Test Your Coaching Skills 2018-02-28T21:50:55+00:00

Test Your Coaching Skills

Matt M. Starcevich, Ph. D.
(For individual use only, not to be reproduced or used in any way without permission)
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Published in Spirit, the magazine of Southwest Airlines

Being less of a boss and more of a coach is the cornerstone for most Employee Involvement/Empowerment efforts. In sports as in business, the coaching role favors the facilitator. What we stand for, or our values, drive the type of coaching relationship we strive to create and maintain. The basic values you bring to coaching situations can be determined by picking the response that best describes you.

Your employees' performances vary from the superstar to the substandard. When coaching your employees do you:
One of your employees is really struggling with a difficult and new assignment. You are fairly confident that he has the capability to perform well on this task, but believe that he is lacking in self-confidence. Do you:
During a coaching discussion your employee asks for a performance assessment. You believe any discussion about another person's strengths and weaknesses should be:
Both you and the employee seem to have different agendas during a coaching discussion. Do you:
It has come to you through the grapevine that one of your supervisors is insensitive, abrasive and pushy. You don't particularly like this employee. Do you:
You and your employee are planning some changes in his/ her client approach. You can't seem to agree, do you:
During a discussion with one of your employees it becomes painfully obvious to you that through negligence you have contributed, in part, to the present situation. Do you:
When you think about coaching your employees, you feel that:
One of your troublesome employees is making a good -faith effort to improve. The change is very slow. During your coaching discussions do you:
Your department has been very successful in meeting or exceeding objectives. New competition and changing conditions have increased pressure on your people to perform. In talking with each of your employees about objectives and new directions, do you:


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