The foundations of coaching—especially aligned with professional standards like the International Coaching Federation (ICF)—are the core principles, mindsets, and skills that make coaching effective, ethical, and client-centered.

Here’s a clear, structured breakdown:

1. Coaching Mindset (Who you are as a coach)

Key ideas:

• Client is naturally creative, resourceful, and whole

• You are not the expert in their life—they are

• You partner, not direct

What this looks like in practice:

• “What do you think is the best way forward?”

• Not: “Here’s what you should do”

2. Ethical Foundation

Grounded in codes like the ICF Code of Ethics and COMENSA.

Core principles:

• Confidentiality

• Professional boundaries

• Integrity

• Cultural awareness

• Avoiding harm

Example:

• You don’t coach beyond your competence (e.g., trauma → refer to therapy)

3. Contracting (The Container)

Coaching starts with clear agreements.

Two levels:

• Macro contracting (relationship level)

• Micro contracting (session level)

Includes:

• Goals

• Roles

• Boundaries

• Confidentiality

• Expectations

Example:

• “What would you like to walk away with from today?”

4. Coaching Presence

Being fully present, aware, and flexible.

Skills:

• Deep listening

• Emotional attunement

• Managing your own reactions

• Comfort with silence

Example:

• Not rushing to fill silence → letting insight emerge

5. Active Listening

Listening beyond words:

• Tone

• Emotion

• Patterns

• What’s not being said

Levels:

• Internal (your thoughts)

• Focused (on client)

• Global (environment, energy)

Example:

• “I notice you hesitated there—what’s going on?”

6. Powerful Questioning

Questions that:

• Open thinking

• Challenge assumptions

• Create awareness

Good questions:

• Open-ended

• Short

• Non-leading

Examples:

• “What’s really important here?”

• “What are you avoiding?”

7. Awareness Creation

The core of coaching:

Insight → Shift → Action

Tools:

• Reflection

• Reframing

• Patterns

• Challenging beliefs

Example:

• “You say you want growth, but avoid risk—how do those fit together?”

8. Goal Setting & Action

Coaching is not just insight—it leads to change.

Includes:

• Clear outcomes

• Action steps

• Accountability

Example:

• “What will you do before our next session?”

9. Client Responsibility & Accountability

The client:

• Owns decisions

• Owns actions

• Owns results

The coach:

• Holds the space

• Holds accountability

10. Trust & Psychological Safety

Without trust, coaching fails.

Built through:

• Non-judgment

• Consistency

• Empathy

• Confidentiality

11. Non-Directive Approach

Coaching is not:

• Consulting

• Mentoring

• Therapy (unless dual-qualified and contracted clearly)

Core principle:

• Facilitate thinking, don’t provide answers

12. Growth & Learning Orientation

Coaching assumes:

• People can grow

• Awareness leads to change

• Reflection accelerates learning

Simple Way to Remember (Core Flow)

Contract → Explore → Create Awareness → Act → Reflect

If you want a sharper edge (MCC-level insight)

At a high level, coaching is:

• Less about questions

• More about who you are being

• Less about solving problems

• More about transforming identity and perception

Contracting in the International Coaching Federation framework is primarily located in Competency 3, but it also shows up across several other competencies at a deeper (MCC) level.

Let’s break it down cleanly so you can use it for training or assessment.

 CORE: Contracting Competency

3. Establishes and Maintains Agreements

This is the main ICF module for contracting.

Submodules:

3.1 – Explains what coaching is and is not

• Clarifies coaching vs mentoring, consulting, therapy

• Sets expectations of roles

Contracting relevance:
→ Defines the type of relationship

3.2 – Reaches agreement about the coaching relationship

• Logistics (fees, time, confidentiality, boundaries)

• Roles and responsibilities

Contracting relevance:
→ This is macro contracting (formal agreement)

3.3 – Partners with the client to define session focus

• What the client wants from the session

• Desired outcome

Contracting relevance:
→ This is micro contracting (session level)

3.4 – Partners to determine success measures

• What success looks like

• How progress is tracked

Contracting relevance:
→ Links contracting to accountability and outcomes

3.5 – Maintains agreements throughout the session

• Keeps conversation aligned to goal

• Renegotiates if needed

Contracting relevance:
→ Dynamic contracting (real-time adjustment)

 SUPPORTING COMPETENCIES (Often Overlooked)

1. Demonstrates Ethical Practice

Relevant elements:

• Confidentiality

• Boundaries

• Scope of practice

Why it matters:
→ Forms the ethical backbone of contracting

2. Embodies a Coaching Mindset

Relevant elements:

• Partnering with the client

• Not imposing agenda

Why it matters:
→ Prevents fake contracting (coach-led agendas)

4. Cultivates Trust and Safety

Relevant elements:

• Creating psychological safety

• Respecting client autonomy

Why it matters:
→ Without trust, contracting is superficial

5. Maintains Presence

Relevant elements:

• Staying flexible

• Adapting in the moment

Why it matters:
→ Enables real-time re-contracting

6. Listens Actively

Relevant elements:

• Hearing what the client really wants

Why it matters:
→ Contracting depends on accurate understanding

7. Evokes Awareness

Relevant elements:

• Clarifying goals

• Challenging vague outcomes

Why it matters:
→ Strengthens depth of the contract

8. Facilitates Client Growth

Relevant elements:

• Turning goals into action

• Accountability

Why it matters:
→ Contracting must lead to results

 MCC-LEVEL VIEW (Advanced Insight)

At master level, contracting is not a step—it’s continuous and fluid:

• Happens at the start, middle, and end

• Is often implicit, not scripted

• Includes:

  • Agenda

  • Emotional focus

  • Energy shifts

  • Identity-level outcomes

 Simple Mental Model

Contracting exists at 3 levels:

1. Relational (3.2)
   → “How will we work together?”

2. Session (3.3)
   → “What do you want today?”

3. Moment-to-moment (3.5)
   → “Where are we now?”

 If you're training coaches

A powerful way to frame it:

“Contracting is not a question.
It is a continuous alignment with what matters most to the client.”

Here are 20 MCC-level contracting questions aligned with the standards of the International Coaching Federation—these go beyond basic “what’s your goal?” and aim for depth, ownership, and transformation.

They are grouped by when and why you’d use them.

 1. Opening the Session (Deep Micro-Contracting)

1. What feels most important for us to focus on today?

2. What would make this conversation truly valuable for you?

3. If this session were a success, what would be different by the end?

4. Why does this matter to you right now?

5. What’s the real challenge beneath what you’ve just said?

 2. Clarifying Outcomes (From Surface → Depth)

6. How will you know you’ve achieved what you want from this session?

7. What would “better” look like in a concrete way?

8. What impact would achieving this have on you or others?

9. What’s at stake if nothing changes?

10. What deeper shift are you hoping for here?

 3. Expanding Awareness Within the Contract

11. What part of this feels most unclear or unresolved?

12. What are you not saying that might be important here?

13. Where might you be limiting your own thinking?

14. What assumptions are you making about this situation?

15. If we explored this fully, what might you discover?

 4. Re-Contracting Mid-Session (MCC Skill)

16. Where would you like to go from here?

17. Is this still the most useful direction for you?

18. What do you need from me right now to support you best?

19. Shall we stay here, or is there something more important emerging?

 5. Ownership & Accountability (Contract → Action)

20. What will you commit to as a result of this conversation?

 What makes these “MCC-level”?

