, an attendee coach and attendee client and they work for 10 minutes and then the instructor will stop and ask the coach, you know, what their experience was, any feedback from the client and then they’ll, they’ll look at competencies and skills to think about or things to shift and then they’ll go on to the next. And usually there are three, three sets of people, and I’ve been the client a couple of times. I don’t know why I’m having… and I’ve got to do like 10, I think, or nine of them.

Aleka: Yeah, that sounds like an important step as far as practicing and getting that feedback. So today, would you like to really focus on that aspect of it? The fact that you would like to look at being able to do these mentor calls?

Darcy: Yes, please.

Aleka: And then, what, what would that look like, what would it look like to complete that goal?

Darcy: To motivate myself to give myself some accountability. I went ahead and registered for my observed coaching so that I could finish in order to participate in the observed coaching. My understanding is that you have to be nearly completed with your mentor calls. I gave myself a deadline of March 6th, and twice now, if chickened out. I put the class down in my day book, and then conveniently somebody else had to practice or something…I didn’t move.

Aleka: So, what I hear you saying is that you actually have taken a step forward to holding yourself accountable to this goal. So, what would be one more step forward?

Darcy: To do it.

That’s where we are. It sounds like I’m standing on the precipice of that. That moment I’m stepping into that moment where I’m doing it.

Aleka: Let me ask you just a bit about your coaching because you said that you were coaching as well in the office, and you’re practicing with clients, and you have that experience. How does that go for you?

Darcy: I think, well, I mean, the feedback that I’ve gotten is that it’s going well. And I thought about that. In relation to this, and I don’t know if it’s because both either on the phone or its live – but I have about a 60-minute session and I feel maybe that gives me – don’t know if this is going to be makes sense, but it gives me a good amount of time to come up with the right questions or get there, so I feel like there’s something about this sense of 10 minutes that I think that’s the resistance. I’m not sure.

Aleka: I appreciate that awareness, because at the beginning of our call you were, you were listing a few things, you said it time frame. You were a little bit unsure about what it was about this particular issue. And you mentioned the time frame. And you mentioned the number of people, but I’m hearing you say here that the issue is about time, ‘I have a whole 60 minutes to kind of formulate my questions’. Do you think that’s your block as far as moving forward?

Merci: We’re going to leave Darcy with that thought. You think about that, and I want to bring forward the observation that this is what it takes to create the coaching agreement within a session. This is not just the contract, we think of as, you know, how many sessions and how long they are. This is what has to happen every session. So, what Alexa has done is establish the coaching agreement -one of the markers for that is, ‘the coach helps the client to find what the client believes she or he needs to address or resolve in order to achieve what he or she wants to accomplish in the session’. So, it takes a few questions. Nice big open-ended questions. Curious questions that we saw demonstrated here. OK. Back to you and Darcy, we left you with that thought.

Darcy: I wonder if some of my hesitancy isn’t because of these mentor calls. It’s just 10 minutes, and I know we don’t have to resolve anything in the 10 minutes, but I’m not sure what’s standing in my way.

Aleka: Well, I think you’ve created some awareness about what could be standing in your way. I mean, you started talking about this time frame piece, which you’re speaking about it is, as I’m observing it is like when you’re coaching in the office you feel like I have all this time. You know, and there’s almost, as you’re talking about it, almost seem relaxed, like, but then when you’re doing the calls and you’re doing supervise coaching or observed coaching. It seems like there’s kind of a smaller time frame. And that’s creating this resistance, blocking for you moving forward. Is that correct?

Darcy: Think so. I think there’s also something about the,I mean I want the feedback.Compared to what we’re doing in the office.Not being directly observed I guess I feel like I have the freedom because they don’t have time pressure. If I’m not asking most helpful questions if I’m not you know, helping me move towards some clarity. I have some wiggle room.

Aleka:  So, we have these two issues, now right? One is this time frame – sort of relaxed and then when you’re in this supervised coaching, it feels a little bit more uncomfortable and then we have this other piece where you you’re being observed. You’re sort of being watched. So out of those two issues if you could kind of feeling into those which do you think is, is the more significant block for you?

