Comensa Contracting - Behavioral Standard 1

According to the official behavioural standards framework from COMENSA, the CMC (COMENSA Master Coach) level requires a coach to demonstrate a high level of mastery, excellence, and highly skilled proficiency in contracting.

You can read the official framework here:

• COMENSA Behavioural Standards Framework for Coaching (PDF)

• COMENSA Credentialing Policy and Criteria (PDF)

1. Contracting

Able to:

• Negotiate agreement for the coaching relationship and coaching process.

CCC

• Covers administrative aspects of the contract

• Begins exploring what the client wants

• Summarises learning

• Ends contract with some evaluation

• Invites reflection on learning

CSC

• Includes implications of agreements between both parties

• Explores goals more deeply

• Discusses learning preferences

• Re-contracts outcomes aligned to overall goals

• Explores how the client learns and accepts challenge

CMC - Master Coach

• Aligns agendas of all parties

• Designs success indicators with the client

• Regularly reviews process authenticity/openness

• Encourages ongoing reflection on learning and implications

• Ensures transparency between stakeholders

COMENSA Contracting Standards — Master Coach (CMC) Level

The competency is:

“Negotiate agreement for a coaching interaction including the coaching relationship and the process of coaching.”

To pass at Master Coach (CMC) level, evaluators generally expect the following behaviours to be consistently visible in your coaching sessions and professional practice:

1. Administrative Contracting Mastery

A Master Coach:

• Clearly establishes:

  • fees

  • duration

  • confidentiality

  • cancellation policies

  • boundaries

  • ethics

  • roles and responsibilities

  • coaching process

  • expected outcomes

• Explains implications of agreements between:

  • coach

  • client

  • sponsor/company

  • stakeholders

• Handles multi-party contracts ethically and transparently.

• Clarifies what coaching is and is not.

• Distinguishes coaching from:

  • consulting

  • therapy

  • mentoring

  • training

  • advising

At CMC level, this must feel:

• natural

• confident

• ethical

• client-centred

• non-mechanical

2. Alignment of All Agendas

A Master Coach:

• Ensures agendas of all parties are transparent and aligned.

• Detects hidden agendas or conflicting expectations.

• Navigates organisational politics ethically.

• Balances:

  • sponsor goals

  • client autonomy

  • confidentiality

  • performance expectations

Examples:

• executive coaching

• corporate sponsorship

• leadership coaching

• HR-funded coaching

Evaluators look for:

• sophistication

• maturity

• ethical discernment

• systemic awareness

3. Deep Exploration of the Client’s Desired Outcomes

At CMC level, the coach does NOT simply ask:

“What do you want to achieve today?”

Instead, the coach explores:

• why the goal matters

• emotional drivers

• assumptions

• identity issues

• values

• fears

• competing commitments

• readiness for change

• systemic impacts

The coach helps the client:

• refine the real agenda

• separate symptoms from root causes

• identify meaningful outcomes

4. Co-Creation of Success Indicators

A Master Coach:

• Designs success indicators collaboratively.

• Ensures outcomes are measurable or observable.

• Works with:

  • behavioural shifts

  • awareness shifts

  • emotional shifts

  • systemic shifts

  • accountability markers

• Clarifies:

  • “How will you know this coaching has succeeded?”

  • “What would be different?”

  • “What would others notice?”

Evaluators look for:

• specificity

• co-creation

• ownership by the client

5. Contracting the Process, Not Just the Goal

CMC-level coaches contract:

• how coaching will happen

• how challenge will occur

• how accountability will be managed

• how reflection will happen

• how difficult moments will be handled

They check:

• preferred learning style

• pace

• communication preferences

• emotional safety

• feedback preferences

6. Continuous Contracting Throughout the Session

Master-level contracting is dynamic, not once-off.

The coach continually:

• checks alignment

• re-contracts when the topic changes

• asks permission before challenging

• validates direction

• recalibrates outcomes

• notices when the client drifts

Examples:

• “Is this still the most important place to focus?”

• “Would you like challenge, reflection, or exploration here?”

• “May I offer an observation?”

This is one of the biggest differences between CSC and CMC.

7. Ethical Contracting

CMC evaluators expect:

• strong ethical awareness

• clear professional boundaries

• referral awareness

• transparency about competence limits

• awareness of power dynamics

• informed consent

The coach must avoid:

• manipulation

• dependency

• rescuing

• leading

• covert consulting

The ethical toolkit from COMENSA specifically highlights:

• confidentiality

• referral procedures

• competence boundaries

• contractual clarity

• legal enforceability considerations

8. Presence and Flexibility Inside the Contract

Master coaches do NOT sound scripted.

Evaluators look for:

• fluidity

• elegance

• emotional attunement

• responsiveness

• natural conversation

• partnership

The contracting should feel:

• collaborative

• human

• adaptive

• alive

—not procedural or robotic.

9. Completion and Closure Contracting

A CMC-level coach:

• reviews learning deeply

• helps consolidate awareness

• confirms accountability

• clarifies next steps

• evaluates coaching effectiveness

• checks sustainability of action

Strong master-level questions include:

• “What are you taking away about yourself?”

• “What shifted internally?”

• “What commitment matters most now?”

• “What support do you need to honour this?”

What Evaluators Typically Look For at CMC Level

Evidence of:

• mastery

• elegance

• depth

• fluid contracting

• systemic thinking

• ethical maturity

• client partnership

• powerful awareness creation

NOT acceptable at CMC:

• checklist-style contracting

• overly rigid structure

• shallow goal setting

• vague outcomes

• coach-led agendas

• generic accountability

• transactional coaching

Simple CMC Contracting Formula

A Master Coach usually contracts around:

1. Relationship

2. Purpose

3. Desired outcome

4. Meaning behind the outcome

5. Success indicators

6. Process preferences

7. Challenge/support preferences

8. Accountability

9. Ethics/confidentiality

10. Ongoing re-contracting

11. Closure and learning integration

Master Coach Contracting Script

“Before we begin working together, I’d like us to spend a few minutes creating a clear agreement around how we’ll work together, what you can expect from me, and what will help make this coaching relationship valuable for you.”

1. Clarifying the Coaching Relationship

“My role as your coach is to support your thinking, awareness, decision-making, and growth. I’ll help you explore perspectives, challenge assumptions where appropriate, and support accountability toward the goals you choose.

Coaching is different from consulting, therapy, mentoring, or training. I won’t be giving you therapy, diagnosing conditions, or making decisions for you. You remain fully responsible for your own choices, actions, and outcomes.”

2. Desired Outcomes

“To make sure this coaching is meaningful for you, what would you most like to achieve through our work together?”

[Pause and explore.]

“What would success look like for you personally?”

“What would be different in your life, work, relationships, or leadership if this coaching was truly successful?”

“How will you know this process has been worthwhile?”

3. Coaching Process

“Typically, our coaching sessions will involve:

• exploring current challenges or opportunities,

• increasing awareness,

• identifying patterns or obstacles,

• generating options,

• creating actions or experiments,

• and reflecting on learning and progress.

Sometimes sessions may feel reflective, sometimes challenging, and sometimes highly practical. My intention is always to support your growth in service of your goals.”

4. Duration and Frequency

“Our agreement is for:

• sessions of approximately [60/90] minutes,

• held [weekly/fortnightly/monthly],

• over a period of [3/6/12 months].

At the end of the agreed period, we’ll review progress together and decide whether further coaching would be valuable.”

5. Fees and Payment

“My coaching fee is [amount] per session / per month.

Invoices are payable within [X days], and payment can be made via [method].

If additional work outside scheduled sessions is requested, such as assessments, written feedback, or emergency support, we can discuss that separately.”

6. Cancellation and Rescheduling Policy

“I ask for at least [24/48] hours’ notice if you need to cancel or reschedule a session.

Sessions cancelled with less notice than that may still be charged in full unless there are exceptional circumstances.

If either of us experiences an emergency or unavoidable situation, we’ll communicate as early as possible and reschedule respectfully.”

7. Confidentiality

“Everything discussed during coaching is confidential unless:

• you give permission for something to be shared,

• disclosure is required by law,

• or there is a serious risk of harm to yourself or others.

If coaching is sponsored by an organisation, we can also clarify exactly what information, if any, will be shared with sponsors or stakeholders.”

8. Boundaries

“To maintain a professional and effective coaching relationship, it’s important that we keep clear boundaries.

I may challenge you directly at times, but always with respect and in service of your development.

If issues arise that fall outside coaching and would be better supported by another professional, I’ll discuss appropriate referrals with you.”

9. Ethics and Professional Standards

“I work according to professional coaching ethics and standards, including confidentiality, respect, professional integrity, and client autonomy.

You are always free to ask questions about the process, raise concerns, or revisit any aspect of our agreement at any time.”

10. Roles and Responsibilities

“My responsibility is to:

• create a safe and professional coaching space,

• listen deeply,

• ask powerful questions,

• support awareness and accountability,

• and partner with you honestly and respectfully.

Your responsibility is to:

• bring openness and honesty,

• engage actively in the process,

• complete agreed actions where appropriate,

• and communicate if something is not working for you.”

11. Checking Readiness and Fit

“Before we begin, what questions do you have about the coaching process or our agreement?”

“Does this approach feel aligned with what you’re looking for?”

“What support or conditions will help you get the most value from this coaching relationship?”

