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Code of ethics: what a professional coach should never do - coach professional
Trust is the most valuable asset in any coaching process. A clear code of ethics not only protects the people seeking support, it also safeguards the integrity of the profession. Below are behaviors that have no place in a serious and responsible practice, as well as practical criteria for making difficult decisions without compromising fundamental principles.
The coaching relationship is professional, not personal. Ignoring this principle opens the door to emotional harm, role confusion and conflicts of interest. Avoiding intimate relationships, close friendships or financial ties with clients is essential to maintain objectivity and appropriate care. Cordiality and empathy do not require intimacy or closeness outside the workspace; on the contrary, they require explicit and sustained boundaries.
Maintaining dual relationships —for example, being simultaneously a provider, business partner or friend— distorts the dynamics of the process. Fostering dependence is equally unacceptable: designing processes so the person becomes self-sufficient is a duty, not an option. If the relationship begins to move into personal territory, it is a sign to review boundaries, document and, if appropriate, refer.
Physical contact without explicit consent, suggestive comments or any form of flirting have no place in a professional relationship. Even actions that may seem neutral should be evaluated for their potential impact: a misinterpreted gesture can affect psychological safety and trust. Communication must be respectful, clear and focused on the person's goals, never on the professional's needs.
Sharing a person's information without their permission undermines the foundation of any process. One must never disclose what was discussed, nor use real stories for self-promotion without express written authorization. Sessions should not be recorded, notes stored in insecure tools or data kept without adequate controls. Data protection requires strong passwords, secure devices and a clear plan for retention and destruction of information.
There are situations in which confidentiality has limits: imminent risk to the person or others, legal obligations or court requirements. Communicating these exceptions from the start, in writing and in understandable language, is part of the professional duty. Acting with the minimum necessary disclosure, documenting and, if possible, informing the affected person reinforces transparency.
Conversations, transcripts or notes must not be uploaded to technological platforms without anonymization and informed consent. Session excerpts should not be published on social media, nor should public interactions be requested that expose the person. If there is communication via messaging, agree on schedules, purposes and clear limits, avoiding responses in states of urgency or outside the framework of the process.
Acting outside the scope of competence is a serious ethical breach. One should not diagnose or treat clinical conditions without the appropriate training and accreditation. When the situation exceeds the scope of coaching, referring to mental health, legal or financial professionals is the right course. Integrity also requires continuous updating and professional supervision; working in isolation increases blind spots.
Guaranteeing income, promotions or specific measurable results lacks an ethical basis. The work focuses on processes, not on unfalsifiable promises. Likewise, claiming nonexistent credentials, using misleading titles or displaying logos without permission erodes trust. Credibility is built on transparency about background, training and limits.
Refusing to refer out of fear of losing a client is never justifiable. Collaborating with other disciplines for the benefit of the person —with consent— provides perspective and reduces risks. If there is a conflict of interest, significant bias or incompatibility of styles, the most responsible action is to propose alternatives.
Financial matters require clarity from the start: fees, duration, cancellation conditions and payment methods. Charges must never be hidden, sales pressured during sessions or continuity conditioned on purchasing unnecessary packages. The process is not a sales funnel; it is a developmental space in service of the person.
Accepting hidden commissions or benefits for recommending services undermines trust. If tools or providers are suggested, any commercial relationship must be disclosed and options should be chosen based on merit and fit with the person's real needs.
Do not fabricate testimonials, do not edit statements to change their meaning and do not solicit reviews that compromise confidentiality. If testimonials are requested, do so without pressure, with consent and protecting identity. Advertising truthfully, without inflated metrics or unfair comparisons, is a basic practice.
Applying policies that are excessively punitive or that are changed unilaterally mid-process is bad practice. Reasonable flexibility, advance communication and fair treatment reflect respect for the person's time and situation.
Discrimination on the basis of gender, identity, orientation, ethnicity, age, socioeconomic status, religion or disability is unacceptable. Language, examples and tools should be adapted to avoid reproducing biases. A safe space implies openness to different life experiences and willingness to learn and correct when mistakes are made.
Avoid assumptions about what is valuable or right for another person. Ask, do not impose. If biases are detected in materials or dynamics, take measures to correct them and, if necessary, seek specific training.
Ignoring access barriers —schedules, communication formats, sensory needs— limits outcomes and excludes people. Offering reasonable adaptations in line with the professional's capabilities is part of the commitment.
An ethical practice cares for the framework: objectives, roles, frequency, limits and responsibilities. Sessions should not be prolonged to bill more nor shortened to accommodate other commitments. Techniques should not be introduced without explaining their purpose and obtaining consent.
If risk signals emerge —suicidal ideation, violence, problematic substance use— the response should never be silence or minimization. Activating protocols, referring and documenting is essential. Attempting to address complex trauma without adequate training can cause harm.
Punctuality and respect for agreements are basic. Repeated cancellations, lateness or intermittent responses create friction and delegitimize the process. Consistency between what is preached and what is done is an ethical component, not a courtesy.
Not seeking supervision or feedback perpetuates mistakes. Supervision spaces and peer support help detect blind spots, handle dilemmas and improve decisions. Likewise, neglecting self-care increases the risk of fatigue and reactivity; an exhausted professional is more prone to ethical failures.
Documenting, reflecting and adjusting practices is part of the professional standard. Admitting mistakes, repairing and learning distinguishes those who put the person above ego.
Exceeding workload, not resting and working while emotionally overwhelmed impairs judgment. Setting limits on availability, planning breaks and seeking support when necessary is not a luxury: it is an obligation to those who trust the process.
It is also useful to know red flags that indicate questionable practices: grandiose promises, pressure to buy, ridiculing other disciplines, imposing personal beliefs, resistance to signing clear agreements or refusal to explain methods and limits. Transparency and humility are signs of a solid practice.
In the face of an error, the first step is to acknowledge it, stop the harm and repair as far as possible. Communicating honestly, recording what happened and consulting supervision helps choose next steps. In serious cases, immediate referral and notification to the relevant authority may be required. Responsibility is not delegated or postponed.
A solid professional practice is measured by what is offered and by what is decided not to be done. Choosing integrity, even when uncomfortable, builds safer and more effective relationships. Clear boundaries, transparency and respect are not barriers; they are the framework that allows the process to flourish honestly and sustainably.
