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:

• Trauma

• Healing past wounds

• Mental health diagnosis

Red Flags (Refer Out):

• Depression

• Trauma response

• Addiction

 Script:

“This feels like something deeper than coaching. I’d recommend working with a therapist alongside or before continuing.”

 Part 7: Common Contracting Mistakes (5 min)

1. Vague agreements

2. Skipping confidentiality

3. No cancellation policy

4. Overpromising results

5. Not revisiting the contract

 Teaching Point:

Weak contracting = weak coaching.

 Part 8: Assessment (5 min)

Ask learners to demonstrate:

1. Explain confidentiality clearly

2. Set a boundary

3. Micro-contract a session

 Bonus: Sample COMENSA-Aligned Contract (Short Version)

You can give this to students:

Coaching Agreement (Summary)

• Coaching is a forward-focused developmental process

• Client is responsible for their own decisions and results

• All sessions are confidential unless required by law

• Sessions are 60 minutes, once per week

• Fee: R____ per session

• 24-hour cancellation policy applies

• Coaching is not therapy; referrals will be made if needed

• Either party may terminate with notice

 Final Close (5 min)

Reflection Question:

“What kind of coach do you become when your contracting is world-class?”

 Key Takeaways

• Contracting is not admin — it’s ethical leadership

• COMENSA expects clarity, consent, and boundaries

• Mastery = macro + micro + psychological awareness

 COMENSA Code of Ethics — Summary

1. Professional Conduct

• Act with integrity, honesty, and professionalism

• Represent your qualifications truthfully

• Stay within your scope of competence

• Continue ongoing development (CPD)

2. Client-Centred Practice

• Put the client’s interests first

• Respect client autonomy (they make their own decisions)

• Do not impose advice, beliefs, or solutions

• Avoid dependency — empower independence

3. Confidentiality

• Keep all client information strictly confidential

• Only break confidentiality if:

  • Required by law

  • There is risk of harm

• Clearly explain confidentiality in the contract

4. Clear Contracting

• Establish clear agreements upfront

• Define:

  • Scope of coaching

  • Roles and responsibilities

  • Fees and logistics

• Ensure informed consent

5. Boundaries & Relationships

• Maintain professional boundaries at all times

• Avoid dual relationships (e.g. friend + client)

• Do not exploit clients financially, emotionally, or sexually

6. Competence & Referral

• Work only within your level of training and skill

• Refer clients when:

  • Issues fall outside coaching (e.g. therapy, trauma)

• Collaborate with other professionals when appropriate

7. Conflict of Interest

• Disclose any conflicts of interest

• Do not allow personal gain to affect the client relationship

8. Respect & Non-Discrimination

• Treat all clients with respect and dignity

• No discrimination based on:

  • Race

  • Gender

  • Religion

  • Culture

  • Background

9. Legal & Ethical Compliance

• Follow South African laws (e.g. POPIA for data protection)

• Keep proper records

• Be accountable for your practice and decisions

 In One Line:

COMENSA ethics = protect the client, stay in your lane, be transparent, and act with integrity at all times.

Here are 20 realistic ICF-style exam questions on contracting, with clear, exam-level answers. These reflect how the International Coaching Federation assesses understanding (application, not theory).

🎯 ICF Contracting — 20 Exam Q&A

1. What is the primary purpose of contracting in coaching?

Answer:
To establish clear expectations, roles, boundaries, and outcomes, ensuring alignment and creating a safe, ethical coaching environment.

2. What is the difference between macro and micro contracting?

Answer:

• Macro: Overall agreement (scope, fees, confidentiality)

• Micro: Ongoing alignment within each session (focus, outcomes, consent)

3. When should contracting occur?

Answer:
At the start of the coaching relationship and continuously throughout the engagement (especially during shifts in direction).

4. What is “informed consent” in coaching?

Answer:
Ensuring the client fully understands the coaching process, risks, benefits, and boundaries, and agrees to proceed.

