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COMENSA Code of Ethics – Short Guide
Professional Integrity – Always act honestly, responsibly, and transparently as a coach.
Confidentiality – Protect all client information unless legally required to disclose.
Respect for Clients – Honor clients’ values, beliefs, and autonomy in all interactions.
Competence – Only coach within your level of training and expertise; commit to ongoing development.
Conflict of Interest – Avoid dual relationships that could compromise impartiality.
Non-Discrimination – Treat all clients equally, without bias based on race, gender, religion, or background.
Client Welfare First – Prioritize the client’s interests and wellbeing above personal or financial gain.
Professional Boundaries – Maintain clear boundaries; avoid inappropriate relationships with clients.
Accurate Representation – Represent your qualifications, skills, and experience truthfully.
Compliance with Law – Adhere to all applicable laws and regulations while coaching.
Ethical Marketing – Promote your services honestly, without exaggeration or misleading claims.
Peer Respect – Show respect to fellow coaches and the broader coaching community.
Feedback & Accountability – Be open to feedback and accept responsibility for your coaching practice.
Continuous Learning – Commit to improving your skills, knowledge, and ethical awareness.
Reporting Breaches – Take action if ethical standards are violated, either by yourself or others.
ICF Code of Ethics – Short Guide
Integrity First – Act honestly, fairly, and with transparency in all coaching relationships.
Confidentiality – Keep all client information private unless the client provides consent or law requires disclosure.
Professional Boundaries – Maintain clear boundaries; avoid conflicts of interest and dual relationships.
Respect for Clients – Honor clients’ values, beliefs, and goals; empower their choices.
Competence – Only coach within your level of training, certification, and experience.
Conflict of Interest – Disclose any potential conflicts and manage them ethically.
Transparency in Fees – Clearly communicate fees, terms, and services upfront.
Accurate Representation – Represent your qualifications, experience, and credentials truthfully.
Ethical Marketing – Promote your services honestly, avoiding misleading claims or exaggerations.
Client Welfare – Always prioritize the client’s well-being above personal or financial gain.
Compliance with Law – Follow all applicable laws and regulations in your coaching practice.
Professional Conduct – Treat peers, colleagues, and the coaching community with respect.
Ongoing Learning – Commit to continuous professional development and ethical awareness.
Hi All, I'd really appreciate any likes follows or shares on my latest Linkedin article. If you get time.
20 things to include in your macro coaching contract:
Parties to the agreement (coach & client)
Purpose of coaching
Scope of engagement
Coaching process
Roles & responsibilities
Confidentiality clause
Ethics & code of conduct (ICF & COMENSA)
Session logistics (length, frequency, format)
Fees & payment terms
Cancellation & rescheduling policy
Duration & termination terms
Client commitment & accountability
Limitation of liability
Data protection & privacy (POPIA)
Agreement & consent (signatures & dates)
Recording consent (if sessions are recorded)
Intellectual property of materials
Referral clause (when to refer to therapist)
Emergency contact clause (if applicable)
Dispute resolution process
Summary of what must be submitted to pass COMENSA Level 1:
Core Documents (All Applicants):
Copy of ID / Passport.
3 x Client references.
Coaching log (100 hours, 90% paid).
Ethics & Code of Conduct essay.
Diversity essay.
12-month Self-development plan.
Signed Right to Appeal form.
Signed Commitment to Supervision form.
Behavioural Standards Framework (BSF) questionnaire (70% pass mark).
Evaluation Stage:
Attend a 40-minute live coaching session with two evaluators.
Complete a post-evaluation self-reflection form.
If using Pathway 1 (Formal Training):
Training certificates (60 hours).
Training log summary.
If using Pathway 2 (RPL - Experience-Based):
Detailed CV.
Coaching profile / Bio.
Essay: Coaching vs Counselling.
Motivation letter (Behavioural Standards equivalence).
Description of coaching models used.
Payment & Compliance:
Pay the non-refundable application fee.
Accept the COMENSA Code of Ethics.
Declare no legal issues.
