Organisational contracting

At MRA, our purpose and vision are clear: To set the global standard for Executive Coaching, Coach Training, and Supervision. We believe in creating thriving cultures through championing a Professional Coaching offer for everyone at every stage of their career. In addition, our value of being ‘Proudly at the forefront’ shapes our approach and is central to our client engagements.

The importance of contracting

We have long championed the importance of clear and robust contracting. As professional coaches, we are dedicated to incorporating this rigor into all of our coaching programmes. Establishing a solid foundation is crucial for clients to feel psychologically safe, allowing them to explore their lives and work with curiosity, openness, and a willingness to confront challenges. Additionally, as tutors for our Level 5 EMCC accredited coach training program—Coaching with Confidence—we emphasise to our trainee coaches the necessity of strong contracting with their clients.

At MRA we recognise that most ‘inquiries’ brought to supervision arise from inadequate initial contracting or a failure to recontract as the relationship evolves – hence why we reinforce its importance throughout the programme. This commitment to robust contracting coupled with our extensive experience working with various organisations, teams, and clients has revealed the complexities that arise from ensuring that contracting works well at every level.

So how does contracting work in practice? What should you expect when you work with MRA?

Partnering with organisations

1. When we engage with a new client, we begin by establishing a contract at the organisational level – a formal agreement that outlines our terms, the commitments we make to the organisation, and our expectations at MRA.
2. The second layer of contracting involves the sponsor, the individual within the organisation who serves as our primary contact. This person often champions the coaching initiative.
3. If we are coaching individuals within the organisation, the assigned coach will contract with them at the programme’s outset, re-contracting as needed as the relationship develops.
4. In cases where we work with a team, we will contract with the entire team upon our first meeting. While this process appears straightforward on paper, it can become complex in practice.

Professional standards

“I’m your coach, but I’m contracted by the organisation for the coaching programme.”

This is a statement regularly shared by coaches with new clients, illustrating the complexities that arise when maintaining professional standards. When confronted with a senior leader experiencing work-related stress or revealing unethical or illegal behaviour – potentially stemming from their direct manager or higher up in the organization – navigating these dynamics requires careful consideration. At MRA, our professional, accredited coaches adhere to the ethical codes and professional standards set by the ICF and EMCC. We are committed to maintaining our clients’ confidentiality while ensuring their safety within established safeguarding guidelines. We also have our own safeguarding policy focused on keeping our clients, coaches and the system safe. This policy outlines the procedures and measures we take to ensure a safe environment, promote well-being, and protect against harm.

Client readiness

Protecting confidentiality while ensuring the safety of the client, coach, and the broader system presents significant challenges. When a client arrives at their initial coaching session – often a short ‘chemistry’ call with their coach – and they are not ‘client-readiness’ (perhaps they are unprepared or unwilling to engage) it is our responsibility as professional coaches to address this issue directly with them and to also seek to raise this directly with the organisational sponsor. A client who is not ready to embrace the coaching process will not benefit from it. This commitment extends beyond the individual to include our contractual obligations with both the sponsor and the organisation as a whole. At MRA, we prioritize transparency and will inform an organisation – with full disclosure to the client themselves – if we believe the individual selected for coaching is not ready to undertake this journey. We are dedicated to ensuring that development budgets are utilised effectively.

Safeguarding

Furthermore, the Global Codes of Ethics established by global professional coaching organisations offer us strong guidance and a clear framework for managing confidentiality. It is, however, crucial to recognize that there are circumstances under which confidentiality could be breached. Specifically in circumstances where a client reveals interests or behaviours that could potentially harm others, including their organisation, confidentiality may not be maintained. This includes situations where unlawful, unprofessional, unjust, or discriminatory activities are disclosed during a coaching session. All coaches at MRA are fully aware of their legal responsibilities including understanding that any information disclosed during a coaching programme can be released if it is required by law.

Referring on for support

Finally, there are situations where, as dedicated professionals concerned for our clients’ well-being, we may need to guide them toward seeking additional professional support. This might involve recommending that they utilise the organization’s Employee Assistance Program (EAP) for mental health support, or consulting an employment law specialist if they face bullying, harassment, or other unethical or illegal behaviour in the workplace. As coaches we always approach these recommendations with sensitivity and care, ensuring that clients feel supported and empowered to take the necessary steps for their well-being and protection in the workplace.

Our commitments to you at an organisational level

Collaborating with MRA necessitates a transparent understanding of expectations from all parties involved. You can count on us to deliver unwavering commitment, professionalism, and top-tier coaching, all while maintaining the highest ethical standards. From the very beginning of our engagement, our expectations for organisations, teams, and individuals are communicated clearly and continuously reinforced as the relationship evolves. Embracing our value of ‘Trusted partnership’ demands dedication from both ourselves and our clients, yet the investment is undoubtedly worthwhile, yielding clear and significant benefits, for the long term.

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