When a clear picture is established between myself, and the "other" that my Services, and the hoped for Outcomes are organizationally achievable, a written Contract is produced spelling out the mutual expectations for the work: Performance Objectives, Methods, Learning Structure, Reference Materials, Dates, Times, Location, and Fees for Service and associated Costs.

If the service required is the development, delivery and evaluation of a Credit Course in a University, Community College, or Professional Association, I study the formal course requirements recorded in the Course Calendar, building the course content, learning methodology, and testing within the formal discipline needs.

If the Service request is for a simple leadership training workshop, there is usually no need for wider discussions beyond with the Organization's "boundary person" who has contacted me for this service. Some exceptions being,

1. If I sense this contact person is unsure of themselves in their request, I check out their being "legitimately empowered by their Organization" to be requesting my services and/or, ask for a further discussion meeting with additional key members.
2. If I sense that the use of a workshop, or training intervention will likely not truly support positive organizational, or employee performance, I ask for a meeting to review what I believe would be a more appropriate use of their limited training budget dollars.

(i.e.) I've learned a simple workshop training intervention can create an expectation in the employee of there being room for them to apply newly gained aspirations and skills in their job: are their Supervisor's ready to support this change?

Management often has expectations of enhanced performance from employees who attend training sessions. Are Supervisors trained, and committed to the extra effort needed to practice, and apply new skills on the job, and if Supervisors need new equipment, or modified workplace structure, is Management open to this change, and/or expense?

Sometimes a "coaching process" is strongly effective, especially if it supports Supervisors attempts to integrate "new learnings and aspirations" gained from workshop training by their team members.