Post on 04-Jun-2018
R E S O U R C E A
C O A C H I N G M A N A G E R S E L F - A S S E S S M E N T
Instructions
Read each line.
Circle the score that best describes your perception of yourself and your approach.
A score of 1 = Mostly not true
A score of 2 = Sometimes true
A score of 3 = Often true
A score of 4 = Very often true
A score of 5 = Always true
To score
Count up the number of circles in each column.
Multiply the number of circles in each section of each column with the num-
ber directly below that column section.
Total the section scores for each column and then add the column totals
together to get your fi nal score. You may score between 48 and 240.
Read the Coach Readiness score review below the assessment. This will guide
you as you read the remainder of this book.
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Copyright © 2010 by Judith Wilson and CompassPoint Nonprofit Services. All rights reserved.
Coaching Self-Assessment
Mostly Not
True Sometimes
True Often True
Very Often True
Always True
Skills
I use language that is welcoming and inclusive.
1 2 3 4 5
I pay attention to the impact my body language has on others.
1 2 3 4 5
I am comfortable giving feedback.
1 2 3 4 5
I listen attentively, not allowing my own thoughts to get in the way.
1 2 3 4 5
I let others share their thinking before I give my advice.
1 2 3 4 5
I listen fi rst, then speak.
1 2 3 4 5
I am able to sus-pend my opinions in most situations.
1 2 3 4 5
I stay objective when I work with others.
1 2 3 4 5
I ask probing open - ended ques-tions to help peo-ple expose their best thinking.
1 2 3 4 5
I make sure people are heard and understood.
1 2 3 4 5
I acknowledge what people care about, not just what I care about.
1 2 3 4 5
Coaching Self-Assessment (Continued)
Mostly Not
True Sometimes
True Often True
Very Often True
Always True
I acknowledge things well done as much as opportu-nities to grow.
1 2 3 4 5
I am comfort-able with being forthright when necessary.
1 2 3 4 5
I am comfortable with silence in a conversation.
1 2 3 4 5
I facilitate problem solving rather than take charge of the answers myself.
1 2 3 4 5
I allow others to discover new ways of solving problems.
1 2 3 4 5
Add up the number of circles you marked in each column .
Multiply the num-ber of circles by the following :
� 1 � 2 � 3 � 4 � 5
Subtotals
Mind - Set
I believe in peo-ple ’ s potential.
My words are con-gruent with my actions.
1 2 3 4 5
I am patient with most people.
1 2 3 4 5
I stay in touch with my people regularly.
1 2 3 4 5
Coaching Self-Assessment (Continued)
Mostly Not
True Sometimes
True Often True
Very Often True
Always True
I make space for people to express themselves.
1 2 3 4 5
I show that I care, even when I am under stress myself.
1 2 3 4 5
I am trusted by most or all.
1 2 3 4 5
I realize and honor that people have different perspectives.
1 2 3 4 5
I put time aside for people - development conversations.
1 2 3 4 5
I am known as a good communicator.
1 2 3 4 5
I build connection with those I work with.
1 2 3 4 5
I manage my emo-tions, even under duress.
1 2 3 4 5
I forgive easily and get on with the moment.
I fi nd it easy to stay detached from out-comes when help-ing people grow.
1 2 3 4 5
I know the values and belief sys-tems of culturally diverse people on my team.
1 2 3 4 5
Coaching Self-Assessment (Continued)
Mostly Not
True Sometimes
True Often True
Very Often True
Always True
I show appro-priate levels of empathy toward others.
1 2 3 4 5
Add up the num-ber of circles you marked in each column .
Multiply the num-ber of circles by the following :
� 1 � 2 � 3 � 4 � 5
Subtotals
Framework
I am a good facilitator in conversations.
1 2 3 4 5
I help people have a vision of the end result.
I am good at setting goals and clarifying expectations.
1 2 3 4 5
I guide people to be clear about what they are saying.
I keep conversa-tions and meetings focused and on track.
1 2 3 4 5
I help others drill down to what ’ s most important.
I often ask myself, What does this person need?
1 2 3 4 5
Coaching Self-Assessment (Continued)
Mostly Not
True Sometimes
True Often True
Very Often True
Always True
I help people lever-age their talents and strengths.
1 2 3 4 5
I remind people about what they are good at.
1 2 3 4 5
I am good at brain-storming and fi nd-ing new options.
1 2 3 4 5
I help people use information and knowledge they have gained.
1 2 3 4 5
I am able to talk with people about their motivations.
1 2 3 4 5
I help people expand their choices when they seem stuck.
1 2 3 4 5
I make sure there are clear agree-ments at the end of conversations.
1 2 3 4 5
I hold people account-able for their commitments.
1 2 3 4 5
Add up the num-ber of circles you marked in each column .
Multiply the num-ber of circles by the following :
� 1 � 2 � 3 � 4 � 5
Subtotals
Coaching Self-Assessment (Continued)
Mostly Not
True Sometimes
True Often True
Very Often True
Always True
Totals: Add up column section subtotals for each column.
� � � � �
Final score: Add column totals together
�
My Coach Readiness Score
If you scored 220 – 240 : You may be familiar with what it takes to provide great
coaching. You probably possess many of the key characteristics of an effec-
tive coach. You are experienced in developing others. You are able to provide
a solid framework for valuable conversations. You use the coaching approach
to help people learn and grow. You are a good communicator. You understand
why and how people think, and you are open to different perspectives. You
practice the skills of coaching as a foundation for managing others. Which
additional strengths can you leverage to optimize your coaching approach?
