ABSTRACT
In this chapter, the authors consider what they mean by tripartite and multi-stakeholder contracting, why contracting is important to all parties, and how they ensure it works in the best interests of all those involved and to the wider benefit of society. Many authors and researchers have advocated the benefits of involving multiple stakeholders in the coaching contract. Contracting for coaching, mentoring, or supervising is growing as the profession grows. Much of this growth is in organizations, for coaches, mentors, and supervisors, working both internally and externally, and the need for rigorous contracting has never been greater. All forms of coaching relationships need to begin with a clear contract, co-created between the coach, the coachee, and the joint purpose or work they are undertaking together. S. S. Rostron provides a list of questions to use in contracting, crucially including whether the line manager and senior management are supportive of the coaching process.