After Passing:
Maintain 72 CPD points over 3 years.
Complete 12 hours of supervision over 3 years.
Renew credential every 3 years.
20 Ways to Define Your Coaching Niche
Solve a specific problem your clients face.
Target a specific demographic (age, gender, location, profession).
Focus on a specific life stage (students, parents, retirees).
Specialize in a specific industry (tech, finance, healthcare).
Serve a specific personality type (introverts, extroverts, leaders).
Address a particular skill gap (communication, leadership, time management).
Offer coaching for a specific goal (career growth, weight loss, financial freedom).
Focus on emotional or mental state (confidence, stress, resilience).
Target clients who want behavior change (habits, productivity, mindfulness).
Specialize in relationship coaching (romantic, professional, family).
Focus on performance improvement (athletes, executives, creatives).
Offer coaching for transition phases (career change, relocation, retirement).
Serve a specific income bracket (high net worth, middle class, startups).
Address health & wellness goals (nutrition, fitness, mental health).
Focus on entrepreneurial or business coaching (startups, scaling, marketing).
Serve clients who want personal growth & self-mastery.
Target clients with specific challenges (impostor syndrome, burnout, procrastination).
Use a specific coaching method (neuro-linguistic programming, mindfulness, strengths-based).
Serve clients virtually or in specific locations (online coaching, city-based).
Define your niche by passion & expertise alignment – where your skills and interest intersect with demand.
Summary: Coaching, Mentoring, Therapy
1. Coaching
Focuses on achieving specific goals and improving performance.
Future-oriented and action-driven.
Uses questioning to unlock potential.
Holds clients accountable for progress.
Usually short- to medium-term and structured.
2. Mentoring
Provides guidance from an experienced person.
Supports career or personal growth.
Shares knowledge, advice, and real-life experience.
Can be both present- and future-oriented.
Often long-term and relationship-based.
3. Therapy
Addresses mental health and emotional well-being.
Explores past experiences to understand current behavior.
Diagnoses and treats psychological issues.
Provides coping strategies and interventions.
Usually longer-term and clinically guided.
What FAILS Candidates Most Often
These are the biggest traps:
❌ Giving advice (“You should…”)
❌ Leading questions (“Don’t you think…”)
❌ Talking too much
❌ Coaching the topic instead of the person
❌ No clear goal or outcome
❌ Surface-level questions (no depth)
❌ Not creating awareness (just chatting)
What a PASS Looks Like (ACC Level)
A passing coach will:
✅ Let the client lead the conversation
✅ Ask clean, short, powerful questions
✅ Reflect back insights
✅ Stay curious (not clever)
✅ Help the client think, not follow instructions
✅ End with client-owned action
The 8 ICF Core Competencies (What You’re Judged On)
1. Demonstrates Ethical Practice
Maintains confidentiality
Acts within coaching boundaries
Doesn’t manipulate or impose views
2. Embodies a Coaching Mindset
Shows curiosity, openness, and flexibility
Manages own ego (not trying to “fix” the client)
3. Establishes and Maintains Agreements
Clear session focus
Client defines the goal (not you)
4. Cultivates Trust and Safety
Creates a non-judgmental space
Client feels heard and respected
5. Maintains Presence
Fully engaged and responsive
Not distracted or following a script
6. Listens Actively
Picks up on:
Emotions
Values
Patterns
Reflects accurately
7. Evokes Awareness ⭐ (CRITICAL)
Asks powerful, open-ended questions
Helps client see new perspectives
No advice-giving
8. Facilitates Client Growth
Client leaves with:
Insight
Clear action
Ownership
Comensa Behavioural Standards Framework
1.Contracting – Establishes clear agreements on goals, roles, boundaries, and expectations.