They:

• Invite depth, not just description

• Create ownership, not dependence

• Allow flexibility and co-creation

• Focus on meaning, impact, and identity, not just tasks

 Pro Tip (What most coaches miss)

At MCC level:

You are not contracting for the topic
You are contracting for the transformation

Here are the ICF Core Competency 3 (Establishing and Maintaining Agreements) sub-competencies with example coaching questions next to each one:

ICF Core Competency 3: Establishing and Maintaining Agreements (with example questions)

3.1 – Identify/reconfirm what the client wants to accomplish in the session

Focus: Clarifying session agenda and intent
Example questions:

• “What would be most valuable for you to focus on today?”

• “What do you want to walk away from this session with?”

• “What feels most important right now to explore?”

3.2 – Define/reconfirm measures of success for the session

Focus: What success will look like
Example questions:

• “How will you know this session has been useful for you?”

• “What would be different by the end of our conversation for you to feel this was successful?”

• “What outcome would make this session feel complete?”

3.3 – Manage time and focus of the session

Focus: Structuring and holding the agenda
Example questions:

• “We have about 20 minutes left—what would you like to prioritise now?”

• “Would it help if we stay with this topic or shift to something else?”

• “How would you like to use the remaining time?”

3.4 – Continue coaching toward the client’s desired outcome

Focus: Staying aligned with agreed focus
Example questions:

• “How does this connect to what you wanted to achieve today?”

• “Is this still the most important direction for us to explore?”

• “Where would you like to go next with this?”

3.5 – Evaluate progress toward the session outcome

Focus: Checking progress during/at end of session
Example questions:

• “Where are you now in relation to what you wanted to achieve today?”

• “What progress have you made in this conversation so far?”

• “What feels resolved, and what still needs attention?”

3.6 – Define what needs to be addressed to achieve the outcome

Focus: Clarifying gaps or barriers
Example questions:

• “What feels most important to resolve in order to move forward?”

• “What is getting in the way of achieving what you want?”

• “What still needs clarity for you to reach your goal?”

3.7 – Reconfirm what the client wants to accomplish in future sessions

Focus: Forward planning and continuity
Example questions:

• “What would you like to focus on next time we meet?”

• “What do you want to carry forward from today into our next session?”

• “What feels important for us to explore in future conversations?”

Key Coaching Insight

Competency 3 is essentially about:

Creating clarity, maintaining focus, and continuously realigning the coaching conversation to the client’s desired outcomes.

90-Minute Coach Training Lesson Plan: Contracting (ICF Competency 3)

Topic: Establishing and Maintaining Agreements in Coaching
Audience: Coach trainees / developing coaches
Outcome: Participants can confidently contract at session + engagement level using ICF Competency 3 skills

0–10 min | Opening & Framing the Importance of Contracting

Purpose

Set context: why contracting is foundational in coaching.

Key Teaching Points

• Contracting = clarity + alignment + safety

• Prevents coaching drift into advice, therapy, or mentoring

• Direct link to ICF Core Competency 3

Prompt Questions

• “What happens when contracting is unclear in coaching?”

• “Where have you seen coaching conversations lose focus?”

10–25 min | ICF Competency 3 Breakdown (Teaching Segment)

Core Competency Overview

Explain 3.1–3.7:

• 3.1 Session intention

• 3.2 Success measures

• 3.3 Time & focus management

• 3.4 Staying aligned to outcome

• 3.5 Progress evaluation

• 3.6 Clarifying what must be addressed

• 3.7 Future session agreements

Key Teaching Insight

Contracting happens at 3 levels:

• Macro contract (overall engagement)

• Micro contract (session focus)

• Moment-to-moment contracting (ongoing)

25–40 min | Demonstration (Live or Roleplay)

Trainer Demonstration

Coach demonstrates a full session opening focusing on:

• 3.1 → “What do you want to focus on today?”

• 3.2 → “How will you know this session is useful?”

• 3.3 → “We have 45 minutes—how would you like to use the time?”

Observer Focus

Participants watch for:

• Clarity of agreement

• Presence of contracting questions

• Alignment to client outcome

Debrief Questions

• “What contracting did you notice?”

• “Where was clarity created?”

40–60 min | Skill Practice (Pairs Exercise)

Activity

Participants pair up:

• Coach / Client / Observer rotation (10 mins each round)

Instructions

Coach must explicitly practice:

• 3.1 session focus

• 3.2 success definition

• 3.3 time management

Observer Checklist

• Did the coach clarify focus?

• Did they define success?

• Did they manage time explicitly?

60–70 min | Advanced Layer: Maintaining Agreements (3.4–3.7)

Teaching Focus

How contracting continues during coaching:

• 3.4: Staying aligned

• 3.5: Checking progress

• 3.6: Clarifying barriers

• 3.7: Future agreements

Example Questions

• “How does this relate to what you wanted today?”

• “What progress are you noticing?”

• “What still needs to be addressed?”

• “What would you like to focus on next time?”

70–85 min | Advanced Practice (Real Coaching Flow)

Activity

Same pairs, but now:

• Full mini coaching session (15 min)

Coach Must Demonstrate

• Continuous contracting (not just at start)

• At least 2 progress checks (3.5)

• 1 future session agreement (3.7)

Observer Focus

• Was contracting ongoing or only at start?

• Did the coach maintain focus discipline?

85–90 min | Reflection & Integration

Group Reflection Questions

• “What felt easiest in contracting?”

• “What felt most challenging?”

• “Where did you lose focus and how did you recover it?”

Key Takeaway

Strong coaching = strong agreements + continuous realignment

Trainer Closing Message

Contracting is not a “step” in coaching—it is the structure that holds the entire conversation together.

When done well:

• Coaching becomes focused

• Client outcomes become clearer

• Coach confidence increases

• Ethical boundaries remain intact

Observer Checklist – ICF Core Competency 3 (Contracting)

Purpose: To assess how effectively the coach establishes and maintains coaching agreements during a session.

