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Action Priority Matrix Template
Action Priority Matrix Template

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Date: March 8th 2023



Acme LLC.

Corporation Corp.

This Contract is between Client (the "Client") and Acme LLC, a California limited liability company (the "Coach").

The Contract is dated January 23, 2023.


1.1 Project. The Client is hiring the Coach to develop a coaching relationship between the Client and Coach in order to cultivate the Client's personal, professional, or business goals and create a plan to achieve those goals through stimulating and creative interactions with the ultimate result of maximizing the Client's personal or professional potential.

1.2 Schedule. The Coach will begin work on February 1, 2023 and will continue until the work is completed. This Contract can be ended by either Client or Coach at any time, pursuant to the terms of Section 4, Term and Termination.

The Coach and Client will meet by video conference, 4 days per month for 2 hours.

1.3 Payment. The Client will pay the Coach an hourly rate of $150. Of this, the Client will pay the Coach $500.00 (USD) before work begins.

1.4 Expenses. The Client will reimburse the Coach's expenses. Expenses do not need to be pre-approved by the Client.

1.5 Invoices. The Coach will invoice the Client in accordance with the milestones in Section 1.3. The Client agrees to pay the amount owed within 15 days of receiving the invoice. Payment after that date will incur a late fee of 1.0% per month on the outstanding amount.

1.6 Support. The Coach will not be available by telephone, or email in between scheduled sessions.


- A coaching relationship is a partnership between two or more individuals or entities, like a teacher-student or coach-athlete relationship. Both the Client and Coach must uphold their obligations for the relationship to be successful.

- The Coach agrees to maintain the ethics and standards of behavior established by the International Coaching Federation (ICF).

- The Client acknowledges and agrees that coaching is a comprehensive process that may explore different areas of the Client's life, including work, finances, health, and relationships.

- The Client is responsible for implementing the insights and techniques learned from the Coach.


3.1 Overview. This section contains important promises between the parties.

3.2 Authority To Sign. Each party promises to the other party that it has the authority to enter into this Contract and to perform all of its obligations under this Contract.

3.3 Coach Has Right To Give Client Work Product. The Coach promises that it owns the work product, that the Coach is able to give the work product to the Client, and that no other party will claim that it owns the work product. If the Coach uses employees or subcontractors, the Coach also promises that these employees and subcontractors have signed contracts with the Coach giving the Coach any rights that the employees or subcontractors have related to the Coach's background IP and work product.

3.4 Coach Will Comply With Laws. The Coach promises that the manner it does this job, its work product, and any background IP it uses comply with applicable U.S. and foreign laws and regulations.

3.5 Work Product Does Not Infringe. The Coach promises that its work product does not and will not infringe on someone else's intellectual property rights, that the Coach has the right to let the Client use the background IP, and that this Contract does not and will not violate any contract that the Coach has entered into or will enter into with someone else.

3.7 Client-Supplied Material Does Not Infringe. If the Client provides the Coach with material to incorporate into the work product, the Client promises that this material does not infringe on someone else's intellectual property rights.


This Contract is ongoing until it expires or the work is completed. Either party may end this Contract for any reason by sending an email or letter to the other party, informing the recipient that the sender is ending the Contract and that the Contract will end in 7 days. The Contract officially ends once that time has passed. The party that is ending the Contract must provide notice by taking the steps explained in Section 9.4. The Coach must immediately stop working as soon as it receives this notice unless the notice says otherwise.

If either party ends this Contract before the Contract automatically ends, the Client will pay the Contractor for the work done up until when the Contract ends. The following sections don't end even after the Contract ends: 3 (Representations); 6 (Confidential Information); 7 (Limitation of Liability); 8 (Indemnity); and 9 (General).


The Client is hiring the Coach as an independent contractor. The following statements accurately reflect their relationship:

- The Coach will use its own equipment, tools, and material to do the work.

- The Client will not control how the job is performed on a day-to-day basis. Rather, the Coach is responsible for determining when, where, and how it will carry out the work.

- The Client will not provide the Coach with any training.

- The Client and the Coach do not have a partnership or employer-employee relationship.

- The Coach cannot enter into contracts, make promises, or act on behalf of the Client.

- The Coach is not entitled to the Client's benefits (e.g., group insurance, retirement benefits, retirement plans, vacation days).