Merci: Okay, we’re going to interrupt again so Darcy gets to think a lot about this.I couldn’t help myself.There’s such awareness being created here, you can see how Aleka’s questions and posture is inviting this client to really think in an awareness kind of mode which is exactly what coaching is about. And in this competency, creating awareness, the coaches sharing what she notices about the client and the client situation and is, you know, curious, seeking the client’s input or encouraging their exploration. So, she’s left Darcy with two possibilities. So, we’ll get back to those…

Darcy: I actually think, even though I wanted to make it all about time, I think I’m a little intimidated by the immediacy, the feedback and not that I’ve ever heard anything on a call but fantastic feedback and information and I’m,I don’t know. I mean, this just isn’t how…when there’s a swimming hole, I’m the first one to jump off the cliff and in the swimming hole. This isn’t a usual area for me to have hesitancy around and I really want to complete the program on time. So, I have a lot of motivation to do it but unlike the teleclasses where I was taking them left and right, and I, you know, and I’m working on the written projects and I’ve done like I said, all my hours.I don’t know. I’m just I don’t know.

Aleka: Yes, and I can hear the frustration, a bit, you know as you’re talking about it like you’re right there and it’s just that little nudge forward. And you know, I also want to offer validation that

I think this is challenging. You know, to get up in front of people and perhaps practice doing something, you know, I think that’s a human thing. And I also know you as someone who’s been successful in a lot of different areas. And I know your background as a yoga teacher and a studio owner and I’m kind of thinking back to some of what we’ve talked about as far as doing yoga and I’m wondering if you’ve ever had that experience when you were, in that particular learning, where you’re getting up in front of people and having to be critiqued?

Darcy: Ah, that’s interesting. Yeah, we had…I hadn’t thought about that. We had a master series of master workshops, just for teachers at the studio over the course of the year, you know, teachers, not just my studio, any studio to come and work on their skills and it was actually taught by a friend of mine, and she called me out because I didn’t want my teachers to teach me on the mat, like I wanted them to be out there and provide… but I actually hid by moving all the time.I was never, not never, I was rarely, like, I would open a class and the class in the front of the room. But then I was on the go and she made me stand on a yoga block and teach standing on a yoga black because she’s like ‘you’re hiding’.

Aleka: What was that like?

Darcy: It was I felt like I was… Wow.Powerful

Aleka: Cool. Well, what I’m hearing is, you know… I’m getting this visual. Now you know you’re standing on a yoga block and you’re feeling like you’re being exposed. Right? So, what did you call upon within yourself enabled you to do it?

Darcy: I felt responsibility to do it because it was my studio. Respect for my friend and her assignment.

And I knew it was true. She addressed it, I was like, Oh, I do that and that’s not always helpful.

Aleka: So, what strength within yourself that you call upon to get through the challenging moment?

Merci: I’m going to stop us again Darcy, what strength? Hang on to that thought. You know, we often in coaching, say, you know, we’re looking for the aha moment. And so here we captured one. There’s not one in every session, but how can I let that go.So,how did she get there? Well, Aleka allowed Darcy to think. The first competency, I noticed was coaching presence – really being there for the client.Presence is an interesting word. It’s just being extremely, fully conscious to create a spontaneous relationship with the client.And employing a style that’s open, flexible and confident and that’s exactly what we witness here. Now, of course, powerful questions aided in that as well. But that’s the competency that stands out right now. Alright, Darcy back to your strength.

Darcy: I think that’s trying and I don’t know. I don’t think there’s, I don’t know what words, you’re gonna get a phrase.Desire to improve and, you know, since we’ve worked together before you know that’s a bit of a driver for me. Yeah, like if I find out that I’m not good at this thing. I’m inspired to do it and maybe because I was in that class setting. She literally took a block and said, now stand here. I’d no idea what she was going to do. Maybe I’ve built up some drama or something about this. I don’t know but my desire to get better at something rides me through it.

Aleka: So, a couple things I’m hearing is your tenacity, you know that grittiness, the part of you that goes, ‘because I want to’, you know, and ‘I want it’. And then the other part that I hear is, I didn’t get a choice but you know, I don’t want to put words in your mouth, but it sounded sort of like ‘because she put me there so …’

Darcy: What I meant was that I didn’t get a chance to think about it and like It was right then, thank you for that.

Aleka: It was just – do it, right? So, using those two strengths, you know, your tenacity and your desire of wanting it and this part that I just have heard, I’m hearing is that I just kind of have to do it. I just have just do it because that’s what I’m hearing ‘is that ‘I just have to do it’ through your story it was not like I was afraid and I waited to not be afraid, you know, and then I did it. I was…Is that an Ok word to use – afraid or apprehensive, or nervous. One of those words?