12. Final Agreement

“Are you comfortable moving forward based on what we’ve discussed?”

“What commitment would you like to make to yourself as we begin this coaching journey?”

Multi-Party Coaching Contracting Script

(Coach–Client–Sponsor–Stakeholder Alignment)

“This coaching relationship may involve multiple parties, so I’d like us to clarify expectations, roles, confidentiality, and communication upfront to protect trust and create alignment for everyone involved.”

1. Clarifying the Primary Coaching Relationship

“Although the coaching may be sponsored by the organisation, the coaching conversation itself is primarily between the client and me as the coach.

My responsibility is to support the client’s growth, awareness, development, and goals while also respecting the broader organisational context.”

2. Clarifying the Sponsor’s Role

“To the sponsor or company representative:

Your role is typically to:

• support the client’s development,

• clarify organisational objectives,

• provide relevant business context,

• and help create conditions for success.

The sponsor is not involved in the private coaching conversations unless explicitly agreed upon by the client.”

3. Clarifying Stakeholder Involvement

“In some coaching engagements, there may also be stakeholders such as:

• line managers,

• HR partners,

• leadership teams,

• board members,

• project sponsors,

• or team members impacted by the coaching outcomes.

Where stakeholders are involved, we’ll clarify:

• what information may be shared,

• what success looks like,

• and how progress will be measured or reviewed.”

4. Confidentiality Across Parties

“It’s important to define confidentiality clearly.

Private coaching conversations remain confidential unless:

• the client gives explicit permission,

• disclosure is required legally,

• or there is a serious risk issue.

Sponsors and stakeholders may receive:

• agreed progress updates,

• themes,

• development areas,

• or outcome summaries,

—but not detailed personal disclosures unless specifically authorised.”

5. Clarifying Reporting Boundaries

“To avoid misunderstandings, let’s agree on:

• what will be reported,

• who receives reports,

• how often updates occur,

• and what remains private.

For example:

• attendance may be shared,

• agreed development goals may be shared,

• overall progress themes may be shared,

• but personal reflections or sensitive discussions remain confidential.”

6. Aligning Expectations

“I’d like to ensure alignment between:

• what the client wants,

• what the organisation hopes to achieve,

• and what is realistically possible through coaching.

Sometimes organisational goals and personal goals align naturally.
Sometimes tensions emerge, and if that happens, we’ll address them openly and ethically.”

7. Managing Conflicts of Interest

“If conflicting expectations arise between:

• the client,

• sponsor,

• stakeholders,

• or organisational pressures,

my role is to navigate those ethically and transparently while maintaining professional integrity and psychological safety.”

8. Client Autonomy

“Even within a sponsored engagement, the client remains responsible for:

• their own choices,

• actions,

• participation,

• and level of openness in the process.

Coaching is most effective when participation is voluntary and ownership remains with the client.”

9. Success Measures

“To ensure shared understanding, let’s clarify:

• what successful coaching would look like,

• what behavioural or leadership shifts are expected,

• how progress will be noticed,

• and who will observe the impact.”

Examples may include:

• improved leadership presence,

• stronger communication,

• strategic thinking,

• emotional regulation,

• team effectiveness,

• conflict management,

• or career readiness.”

10. Closing Alignment Check

“Before we begin:

• What expectations does each party have?

• Are there any concerns or assumptions we should surface now?

• What would help build trust and transparency throughout this process?”

“My intention is to create a coaching relationship that supports both the individual and the broader system ethically, respectfully, and effectively.”

Here’s a CMC-level conversational script that sounds natural, ethical, calm, and professionally sophisticated rather than academic or scripted.

CMC-Level Multi-Party Contracting Script

“Before we begin, I’d like us to create clarity around how we’ll work together, especially because there are multiple parties involved in this coaching engagement.

My intention is to create a process that supports the client’s growth while also respecting the organisation’s objectives, professional ethics, and confidentiality.”

Clarifying the Coaching Relationship

“Although the organisation may be sponsoring the coaching, the coaching conversation itself belongs primarily to the client and the coaching relationship.

That trust is important because meaningful coaching depends on openness, honesty, reflection, and psychological safety.”

Explaining Transparency Between Parties

“At the same time, it’s helpful for everyone to have shared clarity around:

• why the coaching is taking place,

• what outcomes are hoped for,

• what progress may look like,

• and what information, if any, may be shared with sponsors or stakeholders.

My approach is always to be transparent upfront so there are no hidden expectations later.”

Ethical Handling of Multi-Party Relationships

“If at any point tensions arise between:

• organisational expectations,

• stakeholder pressures,

• and the client’s needs or values,

my role is to navigate that ethically and openly rather than privately aligning with one side against another.

I’m not here to ‘manage’ the client for the organisation, nor to undermine the organisation on behalf of the client.

My role is to support honest awareness, responsible choice-making, and sustainable development.”

Clarifying What Coaching Is

“Coaching is a collaborative thinking partnership.

Rather than telling you what to do, my role is to help you:

• think more clearly,

• access deeper awareness,

• challenge limiting assumptions,

• explore options,

• and make intentional choices aligned with your goals and values.”

Clarifying What Coaching Is Not

“There are a few related disciplines that sometimes overlap with coaching, so I think it’s useful to clarify the distinctions.”

Coaching vs Consulting

“In consulting, the consultant typically provides expert solutions, recommendations, or answers based on their expertise.

In coaching, I may occasionally share observations or frameworks where appropriate, but I’m not primarily acting as the expert with the answers.

The assumption in coaching is that the client is capable of developing insight and direction through the process.”

Coaching vs Therapy

“Therapy often focuses on healing psychological wounds, trauma, mental health conditions, or unresolved emotional pain from the past.

Coaching may explore emotions and patterns where relevant, but it is generally future-focused and growth-oriented rather than clinical or therapeutic.

If issues emerge that would be better supported therapeutically, we would discuss appropriate professional support.”

Coaching vs Mentoring

“In mentoring, the mentor shares guidance and wisdom based on their own personal experience in a particular field or journey.

Coaching is less about giving direction and more about helping the client access their own thinking, learning, and solutions.”

Coaching vs Training

“In training, the goal is usually to transfer knowledge or teach a specific skill or methodology.

In coaching, the focus is more personalised and exploratory, helping the client apply awareness, learning, and action within their own real-world context.”

Coaching vs Advising

“Advising generally involves giving recommendations or directing someone toward a particular course of action.

As a coach, I try to avoid becoming overly directive because long-term growth usually comes from the client developing ownership, awareness, and self-trust.”

Roles and Responsibilities

“My responsibility is to:

• create a safe and professional environment,

• listen deeply,

• ask challenging and supportive questions,

• maintain ethical boundaries,

• and support accountability and reflection.

The client’s responsibility is to:

• engage honestly,

• bring topics that matter,

• reflect openly,

• and decide what actions they wish to take.”

Confidentiality and Trust

“What’s shared in coaching remains confidential unless:

• there’s explicit permission to share,

• there’s a legal obligation,

• or there’s a serious risk issue.

Where sponsors are involved, we’ll agree together on what level of progress reporting is appropriate so trust is protected from the beginning.”

Final Alignment

“My experience is that coaching works best when expectations are clear, communication is transparent, and everyone understands both the possibilities and the boundaries of the process.

Before we move forward:

• What questions do you have?

• Is there anything that would help you feel more comfortable or supported in this process?

• And what would make this coaching relationship most valuable for you?”

CMC-Level Script: Aligning Multiple Agendas in Coaching

“Before we move fully into the coaching process, I think it’s important that we create shared clarity around the expectations, intentions, and responsibilities of everyone involved in this engagement.

In my experience, coaching is most effective when agendas are transparent rather than assumed.”

Establishing Transparency Across Parties

“To the client, sponsor, HR representative, and any relevant stakeholders:

I’d like us to openly clarify:

• what prompted the coaching,

• what outcomes are hoped for,

• what success would look like,

• and what concerns or expectations may already exist beneath the surface.”

Surfacing Multiple Perspectives

“To the client:
What feels most important or meaningful for you personally in this coaching?

To the sponsor or organisation:
What outcomes or shifts are you hoping this coaching may support?

To HR or stakeholders:
What broader organisational context might be important for us to understand?”

Detecting Misalignment Early

“Sometimes the client’s goals and the organisation’s goals align naturally.

And sometimes there are tensions, such as:

• the organisation wanting performance improvement,

• while the client may be questioning role fit, burnout, values alignment, or leadership culture.

Neither side is wrong, but it’s important that we acknowledge those realities honestly rather than pretending they don’t exist.”

Addressing Hidden Agendas Ethically

“I also try to create space for conversations that people sometimes avoid.

For example:

• Is this coaching developmental or remedial?

• Is succession planning part of the picture?

• Are there concerns around leadership behaviour, retention, or performance?

• Is there pressure being felt that hasn’t yet been named openly?

My role is not to expose or judge hidden dynamics, but to help create enough safety and transparency that the coaching relationship remains ethical and constructive.”

Balancing Sponsor Goals and Client Autonomy

“Although the organisation may sponsor the coaching, the client remains responsible for their own choices, thinking, and participation.

I don’t coach people ‘on behalf of’ an organisation in a way that removes their autonomy or turns coaching into performance management.

At the same time, I respect that organisations invest in coaching with legitimate business and leadership objectives in mind.”

