ABSTRACT
The purpose of this case study is to present an example of the challenges that can arise when three-way contracting within an organisation leaves the coach in a vulnerable position and leads to ambiguity around confidentiality. The coach, Amy, was approached by a colleague, Natalie, who had been contracted to work as a wellbeing advisor within an organisation. In their initial coaching session, Amy and Melissa agreed that anything discussed within the coaching sessions would remain confidential. Amy and Melissa continued to work on what Melissa could influence and control, identifying and building coping mechanisms for what was outside of her control. As time passed, Melissa gained confidence. Melissa doubted this as she had witnessed colleagues being spoken to in a derogatory way, but her confidence to assert herself deteriorated.