SECTION 1: Establishing the Session Agreement (3.1 – 3.3)

3.1 – Session Focus

• ☐ Coach clearly asked what the client wants to focus on today

• ☐ Client’s agenda was explicitly confirmed (not assumed)

• ☐ Session topic was agreed before deep coaching began

Evidence/Notes:

3.2 – Success Criteria

• ☐ Coach asked how the client will define a successful session

• ☐ Client described clear indicators of success

• ☐ Success criteria were referenced during the session

Evidence/Notes:

3.3 – Time & Focus Management

• ☐ Coach clarified session time at the start

• ☐ Coach managed time explicitly during the session

• ☐ Coach helped client prioritise when multiple topics emerged

• ☐ Coach invited client to choose focus when time was limited

Evidence/Notes:

SECTION 2: Maintaining the Agreement (3.4 – 3.6)

3.4 – Staying Aligned to Client Outcome

• ☐ Coach checked alignment to original session goal

• ☐ Coach redirected conversation when it drifted off-topic

• ☐ Coach avoided unnecessary advice or storytelling drift

Evidence/Notes:

3.5 – Evaluating Progress

• ☐ Coach checked progress during the session

• ☐ Coach invited client reflection on movement toward goal

• ☐ Coach helped client assess what had shifted or changed

Evidence/Notes:

3.6 – Clarifying What Needs to Be Addressed

• ☐ Coach explored what was blocking progress

• ☐ Coach helped client identify missing clarity or gaps

• ☐ Coach supported deeper understanding of what must be resolved

Evidence/Notes:

SECTION 3: Closing & Future Agreements (3.7)

3.7 – Future Session Alignment

• ☐ Coach invited reflection on next steps or future focus

• ☐ Coach supported client in identifying future priorities

• ☐ Coach linked today’s insights to future coaching direction

Evidence/Notes:

SECTION 4: Overall Contracting Quality

Global Indicators

• ☐ Contracting was clear, explicit, and client-led

• ☐ Contracting was revisited during the session (not only at start)

• ☐ Coach maintained structure without becoming rigid

• ☐ Client remained in control of agenda and direction

• ☐ Coaching stayed aligned to agreed outcomes

Observer Rating (Optional)

Rate each area 1–5:

• Session Agreement (3.1–3.3): ___ / 5

• Maintaining Agreement (3.4–3.6): ___ / 5

• Future Alignment (3.7): ___ / 5

• Overall Contracting Strength: ___ / 5

Key Observer Insight

Strong contracting is visible when:

The session feels focused, co-created, and continuously realigned—not left to chance or assumption.

ICF Contracting Rubric – PCC vs MCC (Competency 3)

1. Session Agreement (3.1 – 3.3)

PCC Level (Proficient / Consistent)

• Coach consistently asks what the client wants to focus on

• Agenda is usually clear and agreed at the start

• Success criteria are identified, but may be simple or surface-level

• Time is managed adequately, sometimes coach-led

Indicators:

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

• “How will you know this session was useful?”

• Some structure, but coach may still guide timing

MCC Level (Mastery / Highly nuanced)

• Contracting emerges naturally and fluidly, not mechanically

• Agenda is co-created with deep clarity and client ownership

• Success is defined in rich, often multi-layered terms (internal + external shifts)

• Time is managed invisibly through presence, not interruption

Indicators:

• Contracting is embedded in conversation, not a “step”

• Client often refines their own focus without prompting

• Success includes emotional, cognitive, and behavioural shifts

2. Maintaining the Agreement (3.4 – 3.6)

PCC Level

• Coach checks in on alignment to goal during session

• Coach redirects when conversation drifts

• Progress is occasionally reviewed

• Coach asks what needs to be addressed next

Strength:

• Clear structure

• Client stays broadly aligned to goal

Limitation:

• Coach may “manage the session” too actively

• Some reliance on explicit check-ins

MCC Level

• Contract is held implicitly and continuously without interruption

• Coach uses minimal intervention to maintain alignment

• Client self-corrects and realigns without prompting

• Progress awareness emerges organically in dialogue

• Deep exploration of what is truly essential vs surface content

Indicators:

• No visible “agenda policing”

• Coach holds space rather than directs flow

• Client naturally returns to core outcome

3. Future Agreement (3.7)

PCC Level

• Coach asks what client wants to focus on next time

• Future sessions are explicitly planned or noted

• Clear forward planning occurs at end of session

MCC Level

• Future focus emerges naturally from insight and awareness

• Client identifies developmental trajectory without being asked directly

• Future orientation is integrated into present insight

• No forced “next session planning” moment

4. Overall Contracting Presence

PCC Level

• Contracting is structured, explicit, and consistent

• Coach uses clear questions to establish and maintain agreement

• Coaching follows a logical flow with defined checkpoints

• Client is engaged and aligned

Summary:

“Strong structure with clear agreement management.”

MCC Level

• Contracting is fluid, implicit, and continuously alive

• No visible separation between contracting and coaching

• Client drives agenda ownership with high autonomy

• Coach operates at level of presence, intuition, and subtle recalibration

• Agreements evolve dynamically in real time

Summary:

“Contracting is embodied rather than applied.”

Key Differentiator (PCC vs MCC)

Dimension

PCC

MCC

Contracting style

Explicit

Embedded

Structure

Visible

Invisible

Coach role

Guide process

Hold space

Client autonomy

Supported

Fully owned

Focus management

Active steering

Self-regulating system

Language

Direct questions

Subtle, minimal intervention

Examiner Insight (Important)

• PCC = competent, structured, repeatable contracting

• MCC = seamless, client-led contracting embedded in presence

What Fails PCC vs MCC in Contracting (ICF Competency 3)

x PCC LEVEL FAILURES (Proficient but not competent enough)

These are the most common reasons a coach does NOT pass PCC-level contracting:

1. No clear session agreement (3.1 failure)

• Coach jumps into coaching without confirming focus

• Assumes the topic instead of asking

• Client agenda is unclear or shifting without agreement

 Failure signal: “We just started talking without defining what we’re working on.”

2. Missing or weak success definition (3.2 failure)

• No question about what success looks like

• Success is vague (“feel better”, “get clarity”) with no depth

• Coach does not revisit success criteria later

 Failure signal: No measurable or meaningful session outcome.

3. Poor time/focus management (3.3 failure)

• Session drifts across multiple topics

• Coach fails to help prioritise

• Time runs out without closure or structure

 Failure signal: “We talked a lot, but nothing was held as priority.”

4. Contract not maintained (3.4 failure)

• Coach follows client stories without anchoring back to goal

• No alignment checks during session

• Coaching becomes conversational or exploratory without direction

 Failure signal: Loss of focus on original agreement.

5. No progress evaluation (3.5 failure)

• No check-in on where client is relative to goal

• Session ends without reflection on progress

• Coach does not help client assess movement

 Failure signal: No awareness of whether session achieved anything.

6. Weak closure / no future alignment (3.7 failure)

• Session ends abruptly

• No exploration of next steps or continuation

• No link to future development

 Failure signal: “No landing of the session.”

❌ MCC LEVEL FAILURES (Mastery breakdowns)

At MCC level, failure is not about structure missing—it’s about loss of depth, presence, or client autonomy.