Managing Confidentiality Carefully

“To protect trust, we’ll clarify upfront:

• what remains confidential,

• what may be shared,

• who receives feedback,

• and how progress updates will happen.

Typically, themes, goals, or agreed developmental progress may be shared, but private coaching conversations remain confidential unless explicitly agreed otherwise.”

Navigating Organisational Politics Ethically

“In organisational environments, there are often wider systemic dynamics at play:

• leadership culture,

• power dynamics,

• restructuring,

• stakeholder pressure,

• succession concerns,

• competing priorities,

• or differing interpretations of performance.

Part of my role is to remain aware of those dynamics without becoming politically aligned with any one faction or agenda.

I aim to hold a balanced, ethical position that supports both individual growth and systemic awareness.”

Executive and Leadership Coaching Context

“In executive or leadership coaching especially, the coaching often impacts more than just the individual.

Leadership behaviour influences:

• teams,

• organisational culture,

• communication,

• trust,

• strategy execution,

• and decision-making systems.

So while the coaching conversations remain personal and confidential, we also stay aware of the broader organisational ripple effects.”

Clarifying Performance Expectations

“If performance improvement is part of the coaching purpose, I think it’s important to distinguish:

• coaching,

• capability development,

• and formal performance management.

Coaching can support awareness, leadership effectiveness, communication, accountability, and behavioural change —
but it is not a disciplinary process or a substitute for organisational management responsibilities.”

Creating Shared Alignment

“What would help everyone feel that:

• expectations are realistic,

• trust is protected,

• communication is transparent,

• and this process serves both the individual and the organisation well?”

Mature Closing Alignment

“My intention throughout this engagement is to maintain:

• professionalism,

• transparency,

• ethical integrity,

• respect for all parties,

• and enough flexibility to navigate complexity thoughtfully as it emerges.

Coaching tends to work best when difficult conversations can happen honestly, respectfully, and without hidden agendas.”

CMC-Level Script: Deep Exploration of Desired Outcomes

“So before we move too quickly into problem-solving or action planning, I’d like to slow this down slightly and understand more deeply what’s really important for you here.”

Moving Beyond Surface Goals

“You mentioned wanting to achieve [goal/topic].

What makes this important to you right now?”

[Pause.]

“And why does that matter?”

Exploring Meaning and Emotional Drivers

“What’s happening emotionally for you around this situation?”

“What feels at stake here?”

“What would it mean about you if this changed successfully?”

“And what would it mean if nothing changed?”

Exploring Identity

“As you talk about this, I’m curious:
what identity or version of yourself is trying to emerge here?”

“Who are you becoming through this challenge?”

“Is there a tension between who you’ve had to be and who you now want to become?”

Exploring Values

“What values feel connected to this?”

“What feels deeply important or non-negotiable for you underneath the goal itself?”

“Where do you feel aligned — or misaligned — with yourself in this situation?”

Surfacing Assumptions

“What assumptions might you be holding about:

• yourself,

• others,

• leadership,

• success,

• failure,

• responsibility,

• or what’s possible?”

“What are you treating as true that may never actually have been questioned?”

Exploring Fears and Resistance

“What feels difficult, uncomfortable, or risky about moving toward this?”

“What part of you may not want this change?”

“What are you afraid could happen if you fully committed to this?”

Exploring Competing Commitments

“Sometimes people consciously want one thing while unconsciously protecting something else.

What competing commitments might exist beneath the surface here?”

“For example:

• wanting visibility but fearing judgment,

• wanting leadership but fearing responsibility,

• wanting change but fearing loss.”

“What might part of you be trying to protect?”

Assessing Readiness for Change

“How ready do you honestly feel for this change right now?”

“What tells you you’re ready?”

“And what tells you part of you may still be hesitating?”

“What support, conditions, or shifts would help increase your readiness?”

Exploring Systemic Impact

“If this change happened successfully:

• who else would be impacted?

• what relationships might shift?

• what systems or patterns around you may also need to change?”

“How might your team, family, organisation, or environment respond differently if you changed in the way you’re describing?”

Refining the Real Agenda

“I notice we may have moved from the original topic into something deeper.

At first it sounded like this was about [surface issue],
but now it feels like it may also involve:

• identity,

• confidence,

• boundaries,

• leadership,

• belonging,

• recognition,

• burnout,

• or alignment.

What feels like the real agenda now?”

Separating Symptoms From Root Causes

“What do you think might be the symptom —
and what might be the deeper pattern underneath it?”

“What keeps recreating this situation?”

“When else has this pattern shown up in your life or leadership?”

Identifying Meaningful Outcomes

“If this coaching truly served you at the deepest level,
what would become possible?”

“What outcome would feel meaningful not just externally —
but internally?”

“What kind of shift would make you say:
‘This changed something important in me’?”

CMC-Level Closing Reflection

“I don’t want us to rush toward solutions before we fully understand what this represents for you.

Sometimes the most valuable part of coaching is not solving the first problem presented —
but discovering the deeper truth underneath it.”

CMC-Level Script: Co-Creation of Success Indicators

“Now that we’ve explored what feels truly important beneath the surface of the goal, I’d like us to become clearer about what success would actually look like for you in a real and observable way.”

Moving Beyond Vague Outcomes

“Sometimes people say things like:

• ‘I want more confidence,’

• ‘I want better leadership,’

• or ‘I want balance.’

Those are important starting points —
and I’d like us to make them tangible enough that you’ll genuinely recognise progress when it happens.”

Collaborative Design of Success Indicators

“So rather than me defining success for you, let’s co-create what meaningful progress would look like from your perspective.”

Observable Outcomes

“If this coaching were successful:

• what would actually be different in your day-to-day life?

• what would you be doing differently?

• what would you stop doing?

• what conversations would change?”

Behavioural Shifts

“What behavioural shifts would tell you real change is happening?”

Examples:

• speaking up more consistently,

• setting boundaries,

• delegating effectively,

• listening differently,

• managing conflict more calmly,

• making decisions faster,

• leading with more presence.”

“What behaviours specifically matter most to you?”

Awareness Shifts

“What new awareness or understanding would you hope to develop?”

“For example:

• recognising patterns sooner,

• noticing emotional triggers,

• understanding your leadership impact,

• becoming aware of limiting beliefs,

• or seeing yourself differently.”

“How would you know your awareness had genuinely expanded?”

Emotional Shifts

“What emotional changes would indicate meaningful progress?”

Examples:

• less anxiety,

• more groundedness,

• increased self-trust,

• greater calm,

• more resilience,

• less defensiveness,

• or greater emotional freedom.”

“How do you want to feel differently as a result of this work?”

Identity and Internal Shifts

“Who would you be becoming through this process?”

“What internal shift would matter most:

• confidence,

• self-respect,

• courage,

• clarity,

• authenticity,

• trust in yourself,

• or something else?”

Systemic Shifts

“If this coaching creates real change in you, what ripple effects might others notice?”

“How might this affect:

• your team,

• relationships,

• communication,

• leadership culture,

• decision-making,

• or family dynamics?”

External Observation

“If someone who knows you well observed you three months from now,
what would they notice that would tell them something meaningful had changed?”

“What would your colleagues notice?
Your partner?
Your team?
Your manager?”

Measurable Indicators

“Which parts of this can we make observable or measurable?”

Examples:

• frequency of difficult conversations,

• reduction in avoidance,

• improved stakeholder feedback,

• clearer decision-making,

• healthier work hours,

• stronger delegation,

• more strategic leadership behaviour.”

Accountability and Ownership

“What commitments would help support these outcomes?”

“How would you like accountability to work in this coaching relationship?”

“What responsibility are you willing to take for creating these shifts?”

Refining Specificity

“I want to check whether the outcome is still too broad or whether it now feels clear, meaningful, and real to you.”

“When you say:
‘I’ll know this coaching succeeded when…’
— how would you complete that sentence?”

Ensuring Client Ownership

“Of everything we’ve discussed,
which outcomes feel genuinely yours —
not just expectations from others?”

“What matters deeply enough that you would stay committed even when it becomes uncomfortable?”

CMC-Level Closing

“What I’m listening for is not perfection or performance,
but meaningful evidence of transformation that you can genuinely recognise and own for yourself.

The goal isn’t simply to complete coaching —
it’s to create shifts that are observable, sustainable, and aligned with who you want to become.”

CMC-Level Script: Contracting the Process (Not Just the Goal)

“At this point, I’d like us to step back from what you want to achieve, and also get clear on how we will work together to make that possible.

In my experience, the quality of coaching is not just about goals — it’s about the process that supports those goals.”

How Coaching Will Happen

“So let me explain how I typically work, and then we can shape it to fit you.”

“Our sessions will be a mix of:

• reflection and exploration,

• focused thinking on real challenges,

• identifying patterns and blind spots,

• generating options and decisions,

• and turning insight into practical action.”

“Some sessions may feel more reflective, others more direct or challenging — depending on what serves your growth in the moment.”

How Challenge Will Occur

“I want to also contract around something important — challenge.”

“At times, I may:

• question your assumptions,

• reflect patterns I’m noticing,

• interrupt thinking that seems limiting,

• or invite you to consider uncomfortable truths.”

“My intention is never to push you for the sake of it, but to support awareness and growth.”