- The Coach is responsible for its own taxes.

- The Client will not withhold social security and Medicare taxes or make payments for disability insurance, unemployment insurance, or workers compensation for the Coach or any of the Coach's employees or subcontractors.


6.1 Overview. This Contract imposes special restrictions on how the Client and the Coach must handle confidential information. These obligations are explained in this section.

6.2 The Client's Confidential Information. While working for the Client, the Coach may come across, or be given, Client information that is confidential. This is information like customer lists, business strategies, research & development notes, statistics about a website, and other information that is private. The Coach promises to treat this information as if it is the Coach's own confidential information. The Coach may use this information to do its job under this Contract, but not for anything else. For example, if the Client lets the Coach use a customer list to send out a newsletter, the Coach cannot use those email addresses for any other purpose. The one exception to this is if the Client gives the Coach written permission to use the information for another purpose, the Coach may use the information for that purpose, as well. When this Contract ends, the Coach must give back or destroy all confidential information, and confirm that it has done so. The Coach promises that it will not share confidential information with a third party, unless the Client gives the Coach written permission first. The Coach must continue to follow these obligations, even after the Contract ends. The Coach's responsibilities only stop if the Coach can show any of the following: (i) that the information was already public when the Coach came across it; (ii) the information became public after the Coach came across it, but not because of anything the Coach did or didn't do; (iii) the Coach already knew the information when the Coach came across it and the Coach didn't have any obligation to keep it secret; (iv) a third party provided the Coach with the information without requiring that the Coach keep it a secret; or (v) the Coach created the information on its own, without using anything belonging to the Client.

6.3 Third-Party Confidential Information. It's possible the Client and the Coach each have access to confidential information that belongs to third parties. The Client and the Coach each promise that it will not share with the other party confidential information that belongs to third parties, unless it is allowed to do so. If the Client or the Coach is allowed to share confidential information with the other party and does so, the sharing party promises to tell the other party in writing of any special restrictions regarding that information.


Neither party is liable for breach-of-contract damages that the breaching party could not reasonably have foreseen when it entered this Contract.


8.1 Overview. This section transfers certain risks between the parties if a third party sues or goes after the Client or the Coach or both. For example, if the Client gets sued for something that the Coach did, then the Coach may promise to come to the Client's defense or to reimburse the Client for any losses.

8.2 Client Indemnity. In this Contract, the Coach agrees to indemnify the Client (and its affiliates and their directors, officers, employees, and agents) from and against all liabilities, losses, damages, and expenses (including reasonable attorneys' fees) related to a third-party claim or proceeding arising out of: (i) the work the Coach has done under this Contract; (ii) a breach by the Coach of its obligations under this Contract; or (iii) a breach by the Coach of the promises it is making in Section 3 (Representations).

8.3 Coach Indemnity. In this Contract, the Client agrees to indemnify the Coach (and its affiliates and their directors, officers, employees, and agents) from and against liabilities, losses, damages, and expenses (including reasonable attorneys' fees) related to a third-party claim or proceeding arising out of a breach by the Client of its obligations under this Contract.


9.1 Assignment​. This Contract applies only to the Client and the Coach. Neither the Client nor the Coach can assign its rights or delegate its obligations under this Contract to a third-party (other than by will or intestate), without first receiving the other's written permission.

9.2 Arbitration. As the exclusive means of initiating adversarial proceedings to resolve any dispute arising under this Contract, a party may demand that the dispute be resolved by arbitration administered by the American Arbitration Association in accordance with its commercial arbitration rules.

9.3 Modification; Waiver. To change anything in this Contract, the Client and the Coach must agree to that change in writing and sign a document showing their contract. Neither party can waive its rights under this Contract or release the other party from its obligations under this Contract, unless the waiving party acknowledges it is doing so in writing and signs a document that says so.

9.4. Noticies.

(a) Over the course of this Contract, one party may need to send a notice to the other party. For the notice to be valid, it must be in writing and delivered in one of the following ways: personal delivery, email, or certified or registered mail (postage prepaid, return receipt requested). The notice must be delivered to the party's address listed at the end of this Contract or to another address that the party has provided in writing as an appropriate address to receive notice.