If you scored 160 – 219 : You may be fairly familiar with the coaching approach.
You may possess quite a lot of the key characteristics of a skilled coach. You
probably partner quite well when developing others. Continue to strengthen
this partnership. You communicate well in most situations with most people.
You may include a coaching approach when you work with others. You are
aware that people come from different perspectives, and you are learning how
to stay open to those perspectives. You use many of the skills of a good coach.
What will help you optimize your coaching approach? Where do you need to
focus your energy and attention?
If you scored 100 – 159 : You may be learning about what it takes to provide good
coaching. You possibly possess some characteristics of a coach. You are still learn-
ing about how to best manage and develop others. You know people may need
help thinking through things. Continue to grow and expand your coaching skills
to help them do that. You may use the coaching approach on some occasions.
Your communication is probably reliable and sound. You accept that people are
unique. Continue to leverage people ’ s differences. Which skills do you need to
concentrate on fi rst to strengthen yourself as a good coaching manager?
If you scored 48 – 99 : The coaching approach to managing others may be new
to you. You will need to strengthen your foundational coaching skills and
approach. Keep expanding your understanding of what it takes to develop
others. Stay open to people ’ s unique strengths. Encourage people to share
their thinking with you and others. Listen more, hold back your advice, and
ask more questions when helping others. Stay open to different approaches to
problems. Include others in problem solving as much as possible. Ask yourself
how you can embrace what it means to be an effective coach. What part of the
approach needs most attention?
Copyright © 2010 by Judith Wilson and CompassPoint Nonprofit Services. All rights reserved.
Judith’s Back-Pocket Questions
What’s most important for us to talk about right now?
What do you really want?
What do you mean by that?
Where should we go with this?
What’s the bottom line?
What options are you looking at?
Which option seems most viable?
What have you not yet tried that might work?
What else? What else? What else?
What’s next then?
What support will you need?
Figure 2.3Open-Ended Questions Continuum
How
do
my
idea
s sou
nd to
you
?
How
abo
ut c
allin
g D
eird
re a
nd a
skin
g he
r
abo
ut th
e cli
ent c
ase
files
?
Her
e ar
e a
coup
le o
f tho
ught
s. W
hat e
lse c
an y
ou th
ink
of?
How
wou
ld it
be
if yo
u lo
oked
at i
t fro
m Jo
se’s
pe
rspe
ctiv
e?W
hat i
f you
con
sider
ed w
ritin
g it
into
the
polic
y th
is w
ay?
Wha
t are
you
con
sider
ing,
giv
en th
e sit
uatio
n w
ith th
e te
ache
rs?
Wha
t doe
s thi
s all
add
up to
for y
ou?
Wha
t else
do
you
wan
t to
do h
ere?
Wha
t do
you
thin
k is
the
key
to m
akin
g
yo
ur id
ea w
ork?
How
do
you
wan
t to
go fo
rwar
d?
Open-Ended Questions
Mosteffective
Leasteffective
Being wide open,making people think
for themselves
Coercingpeople to agree
with you
Asking leadingquestions
Wha
t abo
ut p
rese
ntin
g it
the
way
I su
gges
ted?
Copyright © 2010 by Judith Wilson and CompassPoint Nonprofit Services. All rights reserved.
Figure 2.4 Closed-Ended Questions Continuum
Can
you
tell
me
wha
t hap
pene
d?
Did
you
try
dele
gatin
g th
e ta
sks a
s I to
ld y
ou?
Wou
ld it
hav
e be
en b
ette
r if y
ou h
ad c
alle
d th
e
pr
ogra
m o
ffice
r and
ask
ed if
she’
d ta
lk to
you
?
Hav
e yo
u tri
ed d
iscip
linin
g th
e pe
ople
invo
lved
?
Are
we
up-t
o-da
te w
ith o
ur g
rant
pro
posa
is?
Did
that
con
vers
atio
n yi
eld
wha
t you
nee
ded?
Hav
e yo
u fin
ished
you
r em
ploy
ee re
view
s?
Do
you
have
wha
t you
nee
d to
pro
ceed
?
Is th
is O
K no
w?
Are
ther
e an
y ot
her q
uest
ions
you
hav
e?
Are
you
sayi
ng th
at w
e ne
ed to
look
at t
hese
thre
e th
ings
firs
t?
Closed-Ended Questions
Mosteffective
Leasteffective
Checking forunderstanding —yours
and theirs
Getting filled inon the
back story
Questioning forstatus update
Copyright © 2010 by Judith Wilson and CompassPoint Nonprofit Services. All rights reserved.
Figure 2.5Why Questions Continuum
Why
on
earth
did
you
do
that
?
Why
don
’t yo
u ju
st c
hang
e?
Why
do
you
care
so m
uch?
Why
is th
is go
ing
on?
Why
did
we
end
up h
ere?
Why
are
you
cau
ght u
p in
this?
Why
are
we
follo
win
g th
is pa
th?
Why
is th
is im
porta
nt n
ow?
Why
mus
t we
look
at t
his d
iffer
ently
?
Why
shou
ld w
e do
it?
Helping people offloadthe full history
Why Questions
Mosteffective
Leasteffective
Allowing for arationale
Causing people to presenta case or defend themselves
Copyright © 2010 by Judith Wilson and CompassPoint Nonprofit Services. All rights reserved.