“How do you prefer to be challenged when it’s needed — directly, gently, with questions, or with reflection?”

How Accountability Will Be Managed

“Let’s also clarify accountability.”

“At the end of sessions, we may agree on:

• actions to experiment with,

• shifts to practice,

• conversations to have,

• or reflections to notice.”

“How would you like me to support accountability:

• direct follow-up,

• checking in at the start of sessions,

• reflective accountability only,

• or something more structured?”

“And what works best for you when it comes to keeping commitments to yourself?”

How Reflection Will Happen

“A big part of coaching is reflection — not just action.”

“So I may invite you to:

• pause and notice what you’re learning,

• reflect on patterns across sessions,

• or explore how your thinking is changing over time.”

“How do you prefer to reflect:

• in conversation,

• in writing,

• through structured questions,

• or through spontaneous discussion?”

Handling Difficult Moments

“I also want to contract around moments that feel difficult, stuck, or emotionally charged.”

“If something feels uncomfortable in a session, we can:

• slow down,

• name what’s happening in the room,

• explore it directly,

• or take a different angle.”

“What helps you most when things feel challenging:

• space and silence,

• gentle questioning,

• direct confrontation,

• or practical grounding?”

“And if something doesn’t feel right in our process, I’d want you to feel able to say that openly.”

Learning Style Preferences

“People engage differently in coaching, so I’d like to understand your learning style.”

“For example:

• Do you think best through talking or reflection?

• Do you prefer structure or open exploration?

• Do you like frameworks or more organic conversation?

• Do you process quickly or need more time to think things through?”

“This helps me adapt how I work with you.”

Pace and Energy

“Let’s also talk about pace.”

“Do you prefer:

• fast-paced insight and action,

• or slower, deeper exploration?”

“Some people want immediate clarity, others need space for ideas to unfold — both are fine, we just want to be intentional about it.”

Communication Preferences

“Outside of sessions, what level of communication feels supportive for you?”

“For example:

• session-only coaching,

• light check-ins,

• or structured between-session support.”

“What keeps you engaged without feeling overwhelmed?”

Emotional Safety and Trust

“For coaching to work well, there also needs to be a sense of emotional safety.”

“When we explore difficult or personal territory, what helps you feel:

• respected,

• not judged,

• and still appropriately challenged?”

“And what tends to shut you down or make it harder to engage openly?”

Feedback Preferences

“I may also give you feedback at times — about patterns, behaviours, or impact I’m noticing.”

“How would you like feedback to be given so that it lands well for you:

• direct and immediate,

• reflective and gentle,

• question-based,

• or a mix depending on context?”

Integration and Alignment Check

“So if I summarise what we’re contracting for:

• we’ll work in a mix of reflection, challenge, and action,

• we’ll co-create accountability,

• we’ll adapt to your learning style and pace,

• and we’ll maintain emotional safety while still being honest and direct.”

“Does this feel like a way of working that supports you?”

“What would you add, adjust, or clarify so this works optimally for you?”

CMC-Level Script: Continuous Contracting Throughout the Session

“At this stage of coaching, contracting isn’t something we do once at the beginning — it becomes something we keep alive throughout the conversation.

That means we stay in regular alignment about what we’re doing, why we’re doing it, and whether it’s still the most valuable use of our time together.”

Checking Alignment and Focus

“I want to pause for a moment and check in with you.”

“Is this still the most important place for us to focus right now?”

“Or has something else become more relevant as we’ve been talking?”

Re-contracting When Direction Shifts

“It sounds like we may be moving from [original topic] into something slightly different — possibly around [emerging theme].”

“Would you like to stay with the original focus, or explore this new direction for a while?”

“Either is fine — I just want to make sure we’re choosing it consciously rather than drifting into it unintentionally.”

Asking Permission Before Challenge

“I’m noticing something in what you’ve just said, and I’d like to offer an observation — would that be okay?”

OR

“Would you be open to me challenging that assumption a little, or would you prefer to stay in exploration mode right now?”

“This helps ensure the level of challenge matches where you are in the moment.”

Choosing the Mode of Coaching

“Just to calibrate how I’m with you right now — would it be most useful if I:

• asked more questions,

• reflected back what I’m hearing,

• offered challenge,

• or helped you structure your thinking?”

“We can shift between these as needed.”

Validating Direction and Meaning

“What you’re saying feels important — I just want to check I’m tracking you correctly.”

“Are we still working toward the outcome of [stated goal], or has that evolved?”

“What feels most meaningful about what we’re exploring right now?”

Recalibrating Outcomes Mid-Session

“When we started today, the focus was [original agenda].

Now I’m hearing themes around [new insight/theme].”

“How does that connect for you?”

“Do we need to refine the outcome we’re working toward today?”

Noticing Drift and Returning to Focus

“I notice we may have drifted slightly into [side topic].”

“It might be relevant, but I want to check:
Is this helping move you closer to what matters most right now?”

“Or should we bring the focus back to [core agenda]?”

Deepening Awareness of Process

“What’s happening for you right now as we talk about this?”

“Are we in:

• exploration,

• problem-solving,

• reflection,

• or decision-making?”

“Is that the mode you most need at this moment?”

Supporting Client Ownership in Real Time

“What feels like your next most useful step in this conversation?”

“What would be most valuable for you to get clarity on before we move on?”

“I want to make sure you are leading the direction of this thinking, not me.”

Closing Micro-Contracting Loop

“So just to confirm where we are:

• we’re currently focusing on [current topic],

• because it connects to [purpose],

• and we’re choosing to explore it in [mode: reflection/challenge/exploration].”

“Does that feel accurate for you?”

CMC-Level Distinction (Embedded Principle)

“At a master level, contracting is not a starting step — it’s a continuous practice of alignment.

The coach is constantly listening for:

• where the conversation is going,

• whether it still serves the agreed intention,

• and whether the level of challenge, depth, or focus still fits the client’s readiness and need.

This is what keeps coaching ethical, precise, and deeply client-centred in real time.”

CMC-Level Script: Ethical Contracting in Coaching

“Before we go deeper into the coaching process, I want to ground us in something essential — the ethical framework that holds this work.

This is important because coaching can sometimes touch sensitive, personal, and organisational areas, and I want to make sure we have absolute clarity, safety, and integrity in how we work together.”

Informed Consent and Transparency

“First, I want to make sure you fully understand what coaching is, what it is not, and how I work as a professional.”

“Coaching is a collaborative, client-led process focused on awareness, thinking, choices, and action.

You are always in control of what you choose to explore and what actions you take.”

“I will never force direction, impose solutions, or make decisions for you.”

“Before we proceed, you are agreeing to engage in this process with full understanding of how it works and what it involves.”

Professional Boundaries

“I also want to be clear about boundaries.”

“In this coaching relationship:

• I am not your manager, therapist, consultant, or advisor,

• I am not here to diagnose, prescribe, or direct your life or work,

• and I will not take responsibility for your decisions or outcomes.”

“My role is to support your thinking, awareness, and accountability — not to replace your judgement or agency.”

Confidentiality

“What we discuss in coaching remains confidential.”

“I will not share personal coaching content with sponsors, managers, or stakeholders unless:

• you explicitly give permission,

• there is a legal requirement,

• or there is a serious risk of harm.”

“If there is a reporting relationship in place, we will clearly agree what is shared — typically themes, progress, or agreed outcomes rather than private content.”

Referral Awareness and Competence Limits

“If during our work it becomes clear that your needs are outside my scope of coaching — for example:

• clinical mental health support,

• trauma therapy,

• or specialist technical advice —

I have an ethical responsibility to raise that and, where appropriate, suggest referral to another professional who is better suited to support you in that area.”

“This is not a limitation of your experience — it’s about ensuring you get the right support.”

Awareness of Power Dynamics

“I also want to acknowledge that coaching relationships are not completely neutral.”

“There can be power dynamics involved, especially when:

• coaching is sponsored by an organisation,

• there are performance expectations,

• or there is perceived evaluation involved.”

“My commitment is to reduce any pressure that might impact your ability to think freely, speak honestly, or explore openly.”

“If at any point you feel influenced, pressured, or constrained, I want you to raise that directly with me.”

Avoiding Dependency, Rescuing, and Over-Influence

“It’s also important that coaching does not create dependency.”

“My intention is not to:

• rescue you,

• solve things for you,

• or become the source of your answers.”

“Instead, the goal is to strengthen your own thinking, decision-making, and self-trust over time.”

“I may support, challenge, and reflect — but I will not take ownership of your process.”

Avoiding Covert Consulting or Leading

“Sometimes coaching can drift into advice-giving or subtle consulting.”

“I want to be transparent that if I ever offer an observation, framework, or perspective, it is always optional for you to consider — not something you must follow.”

“You remain the decision-maker.”

Legal and Contractual Clarity

“Finally, we also want to ensure clarity around the practical agreement:

• duration,

• fees,

• cancellation terms,

• session structure,

• and any organisational reporting arrangements.”

“These elements form the formal contract that supports our coaching relationship and ensures we both understand the terms we are working within.”

Closing Ethical Alignment

“To summarise, my ethical commitments in this coaching relationship are:

• confidentiality,

• informed consent,

• clear boundaries,

• transparency about limitations,

• referral when appropriate,

• and respect for your autonomy at all times.”

“Before we proceed, I want to check:

• Do you feel clear about how this coaching will work?