Darcy: All if that’s okay.

Aleka: That I did it anyway. So, applying that same kind of principle to this particular issue, what, what do you think would be a good action step, or forward step to meeting that goal?

Darcy: To make the commitment to myself.Really, you know, this one hour block by not picking anybody up from practice. I’m not rescheduling anything and committing to that. I thought I was doing that by giving myself the March 6th deadline.It’s given me too much wiggle room because I’m already doing the, like, did you ever do that in college where like, ‘okay, yeah, I can get, I can go as low as a C and get a good grade on this test”…like counting down the days and the number because I have the mentor classes all listed in my day planner.So, I think I just need to make a commitment and I haven’t done that.

Aleka: So, your first step to doing that was to create this March deadline. Right?  But I’m hearing you say that that’s not necessarily as effective as you were hoping it would be. So, what would be another commitment that you could do?

Darcy: I think to commit to a very specific teleclass like this coming Thursday. They seem to be for my zone, Tuesdays and Thursdays at or 7 or 8pm and then there’s like a mid-morning Saturday.

So, but I feel like I need to, instead of just jotting them all down off the computer and like, ‘oh, I could do this, when I could do that’.Now, I find myself thinking in the morning that I’m going to do that one tonight. And then ah I’m like, well, I can just, I can just not do it and I’ve done that a couple times now like kind of kicked the can down the road, a few times.

And I think just being reminded of the experience of teaching on the block for some… I’m not able to put words to it, but that feels,I need to give myself my own yoga block to stand on, this is the day you’re going to stand on the yoga block. When you get into that call room.You’re not gonna wait for everybody else to volunteer, because that’s, I’ve done that as well. Like, I’ve gone into a call intending to volunteer to coach and then I wait and I wait and oh they got three.I’ll do it next time.

Aleka: I don’t know. I really appreciate that, you know, and the fact is, you’ve done this, you’ve done this, you have it in you to do it.And something you said a second ago was maybe I’ve traded a story around that or, maybe you used the word drama. ‘Maybe I’ve created drama.’

That answer when you’re talking about the yoga block. You seem very clear there doesn’t seem to be much drama there. ‘I’ve done this’.

Aleka: Do you feel like there’s any other story or any other drama that’s attached to this issue?

Darcy: Hey, that’s what I meant by wiggle room like why March 6th wasn’t motivating and that is,I have created story around failure that’s what I’ve done when I think about it. I’ve done all the things that I can’t really get graded on, not that I get graded on the mentor calls, but I’m going to get immediate feedback, and not that it’s going to be bad, but I just don’t want to not be really good at this.But I also know that to be really good at this,you’ve got to get that feedback. So,you know me.Every time I think I’ve messed something up.I reach out to you, like, how could this have gone differently or so it’s unlike me to resist this… to get feedback.

Aleka: Yeah! I so appreciate that you’re using two really important parts, you know, one is feedback and one is failure, as I hear those two words, one has a much bigger story it, you know. So, when you go to think about this ICA mentor call, which word are you connecting with?

Darcy: I don’t want to fail. And you can’t fail right, but…

Aleka: Yeah. Well, the thing about the story is, it’s not always accurate. Yeah, we can we can play with, we can change it. So, what would be more true around that?

Darcy: Feedback. I want to be seeking and receiving really good feedback because that’s all I’ve ever heard.

Aleka: Yeah. Me too. I remember my days there …yeah, important feedback, so what does it take to change that story? I know we get it up here (head). Right? What does it take to change that story here (heart), you know, bring it into our truth?

Darcy: I think just stopping the story. Yeah, when I start the story and I can feel the hesitancy rise.Because I can find myself like fooling around in the kitchen or starting a load of laundry or something that’s going to take me too close to the call time. I think I’m unconsciously in the story at that time.

Aleka: And you have such, you’re very aware that you’re able to identify that, you know, the awareness that it takes, a mindfulness to say, I know that I’m doing this thing. I think is a huge part of it.

And how can I support you, because these are huge steps, what? What can I do to support you in this really important goal?

Darcy: When you see me at work, say, “How many mentor classes have you done?”

Aleka: Perhaps, are you open to creating an action step with you, you know, holding, let me hold you accountable, like the date and the time of the class in the call, so perhaps you can tell me how it went?

Darcy: That would be helpful. Yeah.

Aleka: How’s that feel?