1. Over-structuring (anti-MCC behaviour)

• Coach forces explicit contracting questions too mechanically

• Session feels “step-by-step” instead of fluid

• Coach interrupts natural flow to check agreements

 Failure signal: Coaching feels procedural, not organic.

2. Coaching becomes “agenda management” instead of presence

• Coach overly manages focus

• Frequent redirecting instead of deep listening

• Coach leads session instead of co-creating emergence

 Failure signal: Coach is “driving the session.”

3. Loss of client autonomy

• Coach subtly imposes direction (“let’s focus on this”)

• Client follows coach’s structure instead of owning agenda

• Contract becomes coach-led, not client-led

 Failure signal: Client is not fully self-directing.

4. Missing implicit contracting (too explicit or too invisible)

• Either:

  • Too many explicit check-ins (breaks flow), OR

  • No awareness of agreement at all (drift)

 MCC requires invisible structure, not absence of structure

5. Weak presence in maintaining agreement

• Coach relies on verbal checks instead of intuitive alignment

• Misses subtle shifts in client focus

• Does not notice emerging deeper agenda

👉 Failure signal: Coach reacts instead of sensing.

6. No emergence of deeper outcome awareness

• Conversation stays surface-level

• No evolution of the client’s original goal

• No expansion of meaning or insight

 Failure signal: No transformation of the agenda.

 KEY DIFFERENCE IN FAILURE MODE

Level

What Fails Most

PCC

Structure missing or poorly executed

MCC

Presence, depth, and client autonomy are compromised

 SIMPLE EXAMINER INSIGHT

• PCC fails when coaching loses structure

• MCC fails when coaching loses presence or becomes too structured

ONE-LINE SUMMARY

PCC fails due to lack of clear contracting execution; MCC fails when contracting becomes mechanical, intrusive, or coach-led instead of naturally client-emergent.

Here are 5 high-quality coaching questions/scenarios that collectively test all ICF Core Competency 3 (Contracting) requirements at both PCC and MCC level. Each one is designed to reveal whether a coach is operating at competent (PCC) or mastery (MCC) level.

5 Contracting Assessment Questions (PCC vs MCC Level)

1. Session Focus & Agenda (3.1 + 3.6)

Question:

“A client enters the session and says, ‘I don’t really know what to focus on today—I have a lot going on.’ What do you do first, and how do you establish a clear session focus?”

What this tests:

• Ability to co-create agenda

• Clarity vs assumption

• Depth of contracting under ambiguity

PCC signal:

• Asks: “What would you like to focus on?”

• Helps client pick one topic

MCC signal:

• Explores underlying emergence of priority

• Helps client discover what is most alive right now without forcing structure

2. Defining Success (3.2 + 3.5)

Question:

“A client says they want to ‘feel more confident.’ How do you help them define what success looks like for this session?”

What this tests:

• Turning vague outcomes into meaningful measures

• Progress awareness

• Depth of client-defined success

PCC signal:

• “How will you know this session was useful?”

• Simple behavioural or emotional indicators

MCC signal:

• Explores shifts in identity, perspective, or internal experience

• Success emerges during conversation, not just defined upfront

3. Maintaining Focus & Time (3.3 + 3.4)

Question:

“Midway through the session, the client shifts into a completely different topic not related to the original focus. What do you do?”

What this tests:

• Contract maintenance

• Ability to manage drift

• Flexibility vs structure

PCC signal:

• “How does this relate to your original goal?”

• Redirects conversation back to agenda

MCC signal:

• Notices shift without interrupting flow

• Allows emergence if new topic holds deeper significance

• Contracts in real time, subtly

4. Progress Awareness (3.5 + 3.6)

Question:

“How do you help a client recognise whether they are making progress during the session without becoming directive?”

What this tests:

• Awareness building

• Non-directive progress reflection

• Client ownership of insight

PCC signal:

• Direct check-in: “What progress have you made so far?”

MCC signal:

• Uses reflection and silence

• Client organically recognises movement or shift

5. Closing & Future Contracting (3.7)

Question:

“At the end of a session, how do you support the client in deciding what comes next without imposing a structure?”

What this tests:

• Future orientation

• Client-led development planning

• Clean session closure

PCC signal:

• “What would you like to focus on next time?”

MCC signal:

• Future direction emerges naturally from insight gained

• No forced ‘planning moment’—it evolves from awareness

 How These 5 Questions Work Together

They cover the full ICF Competency 3 system:

Area

Covered

Session focus

Q1

Success definition

Q2

Time & alignment

Q3

Progress tracking

Q4

Future contracting

Q5

 Examiner Insight

• PCC = explicit, structured questioning, coach leads process

• MCC = fluid, emergent contracting embedded in presence and client awareness

COACH TRAINING SCRIPT: CONTRACTING (ICF COMPETENCY 3)

(Word-for-word usable script)

1. MACRO CONTRACTING (Engagement Level – First Session / Intake)

Opening the Contract

“Before we begin coaching, I’d like to take a few minutes to agree how we will work together. This is to make sure we are both clear and aligned.”

What Coaching Is

“In this coaching relationship, my role is to support your thinking, awareness, and decision-making.”

“I will not be advising, mentoring, or telling you what to do.”

“You remain fully responsible for your choices, actions, and outcomes.”

Confidentiality

“What you share in coaching stays confidential, except where there is a legal or ethical obligation to disclose, which I will always explain if it ever arises.”

Scope & Boundaries

“Coaching is forward-focused and action-oriented.”

“It is not therapy, counselling, or diagnosis, and if something comes up that requires that kind of support, we will address it together appropriately.”

Client Ownership

“This is your space. You decide what we talk about, what matters most, and what progress looks like for you.”

Agreement Check

“How does this way of working feel for you? Is there anything you would like to add or clarify before we continue?”

2. MICRO CONTRACTING (Session Level – ICF Competency 3.1–3.3)

Start of Every Session

“Before we dive in, what would you like to focus on today?”

Clarifying Outcome (3.1)

“What would make this session really valuable for you?”

Defining Success (3.2)

“How will you know this conversation has been useful for you today?”

“What would be different for you by the end of this session?”

Prioritising Focus

“You’ve mentioned a few things—what feels most important to focus on right now?”

Time Contracting (3.3)

“We have about 45 minutes together—how would you like to use this time?”

“Where would you like to start?”

3. MAINTAINING THE CONTRACT DURING THE SESSION (3.4–3.6)

Re-aligning to Focus (3.4)

“How does what you’re sharing right now connect to what you wanted to focus on today?”

“Is this still the most important direction for us to explore?”

Managing Drift

“I’m noticing we’ve moved into a slightly different area—do you want to stay here, or return to your original focus?”

Checking Progress (3.5)

“Where are you now in relation to what you wanted to achieve today?”

“What’s shifted for you so far in this conversation?”

“What are you noticing about yourself right now?”