• Is there anything that feels unclear, uncomfortable, or needs further explanation?”

“My intention is that we start this work not only with clarity about goals — but with clarity about trust, safety, and integrity in how we engage together.”

8. Presence and Flexibility Inside the Contract (Master Coach Level)

This competency is about whether the coach can hold structure without sounding structured.

A master coach is not following a script — they are co-creating in real time while staying aligned to the coaching agreement.

What evaluators are actually listening for

1. Fluidity

The conversation flows naturally without “step-by-step coaching phases.”

• No mechanical “agenda → goal → action” delivery

• Smooth transitions between insight, emotion, and action

Signal: The coach adapts language and direction moment to moment.

2. Elegance

This is coaching that feels simple but powerful.

• Minimal words, maximum impact

• No over-explaining or over-coaching

• Clean, precise interventions

Signal: The coach doesn’t “try hard” — they land insight effortlessly.

3. Emotional Attunement

The coach tracks emotional shifts accurately and responds appropriately.

• Notices subtle tone changes, hesitation, energy drops

• Responds to emotion before logic

Signal: “I sense something shifted there…” rather than ignoring it and continuing structure.

4. Responsiveness

The coach is not agenda-led — they are client-led within contract boundaries.

• Can drop a planned direction instantly

• Follows what is alive in the moment

Signal: The coach changes direction without losing coherence.

5. Natural Conversation

It should not feel like “question → answer → question → answer.”

Instead:

• conversational rhythm

• real human interaction

• curiosity-based dialogue

Signal: It feels like two professionals thinking together.

6. Partnership

This is NOT expert → client.

It is:

• “we are exploring this together”

• shared thinking space

• equal dignity in dialogue

Signal: Less “I will help you” and more “let’s explore this together.”

What “Good Contracting” Sounds Like at Master Level

Instead of:

“So today we will focus on X, and by the end we will achieve Y…”

A master-level version sounds like:

“What feels most important for us to explore today?”

Then evolves dynamically based on what emerges.

What evaluators are rejecting

They downgrade coaches who sound:

• scripted or templated

• overly structured in delivery

• rigidly following models

• emotionally disconnected

• “performing coaching”

• stuck in agenda control

Even if the questions are good — delivery kills the score if it feels mechanical.

Core idea in one line

Mastery is when structure disappears, but clarity remains.

CMC-Level Script: Completion & Closure Contracting

“At the end of our coaching work today — or at the end of a coaching journey — I want to slow us down a bit and focus on integration.

Because real coaching value isn’t just in what we discussed, but in what actually lands, shifts, and carries forward into your life.”

Reviewing Learning Deeply

“Before we move into action or next steps, let’s take a moment to reflect on your experience today.”

“What feels most significant from our conversation?”

“What stood out for you — not just intellectually, but in a meaningful way?”

“What surprised you, if anything?”

Consolidating Awareness

“As you sit with everything we’ve explored:

• what new awareness do you have about yourself?

• what patterns do you now see more clearly?

• what feels different in how you understand this situation?”

“What has become clearer that wasn’t clear at the start?”

Internal Shift Check

“I’m also interested in internal change, not just ideas.”

“What shifted internally for you during this session?

• in your thinking,

• in your emotions,

• or in your perspective?”

“What feels different in you now compared to when we started?”

Meaning-Making

“If you had to summarise the essence of today’s work in one or two sentences:
what would you say this coaching was really about for you?”

“What does this insight mean for you going forward?”

Confirming Commitment

“So as we come toward action:

“What commitment feels most important for you to make right now?”

“Not everything — just the one or two commitments that truly matter.”

“What are you willing to take responsibility for between now and our next conversation?”

Clarifying Next Steps

“What, specifically, will you do next?”

“When will you do it?”

“What might get in the way?”

“And how will you navigate that if it shows up?”

Accountability and Support

“What kind of support would help you follow through on what you’re committing to?”

“How would you like me to support you — if at all — in holding this accountability?”

“Would it be helpful for us to check in on this next time, or adjust as needed?”

Evaluating Coaching Effectiveness

“Before we close, I’d also like to reflect on the coaching process itself.”

“What has been most valuable for you in how we worked together today?”

“What felt helpful or impactful in the way I coached you?”

“Is there anything that didn’t work well or could be improved?”

Sustainability of Action

“As you consider what you’re taking away:

“What will help these insights actually stick in your day-to-day life?”

“What needs to be in place for this not to just be insight — but sustained change?”

“What might cause you to slip back into old patterns, and how will you notice that early?”

Core Master-Level Closing Questions

“I want to end with a few grounding questions:

• What are you taking away about yourself from this session?

• What shifted internally for you?

• What commitment matters most now?

• And what support do you need to honour it?”

Final Integration Close

“As we close:

• notice what you’re leaving with,

• notice what feels important to carry forward,

• and acknowledge whatever has shifted for you today — even if it’s subtle.”

“My intention is that what we’ve done here doesn’t stay as insight in the room, but becomes something lived, applied, and embodied in your real world.”

CMC Contracting: Evidence of Mastery (What Must Be Observable)

At Master Coach level, contracting is not a script or checklist — it is a live, relational, ethical intelligence operating moment-to-moment.

Assessors are looking for how the coach thinks, listens, responds, and adapts in real time.

1. Mastery (Deep Competence + Precision)

Observable evidence:

• Coach contracts clearly without over-explaining or under-defining.

• Coach handles complex, multi-party dynamics without confusion.

• Coach distinguishes coaching from other modalities naturally, not mechanically.

• Coach integrates ethics, process, and outcomes seamlessly.

What it sounds like:

• “Let’s clarify what success would actually look like for you — and what would be observable.”

• “Before we go further, let’s make sure we’re aligned on what we’re doing together.”

What evaluators reject:

• scripted explanations

• rigid checklists

• uncertainty about boundaries or role

2. Elegance (Minimal, Clear, Non-Intrusive Language)

Observable evidence:

• Contracting is brief, natural, and context-sensitive.

• No over-talking, over-justifying, or lecturing.

• Coach says only what is needed — nothing extra.

What it feels like:

• smooth transitions between contracting and coaching

• language that fits the client’s emotional state

• simplicity under complexity

Example behaviour:

• Instead of explaining coaching for 2 minutes → coach says:
  
  
  “Can I clarify how we’ll work together for a moment?”
  
  
  

3. Depth (Beyond Surface Agreements)

Observable evidence:

• Coach explores meaning behind goals, not just goals themselves.

• Contracting includes identity, values, emotional drivers when relevant.

• Coach notices “what is really being asked for” beneath the stated agenda.

Depth markers:

• “What makes this important for you right now?”

• “What would this change say about you or your leadership?”

Evaluators look for:

• shift from task → meaning

• from problem → pattern

• from goal → identity

4. Fluid Contracting (Dynamic, Not Static)

Observable evidence:

• Coach re-contracts seamlessly during session shifts.

• Coach checks alignment multiple times without breaking flow.

• Coaching direction is co-created moment-to-moment.

Key behaviours:

• “Is this still where you want to focus?”

• “Would you like to stay here or move to what just emerged?”

• “I’m noticing a shift — should we follow it?”

What it looks like:

• no rigid agenda enforcement

• constant micro-alignment without interruption of flow

5. Systemic Thinking (Whole-System Awareness)

Observable evidence:

• Coach explores organisational, relational, and environmental context.

• Coach identifies stakeholder dynamics without overstepping.

• Coach connects individual behaviour to system patterns.

Examples of systemic contracting:

• “Who else is impacted by this change?”

• “What organisational pressures might be influencing this?”

• “What system is this behaviour part of?”

CMC marker:
Coach does NOT isolate the individual from context.

6. Ethical Maturity (Integrity Under Pressure)

Observable evidence:

• Clear confidentiality boundaries stated and upheld.

• Coach avoids manipulation, persuasion, or agenda-driving.

• Coach recognises limits of competence and role.

• Coach manages sponsor-client tension transparently.

Ethical behaviours:

• asks permission before influence or challenge

• clarifies reporting boundaries early

• avoids covert advising or steering

CMC failure marker:
Any sign of hidden agenda alignment (coach siding with sponsor or client unconsciously)

7. Client Partnership (Equality + Co-Ownership)

Observable evidence:

• Client leads agenda, coach supports process.

• Decisions are owned by client, not influenced by coach authority.

• Coaching is collaborative, not hierarchical.

Language markers:

• “What feels most important for you here?”

• “Where would you like to take this next?”

• “What’s your thinking on that?”

Not CMC:

• coach-led direction

• subtle advice-giving disguised as questions

8. Powerful Awareness Creation (Transformation of Perception)

Observable evidence:

• Client experiences “aha” shifts or reframes.

• Coach helps separate:

  • symptom vs cause

  • story vs reality

  • assumption vs fact

• Coach surfaces blind spots without forcing interpretation.

Awareness-building behaviours:

• reflective mirroring

• pattern identification

• gentle interruption of assumptions

Example impact:
Client moves from:

“I need to manage my time better”
to
“I’m avoiding prioritisation because I’m afraid of disappointing people.”

