The Coaching Plan

The last articles introduced the use of the STORMMES Model© in co-creating the relationship agreement with the client. In this article, we take a closer look at competency 3 Establishes and Maintains Agreements.

The next competency marker in this section help us to understand that every coaching engagement must have a clear plan and goals agreed on by the coach, client, and relevant stakeholders.

  • The coach partners with the client and relevant stakeholders to establish an overall coaching plan and goals

(These markers are addressed in the S – Subject, T-Timelines, O-Outcomes, M-Measures, M-Motivation, E-Environment, and S-Start portions of the STORMMES Model©.)

The first consideration to make to show competency in this area of Establishes and Maintains Agreements is who are the relevant stakeholders in the coaching engagement? For a client who engages and hires the coach as an individual and self pays, there may be no other relevant stakeholders. However, this is not for the coach to decide in isolation. There should be a discussion with the client regarding who might be relevant stakeholders to the coaching engagement and who the client might consider as stakeholders to success but not relevant to the coaching engagement. These relevant stakeholders may or may not be active participants in the coaching sessions or made privy to progress as outlined by the agreement between the coach and client.

For clients who engage and hire the coach with business funds, the goals may be for the individual being coached, but the organization or part of the organization might be considered as relevant stakeholders to the coaching engagement, often due to the agreement the client made with the business organization providing the funds.

For companies who hire the coach on behalf of the client there are usually one or more relevant stakeholders, including the terms of the SOW the coach and organization signed. What I have found in my experience is that the company level SOW is a written agreement outlining all the legal terms and overarching expectations.

As pertains to relevance, the coach client and stakeholders may need to determine the coaching plan and goals together. In scenarios where the coach is working with an organization as the client, there may be levels of relationship agreement needed. The coach may also need to consider what I call Triangle Agreements © which are agreements made between the coach, client, and relevant stakeholders concerning things like confidentiality, roles, accountability, plus any other items that need to be clarified with stakeholders outside of the immediate coaching relationship.

Examples:

  • The company contracts with a coach to work with multiple organizations, teams, and individual yet to be determined. There will always be a SOW outlining the terms of the engagement and the overarching compelling reason for the coach’s work with the company.
  • The company contracts with a coach to work with multiple organizations, teams, and individual yet to be determined. There will always be a SOW outlining the terms of the engagement and the overarching compelling reason for the coach’s work with the company.
  • The company contracts with a coach to work with multiple organizations, teams, and individual yet to be determined. There will always be a SOW outlining the terms of the engagement and the overarching compelling reason for the coach’s work with the company.
  • The company contracts with a coach to work with multiple organizations, teams, and individual yet to be determined. There will always be a SOW outlining the terms of the engagement and the overarching compelling reason for the coach’s work with the company.

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