How often do you walk out of a meeting or one-to-one and think, “What just happened there?” or “That could have been so much quicker”?
You know that feeling – someone pops their head in the door asking for a “quick chat,” and an hour later you’re still sitting there, no clearer about what was achieved. You want to be open and supportive, you’re their manager, after all, and you pride yourself on having an open-door policy. But as they share every detail of the situation, your mental to-do list is running wild.
You try to help by offering solid advice – the “right way” to handle it – but it’s not landing. They nod politely, then counter with a stream of “yes, buts.” You try again. Still no traction. You both leave feeling stuck, drained, and none the wiser.
Sound familiar?
You’re not alone. Many managers tell me they spend hours each week in conversations that expand in all directions and eat into their already scarce time. You’re being pulled from every angle – your team, peers, your boss – and yet much of your day disappears into unfocused dialogue.
So what if there were a way to change that — to have conversations that are more purposeful, productive, and done in half the time?
That’s where the concept of contracting comes in.
What Is Contracting?
You might associate the word “contract” with legal paperwork, a formal document outlining terms and obligations. In essence, though, a contract is simply an agreement about how two parties will work together.
In coaching, contracting is a core skill. It’s the moment when coach and client clarify what the person wants to get from the conversation, what success would look like, and how they’ll work together to achieve it.
As coaching expert Claire Pedrick puts it:
“Without good boundaries, conversations – like rivers – can turn into floods or puddles.”
A contract might sound formal, but in practice it’s just a shared understanding, a quick, explicit agreement about what we’re here to do and how we’ll do it.
You’ve probably heard the saying:
“If you don’t know where you’re going, you’ll end up somewhere else.”
It’s the same with conversations. If you don’t take time to agree on the purpose and focus upfront, the discussion will meander down side roads, get lost in the weeds, and end without clear outcomes.
Start by Contracting
Imagine beginning every meeting or one-to-one with a few simple questions like:
- “What would be most useful to figure out in this conversation today?”
- “What would a good outcome look like for you?”
- “We have 30 minutes — how will we know this has been a productive conversation?”
- “What do we want to achieve together by the end?”
That’s contracting in action. You’re setting the course before the journey begins, much like entering your destination into Google Maps so you don’t end up wandering aimlessly.
You’re also engaging the other person in shaping the purpose. This shared ownership creates accountability: both of you know what “good” will look like by the end.
‘Right-Sizing’ the Conversation
Claire Pedrick talks about “right-sizing” or containing the conversation so it fits the time and purpose available. If you only have 20 minutes, don’t try to solve the whole world. Get clear on what’s realistic to achieve today.
For example, you might say:
“We’ve got half an hour — what would make that time well spent for both of us?”
Right-sizing helps avoid conversations that start as a quick check-in and spiral into a problem-solving marathon. It also gives you permission to pause and reset when things go off-track:
- “Let’s come back to what you wanted to achieve today — where have we got to so far?”
- “There’s a lot here. Let’s focus on the part that will make the biggest difference right now.”
That simple act of refocusing brings clarity and forward movement.
Why Contracting Works
Contracting does three powerful things:
- It creates clarity.
Everyone knows what the purpose is and what success looks like. There’s less confusion and fewer mixed messages. - It sets boundaries.
You avoid those conversations that endlessly expand or drift off-topic. The agreed focus acts like a compass you can keep returning to. - It builds trust.
When you take time to check what the other person wants from the conversation — and share what you need too — you’re modelling respect and psychological safety. It says, “Your time matters. Let’s make this count.”
In Practice
So, the next time someone asks for a “quick chat,” resist the urge to dive straight in. Take two minutes to contract:
“Before we start, what would be most helpful for you to get from this?”
“We’ve got 20 minutes — what’s realistic for us to cover?”
Then, during the conversation, use that agreement as your guide. If things drift, steer gently back:
“Let’s come back to what you said you wanted to get from today — are we getting there?”
This approach shifts the dynamic. The conversation becomes more intentional, efficient, and balanced. You’re not simply reacting; you’re co-creating a focused, productive exchange.
The Small Pause That Changes Everything
Contracting isn’t about adding bureaucracy; it’s about building better relationships through clarity. It’s that intentional pause at the start — to get aligned, focus your energy, and agree on what success will look like.
When you take those few minutes to contract, meetings are sharper, shorter, and more satisfying. People feel heard. Time is used well. And both sides leave knowing what was achieved and what comes next.
So next time someone pops in with, “Do you have a minute?”, try starting with a contract. That one small shift can change the quality of every conversation that follows.
What’s one simple contracting question you could start your next meeting with?
*Simplifying Coaching, Claire Pedrick, 2021