Summary: What CMC Contracting Looks Like in Practice

A Master Coach demonstrates:

• Mastery → clean, precise, confident contracting

• Elegance → minimal language, maximum clarity

• Depth → meaning beneath the goal

• Fluidity → continuous re-contracting in real time

• Systemic awareness → context beyond the individual

• Ethical maturity → no manipulation, full transparency

• Partnership → client leads, coach supports

• Awareness creation → visible cognitive/emotional shifts

Below is a CMC (COMENSA Master Coach) Contracting Assessment Rubric translated into clear pass/fail behavioural markers. This is designed the way assessors typically evaluate: observable behaviour, not intent or theory.

CMC CONTRACTING ASSESSMENT RUBRIC

(Pass / Fail Criteria)

1. MASTERFUL CONTRACTING

PASS (Meets Standard)

• Clearly establishes contracting purpose without over-explaining.

• Confidently defines coaching, boundaries, and expectations.

• Handles complexity (multi-party/sponsor contexts) with clarity.

• Integrates process + ethics + outcomes naturally.

• Uses appropriate language for client context (no jargon overload).

FAIL (Does Not Meet Standard)

• Unclear or incomplete contracting.

• Overly scripted, mechanical, or checklist-driven delivery.

• Confusion about coaching vs consulting/therapy/mentoring.

• Hesitation or uncertainty in defining role or boundaries.

• Cannot handle sponsor/client complexity confidently.

2. ELEGANCE OF LANGUAGE & PRESENCE

PASS

• Concise, natural, fluid communication.

• Explains only what is necessary.

• No lecturing, over-talking, or justification.

• Smooth transitions between contracting and coaching.

FAIL

• Long-winded explanations of coaching theory.

• Overly formal or scripted tone.

• Excessive justification or repetition.

• Disrupts coaching flow with heavy contracting segments.

3. DEPTH OF CONTRACTING

PASS

• Explores meaning behind goals (values, identity, emotion when relevant).

• Moves beyond surface-level outcomes into deeper drivers.

• Helps client refine vague goals into meaningful outcomes.

• Separates symptom vs root cause when appropriate.

FAIL

• Accepts surface-level goals without exploration.

• Stays at behavioural/task level only.

• Misses emotional, identity, or values layer when relevant.

• Does not challenge or deepen understanding of the goal.

4. FLUID / DYNAMIC CONTRACTING

PASS

• Continuously checks alignment during session.

• Re-contracts when focus shifts or new themes emerge.

• Adjusts mode (challenge/reflection/exploration) in real time.

• Maintains flow while recalibrating direction.

FAIL

• Contracts only once at the start.

• Ignores shifts in client direction or energy.

• Sticks rigidly to original agenda despite relevance changes.

• No awareness of evolving coaching space.

5. SYSTEMIC THINKING

PASS

• Recognises organisational, relational, and contextual influences.

• Explores stakeholder and system impacts where relevant.

• Understands client behaviour within broader systems.

• Balances individual and organisational needs.

FAIL

• Treats client issues in isolation.

• Ignores organisational or relational context.

• No awareness of stakeholder dynamics.

• Purely individualistic coaching lens.

6. ETHICAL MATURITY

PASS

• Clear confidentiality boundaries explained and upheld.

• Explicit informed consent for coaching process.

• Awareness of role limitations and competence boundaries.

• Handles sponsor/client tension transparently.

• Avoids manipulation, dependency, rescuing, or covert advising.

FAIL

• Ambiguous confidentiality or reporting agreements.

• Oversteps coaching role (consulting/advising/therapy).

• Aligns covertly with sponsor or client agenda.

• Creates dependency or directs client decisions.

• Fails to refer when outside competence.

7. CLIENT PARTNERSHIP (NON-HIERARCHICAL WORKING)

PASS

• Client leads agenda and decision-making.

• Coach uses collaborative language (“What do you think?”).

• No imposition of coach agenda or solutions.

• Maintains equal, respectful partnership stance.

FAIL

• Coach dominates direction or interpretation.

• Subtle advising disguised as coaching questions.

• Client becomes passive or dependent.

• Coach “leads” outcomes or decisions.

8. POWERFUL AWARENESS CREATION

PASS

• Facilitates insight shifts in client thinking.

• Identifies patterns, assumptions, and blind spots respectfully.

• Supports client reframing of issues.

• Creates meaningful internal awareness shifts (not just ideas).

FAIL

• No observable client insight or shift.

• Stays at surface discussion level.

• Fails to challenge assumptions or patterns.

• Coach talks more than client reflects.

9. COACHING PRESENCE & ETHICAL HOLDING SPACE

PASS

• Calm, grounded, attentive presence.

• Comfortable with silence and emotional intensity.

• Maintains neutrality under pressure.

• Holds space without rescuing or over-directing.

FAIL

• Nervous, rushed, or over-active coaching presence.

• Avoids emotional depth or tension.

• Over-intervenes or over-directs.

• Reacts instead of holding space.

10. CONTINUOUS ETHICAL CONTRACTING IN SESSION

PASS

• Asks permission before challenge or intervention.

• Regularly checks alignment (“Is this still relevant?”).

• Adjusts approach based on client readiness.

• Maintains transparency in real time.

FAIL

• No permission-based coaching.

• Does not check alignment once session starts.

• Forces direction or insight.

• Ignores client readiness or resistance.

FINAL CMC PASS CRITERIA (OVERALL)

To PASS CMC level contracting, the coach must demonstrate:

• All ethical standards consistently met

• At least 7/9 domains at PASS level

• No critical FAILs in: Ethical Maturity, Client Partnership, or Mastery

• Coaching must feel:

  • natural (not scripted)

  • ethically grounded (not ambiguous)

  • client-led (not coach-driven)

  • system-aware (not isolated thinking)

  • dynamically responsive (not rigid)

Below are the ICF (International Coaching Federation) requirements for contracting, distilled from the ICF Core Competencies (updated 2021 framework) and common MCC/PCC performance evaluation expectations.

ICF Coaching Requirements for Contracting

Core Competency: Establishing and Maintaining Agreements

This competency covers two layers of contracting:

1. Overall coaching agreement (relationship + logistics)

2. Session-level agreements (ongoing contracting in conversation)

1. Establishes Coaching Agreement (Overall Contract)

The coach is required to:

• Explain what coaching is and is not

• Clarify the coaching process and expected outcomes

• Clarify roles of coach and client

• Ensure mutual understanding of responsibilities

• Define boundaries of the coaching relationship

• Establish coaching structure (duration, frequency, format)

Must include clarity on:

• Coaching purpose

• Confidentiality

• Fees (if applicable)

• Scheduling structure

• Termination conditions

2. Establishes Agreement for the Coaching Relationship

The coach must:

• Co-create the agreement with the client (not impose it)

• Ensure alignment on desired outcomes

• Explore what success looks like for the client

• Clarify client ownership of goals and decisions

• Confirm what the client wants to work on

At PCC/MCC level:

• Goals are refined collaboratively, not accepted at face value

• Coach explores deeper meaning behind goals

3. Establishes Agreement for the Session

The coach must:

• Ask what the client wants to work on in the session

• Confirm the focus before proceeding

• Help the client refine or clarify the topic if needed

• Revisit the agenda when necessary

Required behaviours:

• “What would you like to focus on today?”

• “What outcome would make this session valuable?”

At higher levels:

• Coach challenges vague or externally-driven agendas

4. Manages Ongoing Contracting (Dynamic Agreement)

The coach must:

• Check alignment throughout the session

• Adjust direction when needed

• Re-contract when new topics emerge

• Ensure conversation remains relevant to client goals

Examples of required behaviours:

• “Is this still what you want to focus on?”

• “Would it be helpful to stay here or shift direction?”

• “What feels most important right now?”

At MCC level:

• This becomes continuous, fluid, and subtle

5. Clarifies Roles, Responsibility, and Accountability

The coach must ensure:

• Client is responsible for their own choices and actions

• Coach is responsible for process, presence, and support

• Clear distinction between coaching and other roles (consulting, therapy, mentoring)

The coach must:

• Avoid giving advice as direction

• Avoid taking ownership of client outcomes

6. Maintains Clarity in Multi-Party Agreements (if applicable)

When sponsors/organisations are involved, the coach must:

• Clarify who the client is (individual vs sponsor vs both system)

• Define what information will be shared externally

• Establish confidentiality boundaries

• Align expectations between client and sponsor

• Ensure informed consent from all parties

7. Ensures Ethical and Informed Consent

The coach must:

• Ensure client understands coaching nature and limits

• Ensure client voluntarily agrees to coaching

• Be transparent about confidentiality limits:

  • legal obligations

  • risk of harm

• Maintain ethical boundaries throughout

8. Maintains Contract Integrity Throughout Coaching

The coach must:

• Revisit agreements when necessary

• Ensure coaching stays aligned with agreed purpose

• Prevent drift into unrelated consultation or therapy

• Reconfirm direction when ambiguity arises

ICF PERFORMANCE EXPECTATIONS (PCC / MCC DIFFERENCE)

PCC Level

• Clear initial contracting

• Occasional revisiting of agreement

• Basic alignment of session focus

MCC Level

• Seamless, continuous contracting

• Deep exploration of goals and meaning

• Sophisticated handling of ambiguity and emergence

• Contracting embedded in every part of dialogue

SUMMARY (ICF CORE CONTRACTING REQUIREMENT)

A coach must consistently demonstrate:

• Clear coaching relationship agreement

• Co-created goals and outcomes

• Defined roles and responsibilities

• Agreed session focus

• Ongoing dynamic contracting

• Strong ethical boundaries and informed consent

• Proper handling of multi-party systems (if applicable)

“Before we begin any coaching today, I’d like to spend some time setting up a clear agreement between us so that we both know how we’ll work together, what you can expect from me, and what will make this process most valuable for you. This is a normal part of professional coaching practice and it helps ensure transparency, safety, and alignment throughout the work.

