Coaching Client Information

Coaching Client Information

A coach learns a great deal of personal and professional information about each client, which is helpful for successful coaching relationships. How information is collected, where it is stored, and how long a coach holds on to information is a process that is imperative to the ethics of the profession. Pay attention to the details of how, when, and where when it comes to personal information. Be clear with a client that it is their personal call as what to share with a sponsor.

Examples of Questions:

  • What are the expectations (of all involved) when it comes to communicating feedback about a client session or overall ROI? (Stating in the agreementCoaching Client Information how client information is handled is imperative.)
  • Where will information be stored during the active phase of coaching?
  • How will inactive files be stored safely until they are deleted?
  • How will information be exchanged between the coach, the client, and the sponsor?


Client documents are stored in a locked filing cabinet or computer system which has pass or key code access. Once a coaching cycle is complete, a coach may hold client information for a disclosed amount of time. Then, according to the agreement, the data is deleted or shredded. How any and all information is disposed of is a strong consideration. Coaching documents are considered confidential and will be under the ownership of the coach and client. If one is an internal coach this must be addressed to separate coaching notes from HR records.

Things to consider: how is the coach communicating with a client, especially if there is a sponsor? Another consideration to be defined in the beginning is what the sponsor’s expectations are concerning the client’s information.

If you are sending information back and forth through the client’s corporate email, the corporation owns it. This is a problem, and is solved by setting up email transactions and other forms of communication which are privately owned by the client. This includes phone calls.

If a sponsor expects some information about their employee, establish that your client chooses what can be disclosed to the manager or boss. It is the client’s decision as to what is shared; a coach can work with the client effectively to co-create a report on goals and progress.

It is vital that your client has complete confidence in the trustworthiness of their coach and the confidentiality of the coaching relationship in order for it to wield power for change.

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