Clarifying What’s Needed (3.6)

“What feels like the real block here?”

“What would need to become clear for you to move forward?”

“What’s still unresolved for you in this?”

4. FUTURE CONTRACTING (3.7 – Closing the Session)

End of Session Reflection

“As we close today, what feels most important from this conversation for you?”

Future Focus

“What would you like to take forward into your next steps?”

“What would you like to focus on next time we meet?”

Integration

“How will you apply what you’ve realised today in your real world?”

“What’s your commitment to yourself after this session?”

5. MCC-LEVEL SUBTLE CONTRACTING LANGUAGE (ADVANCED)

(This is the difference between PCC and MCC)

Instead of explicit checking, use this:

• “What feels most alive for you right now?”

• “Where would you like to go with this?”

• “What’s becoming clear as we talk?”

• “What wants your attention now?”

• “What are you noticing in yourself as you say that?”

Holding the Contract Invisibly

“I’m with you… take your time.”

“Say more about that.”

“What’s underneath that for you?”

When redirecting without breaking flow

“Stay with that… and I’m curious how it connects to what you came in wanting today.”

CORE COACHING PRINCIPLE (IMPORTANT)

“Contracting is not a step in coaching. It is the structure that holds the entire conversation.”

SUMMARY SCRIPT FLOW

1. Agree relationship (macro contract)

2. Define session focus (3.1)

3. Define success (3.2)

4. Manage time (3.3)

5. Maintain alignment (3.4)

6. Check progress (3.5)

7. Clarify barriers (3.6)

8. Agree next steps (3.7)

MCC-LEVEL CONTRACTING SCRIPT (ICF COMPETENCY 3)

(Advanced, fluid, presence-based)

Opening (No formal “contracting step”)

“Welcome… good to see you.”

(pause)

“What would be most meaningful for you to explore today?”

Emerging Focus (3.1 – but implicit)

Client speaks…

Coach:

“Mm… say more about that.”

(long pause)

“What feels most alive for you in that right now?”

Deepening the real agenda (not surface agenda)

“What is drawing your attention most strongly as you say that?”

“What part of this matters most to you today?”

Success emerges (3.2 – not asked directly)

Client speaks…

Coach:

“What would be different for you if this shifted in the way you’re hoping for?”

(pause)

“And what would that mean for you?”

Time is held invisibly (3.3 – no explicit management)

Client continues exploring…

Coach (only if necessary, very lightly):

“We have time… just stay with what’s important.”

Maintaining alignment (3.4 – subtle recalibration)

“If we pause for a moment… how does this connect to what brought you here today?”

(pause)

“What wants your attention most right now?”

Letting the client self-correct (key MCC distinction)

Client drifts into another topic…

Coach:

“I’m noticing where you’ve gone…”

(long pause)

“What feels most essential for you in all of this?”

Progress awareness emerges naturally (3.5)

“What are you noticing about yourself as you talk through this?”

(pause)

“What’s shifting for you right now?”

Depth over direction (3.6 – MCC hallmark)

“What feels underneath all of this for you?”

“What is this really about for you?”

(silence held)

Future emerges organically (3.7 – no forced closing)

As insight emerges…

Coach:

“What becomes available for you now that wasn’t before?”

(pause)

“And where might that take you next… if anywhere?”

Closing (no formal ‘wrap-up contract’)

Client naturally begins to conclude…

Coach:

“Take a moment with what’s here…”

(long pause)

“What are you leaving with right now?”

(silence)

“And what feels important to carry forward from this?”

KEY MCC CONTRACTING PRINCIPLES (CRITICAL)

1. Contracting is NOT separate

It is woven into presence, awareness, and dialogue.

2. No mechanical checking

Instead of:

• “What do you want to focus on?”

• “How will you know this is successful?”

MCC uses:

• “What’s alive for you?”

• “What’s becoming clear?”

• “What matters most right now?”

3. Silence does the contracting

At MCC level:

• Silence = alignment tool

• Presence = structure

• Awareness = agenda

4. Client owns everything without being asked

There is no:

• agenda management

• time management instruction

• explicit success definition step

It emerges naturally.

5. Coach holds the frame invisibly

The coach is not managing the session.

They are:

“holding the space where the client continuously contracts with themselves.”

ONE-LINE MCC DEFINITION OF CONTRACTING

“At MCC level, contracting is not something the coach does—it is something that continuously emerges between awareness, presence, and client insight.”

Here’s a powerful, ready-to-use training resource for teaching Contracting & Agreements (Macro + Micro) aligned to ICF and COMENSA.

When Training Coaches on Contracting

FOUNDATION (1–15) – Setting the Frame

1. Contracting is the foundation of all effective coaching.

2. Without a clear agreement, there is no coaching—only conversation.

3. Contracting creates clarity, safety, and direction.

4. Coaching is a partnership, and contracting defines that partnership.

5. The client owns the agenda—contracting protects that.

6. Contracting is not a form—it is a living agreement.

7. Every great coaching session starts with clarity of focus.

8. Contracting is about alignment, not control.

9. You are not responsible for the client’s results—but you are responsible for the agreement.

10. A weak contract leads to a weak outcome.

11. Contracting prevents coaching from becoming advice or therapy.

12. The clearer the agreement, the deeper the coaching.

13. Contracting is an ethical responsibility, not just a skill.

14. If you’re confused, the contract is unclear.

15. Coaching without contracting is like driving without a destination.

MACRO CONTRACTING (16–35) – Engagement Level

16. Macro contracting defines the overall coaching relationship.

17. It includes roles, responsibilities, and expectations.

18. It clarifies what coaching is and is not.

19. It defines boundaries between coaching, mentoring, and therapy.

20. Confidentiality must always be explicitly agreed.

21. The client must understand their responsibility for outcomes.

22. Payment, logistics, and cancellations are part of the contract.

23. Ethical standards must be explained clearly.

24. The coach must ensure informed consent.

25. Macro contracting builds trust before coaching begins.

26. It protects both the coach and the client.

27. Always check: “Is the client truly agreeing—or just complying?”

28. Macro contracts can evolve as the relationship evolves.

29. The contract should be clear, simple, and transparent.

30. Avoid jargon—clients must fully understand the agreement.

31. Revisit the contract if anything changes.

32. The contract is co-created, not imposed.

33. Good contracting reduces future conflict.

34. Always confirm agreement—not assume it.

35. Ethical clarity builds professional credibility.

MICRO CONTRACTING (36–60) – Session Level

36. Micro contracting happens at the start of every session.

37. Always ask: “What would you like to focus on today?”

38. Never assume the agenda—always co-create it.

39. Clarity of focus leads to depth of insight.

40. Define what success looks like before coaching begins.

41. “How will you know this session was valuable?” is a key question.