Just to start, I want to be clear on what coaching is. Coaching is a collaborative thinking partnership where my role is to support you in exploring your thinking, increasing awareness, clarifying what matters, and supporting you in making intentional choices and taking action. I will not be here to tell you what to do, diagnose anything, or provide therapy. I’m not acting as a consultant giving solutions, a mentor giving advice from personal experience, or a trainer teaching a fixed skill set. Instead, the assumption in coaching is that you already have capacity and insight, and my role is to help you access and structure that more effectively. If at any point it becomes clear that something would be better supported by therapy, specialist advice, or another professional, I will be open and transparent about that and we can discuss appropriate referral options.

At the same time, I may sometimes offer observations, reflections, or frameworks if they are useful, but they are always optional for you and never instructions or prescriptions. You remain the decision-maker at all times.

Now, before we go further, I also want to clarify roles and responsibility in this process. My responsibility is to create a safe, focused, and professional space, to listen deeply, to ask questions that support your thinking, to reflect patterns I notice, to challenge assumptions where appropriate, and to support you in staying accountable to what you choose. Your responsibility is to engage openly, bring the topics that matter most to you, reflect honestly, and take ownership of your choices and actions outside of our sessions. Coaching only works if there is active participation and honesty from both sides.

In terms of confidentiality, everything we discuss in coaching remains confidential. I will not share anything you say with anyone else, including sponsors or stakeholders, unless you explicitly give permission, or unless I am legally required to disclose something, or there is a serious risk of harm to you or others. If this coaching is sponsored by your organisation, we will also clarify what, if anything, may be shared with them. Typically, what is shared is limited to themes, general progress, attendance, or agreed development outcomes, and not the detail of private coaching conversations. I want you to feel that this space is psychologically safe and not evaluative.

If there are multiple parties involved here—such as HR, a manager, or organisational sponsor—I also want to be explicit that I hold an ethical responsibility to remain neutral and not aligned to any one agenda. My role is not to serve the organisation against you, or you against the organisation. Instead, I aim to support clarity, awareness, and constructive development while making sure expectations are transparent between all parties. If there are differences in expectations between you and a sponsor, we will bring those into the open so they are not operating in the background.

Now I’d like to talk about how we will actually work together in practice. Typically, we will meet for sessions of around [insert duration], usually [weekly/bi-weekly/monthly], over an agreed period of time such as [insert duration]. At the end of that period, we can review what has changed, what has been valuable, and whether continuing coaching makes sense. If at any point you want to pause or stop coaching, you are free to do so, and I would just ask that we communicate that openly.

Each session will start with you bringing what feels most important for you to focus on. My first question will often be something like what would you like to focus on today, or what would make this session valuable for you. We will then refine that together, because sometimes what we start with is a symptom of something deeper. So part of my role is to help you clarify whether we are working on the right thing, not just the first thing that comes up.

Throughout our sessions, I will also check in with you about focus and direction. For example, I may ask whether this is still the most important thing to work on, or whether something new has emerged that deserves attention. This is to ensure we stay aligned and don’t drift away from what matters most to you. You are always free to change direction or redirect the session.

In terms of how we work inside sessions, I may move between different modes depending on what is needed. Sometimes I will be asking questions to deepen your thinking, sometimes reflecting patterns I notice, sometimes challenging assumptions, and sometimes simply giving you space to think. If I ever want to challenge you more directly or offer an observation that might stretch your thinking, I will usually ask permission first, such as whether you are open to an observation or a challenge. You are always free to say yes or no.

It is also important that we contract around challenge and support. Some people prefer direct challenge, others prefer a gentler exploratory style. Some people think out loud, others need silence. Some prefer structure, others prefer open exploration. I’d like to understand what works best for you so I can adapt how I work with you. For example, how do you prefer to be challenged when needed, and what helps you feel safe enough to stay open even when the conversation becomes uncomfortable?

Similarly, I may ask you to reflect on what you are noticing, and we will often slow down to explore not just what you think, but what is happening internally for you as you think about it. Coaching is not just about action, it’s also about awareness, so we will pay attention to patterns, emotions, assumptions, and interpretations that shape your experience.

We will also agree on how accountability works. At the end of sessions, we may agree on actions, experiments, reflections, or commitments that you choose to take forward. These are always your commitments, not mine. I may check in on them in future sessions if you find that helpful, but you remain fully responsible for what you choose to act on. If something doesn’t get done, we don’t treat it as failure, but as useful data to explore what got in the way.

On communication between sessions, we can agree what level of contact works best. Some coaching relationships are session-only, others include light check-ins. What matters is that it feels supportive rather than intrusive, and we can adjust this if needed.

I also want to talk about emotional safety and difficult moments. It is completely normal for coaching conversations to sometimes feel uncomfortable, because we are often working with real challenges, patterns, or tensions. If that happens, we can slow down, explore what is happening in the moment, or shift approach. If you ever feel unsure, stuck, or uncomfortable, I want you to say so directly, and we will work with it together rather than pushing through it.

Now, before we begin properly, I also want to contract around success and outcomes. What would you like to achieve from this coaching overall, and how will you know it has been worthwhile? What would be different in your thinking, behaviour, relationships, or leadership if this coaching was successful for you? And importantly, what would others around you notice had changed? I’m also interested in what internal shifts would matter, not just external results.

We will also refine those outcomes as we go, because sometimes the real goal becomes clearer only after deeper exploration. So we will treat your initial goals as a starting hypothesis rather than a fixed destination.

If we step back, what we are really co-creating here is a process that includes clarity of purpose, clarity of relationship, clarity of expectations, and ongoing alignment. This includes what we are working on, how we are working together, how we will handle challenge and reflection, how we will manage accountability, and how we will maintain ethical boundaries and confidentiality.

So before we move into coaching, I want to check a few things with you.

Do you feel clear about what coaching is and is not in this context, and the role I will be playing versus your role in this process? Do you feel comfortable with the confidentiality boundaries we’ve discussed? Do you feel clear about how sessions will work, including how we will focus, reflect, and agree actions? And is there anything in what I’ve said that feels unclear, missing, or that you would like to adjust so that this works well for you?

And finally, are you willing to enter into this coaching relationship with that level of clarity, openness, and shared responsibility for the process?”

This script integrates ICF Core Competency: Establishing Agreements (PCC/MCC expectations) and COMENSA Contracting + Ethical Standards (CMC level) including:

• role clarity (coach vs consultant/therapist/mentor/trainer/advisor)

• explicit confidentiality and informed consent

• sponsor/stakeholder alignment awareness

• systemic contracting awareness

• client autonomy and responsibility

• process contracting (challenge, reflection, accountability, pacing, emotional safety)

• continuous contracting foundation

• ethical boundaries and referral awareness

• co-created outcomes and success indicators

• non-directive partnership stance

• dynamic recalibration expectation

Remember they dont want you to use a Checklist

Below is a CMC + ICF Aligned Upfront Macro Contracting Checklist designed for use before coaching begins. It is structured as audit-style yes/no verification questions (exactly the kind assessors look for in PCC/MCC and COMENSA CMC evaluations).

CMC + ICF UPFRONT MACRO CONTRACTING CHECKLIST

(Pre-Coaching Agreement Verification Tool)

1. Coaching Definition & Role Clarity (ICF Core Requirement)

• ☐ Have you clearly explained what coaching is?

• ☐ Have you clearly explained what coaching is NOT (consulting, therapy, mentoring, training, advising)?

• ☐ Has the client demonstrated understanding of the coaching distinction?

• ☐ Have you clarified your role as coach (process facilitator, not expert provider)?

• ☐ Have you clarified the client’s role (decision-maker, owner of outcomes)?

• ☐ Have you confirmed client responsibility for actions and decisions?

2. Informed Consent (ICF + COMENSA Ethics)

• ☐ Has the client agreed voluntarily to coaching without pressure?

• ☐ Have you confirmed the client understands how coaching works?

• ☐ Have you explained that insights, decisions, and actions remain client-owned?

• ☐ Has the client confirmed they are comfortable proceeding?

• ☐ Have you checked for any questions or misunderstandings before starting?

3. Confidentiality & Ethical Boundaries (Critical COMENSA Requirement)

• ☐ Have you clearly explained confidentiality boundaries?

• ☐ Have you stated exceptions (legal obligation, risk of harm)?

• ☐ If sponsors are involved, have you clarified what is shared and what is not?

• ☐ Has the client explicitly understood confidentiality limits?

• ☐ Have you ensured confidentiality is not assumed but explicitly agreed?

4. Multi-Party Contracting (Sponsor / Stakeholder Context)

• ☐ Have you identified who the client is (individual vs organisation vs both system)?

• ☐ Have you clarified the sponsor’s role (if applicable)?

• ☐ Have you clarified stakeholder involvement (HR, managers, leadership)?

• ☐ Have you aligned expectations between client and sponsor?

• ☐ Have you checked for hidden or conflicting agendas?