Darcy: Okay, so because I’m more afraid of you. (laughs)

Aleka: Perhaps you could email me, perhaps the date, the time of the call. If you don’t know, and we can. I can check in with you. Process it and go over the feedback. You can check in with me.

Darcy: OK, so when I finish this, I’m actually going to revamp my schedule, and then I will submit to you at least two dates, like in the near future, that I’m going to commit to being a volunteer.

Aleka: That’s awesome. And before we close, can we just take a minute to imagine how that’s going to feel when you’ve reached that goal? When you write that email or when you’ve gotten off that call. And you hang up that phone.

Darcy: No, I think it’ll be, I mean, I have nothing but good expectations. You know, I think it’s going to be useful information. Yeah.

Aleka: Absolutely! You’re phenomenal. Thanks. Yeah, will remember that. So, we will connect moving forward, and I look forward to hearing how amazing it was and how the feedback was

Darcy: Great, thank you.

Merci: Thank you so much. Darcy. That was great. I think everyone has been in Darcy’s shoes one way or another. Amazing. And I’m sure Alexa has been there, and you notice that she didn’t bring anything from her experience; she focused on her client. But you could hear the empathy, and you could hear the, you know, that sort of encouraging. This was something that Aleka clearly didn’t find unusual. So, the last two competencies kind of go together, planning and goal setting. You know the coach supported the client to develop a plan that was, you know, really driven by the client, and then managing progress and accountability here the client asks to be held accountable to her new plan, and then the coach doesn’t just say will call me you invite what would be helpful. Would that be helpful? And I want to appreciate the lightness. You know, we could hear the significance in the beginning, and then Darcy kind of lightened up, and Aleka went right with it. She didn’t hold back from her lightness, if there was a chuckle there, she kind of leaned into it and, I think, we often think of coaching as something that has to be super serious and here it can be, can have an aha moment, it can have all the aspects of good planning and good goal setting and still be light. So, I’m just going to wrap up here. So, Aleka, what did you notice in regards to the competencies in this coaching session?

Aleka: Will you, I think you’re probably better to judge that than I was, since I was in it, but it’s been a while since I was able to do a laser session. A lot of my sessions tend to be just longer by nature. So, it was fun to create the contract, create the agreement of what we are going with, and then get to it really quickly. You know, I forget sometimes that, like you, I don’t always need long sessions, so it is great to, kind of, I felt that we got some pretty good closure through the whole thing with some really important action steps. There were some good questions. And that really opened that up. We did have that great moment where I love it when clients go ah.

Merci: It’s a sign of a powerful question when they don’t have a ready answer, you know, often we’ve already asked ourselves that obvious question and we have a pat answer when someone pauses and I think Darcy did that two, she was thoughtful and then ahhh…That’s a very, very powerful stuff. That was good. Yeah. 27:57 Yeah.

Aleka: Like we did have … I honestly feel that even though we’ve worked together before, like this was actually a coaching session, we will follow up with this. So, it felt good that there were some clear action steps. 28:11

Merci: 28:12 Thank you again. I can’t say thank you enough for letting people see what live coaching looks like. So, thank you very much.

Aleka and Darcy: Thanks for having us.

About Aleka Thorvalson

Aleka Thorvalson is a true holistic life coach bridging the gap between mind, body, emotion, spirit, and science to assist clients on their own paths of understanding, discovery, healing, and transformation. Aleka is a Certified Professional Coach trained through the International Coach Academy in the Advanced Coach Training Program. She is also a member and a Professionally Credentialed Coach (PCC) with the International Coaching Federation (ICF). Additionally, Aleka is a

This transcript is not a first-session foundational contracting conversation. It is a session contracting demonstration between a coach and an existing client. Aleka and Darcy have coached together before, so many foundational contracting elements (confidentiality, coaching definition, ethics, logistics, roles, fees, etc.) are assumed to have already been completed.

That means this transcript demonstrates ICF Core Competency 3: Establishes and Maintains Agreements (session agreement) at a strong PCC level, but not the complete foundational contracting process you would use in the first meeting with a new client.

Below I've analysed it against the checklist you are building.

FOUNDATIONAL CONTRACTING ANALYSIS

Contracting Element

Transcript Evidence

PCC

MCC

Comments

Welcome

✅ Yes

✓

✓

Warm, human welcome

Thank you/Appreciation

✅ Yes

✓

✓

Appreciative throughout

Purpose of today's session

✅ Excellent

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