(b) The timing of when a notice is received can be very important. To avoid confusion, a valid notice is considered received as follows: (i) if delivered personally, it is considered received immediately; (ii) if delivered by email, it is considered received upon acknowledgement of receipt; (iii) if delivered by registered or certified mail (postage prepaid, return receipt requested), it is considered received upon receipt as indicated by the date on the signed receipt. If a party refuses to accept notice or if notice cannot be delivered because of a change in address for which no notice was given, then it is considered received when the notice is rejected or unable to be delivered. If the notice is received after 5:00pm on a business day at the location specified in the address for that party, or on a day that is not a business day, then the notice is considered received at 9:00am on the next business day.

9.5 Severability. This section deals with what happens if a portion of the Contract is found to be unenforceable. If that's the case, the unenforceable portion will be changed to the minimum extent necessary to make it enforceable, unless that change is not permitted by law, in which case the portion will be disregarded. If any portion of the Contract is changed or disregarded because it is unenforceable, the rest of the Contract is still enforceable.

9.6 Signatures. The Client and the Coach must sign this document using Bonsai's e-signing system. These electronic signatures count as originals for all purposes.

9.7 Governing Law. The validity, interpretation, construction and performance of this document shall be governed by the laws of the United States of America.

9.8 Entire Contract. This Contract represents the parties' final and complete understanding of this job and the subject matter discussed in this Contract. This Contract supersedes all other contracts (both written and oral) between the parties.



Acme LLC.

Corporation Corp.
Table of contents

Want to benefit from the Action Priority Matrix? This is a tool coaches can use to get their desired outcomes from clients. With this tool, you can determine how to complete the project.

A coach can introduce it to their clients to help them streamline their work or as a way to understand their client’s expectations. With a matrix, you can boost productivity, get higher results in lesser time, and keep yourself motivated. Read on to learn more about the Action Priority Matrix.

What is an Action Priority Matrix?

The Action Priority Matrix is an excellent productivity tool for executives, leadership, small business coaches, and career toolboxes. This diagram helps coaches determine the order and importance of tasks.

The coaches can create the matrix by using two components. They need to add a graph that measures efforts on tasks along the x-axis and its impacts on the y-axis. The second component is the boxes on the graph. You need to create four boxes on the graph, ensuring two stacks are on top of the other two. After this, you will get the finished diagram that you can use to plot your initiatives.

With this, coaches can determine whether their efforts are low effort and high impact, high effort and low impact, low effort and low impact, and high effort and high impact. This can help you prioritize tasks that are important to get better results.

How to Use Action Priority Matrix in Your Coaching Practice?

The coaches can help their clients to put effort and energy into projects and activities that truly need their attention. This can help wonders for your clients, as they can boost their productivity, reduce the risk of errors and mistakes in tasks, and don’t have to lose anything while chasing the best for them.

Additionally, you can use the matrix to understand your client’s expectations and needs. With this approach, you can create an effective plan to support your clients in whatever help they need. Coaches can use this technique to improve their services and attract more people, leading to higher sales.

If you need help and want to learn the best ways to use Action Priority Matrix for your clients, you can sign up for a free trial to Bonsai. We are the leading coaching business management platform with the knowledge, expertise, and tools to bring coaches on the right track and give them techniques to help their clients. So, you can contact us if you need Action Priority Matrix or any help with that.

How to Create an Action Priority Matrix?

Action Priority Matrix might seem simple, but it can empower coaches to offer quality services and satisfy their clients. With it, your job will get a little simpler and streamlined with this tool. Here are the steps to practice the matrix in your daily coaching sessions.

Step 1: List All Tasks

Create a list of activities or tasks your team or client needs to complete. You can choose small to bigger projects- whatever is important for you and your clients. Also, don’t list your tasks in a particular order; collaborate with your team to learn any additional tasks you need to add.

Incorporating every task in your list will help you ensure to complete every task and get the high-quality outcomes that you are expecting to get. For instance, if you leverage the Action Priority Matrix for a software development project, each task should revolve around the development project. You can include everything in the list from starting the project to its end to create a perfect list.

Step 2: Categorize Tasks

The next step you need to do is to categorize your tasks based on their importance. You need to use the following categories.

Quick Wins

You need to add activities and tasks in this category which can cause high impact but need less effort. This will give you a list of things you can do easily and help you motivate yourself by giving you excellent results. For instance, a software development project team needs to create planning to gain the desired results.