2. Communicating – Uses active listening and effective questioning to facilitate client thinking.
3. Building Trust and Rapport – Creates a safe, respectful, and non-judgmental environment.
4. Creating Awareness and Learning – Evokes insight and new perspectives in the client.
5. Designing Actions and Accountability – Supports the client to define actions and take responsibility.
6. Building Self-Awareness – Recognises and manages personal biases, triggers, and assumptions.
7. Ongoing Personal and Professional Development – Commits to continuous learning and growth as a coach.
8. Maintaining Coaching Presence – Stays fully present, focused, and client-centred during sessions.
9. Managing Diversity – Adapts coaching approach to respect different backgrounds, cultures, and contexts.
Comensa Policy Risks - Here are unofficial risk factors relating to the COMENSA Credentialing Policy:
🚫 Where Students / Lose Credibility (COMENSA Policy Summary)
Not meeting minimum coach training hours (e.g. 60+ hours).
Not completing required coaching logbook hours.
Insufficient paid coaching experience (90% requirement).
Failing to achieve 70% pass mark in knowledge assessment.
Submitting incomplete or poorly documented evidence.
Inability to demonstrate competence against COMENSA standards.
Weak alignment to core coaching competencies.
Over-reliance on advice instead of facilitating client thinking.
Lack of clear coaching structure and contracting.
Poor listening and ineffective questioning skills.
⚠️ Ethical & Professional Risks (Red Flags)
Breaching the COMENSA Code of Ethics.
Acting outside coaching scope (e.g. therapy, counselling).
Giving advice, diagnosis, or solutions instead of coaching.
Lack of confidentiality or trust boundaries.
Misrepresentation of qualifications or experience.
Failure to maintain professional conduct.
Not recognising when to refer clients to specialists.
Imposing personal beliefs instead of client-led exploration.
🔄 Ongoing Credential Risk (After Certification)
Not achieving required CPD (Continuous Professional Development) points.
Failure to maintain ongoing learning and development.
Not renewing credentials within required timeframes.
Ignoring professional body requirements and updates.
❌ Grounds for Suspension or Revocation
Failure to meet CPD requirements.
Breach of ethical standards.
Demonstrating incompetence in coaching practice.
Bringing the profession into disrepute.
Non-compliance with COMENSA policies.
⚡ Subtle but Critical Failure Patterns
Coaching becomes teaching, mentoring, or rescuing.
Lack of self-awareness and unmanaged bias.
Inability to create client ownership and accountability.
Bottom Line (What Actually Makes Someone Fail)
It’s not just hours or exams — people fail because they:
Break ethics
Step into therapy or advice
Don’t demonstrate real coaching competence
Stop developing themselves
Here are the 18 key “DON’Ts” (contra-evidence mistakes) distilled cleanly from your full PCC evaluation guide — structured, sharp, and ready to use as a checklist.
🚫 The 18 Things NOT To Do (PCC Performance Evaluation)
🔹 PART 1: Partnership Mistakes (Core Failures)
1. ❌ Don’t give advice (even disguised as questions)
“Have you tried…”
“I recommend…”
👉 Fix: Stay curious, not directive.
2. ❌ Don’t lead or decide for the client
👉 Choosing outcomes, solutions, or direction = breaking partnership
3. ❌ Don’t slip into therapy (digging into the past)
“Tell me about your childhood”
👉 Fix: Redirect to future and outcomes
4. ❌ Don’t breach confidentiality (even subtly)
Sharing examples of other clients/bosses
👉 This can disqualify your submission
5. ❌ Don’t minimize or dismiss the client
“It’s not that bad”
👉 Fix: Acknowledge, don’t reduce
6. ❌ Don’t make casual comments instead of coaching
👉 Comments = noise, not evidence
🔹 PART 2: Missing Opportunities
7. ❌ Don’t miss coaching opportunities
👉 Ignoring emotional cues, insights, hesitations
8. ❌ Don’t ignore client-generated solutions
👉 If client offers an idea — GO THERE
9. ❌ Don’t skip over insights
👉 Insight = GOLD for PCC evidence
10. ❌ Don’t stick rigidly to scripts or structure
👉 Mechanical coaching = obvious failure signal
🔹 PART 3: Poor Responses
11. ❌ Don’t overuse closed questions
“Can you imagine…?”
