Coaching for Talent Development and Employee Engagement

Coaching Self-Assessment

Read each of the following statements. Rate yourself to determine your area(s) of greatest need for development in coaching. Evaluate your ability in this skill from low (1) to high (4). Then rate how important this skill is to your success. Make notes or comments as you go along.

Your Name
Email Address

# Coaching Skill Ability
Low High
Importance
Low High
1 I am credible in my field. My employees come to me for advice on how to do the work. 1 2 3 4 1 2 3 4
2 I create an environment that builds trusting relationships. My employees trust me. 1 2 3 4 1 2 3 4
3 I articulate clear expectations for performance. 1 2 3 4 1 2 3 4
4 I provide regular feedback to employees about their performance, both positive and constructive. My feedback is balanced, objective, specific, and supportive. 1 2 3 4 1 2 3 4
5 I recognize and reward others for attaining their highest potential. 1 2 3 4 1 2 3 4
6 I am available for the employee to answer questions as needed. When necessary, I make the time needed by employees. 1 2 3 4 1 2 3 4
7 I foster an environment of continuous improvement, challenge, and growth. I create an environment where people take calculated risks. 1 2 3 4 1 2 3 4
8 I help each employee understand how his/her role supports the business and how individual performance impacts the team's performance. 1 2 3 4 1 2 3 4
9 I effectively present concepts and ideas. 1 2 3 4 1 2 3 4
10 I listen actively, demonstrating an understanding of others' views and needs. 1 2 3 4 1 2 3 4
11 I use tact and diplomacy to influence and persuade. 1 2 3 4 1 2 3 4
12 I am able to determine how best to work with each person based on his or her unique motivation/social style. 1 2 3 4 1 2 3 4
13 I adapt my style of interacting to meet the unique needs of the other person. 1 2 3 4 1 2 3 4
14 I know the development goals of my employees. 1 2 3 4 1 2 3 4
15 I tailor my coaching sessions to individual development needs. 1 2 3 4 1 2 3 4
16 I communicate clearly and objectively; I avoid language that misrepresents the performance (by understating or overstating the problem). 1 2 3 4 1 2 3 4
17 I use questioning and redirecting to help the employee self-assess. 1 2 3 4 1 2 3 4
18 I am able to distinguish between coaching, problem solving/corrective action, providing feedback/information, training, and counseling. 1 2 3 4 1 2 3 4
19 I am able to use the appropriate management tool (coaching, problem solving/corrective action, providing feedback/information, training, and counseling) depending on the specific situation. 1 2 3 4 1 2 3 4
20 I am able to distinguish possible reasons why people aren't performing as expected. These reasons could be lack of clear expectations, lack of resources, lack of skills and knowledge, etc. 1 2 3 4 1 2 3 4
21 I am able to help the employee determine/discover the reasons for less-than-stellar performance and ways to improve the performance in the future. 1 2 3 4 1 2 3 4
22 I ensure that coaching always begins with a discussion of strengths/things that went well before turning attention to areas for development. 1 2 3 4 1 2 3 4
23 I ensure that our coaching focuses on no more than two areas for development at a time. 1 2 3 4 1 2 3 4
24 I model continuous self-improvement by seeking and applying feedback on my own performance. 1 2 3 4 1 2 3 4