Major Projects

You surely have something on your list that requires effort but can create a high impact. These tasks are usually challenging to complete but give the much-needed boost to see your team’s success. Let’s take the example of a development project; your team needs to do the coding to make the plan come true.


These are the tasks that require less effort and have low impact. While they might not bigger change, they can help you achieve your goals. Also, these tiny steps help you perform bigger things that truly matter. For instance, you might need to do graphic work for the project.

Thankless Tasks

Though this term is a bit unique, they are the least important. Usually, coaches prefer to complete this task in the end because of their lower impact, but they need to put in a higher effort. For instance, a software development project needs to be sent to the client in a particular format.

Step 3: Assign Priority Levels

You need to assign the priority levels of the tasks. How do you and your team want to prioritize and assign the tasks and activities you have listed? There is no rule on how you can prioritize every task.

Should you immediately begin the major tasks or opt for the quick wins? Should you complete fill-in projects? How many resources do you need to assign for the thankless tasks? You need to consider several things to prioritize your lists.

If completing a bigger project will require you to use all your development resources. But they can offer you a higher impact and helps to achieve your goal; you may need to choose this task. However, if you achieve your goals with things that require lower effort, you can keep them first on the priority lists.

Step 4: Execute Tasks

When you categorize and prioritize your tasks and projects, you can start with things higher on your list. You can focus on lower-effort and high-impact projects first based on your work style. You can also adjust the list as the project progresses based on the results you are getting and changes in planning or needs.

For instance, a task requiring high effort and low impact might become important as you go near the end of the project. Something like backing up files, clerical tasks, or reviewing the planning might become more important as the project progresses.

Common Mistakes to Avoid

Action Priority Matrix requires the coach to ask themselves what tasks are important and which can wait for a while. You need to be honest and have clear visions to do that. This tool primarily depends on two factors urgency and importance.

But many people fail to estimate the tasks’ importance and urgency, making it hard for them to categorize projects according to the four categories. For this, it’s important to take your time and understand every task to learn its impact on your goal to make informed decisions.

Besides that, some people also make the mistake of not adding all their activities, projects, and tasks to their prepared list. They believe that there is no comparison between them and that it would be unfair to categorize them with the same criteria. However, you should add the smallest to most important tasks in the list- anything related to your project. This help coaches avoid distracting and focusing on the less important thing that can be done later.

Benefits of Using an Action Priority Matrix

Here are the advantages of using a matrix for your coaching practices.

  • It brings meaning and clarity to an unordered list of tasks.
  • It can help you streamline the coaching process.
  • It makes it easier to achieve goals.
  • It’s the best antidote to analysis paralysis.
  • It makes the entire project seamless to achieve.

Action Priority Matrix can also give you direction. For instance, if a team cannot complete a task in a specific time and they are short on time, they can start doing all the fill-in tasks. They might give them the results they are looking for. However, offer motivation and hope that they can do the work.


In a nutshell, Action Priority Matrix is key to achieving success. A coach can use it to help their team or individual clients. It will give clarity to the coach and help him or her to focus on the more important thing. If you need more help with the matrix, you can sign up for a free trial with Bonsai. We can offer you this amazing tool and help you use it.

What should I do if a task does not fit into the categories?

It will always fit in the category. You need to brainstorm how much energy it needs and what effects it can cause on your project.

How do I stay motivated to complete tasks with a lower priority level?

You need to keep in mind that every task can take you toward your aim. Just perform the task by keeping success in mind.

Frequently Asked Questions
Questions about this template.

What is the difference between an Action Priority Matrix and a To-Do list?

 A to-do list is a simple list that contains all types of things you need to do in a day, week, or month. In the case of the Action Priority Matrix, you can categorize the tasks based on their urgency and importance so that you can start to make a difference from the begging and streamline your project.

How do I determine the priority level of a task?

It depends on your needs and requirements. If you want to make less effort in the begging and need better results, you may need to keep quick wins first on the priority list. Or, if you want to take things slower, you can go with the fill-ins.

How often should I update my Action Priority Matrix?

You should review it every week to look for important changes. Also, update the matrix whenever you need it.

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Action Priority Matrix Template

First Name
Last Name
Acme LLC.
First Name
Last Name
Corporation Corp.
First Name
Last Name
Acme LLC.
First Name
Last Name
Corporation Corp.