👉 Limits thinking
12. ❌ Don’t paraphrase with assumptions
“You feel overwhelmed…” (if not said)
👉 Fix: Use client’s exact words
13. ❌ Don’t overuse preambles
“If I hear you correctly…” (again and again)
👉 Sounds robotic
14. ❌ Don’t over-summarize
👉 You’re not writing a report
15. ❌ Don’t use fillers and verbal clutter
“Um… yeah… great… wonderful… mhm…”
👉 Reduces coaching presence
16. ❌ Don’t praise or validate excessively
“That’s amazing!”
👉 Creates bias + dependency
🔹 PART 4: Structural Mistakes
17. ❌ Don’t skip or control the session outcome (contract)
👉 If YOU define it = major fail
18. ❌ Don’t rush or weaken the close
No reflection
No learning captured
No next steps
👉 Must include:
Learning
Action
Acknowledgment
⚠️ BONUS “Silent Killers” (Embedded Across All 18)
These amplify failure risk:
Talking more than the client
Only coaching the WHAT (tasks) not the WHO (person)
Ignoring obstacles
Skipping emotional depth
Not showing progress or transformation
🧠 Simple Way to Remember
❌ DON’T:
Lead
Fix
Judge
Rush
Perform
Script
✅ DO:
Partner
Listen
Expand
Reflect
Evoke
Hold space
🔥 Final Insight (What Assessors REALLY Want)
They are asking:
“Did this coach create a space where the client
thought deeper, saw more, and left changed?”
If the answer is unclear → insufficient evidence → no PCC
1. A great coach is your partner, not a fixer
Ways to implement:
Ask open-ended questions instead of giving solutions.
Reflect back what the client says to show understanding.
Resist the urge to “correct” or lecture.
Encourage clients to explore options themselves.
Share personal experiences sparingly, only to illustrate, not to advise.
Validate emotions without trying to solve them immediately.
Focus on listening fully before responding.
Celebrate client insights and progress rather than your own guidance.
Support accountability without taking over responsibility.
Model curiosity instead of expertise.
2. A great coach goes where it’s uncomfortable
Ways to implement:
Ask questions that probe underlying beliefs and fears.
Challenge assumptions gently when patterns emerge.
Explore topics the client tends to avoid.
Discuss emotions openly, even when difficult.
Create a safe space for vulnerability.
Encourage reflection on past failures or conflicts.
Hold space for silence—don’t rush to fill it.
Invite the client to consider perspectives they resist.
Address resistance or defensiveness calmly.
Set intentions for honesty and depth at the start of sessions.
3. A great coach sees you as whole, not broken
Ways to implement:
Begin with a strengths-based assessment.
Acknowledge resources the client already possesses.
Reinforce self-efficacy (“You can handle this”).
Avoid labeling clients with problems or deficits.
Encourage autonomy in decision-making.
Use language that emphasizes capability, not deficiency.
Recognize past achievements as proof of competence.
Avoid giving prescriptive advice; trust their judgment.
Highlight creativity in solutions clients propose.
Frame challenges as growth opportunities, not failures.
4. A great coach stays in the room
Ways to implement:
Address difficult topics immediately, don’t defer indefinitely.
Follow up on sensitive conversations.
Avoid sending clients away for answers they can explore with you.
Maintain engagement even when sessions feel tense.
Acknowledge discomfort and normalize it.
Reaffirm commitment to the client during struggles.
Use active listening to stay present when emotions run high.
Provide consistent support rather than intermittent guidance.
Avoid shortcuts like generic advice or resources instead of conversation.
Build trust by showing you won’t abandon the process.
5. A great coach holds boundaries, even when it’s hard
Ways to implement:
Set clear session limits and schedules.
Define acceptable forms of communication outside sessions.
Maintain confidentiality rigorously.
Say no when asked to do something unethical or beyond scope.
Clarify roles and expectations at the start.
Avoid over-identifying with the client’s issues.
Redirect when the client seeks advice rather than exploration.
Respect personal limits; don’t sacrifice your own wellbeing.
Address boundary breaches immediately and respectfully.
Use boundaries to model healthy relational practices for the client.
