Contracting within the business coaching relationship - a guide and a cautionary tale!
In this white paper we explore the limited research available on contracting - the setting up, use and monitoring of the business coaching relationship. We do not try to develop a standard coaching contract as that would be too constraining for the majority of business coaches- each contract must be customized to the client's requirements. Instead we provide a list of factors that should be considered in developing an effective contact.
A guiding framework for multi-stakeholder contracting in executive coaching
Orientation: Multi-stakeholder contracting provides a platform for the coaching stakeholders: the individual being coached (client), the organisation (sponsor and line manager) and the coach for achieving aligned outcomes within executive coaching. Contracting is not optimally implemented by stakeholders in all three phases of executive coaching (commencement, execution and conclusion).Research purpose: The research’s purpose was to develop a guiding framework for multi-stakeholder contracting in each of the three phases of coaching.Motivation for the study: Stakeholders ensure outcomes achievement for the individual and the organisation in executive coaching. Limited research exists relating to the contractual elements and practices implemented by stakeholders during the three phases of coaching.Research approach/design and method: A qualitative, inductive, exploratory approach using purposive sampling was used to identify 12 participants, consisting of three: executive coaches, clients, line managers and sponsors from three corporate organisations. Participants were interviewed using a customised interview guide categorised into the three coaching phases.Main findings: Findings showed that contracting was included at the commencement coaching phase. The study indicated the advantages of contracting in all three coaching phases with all stakeholders emphasising phase-specific accountabilities.Practical/managerial implications: A guiding framework for multi-stakeholder contracting for each of the three phases of coaching could assist stakeholders; in particular human resource practitioners when contracting for executive coaching.Contribution/value-add: Outcomes alignment at the commencement phase, agreement on progress and results feedback during the execution and conclusion phases are enabled by implementing the guiding framework for multi-stakeholder contracting offered by this research.
Educating the Educators: Rethinking Subject Matter and Methods
gate? In addition to general requirements in their professional education such as psychological and social foundations and student teaching, what specifically do social studies teachers need to know and be able to do? What, in particular, do they need to study in the subject matters of the social sciences (defined here, for purposes of brevity, to include history and geography), and what should they learn about its effective direction to desired results, that is, method? Usually answers to the first question require reference to the liberal arts component of teacher education and the second to methods in the professional education component. As we shall see, this separation of subject matter and method in the education of social studies teachers, although conventional, poses problems.