42. If the client brings multiple topics, help them prioritise.

43. Time is part of the contract—use it intentionally.

44. Micro contracting prevents drift.

45. It creates a container for the conversation.

46. Without it, coaching becomes unfocused.

47. The client must choose the focus—not the coach.

48. Keep the contract simple and clear.

49. Don’t overcomplicate the session agreement.

50. Micro contracting should feel natural, not mechanical.

51. It should take minutes—not dominate the session.

52. Strong micro contracts lead to powerful outcomes.

53. Reconfirm the focus if the conversation shifts.

54. The session goal must be meaningful to the client.

55. Avoid vague goals—push for clarity.

56. The client defines success—not the coach.

57. Micro contracting sets the direction for the session.

58. It is the anchor of the coaching conversation.

59. It supports accountability and progress.

60. Always check: “Are we still aligned?”

ONGOING CONTRACTING (61–80) – During the Session

61. Contracting is continuous, not a one-time step.

62. Revisit the agreement as needed.

63. If the client drifts, bring them back gently.

64. Ask: “How does this relate to your goal?”

65. Check progress throughout the session.

66. Awareness of progress is part of coaching.

67. Clients should track their own movement.

68. If something new emerges, re-contract.

69. Don’t ignore shifts—explore them.

70. Stay aligned with what matters most.

71. Contracting keeps the session purposeful.

72. It prevents over-exploration without outcome.

73. It supports focus and depth.

74. Use contracting to manage time gracefully.

75. Avoid interrupting flow—be subtle.

76. MCC level = invisible contracting.

77. Let the client self-correct when possible.

78. Maintain direction without controlling.

79. Balance structure with presence.

80. Contracting lives inside the conversation.

CLOSING CONTRACTING (81–90)

81. Always close the session intentionally.

82. Ask: “What are you taking away from today?”

83. Reflect on progress toward the goal.

84. Link insights to action.

85. Ask: “What will you do next?”

86. Explore accountability.

87. Connect today’s work to future sessions.

88. Ask: “What would you like to focus on next time?”

89. Ensure the session feels complete.

90. Closure reinforces learning and ownership.

ADVANCED / MCC INSIGHTS (91–100)

91. At MCC level, contracting is invisible.

92. The client owns the agenda without being asked.

93. The coach holds the structure without controlling it.

94. Contracting emerges through presence.

95. Silence can be part of contracting.

96. Awareness replaces explicit structure.

97. The coach trusts the process deeply.

98. The client self-aligns continuously.

99. The contract evolves in real time.

100. Mastery is when contracting is felt, not seen.

 COMENSA Contracting Requirements (Simplified & Practical)

COMENSA aligns closely with ethical coaching standards and expects the following in contracting:

1. Clear Agreement

• Establish a clear, mutual agreement on the coaching relationship

• Define purpose, scope, and goals

2. Roles & Responsibilities

• Clarify the role of the coach vs client

• Ensure the client understands their responsibility for outcomes

3. Informed Consent

• Client must fully understand:

  • What coaching is

  • What it is not

• Agreement must be voluntary and informed

4. Confidentiality

• Define confidentiality and its limits

• Explain any legal or ethical exceptions

5. Boundaries

• Clarify boundaries between:

  • Coaching

  • Therapy

  • Mentoring

  • Consulting

6. Logistics & Commercial Terms

• Fees and payment terms

• Session frequency and duration

• Cancellation policies

7. Ethical Alignment

• Adherence to COMENSA Code of Ethics

• Respect, professionalism, and integrity

8. Review & Re-contracting

• Agreements should be reviewed and updated when needed

• Flexibility as the coaching evolves

9. Cultural & Context Sensitivity

• Consider diversity, inclusion, and cultural context

• Ensure agreement is appropriate for the client’s environment

10. Record Keeping & Transparency

• Maintain appropriate documentation

• Ensure transparency in all agreements

 Simple Summary to Teach

“ICF focuses on how you contract in the moment.
COMENSA ensures you contract ethically and professionally in the relationship.”

If you want next, I can:

• Turn this into a trainer slide deck

• Create a COMENSA vs ICF comparison framework

• Or build a full 2-day contracting workshop with activities and assessments

use the 10 comensa coaching requirements and give me a script that matches all requirements

Here is a complete, word-for-word coaching contracting script that covers all 10 COMENSA contracting requirements while remaining natural, professional, and client-centred.

You can use this for:

• First session / intake

• Assessment demonstrations

• Training coaches

 COMENSA-ALIGNED CONTRACTING SCRIPT (FULL)

1. Opening & Purpose (Clear Agreement + Informed Consent)

“Before we begin, I’d like us to take a few minutes to agree on how we’ll work together, so that we’re both clear and aligned.”

“My intention is to create a space that supports your thinking, growth, and outcomes.”

2. What Coaching Is (Informed Consent + Boundaries)

“In this coaching relationship, my role is to support your thinking through questions, reflection, and awareness.”

“I won’t be giving advice, mentoring, or telling you what to do.”

“Coaching is focused on your goals, your decisions, and your forward movement.”

3. What Coaching Is Not (Boundaries)

“It’s also important to say that coaching is not therapy, counselling, or diagnosis.”

“If at any point something comes up that is better suited to another form of support, we’ll discuss that together.”

4. Roles & Responsibilities (Client Ownership)

“You are fully responsible for your choices, actions, and results.”

“My role is to support your process—not to direct it.”

“This is your space, and you decide what we focus on and what matters most.”

5. Scope & Goals (Clear Agreement)

“We will focus on the goals and outcomes that are meaningful to you.”

“We can define those together and revisit them as needed.”

“What would you like to achieve through coaching at a broader level?”

(Allow response and refine together)

6. Confidentiality (Confidentiality Requirement)

“Everything you share in this coaching space will remain confidential.”

“The only exceptions would be if there is a legal obligation or a risk of harm to yourself or others—in which case I would discuss that with you.”

7. Logistics & Practicalities (Commercial Terms)

“Let’s also agree on the practical side of things.”

“Our sessions will be [duration, e.g., 60 minutes], and we’ll meet [frequency].”

“The fee is [amount], and payment will be [method/terms].”

“If you need to reschedule, I ask for [e.g., 24 hours’ notice].”

8. Ethical Alignment (Professional Standards)

“I work in alignment with professional coaching standards and ethics, which means I’m committed to confidentiality, respect, and acting in your best interest.”

“If at any point you have concerns about how we are working together, I encourage you to raise them openly.”

9. Cultural & Context Sensitivity

“I also want to acknowledge that your context, background, and environment are important.”

“If there’s anything about your situation, culture, or preferences that you’d like me to be aware of in how we work together, please feel free to share that.”

10. Review & Re-Contracting

“As we move forward, we can revisit and adjust our agreement if your needs or goals change.”

“This is a flexible process that evolves with you.”

11. Agreement Check (Critical Step)

“Before we begin, how does this way of working sound to you?”

“Is there anything you’d like to add, change, or clarify?”

