Performance Coaching Template

Fully editable with custom branding. Send, print or embed online.

Performance Coaching Template

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

Performance Coaching Template

Fully editable with custom branding. Send, print or embed online.

Performance Coaching Template

Fully editable with custom branding. Send, print or embed online.

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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

A performance coaching template is a good way to ensure your employees get the proper career advice and training. A coach needs to set up the perfect coaching plan, catering to one's needs.

But how do you build the perfect performance coaching templates? What does a document like this have to cover? There are plenty of programs such as Bonsai that can offer you a template, but you should also know the basics.

Note: Try Bonsai to produce all of your professional documents. From contracts, agreements, proposals, invoices, to coaching intake forms for onboarding--Bonsai has you covered. Our software lets you instantly create them. Claim your 7-day free trial today.

Parts of a Performance Coaching Template

For the coaching process to go as smoothly as possible, you need to create the "bone structure" of the performance coaching program. A professional template may prove very useful in this regard.

There are many programs out there such as Bonsai that can provide a coaching template for you to use. They can help you save time, as you will no longer have to structure the template yourself.

Overall, here are the parts of a client business, life or health coaching program:

Coaching Area/Topic

Your coaching template should cover what the employee is training for. It could be some new skills or improvements on some older skills.

For instance, the employee may want to communicate better with their team. They may also want to learn how to use analytics and management tools, to better support their team.

Benefits of Change

The template should outline the advantages if the aim is to change something. What are the benefits that the employees will gain from your action plan?

The goal is not enough; you need to motivate them as well. For instance, by learning time management, they can become more productive and reduce time-related stress.

Desired Outcome

A coaching template will contain expectations as well. What do coaching employees hope to achieve in the future through this training? Are they just looking for improvement and general guidance, or do they want a promotion? These need to be set clear.


Every type of training should have delimitations. How long do you expect it to take until your organization achieves progress?

If you are the manager, try to set that final date in the near future. This way, you may talk about potential roadblocks to your objectives and obtain feedback.

Action Plan

The action plans are very important for the success of the coaching session. What are the action steps that should be taken through training?

This can be anything from a change in routine to continued education or new daily to-do lists.

Note: Manage your clients with a coaching log template to create to-do lists for your services. Quickly design and customize a board you could send to clients with our easy-to-use software. Claim your 7-day free trial today.

How to Create an Effective Coaching Program

Creating a coaching program is not that difficult if you stay organized. Here are the steps that managers should take.

Establish Your Goals

The first step is to set up your goals. Discuss with your employee and determine what they expect to achieve through coaching.

You should try implementing SMART goals that cater to the job or business. Short for "Specific, Measurable, Attainable, Realistic, and Timely," this will ensure the expectations remain realistic.

Assess Your Coaching Skills

Now that you have the coaching goals, you should assess your current resources and skill set. This will help you fill in the gaps as a manager, but also help maintain realistic expectations.

Determine the Activities and Tactics

Decide on the tools used for your employees to achieve personal growth. For instance, they may use Bonsai for better money management. This may be mixed with 1-on-1 coaching sessions.

You may want to get some feedback from your employees during the coaching sessions. This can help you respond to their needs and improve potential buy-in. Eventually, this will help improve customer satisfaction.

Create a Timeline

It's important to know when a process starts and when it should end. For this reason, you will want to develop a timeline. Each step should have its timetable that your employee can incorporate into his or her schedule.

Deadlines are a good way to maintain a timeline. This way, they'll be motivated enough to keep up with the timeline.

Set Up Accountability Plans

Schedules are great, but your employees also need to be held accountable for potential objectives. Programs such as Bonsai may be used to ensure regular updates are provided. There are also multiple accountability apps there that can ensure accurate data recording.

Create Communication Channels

How will you talk to your employee about their progress? Should you meet them in person, or can phone calls be an option?

Do you need to respect a schedule? Can you be contacted between appointments? Discuss which option works best for you.

It is best to make these expectations clear from the very beginning. The more details you know, the more streamlined the process will be. Plus, this will show the employees that you care enough to listen to their needs.

Set Up an Annual Performance Review

Lastly, you should set up an annual performance review of your employee coaching sessions. Do you see any improvement in the way the tasks are handled?

You should try getting some constructive feedback from your coaching employees (try our coaching feedback form template). This way, you will know that your methods do not become dated.

Bottom Line

Performance coaching templates represent a good way to ensure proper rapport with your employees. It gives you plenty of feedback, allowing you to make the necessary changes to keep things running. After all, your clients come to you for help, so coaching programs are useful to keep everything within the company up to the standards.

Frequently Asked Questions
Questions about this template.

How do you conduct performance coaching?

To conduct performance coaching, you'll need to create an action plan for your client, set some goals, and promote continuous support/learning. This is how you conduct and deliver great performance coaching.

How do I write a coaching plan?

Write down the goals you want to explore, the plan of action, the coachee's perspective, needs, values and beliefs, and establish the accountabiltiy/support your services would provide.

What is a performance coaching plan?

A coaching action plan is designed to help employees advance their skills, direct them toward a certain result, and accomplish goals more quickly, easily, and effectively.