5. Which competency is most closely linked to contracting in ICF?

Answer:
Establishes and Maintains Agreements

6. What should a coach do if the client’s goal is unclear?

Answer:
Pause and co-create clarity before proceeding; do not coach without a defined agreement.

7. A client asks, “What would you do?” What is the best response?

Answer:
Re-contract:

“Would you like my perspective, or shall we explore what feels right for you?”

8. What is the risk of not contracting properly?

Answer:

• Misalignment

• Ethical breaches

• Loss of trust

• Ineffective coaching

9. What should be included in a confidentiality agreement?

Answer:

• What is confidential

• Limits (legal, harm risk)

• How information is stored/used

10. How does contracting support client autonomy?

Answer:
It ensures the client chooses the focus, outcomes, and direction, maintaining ownership.

11. A client becomes emotional and shifts into past trauma. What should the coach do?

Answer:
Acknowledge and re-contract the focus; if needed, refer to therapy.

12. What is a “session agreement”?

Answer:
A clear, client-defined outcome for that specific session.

13. What is an example of strong session contracting?

Answer:

“By the end of this session, what would you like to have achieved?”

14. How should a coach handle scope creep?

Answer:
Pause and revisit the agreement, clarifying whether to continue or redefine the focus.

15. What is the coach’s responsibility in contracting?

Answer:
To facilitate clarity, not impose structure; ensure alignment and ethical boundaries.

16. What is a common mistake in contracting?

Answer:
Assuming alignment instead of explicitly confirming it.

17. What does “co-creating the agreement” mean?

Answer:
The coach and client jointly define the focus, process, and outcomes, not the coach alone.

18. A client says, “I just want to feel better.” What should the coach do?

Answer:
Ask clarifying questions to define a measurable or meaningful outcome.

19. How does contracting relate to trust and safety?

Answer:
Clear agreements create psychological safety, reducing ambiguity and increasing trust.

20. When should a contract be revisited?

Answer:

• When goals change

• When confusion arises

• When progress stalls

• At natural review points

 Examiner Insight (What They’re Really Testing)

ICF is NOT testing if you can:

• Recite definitions

They ARE testing if you:

• Maintain client ownership

• Use contracting to guide the process

• Avoid advice-giving traps

• Stay within coaching boundaries

 Pro Tip for Passing

If stuck in the exam, choose the answer that:

• Returns ownership to the client

• Clarifies the agreement

• Invites consent or alignment

Here are 20 COMENSA-specific contracting exam-style questions and answers, aligned to the expectations of COMENSA — with a stronger emphasis on ethics, legal context (POPIA), and professional boundaries than ICF.

🎯 COMENSA Contracting — 20 Exam Q&A

1. Why is contracting essential according to COMENSA?

Answer:
To ensure ethical clarity, informed consent, and protection of both client and coach.

2. What must be established before coaching begins?

Answer:
A clear agreement covering scope, roles, confidentiality, fees, and boundaries.

3. What is “informed consent” in COMENSA terms?

Answer:
The client understands:

• Nature of coaching

• Limits (not therapy)

• Risks and benefits

• Their right to withdraw

4. What legal framework impacts contracting in South Africa?

Answer:
POPIA (Protection of Personal Information Act) — governs how client data is stored and used.

5. What must be included in a confidentiality clause?

Answer:

• Full confidentiality statement

• Legal limits (e.g. risk of harm, court orders)

• Data handling practices

6. When is it acceptable to break confidentiality?

Answer:

• Legal requirement

• Risk of harm to client or others

7. What is COMENSA’s stance on coaching vs therapy in contracting?

Answer:
The distinction must be explicitly stated, and clients must be referred if issues exceed coaching scope.

8. A client begins discussing trauma in detail. What should the coach do?

Answer:
Pause and:

• Re-contract the focus

• Clarify coaching boundaries

• Refer to a therapist if needed

9. What is required regarding fees in a contract?

Answer:
Full transparency:

• Pricing

• Payment terms

• Cancellation policy

10. What is a dual relationship and how is it handled?

Answer:
A relationship where the coach has another role (e.g. friend, manager).
Must be avoided or clearly managed and disclosed in the contract.