Hi All, Thanks for joining us yesterday for Session 1. Here is some important information, Key Teaching Points to Emphasize for Session 1
1. Coaching is not advice-giving
2. Coaching is not fixing people
3. Coaching is not consulting
4. Coaching is not therapy
5. Coaching requires restraint
6. Coaching is about thinking, not telling
7. Coaching is structured but flexible
8. Coaching requires ethical awareness
9. Coaching is client-led
10. Coaching is outcome-oriented but process-driven
Critical Principle Explanation
“The client is naturally creative, resourceful, and whole”
Meaning:
The client has the answers within them
The coach does not need to solve the problem
The coach’s role is to unlock thinking
Even when the client appears stuck, capability is assumed
This principle underpins all ICF competencies
“What is one habit you need to unlearn?”
Model Answers:
Giving advice too quickly
Interrupting
Trying to fix problems
Talking more than listening
Judging the client
Assuming I know the answer
Leading the conversation
Filling silence
Seeking to impress
Over-structuring the conversation
[7:02 PM, 4/8/2026] Gavin D: 10 Key Sub-Points – Coaching v Mentoring v Therapy
1. Definition of coaching
A structured, goal-oriented process that facilitates thinking and self-discovery.
2. Definition of mentoring
A relationship where a more experienced person provides guidance and advice.
3. Definition of therapy
A clinical or therapeutic process aimed at healing emotional or psychological distress.
4. Time orientation
Coaching focuses on the future; mentoring bridges past experience to present; therapy often addresses the past.
5. Role of the practitioner
Coach: facilitator
Mentor: advisor
Therapist: diagnostician and treatment provider
6. Use of advice
Coaching avoids advice; mentoring relies on it; therapy may guide but within clinical frameworks.
7. Client condition
Coaching assumes the client is whole and capable; therapy assumes some level of dysfunction or distress.
8. Boundaries
Coaches must recognize when issues fall outside coaching and require referral.
9. Ethical responsibility
Misrepresenting coaching as therapy or vice versa is unethical.
Power dynamic
Coaching is a partnership; mentoring has hierarchy; therapy has clinical authority.
[7:04 PM, 4/8/2026] Gavin D: Things we could have said but didn’t - Top 20 Thoughts for Session 1
“The moment you start giving advice, you’ve left coaching.”
“Coaching is not about having the answers—it’s about creating better thinking.”
“You are not the expert in the client’s life.”
“The client is naturally creative, resourceful, and whole.”
“Coaching is learned by doing, not by understanding.”
“Silence is not empty—it’s where the client’s thinking happens.”
“Most people don’t listen to understand—they listen to respond.”
“Coaching requires restraint, not intelligence.”
“Your job is not to fix the client, but to unlock their thinking.”
“This programme is not just about becoming a coach—it’s about becoming a different kind of human in conversations.”
“Coaching is a partnership, not a position of authority.”
“If you’re leading the conversation, you’re not coaching—you’re directing.”
“Awareness is the beginning of transformation.”
“The quality of your coaching is determined by the quality of your listening.”
“Resist the urge to fix—that’s where real coaching begins.”
“Clients don’t need more advice—they need better questions.”
“When you interrupt, you interrupt thinking.”
“Trust the client, especially when they seem uncertain.”
“Coaching is simple, but it’s not easy.”
“You create value as a coach by expanding perspective, not by providing solutions.”
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.
Last week we did 'Coaching v Therapy v Mentoring' - Here is a test to confirm whether we know the work. Its tricky you dont need to have more than one answer necessarily - forms.gle/xCAePuzQAFeHW4yM7
Hi All, we discussed 'Our Philosophy' today as part of contracting, Here is mine - www.linkedin.com/posts/gavin-dick-pm_my-philosophy-my-story-ugcPost-7449880243995275264-uoyX?utm_source=share&utm_medium=member_desktop&rcm=ACoAAB6AALoB-D2Hu7HFbayFaJKnHy_RAXNNvJM%20A%20challenge%20to%20see%20who%20will%20do%20theirs%20next
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