(Pause and confirm explicit agreement)

 TRANSITION INTO MICRO CONTRACTING (SESSION START)

“Great—so with that in place…”

“What would you like to focus on today?”

 KEY TRAINING INSIGHT

This script ensures:

• Ethical compliance (COMENSA)

• Clear structure (ICF alignment)

• Client ownership

• Professional credibility

 ONE-LINE SUMMARY TO TEACH

“COMENSA contracting is about creating a clear, ethical, and professional agreement that protects both the client and the coach—while keeping the client fully responsible for their journey.”

Here’s a clean, professional micro-contracting script + a practical framework you can use in ICF / COMENSA-aligned coaching sessions.

 MICRO CONTRACTING SCRIPT (Word-for-Word)

Use this at the start of every session (and adapt naturally):

Opening the session

“Welcome back. Before we begin, let’s take a moment to get clear on what would be most valuable for you today.”

Setting the focus

“What would you like to focus on in this session?”

(Pause and listen)

Refining clarity

“And what specifically about that would you like to explore?”

Defining success

“If this session was really valuable for you, what would be different by the end?”

Making it meaningful

“Why is this important to you right now?”

Sharpening the outcome

“So by the end of our time together, you’d like to walk away with [reflect their words]. Is that right?”

Prioritising (if needed)

“You’ve mentioned a few areas—what feels most important to focus on today?”

Agreement check

“Does that feel like the right focus for our session?”

Transition into coaching

“Great—let’s begin there.”

 MICRO CONTRACTING FRAMEWORK (Simple & Powerful)

Use this easy structure:

F.O.C.U.S. Framework

F – Focus

👉 What is the topic?

Questions:

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

• “What’s most important for you right now?”

O – Outcome

👉 What does success look like?

Questions:

• “What would you like to walk away with?”

• “How will you know this session was useful?”

C – Clarity

👉 Make it specific and meaningful

Questions:

• “What specifically about this matters?”

• “What does that look like in practice?”

U – Importance (Why)

👉 Why does this matter now?

Questions:

• “Why is this important to you?”

• “What’s at stake if nothing changes?”

S – Scope / Time

👉 What can realistically be done in this session?

Questions:

• “What would be a meaningful outcome in the time we have?”

• “What feels achievable today?”

 MID-SESSION RE-CONTRACTING (WHEN THINGS SHIFT)

Use this naturally if the client drifts:

• “How does this connect to what you wanted to achieve today?”

• “Are we still focusing on what matters most?”

• “Would you like to shift the focus?”

 CLOSING THE MICRO CONTRACT (END OF SESSION)

Tie back to the agreement:

• “What are you taking away from today?”

• “How does this relate to what you wanted at the start?”

• “What will you do next?”

 ADVANCED (PCC → MCC TIP)

At higher levels:

• Contracting becomes lighter and more fluid

• You reflect instead of ask directly

• You co-create, not control

Example:

Instead of:
👉 “What do you want to focus on?”

You might say:
👉 “What feels most important for us to explore today?”

 ONE-LINE TRAINING TAKEAWAY

“Micro contracting is the art of creating clarity, direction, and ownership—before the coaching even begins.”

Here are 10 ICF-style PCC mock test questions (multiple choice).
Answers are provided separately at the end so you can test yourself first.

 ICF PCC Mock Test – Contracting & Core Competencies (10 Questions)

Q1.

A client begins a session by talking about multiple unrelated challenges. What is the BEST response by the coach?

A. Allow the client to explore freely without interruption
B. Ask the client to choose one topic to focus on
C. Provide advice on which issue seems most urgent
D. Summarize all issues and move into problem-solving

Q2.

Which question BEST aligns with defining success for the session?

A. “Why is this important to you?”
B. “How will you know this session was useful?”
C. “What have you tried before?”
D. “What do you think you should do next?”

Q3.

A client shifts away from the agreed topic mid-session. What should the coach do?

A. Ignore the shift and continue listening
B. Redirect immediately to the original topic
C. Ask how the new topic relates to the original goal
D. Offer a solution to bring focus back

Q4.

Which action BEST demonstrates maintaining the coaching agreement?

A. Asking multiple questions about different topics
B. Following the client’s energy regardless of focus
C. Checking alignment with the session goal
D. Giving advice when the client is stuck

Q5.

What is the PRIMARY purpose of contracting in coaching?

A. To control the direction of the session
B. To ensure the coach leads the process
C. To create clarity and shared understanding
D. To define the coach’s expertise

Q6.

Which of the following BEST reflects ICF coaching versus mentoring?

A. The coach shares personal experience
B. The coach provides expert advice
C. The coach facilitates the client’s thinking
D. The coach directs the client’s actions

Q7.

A client says, “I just want to feel better.” What is the BEST next step?

A. Suggest ways to improve their mood
B. Ask what “feeling better” means to them
C. Move directly into action planning
D. Share similar experiences

Q8.

Which of the following BEST demonstrates ethical coaching practice?

A. Sharing client information with a colleague for advice
B. Keeping all client information confidential within agreed limits
C. Advising the client on what decision to make
D. Challenging the client aggressively

Q9.

At the end of a session, what is the BEST question to support client accountability?

A. “What did you learn today?”
B. “What will you do next?”
C. “Why was this important?”
D. “How do you feel now?”

Q10.

Which behaviour BEST aligns with PCC-level coaching presence?

A. Strictly following a structured process
B. Allowing the client to lead while maintaining focus
C. Giving advice when the client is unclear
D. Interrupting to manage time frequently

 ANSWERS (Check after attempting)

1. B

2. B

3. C

4. C

5. C

6. C

7. B

8. B

9. B

10. B

Here are the next 10 PCC-level ICF mock questions, slightly more scenario-based and exam-realistic.

 ICF PCC Mock Test – Set 2 (Questions 11–20)

Q11.

A client says, “I don’t know what I want to focus on today.” What is the BEST response?

A. Suggest a topic based on previous sessions
B. Ask the client what feels most important right now
C. Move into general life discussion
D. Provide options for the client to choose from

Q12.

A client defines their goal vaguely. What should the coach do FIRST?

A. Move into action planning
B. Challenge the client’s lack of clarity
C. Explore what the goal means to the client
D. Offer examples of clearer goals

Q13.

During a session, the client becomes emotional. What is the BEST response?

A. Shift the topic to avoid discomfort
B. Offer advice to solve the issue
C. Acknowledge the emotion and allow space
D. Ask the client to calm down

Q14.

A client asks, “What would you do if you were me?” What should the coach do?

A. Share personal advice
B. Redirect the question back to the client
C. Provide multiple options
D. Suggest the most logical solution

Q15.

Which action BEST supports client autonomy?

A. Giving the client a step-by-step plan
B. Asking leading questions toward a solution
C. Encouraging the client to generate their own options
D. Sharing similar experiences

Q16.

