I agree with @Sadhan and find it is best to have Coaching Agreement form that you review and have both parties sign. This spells out the roles and responsibilities for each party, and what is and isn't part of the coaching agreement. It reviews exactly what the scope of the work is and you can talk about and clarify this scope in your meeting. It is much better to discuss what is considered scope creep up front instead of when the client is asking you do something outside of your contract.

I agree. A clear, straightforward coaching agreement, in writing, is a fundamental part of establishing a healthy foundation for the coaching relationship. In my view, walking through the agreement together and addressing questions or concerns before signing ensures clarity and mutual understanding. It reduces future issues and confusion.

Explaining to your client what your coaching scope is vital - not for your success, but for your clients. As you are coaching on who you are. Your perfect client wants what you have to over. Your expertise can help the client grow faster. We as coaches need to understand we are not therapist, psychologist, counselor. You need to draw boundaries and explain to the client: Coaching is about: Changing thinking . Increasing motivation. Goal setting. Make life changes Changing limiting beliefs. Business advice. Therapy is about . Treating mental illness. Heal past trauma. Cope with loss. Cope with abuse. Treat addiction or substance abuse. Cope with relationship turmoil

Setting boundaries is the first step during the expectation setting . I usually use the FUEL framework and I works wonders . Frame the Conversation Understand the Current State Explore the Desired State Layout a successful plan

While I fully support the concept of establishing a well-defined scope within the coaching agreement (which I practice myself), I also ensure my availability for clients. While I avoid offering direct advice, I occasionally recommend models or theories that might prove beneficial (such as those focused on building trust or managing difficult conversations). However, I always clarify that such suggestions technically fall outside the scope of my role as a coach. Having said that, I make it a point to dedicate around 5 minutes at the conclusion of the initial session to explain and educate clients on the nature of coaching and its boundaries.

Fee’s should be structured on value delivery (size or impact of the problem you solve) + your reliability to solve it vs your engagement model or coaching style. Time is a failed metric for charging in the coaching world. Value and resolution (delivery of impact to the individual) is what’s important. It’s ok to charge anything you want, if people feel you can help them, and they are willing to pay that price.. then thats the fee. Anything else is overcomplicating it or basing it on fear.

Contracting for the optimal fees must take into consideration of the coach's expertise and experience besides the niche and field of coaching. This is highly personalized yet the coach must be be very clear and objective in arriving at their fees and other financial terms.

Charge for your coaching. Set a fee that you believe you're worth. Get hired at that rate, then see what is and isn't sustainable. More importantly, gauge your confidence level. Is your coaching worth US $1,000 a session? What do you think it's worth? $100? Set it, sell it, close it, and then review. Early in my coaching career I was happy with $100/session. A client told me point blank that I was undercharging. Summoning every brave bone in my body, I asked him 'what would you be comfortable paying?' He said "at least $250". He paid for the next contract in full before I left the building we met. From that moment this became my opening rate. Why? because I know I'm worth it, and someone paid it. This how I developed my fee strategy.

As a coach, I base my fees on value, industry standards, and individual client needs. The aim is to strike a balance, providing a worthwhile service without straining client budgets. I always consider fairness, sometimes offering discounts or package deals. I prioritize flexibility and negotiation to ensure optimal service delivery. Ultimately, my pricing is about rewarding my efforts while meeting client needs, creating a win-win situation. I take pride in this tailored approach to pricing, signifying my commitment to delivering beneficial coaching solutions.

As with everything the value that you offer is greater than the client pays. It is also aligned to what the client is wanting out of the coaching. Again for me clean and simple fees keeps life easy for both client and me.

discussing the code of ethics in your first meeting before the agreement sets you on the right path in relation to future issues that may arise. You have to establish the relationship based on the code. The code of ethics is there to protect you and protect your clients from crossing boundaries. It regulates communication patterns, responsibilities and accountability, personal space and values of each party, disagreements, and so forth. Have a good read and mark those statements that you like to include and highlight in your conversation. In many cases, I attach the code of ethics to the contract to be signed and verified after the first meeting and discussion. It is always good to have this done in writing or by email.

I feel that your scope and fees are already well established in the introductory meeting. When it comes to terms and boundaries, this is accomplished in the contract/service agreement (which is a living, changing document). Start by covering some basic bases: •“Here’s what I can do, here’s what I can’t do” •“Here’s what you can expect of me, here’s what I expect of you”. •”Here’s what failure to meet expectations means(late cancel/no show, not following through with commitments, etc…). •”Here is how and when I am available, and when I am not”. Over time coaches experience situational problems, then use that knowledge to establish expectations and boundaries. Whatever you do, make the implicit—> explicit, you’ll thank me later.

As a coaching consultant, my coaching terms are rooted in clarity, respect, and mutual understanding. I believe in clear communication of expectations, including areas of focus, goals, and the frequency and duration of sessions. I assure you that confidentiality is ensured to foster a safe environment for open dialogue. Payment terms and cancellation policies are defined upfront to ensure understanding. It's crucial for both parties to agree on these terms before embarking on a successful coaching journey. Please remember that your comfort in setting coaching terms is essential to building trust with clients and, ultimately, the success of your practice.

