Aleksandra Dzięciołowska-Piątek

phone: +48 503697497

Company details
CC Aleksandra Dzięciołowska-Piątek
Poziomkowa 17, 62-052 Komorniki, Poland
VIES/VAT Number: PL6351201158, National Business Registry Number (REGON): 388213034

Account details
Aleksandra Dzięciołowska-Piątek
41 1090 1362 0000 0001 4502 5696

Terms of cooperation

Getting started – Let me answer your questions:

Before deciding to start coaching, clients usually have a lot of questions. I encourage you to make a phone call, in which
I will answer your questions and we shall discuss what working together can look like. During the conversationI will also
present the terms of our cooperation.

The coaching process is usually a cycle of 6 to 12 meetings, sometimes clients decide to stay in the process longer. The
optimal effectiveness of meetings are sessions every 2 weeks, although sessions either weekly or every 3 weeks are possible
(often preferred in business, although experience indicates their lower dynamics).

As a standard at my work, the first 2 sessions usually last 1.5 hours. We then discuss:
– how we will work – we get to know each other, I tell a bit about how I operate, we contract roles in the process and
responsibility, and I explain the issues of confidentiality and rules that guide us in our working together
– you describe your initial situation and we discuss the goals of your coaching, which is what you want to achieve thanks
to our meetings. The next sessions are one-hour sessions.

1. Coaching for individuals
Feel free to contact me and ask any questions. It is worth doing, especially if you are wondering if your topic is suitable
for coaching. We’ll talk about it, I shall explain the possibilities and approach, discuss the estimated number of sessions,
and how we shall conduct the session and payments.

2. Coaching for companies
In business coaching, it is extremely important to meet the coach with the coachee and decide on mutual cooperation,
after the first conversation about what it could look like. It is the process of getting to know each other and seeing if it is
possible to establish an effective relationship necessary for successful coaching.

In business coaching, 4 variants of coaching work are the most common:
a) Coaching as a benefit or development activity without the organization defining the exact goals of
This solution is used by companies that leave freedom to the employee for whom they decide to make such
an investment. The employee themselves defines the areas they want to work on with the support of the coach, and the
company arranges a specific number and frequency of sessions. In this case, the company may want to check the coach,
its certificates, references, and meet and talk to make a decision about offering a coach to a given person. In this case,
the representative of the organization is not an active part of the coaching process, they participate in it as the principal
of the process.

b) Coaching as a support supporting the leader in achieving defined development goals. Usually then the
process is as follows:
• meeting the representative of the organization with the coach (usually HR or HR and the superior suggesting the
coaching), discussing the process, information flow, terms of cooperation, decision to meet the coach with a potential
• a meeting between the coach and the coachee, decision to work together
• meeting of 3 parties and alignment of coaching goals; I recommend that the employer be represented by the supervisor
of the coached person
• conductin of coaching sessions (usually 6-9)
• joint summary of the coaching effects – a meeting of 3 parties, where the coachee reports on the progress in achieving
coaching goals; there is also a transparent conversation between the parties about how to further support the coachee in
the most effective way to ground the coaching effects

c) Coaching for an employee that does not bring the expected business results. This is a popular form that,
unfortunately, is often perceived by the underperforming person as imposed. I persuade the client to take a different
process – the CHOICE Program – not the coaching process. Coaching is based on good will, resources and openness to
change as well as working on own resources, less on deficits. So it is not the right approach and is often a lost investment.
I am happy to present an alternative and much more effective solution.

4) Coaching as work around the growth of a specific team of a given leader. It is often the case that the leader
needs coaching to build and develop their team, and then working together can turn into team coaching around the goals
that are defined together for that team.

How and where?

Currently I run mainly on-line sessions: Face Time, Zoom, Skype.
It is also possible for the first or the first 2-3 sessions to take place in person in order to get to know each other,
establish relationships, build trust and the basic comfort of cooperation. For a business customer – most often at their
office. For an individual client – at my place, in Komorniki near Poznań, or in another agreed place.

Virtual sessions are perfect, one only needs an initial openness to the experience. Further, it turns out that the quality
of the session is usually not significantly affected.

Feel free to call me, write me, let’s talk how to choose the best way for you to work together around your goals,
needs or dilemmas!

Talk to each other soon!

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