Add your scores according to the following guidelines:

1 = never / 10 = always

1)         We have a clear policy that identifies coaches and coachees

2)         We point coaching at existing workplace measures to ensure that the coaching relationship delivers results that are measurable and aligned to organisational objectives

3)         We make time weekly with key people in my organization to coach them on agreed areas of development.

4)         Where our coaches have a line responsibility they are skilled at integrating coaching with their regular management responsibilities.

5)         Coaching gets done because people believe in coaching and can see the results it produces (not necessarily because they are directed to coach)

6)         Feedback is normal and people respond constructively rather than defensively

7)         On the job coaching is routine, well structured and assessed in a constructive manner

8)         We provide structure for the goal setting process without taking responsibility and accountability away from the coachee

9)         After a coaching session our people always leave knowing what to do and where to turn for support if required

10)       We use a template or formal tool for inputting, tracking progress, and generating feedback on the coaching progress.

11)       When looking back over a period of six months we have noticed a significant increase in people’s involvement and skill levels (across the board).

12)       We are aware that coaching does not take place in a vacuum and use tools to engage with and communicate with stakeholders.

81-120

Coaching is entrenched in your organisations culture – well done. You have most likely succeeded in integrating coaching with your existing measures and have experienced the positive contribution coaching can make. Continue fine tuning your system for continued success and growth. You have come this far, be wary of loosing the discipline and momentum you have built to date. A coaching culture thrives when everybody is learning and growing. Seek out creative and innovative

ways of growing your business to keep learning alive.

51-80

Coaching is something your organisation knows of and has most likely tried in various parts of your business. Members of your executive team are likely to have been earmarked for executive coaching and may already have personal coaches. Coaching has otherwise been fairly ad-hoc and at lower levels. Coaching is seen as something that needs to be done. The intentions are good but you probably have difficulty getting the momentum going. People are busy, and they coach as and when they get the opportunity. You have line managers who are good coaches and others who although supportive of coaching don’t really seem to do it.

Although you are probably working on multi-skilling and up-skilling people there is still an over-reliance on certain people. You simply lack the depth and breadth of skills to run the kind of show that is not routinely interrupted by “fire-fighting”.

You would be advised to introduce a structured and disciplined approach integrating coaching with existing workplace measures and communication cycles.

Introduce policy to establish a coaching and coachee pool and introduce templates to track key milestones and the effectiveness of coaching relationships.

You have started the journey keep –up the momentum and you will start to experience the real benefits associated with coaching

50 or less

Coaching is not a priority. Your focus is very much on operations. Communication is seen as something that needs to be worked on. There is an over reliance on a few key people who are so busy that they don’t get the opportunity to action all that they should. Coaching only really takes place when somebody new joins and often takes the format of “look and learn”. Get some help formalising your process.

Add your scores according to the following guidelines:

1 = never / 10 = always

1)         When things go wrong I am disciplined enough to analyse the problem before thinking (assuming) somebody made a mistake.

2)         I listen properly, without letting my mind race on to the next thing. 

3)         I am able to identify value in the future, that is hidden in the present (potential)

4)         When I coach I make an effort to connect with the person by understanding how best they learn and communicate

5)         I show an interest in people’s circumstance, yet am skilled at maintaining the focus of the coaching session.

6)         I am skilled at using questioning techniques

7)         I  structure, record and track each coaching session in terms of the overall coaching objective 

8)         People finish a coaching session with me re-energized, focused and committed to achieving their next milestone consistently.

9)         I acknowledge the role stakeholders (e.g. team mates) play and work with the coachee on ways to engage and involve stakeholders.

10)       I am disciplined in the way I coach and record areas where I can improve after each session.

71-100

You are really beginning to enjoy coaching and the positive contribution you are making to peoples lives. To a degree coaching gives you a “liberated” feeling.

Well done, keep the momentum going. At this point your major challenge is to “keep it real”. Watch your ego. Remember it has everything to do with the learner and stakeholders, and not so much with you as the coach. So long as you keep this in perspective you and the people you work with will continue to grow through coaching.

41-70

You probably have a good relationship with the people you work with. You do coach, although you may not call yourself a coach. You have seen the results where you have spent time questioning, listening and guiding people.

Sit down and do a more in-depth analysis of your communication, coaching and feedback skills and identify what needs to be strengthened. Look at ways you can make coaching a more integral part of your job and life.

40 or less

This is obviously an underdeveloped skill. If you don’t like to do it, or feel your time could be invested elsewhere for a greater return find

someone else internally or externally to take over this process. If coaching is a necessary component of what you do, think about doing some coaching training or hiring a coach to help you with the process. Coaching is simply a skill that is learnt like any other skill. Give it a try. You may even be surprised how much you enjoy it.

If you are interested in learning more about the Coaching Advantage Process, please email us at dynaindu@iafrica.com