• ☐ Have you clarified what information may be reported externally?

• ☐ Have you ensured no ambiguity about reporting boundaries?

5. Purpose, Goals & Outcome Contracting (ICF Core Competency)

• ☐ Have you asked what the client wants to achieve from coaching?

• ☐ Have you explored the meaning behind the goal (why it matters)?

• ☐ Have you refined vague goals into meaningful outcomes?

• ☐ Have you checked what success will look like for the client?

• ☐ Have you explored behavioural, emotional, and awareness outcomes?

• ☐ Have you confirmed ownership of goals is with the client?

6. Success Indicators (CMC Depth Requirement)

• ☐ Have you co-created observable success indicators?

• ☐ Have you clarified behavioural shifts?

• ☐ Have you clarified internal (emotional/awareness) shifts?

• ☐ Have you clarified systemic/relational impacts?

• ☐ Have you defined what others would notice changing?

• ☐ Have you ensured indicators are not vague or abstract only?

7. Coaching Process Contracting

• ☐ Have you explained how coaching sessions will run?

• ☐ Have you clarified structure (opening, exploration, reflection, action)?

• ☐ Have you explained how goals may evolve during coaching?

• ☐ Have you clarified that coaching is dynamic, not fixed agenda delivery?

• ☐ Have you agreed how session focus will be set each time?

8. Continuous Contracting Expectation (MCC Standard)

• ☐ Have you explained that contracting continues throughout sessions?

• ☐ Have you set expectation that focus may shift dynamically?

• ☐ Have you agreed to check alignment regularly during sessions?

• ☐ Have you established permission-based challenge and intervention?

9. Challenge, Feedback & Coaching Style Preferences

• ☐ Have you asked how the client prefers to be challenged?

• ☐ Have you clarified feedback style preferences?

• ☐ Have you explored emotional safety requirements?

• ☐ Have you agreed how discomfort or resistance will be handled?

• ☐ Have you aligned on pace (fast insight vs slow exploration)?

10. Accountability Agreement

• ☐ Have you clarified how actions and commitments are handled?

• ☐ Have you confirmed accountability remains with the client?

• ☐ Have you agreed how follow-up (if any) will occur?

• ☐ Have you clarified how non-completion of actions will be handled (learning focus, not judgment)?

11. Communication & Logistics

• ☐ Have you agreed session duration and frequency?

• ☐ Have you clarified fees and payment terms (if applicable)?

• ☐ Have you clarified cancellation and rescheduling policy?

• ☐ Have you agreed on between-session communication rules?

12. Ethical Safety & Professional Boundaries (CMC Critical Area)

• ☐ Have you confirmed you will not give therapy, diagnosis, or clinical support?

• ☐ Have you confirmed you will not act as consultant/decision-maker?

• ☐ Have you confirmed you will not create dependency or directive control?

• ☐ Have you explained referral boundaries if outside competence arises?

• ☐ Have you addressed power dynamics (especially in corporate coaching)?

• ☐ Have you confirmed client autonomy is protected at all times?

13. Systemic Awareness (COMENSA Requirement)

• ☐ Have you explored organisational/system context (if relevant)?

• ☐ Have you identified stakeholders influencing the coaching?

• ☐ Have you checked for system pressures impacting the client?

• ☐ Have you acknowledged wider impact of behavioural change?

14. Contract Completion Check (Final Gate)

• ☐ Has the client confirmed understanding of all key agreements?

• ☐ Has the client had opportunity to ask questions?

• ☐ Have all ambiguities been clarified?

• ☐ Has explicit agreement to proceed been obtained?

• ☐ Do both parties share a clear understanding of purpose, process, and boundaries?

CMC / MCC PASS CRITERIA (ASSESSOR VIEW)

A coach passes macro-contracting evaluation only if:

• No ambiguity in role definition

• No gaps in confidentiality clarity

• No missing multi-party alignment

• Clear co-created outcomes and success indicators

• Evidence of ethical maturity and boundary awareness

• Demonstrated client ownership and autonomy

• Contracting is complete, explicit, and co-created (not imposed)

Core Ethics to Mention in Coaching Contracting (ICF + COMENSA Aligned)

1. Confidentiality (Absolute Foundation)

You must clearly contract:

• What is confidential (coaching conversations)

• Who has access (coach, client)

• Exceptions:

  • legal requirement

  • court order

  • risk of harm to self or others

• In organisational coaching:

  • what sponsors/HR will or will NOT receive

Ethical principle:
✔ Protect psychological safety and trust
✔ Avoid hidden surveillance or reporting ambiguity

2. Informed Consent

You must ensure the client understands:

• what coaching is

• what coaching is not

• how coaching works

• what participation involves

• that coaching is voluntary

• that they can pause or stop coaching

Ethical principle:
✔ No coercion
✔ No assumption of understanding
✔ Explicit agreement, not implied consent

3. Role Clarity & Boundaries (Critical ICF Requirement)

You must clearly state:

• You are a coach, not:

  • therapist

  • consultant

  • mentor

  • advisor

  • trainer

• You will not diagnose or treat mental health conditions

• You will not make decisions for the client

Ethical principle:
✔ Prevent role confusion
✔ Avoid dependency and authority misuse

4. Client Autonomy (Core Coaching Ethics Principle)

You must contract that:

• the client owns all decisions

• the client owns all actions

• coaching does not remove responsibility

• insights are optional, not directives

Ethical principle:
✔ Non-directiveness
✔ Empowerment over control

5. Avoiding Harm / Duty of Care

You must acknowledge:

• if risk of harm emerges, appropriate action will be taken

• coaching is not crisis intervention or therapy

• referral may be required if issues exceed coaching scope

Ethical principle:
✔ Do no harm
✔ Duty of care overrides confidentiality if risk exists

6. Referral Responsibility (Scope of Practice)

You must contract that:

• if issues are outside coaching competence:

  • psychological trauma

  • clinical mental health issues

  • specialist technical/legal advice

• you will recommend referral

Ethical principle:
✔ Work within competence
✔ Protect client from inappropriate coaching

7. Avoiding Conflicts of Interest (Especially Multi-Party Coaching)

You must clarify:

• who the client is (individual vs organisation)

• sponsor expectations (if applicable)

• reporting boundaries

• how conflicting agendas will be handled

Ethical principle:
✔ Transparency over dual loyalties
✔ No hidden alignment with sponsor or client against each other

8. Transparency of Process

You must contract:

• how sessions work

• how coaching decisions are made

• how focus is chosen

• how challenge is offered

• how feedback is given

Ethical principle:
✔ No manipulation through ambiguity
✔ Shared understanding of process

9. Non-Manipulation / No Coercion

You must implicitly or explicitly avoid:

• directing client decisions

• persuading toward coach agenda

• subtle performance control

• organisational enforcement disguised as coaching

Ethical principle:
✔ Client freedom of thought and choice
✔ No covert consulting or behavioural control

10. Power Dynamics Awareness (CMC / MCC Expectation)

You should acknowledge:

• coaching is not a power-neutral space

• organisational sponsorship creates pressure

• hierarchy may influence openness

• client may feel evaluated even if not intended

Ethical principle:
✔ Psychological safety
✔ Awareness of influence and authority imbalance

11. Integrity of Reporting (Organisational Coaching)

You must contract:

• what is reported (if anything):

  • themes

  • progress summaries

  • attendance

• what is NOT reported:

  • private session content

  • sensitive disclosures

Ethical principle:
✔ Protect confidentiality while respecting sponsor agreement

12. Professional Conduct & Boundaries

You must set expectations that:

• relationship remains professional

• no dual relationships (where applicable)

• no inappropriate dependency or emotional reliance

• coaching ends when agreed contract ends or is terminated

Ethical principle:
✔ Maintain professional integrity
✔ Prevent exploitation or blurred boundaries

HOW THIS IS EXPECTED TO SOUND (CMC / MCC LEVEL)

Not like a list.

But like:

• calm

• normalised

• integrated into conversation

• client-centred

• not legalistic

Example tone:

“Everything we discuss here is confidential unless there is a legal requirement or risk of harm. If we’re working in a sponsored context, we’ll also agree clearly what, if anything, is shared with your organisation so there are no surprises later.”

SUMMARY: ETHICS YOU MUST ALWAYS COVER

At minimum, ICF + COMENSA contracting must include:

• Confidentiality + exceptions

• Informed consent

• Role clarity (coach vs therapist/consultant/etc.)

• Client autonomy

• Scope of coaching (and referral limits)

• Multi-party transparency (if applicable)

• Process transparency

• Non-coercion / non-directiveness

• Power dynamics awareness

• Reporting boundaries (if sponsored)

• Professional boundaries & integrity

Below is a high-fidelity assessment guide showing evidence vs contra-evidence for contracting across:

• ICF PCC (Professional Certified Coach)

• ICF MCC (Master Certified Coach)

• COMENSA CMC (Coaching Master Coach)

This is written in the style assessors implicitly use: observable behaviour, language markers, and failure signals.

CONTRACTING – EVIDENCE vs CONTRAEVIDENCE (ICF + COMENSA)

1. ROLE CLARITY (Coach vs Other Professions)

PCC – EVIDENCE

• Clearly explains coaching role at start

• States coaching is not therapy/consulting/mentoring

• Client understands basic distinction

• Coach stays mostly non-directive