Code of Conduct
- Definition of terms
- What is the purpose of this code of conduct?
- Ground rules
- Agreeing a contract
- The coaching process
- Completing the assignment
- Termination
Definition of terms
Coaching: Coaching presupposes that every one of us has a greater potential than we use on a day-to-day basis. The Coach is responsible for facilitating the development of excellent performance from their Coachee. The Coach does this by helping the Coachee to discover and exploit inner resources.
Coach: The person responsible for guiding the process and helping the Coachee achieve their goals.
Coachee: The person wanting to achieve a particular goal or goals.
Sponsor: The person who pays for the coaching assignment (sometimes but not always, the Coachee).
Stakeholder: Any other person who has a legitimate interest in the coaching assignment - for example the Coachee's line manager.
What is the purpose of this code of conduct?
- To define the responsibility of Coaches and their accountability to the Coachee and Sponsor
- To set the Coachee's and Sponsor's expectations appropriately
- To provide a consistent approach from all coaches abiding by the Code
- To establish a consistently high standard for professional coaching
Ground rules
Coaching assignments are driven by the needs of the Coachee and as such are each different in approach and content. However, effective coaching assignments utilise best techniques and highest ethical standards. The ground rules, laid out below, provide our framework for all assignments.
- Coaches should never work beyond the bounds of their capability, experience and expertise to the point where they do not feel confident in providing the Coachee with proper support. When appropriate, Coaches should refer clients to other qualified professionals.
- The confidentiality of the Coachee remains paramount at all times. At no time will a Coach disclose anything relating to this relationship to any person whosoever, without the explicit agreement of the Coachee. Any notes, recordings or other records of coaching sessions shall remain at all time the property of the Coachee. They may, for convenience, be retained by the Coach but may be requested by the Coachee at any time. The sole exception to the rule of confidentiality occurs when a Coach discovers a serious illegality. The Coach is duty bound to report this to the appropriate authority.
- Coaches have a responsibility to highlight any ethical issues (such as conflicts of interest) that may arise during an assignment at the earliest opportunity. If a Coach is working with more than one person in an organisation or with people who know one another, the Coach must ensure that all parties know at the earliest opportunity.
- Coaches must not attempt to do the Coachee's job for them nor take on the Coachee's problems.
- Coaches may be firmly challenging but never overly aggressive or rude.
Agreeing a contract
- The Coach should conduct an initial interview with the potential Coachee with the aim of helping both parties ensure that they can work successfully together. A key part of this should be to explore each other's values. If these are seriously misaligned the Coach should consider turning down the assignment.
- The Coach will work with the Coachee to identify all relevant stakeholders in the coaching assignment. These will typically but not always include: the sponsor (the budget-holder paying for the assignment), an HR manager and the Coachee's line manager.
- The Coach will always agree clear, measurable outcomes with the Coachee, the sponsor (if this is not the coachee) and other relevant stakeholders.
- The coach should agree terms of reference with the Coachee and Sponsor that do not conflict. If this cannot be done, the coach should decline the assignment. These terms of reference should include feedback and review mechanisms, noting when reviews are to take place and with whom and the form of any feedback that is expected.
- It is the Coach's responsibility to ensure that the Coachee is clear about their responsibilities in the relationship and what is expected of them in terms of preparation for coaching sessions.
The coaching process
- Where a coaching session strays into other areas (e.g. counselling), the Coach should make clear that this has happened and only continue if they have appropriate skills and experience. If the area entered falls outside of the agreed objectives or boundaries of the coaching assignment, the Coach should point this out and only continue with the agreement of the Coachee. If the diversion becomes a major one and the Coachee wishes to continue, the Coach should return to the contracting process before continuing.
- In general, coaches will facilitate the learning process for the Coachee. It may, however, be appropriate for the Coach to provide advice or lead the Coachee from time to time. The Coach should always make clear to the Coachee that this is what they are doing.
Completing the assignment
- Any coaching assignment must have a review/"re-contracting" process built in and agreed before work is started. There should always be a review at the end. If at any point it is not possible to "re-contract" the coach may reserve the right to withdraw from the assignment.
Termination
- The Coachee retains the right to stop the assignment at any time if they feel it is not helping them.
- The Coach has a responsibility to complete the assignment as contracted and has a responsibility to ensure that they can work effectively with the Coachee. If this is not the case the work must be turned down. The Coach can offer alternatives (e.g. through the TSO coaching group).
- If the Coach has, for some reason, to terminate a coaching relationship unexpectedly, they must offer the client an alternative (e.g. from the TSO coaching group).
