Coaching intelligence labThe conversation before the conversation
In the manuscript, Tom wants quick answers about his 360-degree feedback. Marion starts instead by agreeing how they will work together. Learn why that is coaching—not administrative delay.
Six questions on Chapter 11
Choose a response and read the rationale. This is a formative exercise, not a credential.
Marion and Tom: designing the engagement
Tom is a senior manager with difficult 360-degree feedback. HR is sponsoring his coaching. Handle eight consequential conversations without sacrificing the client’s ownership or the organisation’s legitimate interests.
Three agreements, one relationship
Draft practical, working and developmental agreements using fictional or anonymised cases. Be explicit about who can receive what information. The output is a planning draft, not a legally reviewed contract.
01 · Practical
Logistics, scheduling, cancellation, confidentiality and reporting.
02 · Working
Relational expectations, feedback, challenge and review.
03 · Developmental
Client-owned aims, measures, meaning and evolving goals.
Sponsor disclosure boundary test
Select what a sponsor has requested and determine how to respond. Actual disclosures must follow an explicit agreement, applicable duties and appropriate professional advice.
Move beyond a SMART checklist
Chapter 11 recommends exploring the presenting aspiration, its personal meaning, the felt picture of success, and likely barriers before rushing to action.
Goal alignment and review
Coaching architecture diagnostic
Rate each behaviour from 1 (rarely) to 5 (consistently). This is an informal reflective aid, not a validated assessment.
My Coaching Relationship Architecture
Created from your self-ratings, simulated responses and written planning drafts. Anonymise any client material before exporting or sharing.