The Ethical Coach Case Study 2 – Conflicts of Interest & Commitment to Value

Focus:

ICF Code of Ethics
Section 3: Professional Conduct and Conflicts of Interest & Section 4: Commitment to Delivering Consistent Value

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Brief Overview of Section 3 & 4 for Participants:

1. Section 3 Standards require:

• Identifying and managing multiple roles and potential conflicts (3.1–3.3).

• Maintaining clear and culturally sensitive boundaries (3.4).

• Avoiding discrimination, romantic/sexual relationships (3.5–3.6).

• Disclosing other professional roles (3.7) and any referral fees/benefits (3.8).

2. Section 4 Standards require:

• Managing power or status differences with the client (4.1).

• Recognising personal limitations and seeking support if necessary (4.2).

• Addressing shifts in value delivered during coaching (4.3).

Scenario: The Side Project and the Slipping Engagement

You have been coaching Alicia, a senior executive, for two months in a six-month engagement. Initially, the sessions were highly productive. Lately, Alicia’s focus has drifted — she has rescheduled twice and arrived distracted in the last two sessions.

At the end of your most recent session, Alicia says:

“I have a side project — a personal consultancy I’m running. I’d like to hire you as a paid consultant. This is totally separate from our coaching; I just think you’d be a great fit. And of course, it won’t affect our current work.”

The side project is in a field you’re passionate about, and the extra income would be significant. You also think working with Alicia in this other role could strengthen your professional network.

However:

• The original coaching agreement does not address secondary commercial relationships.

• The sponsoring organisation is not aware of Alicia’s side project.

• You’ve noticed that the value from the coaching engagement has declined — Alicia is not bringing focus or energy to the sessions.

Grey Zones and Bias Potential:

• Your interest in the side project’s topic and the financial benefit could bias your judgment.

• You may rationalise that “it’s separate” when in fact the dual role could blur boundaries.

• Cultural norms about relationship-building and “doing business with friends” could influence your perception of appropriateness.

Discussion Questions

1

Pause & Presence

What emotions or impulses arise when Alicia offers the side project? How do you ground yourself before responding?

2

Map the Values

Which ICF Core Values are in tension here? How do your own personal or cultural values influence your thinking?

3

Check the Code

Which Section 3 Standards address conflicts of interest, multiple roles, and transparency? Which Section 4 Standards relate to addressing shifts in coaching value?

4

Choose Courage

What options do you have to:

• Address the potential conflict of interest with Alicia?
• Raise the issue of reduced coaching value without damaging rapport?

5

Logical Flow

How do you go from recognising the issue → mapping values → consulting Sections 3 & 4 → deciding on an ethical course?

6

Internal Bias

What internal bias or cultural assumptions could push you toward accepting the consultancy without addressing the risks?

7

Ethical Reflection

How can you remain aware of your values, assumptions and professional responsibilities while making an ethical decision?