A client is not making progress toward their goal. What is the BEST coaching response?

A. Motivate the client to try harder
B. Revisit the goal and explore what is getting in the way
C. Provide a structured action plan
D. Suggest a different goal

Q17.

What is the BEST way to close a coaching session?

A. Summarize everything discussed
B. End when time runs out
C. Ask the client what they are taking away and their next steps
D. Give feedback on the client’s performance

Q18.

A coach notices they are becoming emotionally invested in the client’s outcome. What should they do?

A. Continue as normal
B. Share their emotions with the client
C. Refocus on the client’s agenda and maintain neutrality
D. End the session early

Q19.

Which question BEST demonstrates active listening?

A. “Why did you do that?”
B. “What should you do next?”
C. “What I’m hearing is… is that right?”
D. “Have you considered another option?”

Q20.

A client brings a topic outside the coach’s expertise. What should the coach do?

A. Provide general advice anyway
B. Ignore the topic
C. Stay within coaching role and support the client’s thinking
D. Refer immediately without discussion

 ANSWERS (Check after attempting)

11. B

12. C

13. C

14. B

15. C

16. B

17. C

18. C

19. C

20. C

When you're ready, ask for the next 10 (21–30)—I can make those even closer to MCC-level trickiness with more nuanced distinctions.

next 10

Here are Questions 21–30, now moving closer to PCC–MCC boundary level with more nuanced scenarios and subtle distractors.

🧠 ICF PCC Mock Test – Set 3 (Questions 21–30)

Q21.

A client starts the session with: “I want to talk about my career, my relationship, and my health.” What is the BEST response?

A. Explore all three topics equally
B. Ask which one feels most important to focus on today
C. Choose the most urgent topic for the client
D. Start with career as it’s most common

Q22.

A client defines success as “feeling better.” What should the coach do NEXT?

A. Accept it and continue
B. Ask what “feeling better” specifically looks like for them
C. Suggest measurable outcomes
D. Move into action planning

Q23.

Mid-session, the client says: “Actually, I want to talk about something else.” What is the BEST response?

A. Redirect them back to the original topic
B. Allow the shift without question
C. Explore the new topic and re-contract the session
D. End the session and reschedule

Q24.

A client is speaking at length without clear direction. What should the coach do?

A. Let them continue uninterrupted
B. Interrupt and redirect to the goal
C. Reflect and invite focus on what matters most
D. Offer a summary and solution

Q25.

Which question BEST supports maintaining the coaching agreement?

A. “Why is this happening?”
B. “What do you think you should do?”
C. “How does this connect to what you wanted to achieve today?”
D. “Have you tried this before?”

Q26.

A client says, “I’ve tried everything and nothing works.” What is the BEST response?

A. Suggest new strategies
B. Challenge the client’s belief directly
C. Explore what “everything” means to them
D. Encourage them to keep trying

Q27.

A client reaches an insight but does not take action. What should the coach do?

A. Push the client to commit to action
B. Leave it as insight only
C. Explore what the insight means and what they want to do with it
D. Suggest a specific action

Q28.

Which behaviour BEST demonstrates PCC-level presence?

A. Strictly following a coaching model
B. Responding flexibly to the client while maintaining focus
C. Leading the client toward solutions
D. Avoiding silence

Q29.

A client asks for advice multiple times. What is the BEST approach?

A. Provide advice to build trust
B. Ignore the request
C. Acknowledge the request and return responsibility to the client
D. End the session

Q30.

At the end of a session, the client has not fully achieved their goal. What should the coach do?

A. Extend the session
B. Highlight what has been achieved and explore next steps
C. Apologize for lack of progress
D. Provide a solution to complete the goal

 ANSWERS (Check after attempting)

21. B

22. B

23. C

24. C

25. C

26. C

27. C

28. B

29. C

30. B

Here are Questions 31–40, now at high PCC / early MCC level with more subtle distinctions (these are closer to how the real exam tests judgment).

 ICF PCC Mock Test – Set 4 (Questions 31–40)

Q31.

A client sets a clear goal at the start, but midway begins exploring a deeper, unrelated issue. What is the BEST response?

A. Bring the client back to the original goal immediately
B. Allow full exploration without reference to the goal
C. Acknowledge the shift and invite the client to choose the direction
D. Ignore the new topic

Q32.

A client says, “I don’t feel like I made progress today.” What should the coach do FIRST?

A. Defend the coaching process
B. Highlight what the coach observed as progress
C. Ask the client what progress would have looked like for them
D. Suggest continuing the session

Q33.

Which question BEST demonstrates partnership in contracting?

A. “What do you want to achieve today?”
B. “What should we focus on?”
C. “What would be most valuable for us to work on today?”
D. “Tell me your goal.”

Q34.

A client repeatedly brings vague goals across sessions. What is the MOST effective approach?

A. Accept the client’s style
B. Push the client to define a SMART goal
C. Explore what clarity means for the client and co-create focus
D. Provide examples of clear goals

Q35.

During a session, the coach notices their own judgment arising. What should they do?

A. Share the judgment with the client
B. Ignore it and continue
C. Acknowledge internally and refocus on the client
D. Challenge the client

Q36.

A client says, “I just want you to tell me what to do.” What is the BEST response?

A. Provide advice
B. Explain that coaching is not advice-giving and invite their thinking
C. End the session
D. Give general suggestions

Q37.

Which action BEST reflects maintaining presence?

A. Thinking ahead to the next question
B. Following a prepared structure
C. Responding to what is emerging in the moment
D. Planning the session outcome

Q38.

A client reaches a powerful emotional insight. What should the coach do NEXT?

A. Move quickly to action planning
B. Stay with the insight and deepen awareness
C. Summarize and close the session
D. Shift to a lighter topic

Q39.

Which question BEST supports client ownership?

A. “Why didn’t you take action?”
B. “What stopped you?”
C. “What choices do you see available to you?”
D. “Have you tried harder?”

Q40.

A session is nearing the end, and the client introduces a new topic. What is the BEST response?

A. Start exploring the new topic fully
B. Ignore the new topic
C. Acknowledge it and ask how they want to use the remaining time
D. Extend the session automatically

 ANSWERS (Check after attempting)

31. C

32. C

33. C

34. C

35. C

36. B

37. C

38. B

39. C

40. C

You’re now operating at strong PCC level.

Here is a 20-question COMENSA Contracting Test focused on ethics, agreements, boundaries, and professionalism, followed by a separate answer section.

 COMENSA Contracting Test (20 Questions)

Q1.

What is the primary purpose of contracting in coaching?

A. To define the coach’s authority
B. To create a clear, mutual agreement
C. To ensure the client follows instructions
D. To structure the session strictly

Q2.

Which element is ESSENTIAL in a COMENSA coaching contract?

A. Coach’s personal experience
B. Confidentiality agreement
C. Advice framework
D. Personality assessment

Q3.