11. What is the coach’s responsibility if a conflict of interest arises?

Answer:
Disclose immediately and re-contract or terminate if necessary.

12. What role do boundaries play in COMENSA contracting?

Answer:
They define:

• Professional limits

• Communication expectations

• Ethical safety

13. What is a termination clause?

Answer:
A statement allowing either party to end the coaching agreement under defined conditions.

14. What is the risk of unclear contracting?

Answer:

• Ethical breaches

• Legal exposure

• Client harm

• Loss of professional credibility

15. What should be clarified about session structure?

Answer:

• Duration

• Frequency

• Format (online/in-person)

16. What is the coach’s obligation regarding competence?

Answer:
Only contract work within their level of training and refer when outside scope.

17. How should record keeping be addressed in the contract?

Answer:
Explain:

• What is recorded

• How it is stored

• Who has access

• Retention period (POPIA compliance)

18. A client expects advice and solutions. What should the coach do?

Answer:
Clarify the coaching approach and re-contract expectations:

Coaching facilitates thinking, not advice-giving.

19. What must be stated about client responsibility?

Answer:
The client is responsible for:

• Decisions

• Actions

• Outcomes

20. How often should contracting be revisited?

Answer:

• At the start

• When goals shift

• When boundaries are tested

• When ethical concerns arise

 Key COMENSA Exam Insight

COMENSA questions typically test:

• Ethical clarity (not just coaching skill)

• Legal awareness (POPIA, confidentiality)

• Boundary management

• Client protection first

 Simple Rule to Get Answers Right

Choose the answer that:

• Protects the client

• Clarifies boundaries

• Stays within scope

• Aligns with ethical/legal responsibility

 POPIA — 30 Key Points

 Core Principles (Conditions for Lawful Processing)

1. Accountability
   You are responsible for complying with POPIA.

2. Processing Limitation
   Only collect data lawfully and minimally.

3. Purpose Specification
   Collect data for a specific, clear purpose.

4. Further Processing Limitation
   Don’t reuse data for unrelated purposes.

5. Information Quality
   Keep data accurate and updated.

6. Openness
   Be transparent about what you collect and why.

7. Security Safeguards
   Protect data from loss, misuse, or breaches.

8. Data Subject Participation
   People have rights over their data.

 What Counts as Personal Information

9. Any info that identifies a person (name, ID, email, phone).

10. Includes opinions, correspondence, and online identifiers.

11. Covers both natural persons and juristic persons (companies).

 Special Personal Information (Higher Protection)

12. Race, gender, religion

13. Health and medical data

14. Biometric data

15. Criminal records

👉 Requires extra care and usually explicit consent

 Lawful Processing Requirements

16. Consent must be voluntary, informed, and specific.

17. You can also process if:

• It’s necessary for a contract

• Required by law

• Legitimate interest (with caution)

 Direct Marketing Rules

18. Must have consent (opt-in) for marketing.

19. Must provide opt-out options.

20. Cold marketing is restricted unless prior relationship exists.

 Security & Breaches

21. You must implement reasonable security measures.

22. If a breach occurs:

• Notify affected individuals

• Notify the Information Regulator

 Data Storage & Retention

23. Keep data only as long as necessary.

24. Safely delete or de-identify when no longer needed.

 Sharing & Cross-Border Transfers

25. Can only transfer data internationally if:

• The other country has adequate protection

• OR client consents

 Data Subject Rights

26. Right to access their data

27. Right to correct or delete data

28. Right to object to processing

29. Right to withdraw consent

 Compliance & Enforcement

30. Non-compliance can lead to:

• Fines (up to R10 million)

• Imprisonment

• Reputational damage

 In One Line:

POPIA = collect less, be clear, protect it, and give people control over their data.

 For Coaching Context (Quick Lens)

• Always include POPIA clause in your contract

• Explain:

  • What notes you keep

  • Where they’re stored

  • How long you keep them

• Get explicit consent