This should be covered in your coaching agreement but you should take time to go over the agreement and highlight the areas that you there are non negotiables. This not only lays out terms, but it also shows your client your 'vibe' and preference. Also, I tend to emphasise what is important when working with me. Generally I make sure the client know communication and effort are key in our engagement. If you turn up late and don't tell me, or you don't attempt the action points you set out to do, then I will disengage the coaching for a complete refund for unused sessions. So I'm not only laying out terms, but I'm communicating these sessions are serious and will require application, or we disengage.

Right at the beginning, I bring my clients to an understanding that none of us would be restricted to any boundaries if a client, being vulnerable, due to pressing inner need, trusting me fully takes me to an unseen unresolved part where they need help. I coach for getting clients to move towards self mastery having my own trademarked NLP based process. My decades of experience in my work helps me shift to different roles as shared by Robert Dilts i.e. from Coach to Awakener. Having myself gone through the process of corporate life of more than two decades with experience in HR Transformation Work area, I offer my clients unflinching TRUST, CREDIBILITY, INTEGRITY, AND RESPECT. NONE EVER LEARNS ABOUT MY CLIENTS. THOSE ARE MY BOUNDARIES. RS

Setting up a clear contour of client-coach relationship and scope of work is the life-blood of a successful coaching relationship. A coach must be very clear about the scope and the level of their coaching expertise right from the contracting phase. Though this is an evolutionary (organic) document, the coach must constantly calibrate the relationship that evolves during the coaching engagement. For example, a client might insist for certain insights and direction which fall more in the scope of consulting or counselling, an experienced coach will handle such situation by guiding her client to more suitable professionals such as a consultant or a counsellor. Knowing one's scope of expertise is a delicate balance the coach must navigate

1. Executive coaching is a professional engagement. Like everything professional, we got to maintain the highest standards of the practice. Based on the trust built, the client is in a vulnerable position. Maintaining the relationship professionally becomes critical. 2. “Coaching is a relationship, not just a conversation or engagement.” Starting from the first conversation with a prospective client, the client should be clear of the terms of the engagement. Coaches also tend to over-serve the client, not respecting the boundaries. The objective of an executive coaching engagement is not to create dependency. Keep it professional, at a holistic level! It will serve all

Setting coaching boundaries based on expected performance outcomes is a crucial aspect of fostering a productive and growth-oriented coaching relationship. These boundaries establish a clear framework for both the coach and the coachee, outlining the specific goals, targets, and expectations for the coaching engagement. By defining performance outcomes, coaches can guide their coachees towards achieving tangible results while maintaining a realistic and focused approach. These boundaries also help manage expectations, as they provide a benchmark against which progress can be measured.

In a coaching relationship, setting boundaries is crucial to maintaining a healthy dynamic. Establish clear expectations, communicate regularly, respect your client’s time and opinions, provide constructive feedback, and be honest and open. Before starting the coaching process, determine the kind of boundaries that would best foster a mutually beneficial relationship. Doing so will help ensure a successful coaching experience.

Coach's Self-Awareness Monitoring the coaching relationship becomes crucial. Often, as the client engagement ages, the relationship between the coach and the coachee starts to deepen naturally. This where the coach's self awareness plays a key role. A Coach should often use their self awareness to set the boundaries, make them transparent and ensure that they're respected by both parties involved. This ensures that the boundaries aren't blurred.

Monitoring the coaching relationship is extremely useful and can guide the direction of coaching. Once in a while coaches must move from the dance floor to get the balcony view of their coaching relationship. This might reveal spots that the coach has been blinded to so far. Seeking feedback from the coachee and understanding the coachee's progress could be way to evaluate the strength of the coaching relationship.

Keep the assignment agreement short (one page) and limit it to one month with an opportunity to extend. Expect the coaching focus to change over time as you learn more about your client's real needs.

Trust, rapport, and understanding are pivotal to successful coaching relationships. This involves establishing open conversations about goals and challenges and fostering an environment for non-judgmental communication. Regular check-ins and progress reports maintain accountability and inform adjustments in coaching interventions. Continuous feedback and reflections on the relationship itself are also crucial, inviting discussions about the coaching dynamics. These strategies help in monitoring and reinforcing the coaching relationship.

Outcome review is an integrated part of the coaching process in my opinion. I employ an entry questionnaire, and periodic repeats of this activity to chart shifts and improvements over the course of the engagement. Then produce these metrics/graphs for the clients. Every 3 months there is a tracking and update session. Further, ensuring you review, analyse and celebrate milestones and achievements of the client (especially when they are a direct result of session work or home work) and assisting them to sit in the accomplishment themselves frequently is an absolute necessity. If you do the above, then your client extolls the outcomes as you progress.. all you need to do is note them down and reference them when needed.

Coaching impact evaluation is the bedrock of trust and establishing coach's credentials. Like any other human developmental initiative, it's a consultative process with stakeholders- client, sponsor and the organization. Periodic review, communication and a relationship based on accountability and mutual trust will make the evaluation process smoother, transparent and win-win for all parties involved. Getting the client and the sponsor involved in expectation setting, share of responsibilities and a cadence of communication will make this critical process sail smooth with convincing results that avoid hear-burn at a later stage.

Coaches develop a personal style of coaching as their practice matures as this vocation is a practicing art. This style suits some coachees and doesn't suit the others. As coaches become conscious of their own style, they can open the door to evaluating their coaching relationship and the strength of it.