Tripartite coaching
As coaches we are asked to facilitate and coach for different situations, one such situation is the tripartite coaching!
Tripartite looks like this; the employer has contracted the coach to facilitate a coaching session with an employee or employees.
This kind of request can be for different scenarios within the workplace. Some of the scenarios could be that the employee has negative issues in the workplace, or that the new employee needs transition coaching to land well in the organization. These are but a few examples when tripartite coaching is used.
The employer may request feedback from these sessions and this is when the three way (tripartite) relationship becomes tricky.
How can you set up for success?
Ask yourself these questions:
- Firstly, who is your client?
- Do you as a coach have to adhere to the strict confidentiality codes that the ICF requires?
- How much and what do you feedback to the employer?
- Has the employee been made aware of the feedback request from client?
- What does the employer expect from these feedback sessions?
- How do you manage the expectations?
So let’s dive in
- Whether the employer is paying for the coaching sessions or not, remember this, the employee is your client, not the employer.
- Without question, the codes of conduct according to the ICF rules and regulations, require you to adhere the confidentiality codes at all times.
- In regards to feedback, this is something that needs to be clarified upfront with the Employer and employee in the contracting phase of the coach. The type of feedback that could be given could entail information, such as attendance and a general overview.
- Without question, the employee needs to be informed prior to sessions, that the employer has requested feedback. What, when and how often you intend to feedback, needs to also be clarified from the get go so there is no room for misunderstanding.
- Managing expectations from both the employer and employee is up to you; the coach. This is the time for contracting and transparency. Being sensitive to this delicate relationship between employer and employee is of paramount importance. Clarifying and transparency needs to be addressed from the onset of the enquiry.
Trust is the cornerstone of coaching and in the tripartite situation, even more so. The employee needs to feel that they are held and that you have their best interest at heart.
If the employee cannot trust you, then you have lost both the employer and employee as clients going forward.
As the old adage goes; when you try and please everyone, you land up pleasing no-one.
Frederika