Mentor Coaching AssessmentSeptember 15, 20200Comments Welcome to your Mentor Coaching Assessment Thinking about each coaching skill answer the questions "As a coach, I ...' Name Email I. Co-Create the Relationship 1. View employees as partners and critical to the success of our company Rarely Sometimes Frequently Usually Almost Always None I. Co-Create the Relationship 2. Am open and transparent and willing to be vulnerable to build trust with the client Rarely Sometimes Frequently Usually Almost Always None I. Co-Create the Relationship 3. Take the time to build trust and rapport Rarely Sometimes Frequently Usually Almost Always None I. Co-Create the Relationship 4. Serve as a good role model Rarely Sometimes Frequently Usually Almost Always None I. Co-Create the Relationship 5. Do not let employee’s give up Rarely Sometimes Frequently Usually Almost Always None I. Co-Create the Relationship 6. Do not divulge their confidence Rarely Sometimes Frequently Usually Almost Always None I. Co-Create the Relationship 7. Acknowledge when it’s deserved Rarely Sometimes Frequently Usually Almost Always None I. Co-Create the Relationship 8. Show support, empathy and concern Rarely Sometimes Frequently Usually Almost Always None I. Co-Create the Relationship 9. Help align goals and values to the business strategies of Live Your Message Rarely Sometimes Frequently Usually Almost Always None I. Co-Create the Relationship Co-Creating Relationship Feedback II. Communicate Effectively 10. Provide regular and specific feedback about performance Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 11. Encourage and really listen. Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 12. Avoid distractions when coaching (emails, texts, calls etc.) Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 13. Manages one's emotions to stay present with the client Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 14. Am confident in working with strong emotions.Am confident in working with strong emotions Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 15. Am curious and comfortable working in a space of not knowing Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 16. Create and/or allow for silence, pause or reflection Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 17. Integrate the client's words, tone of voice and body language Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 18. Notice trends in the client's behaviors and emotions to identify themes or patterns Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 19. Invite the client to share more about their experience in the moment Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively 20. Share observations, insights and feelings that have the potential to foster new learning Rarely Sometimes Frequently Usually Almost Always None II. Communicate Effectively Communicate Effectively Feedback III. Evoke Awareness 21. Allow for expression of feelings, perceptions, concerns, beliefs and suggestions Rarely Sometimes Frequently Usually Almost Always None III. Evoke Awareness 22. Challenge client’s perspective as a way to encourage awareness or insight Rarely Sometimes Frequently Usually Almost Always None III. Evoke Awareness 23. Ask about the client’s way of thinking, values, needs, wants and beliefs Rarely Sometimes Frequently Usually Almost Always None III. Evoke Awareness 24. Ask questions that help the client explore beyond current thinking Rarely Sometimes Frequently Usually Almost Always None III. Evoke Awareness 25. Recognize and inquire when there is more to what the client is communicating Rarely Sometimes Frequently Usually Almost Always None III. Evoke Awareness 26. Notice and explore the client's emotions, energy shifts, non-verbal cues or other behaviors Rarely Sometimes Frequently Usually Almost Always None III. Evoke Awareness 27. Supports the client in reframing perspectives Rarely Sometimes Frequently Usually Almost Always None III. Evoke Awareness Evoke Awareness Feedback IV. Cultivating Learning and Growth 28. Partner with the client and relevant stakeholders to establish an overall coaching plan Rarely Sometimes Frequently Usually Almost Always None IV. Cultivating Learning and Growth 29. Help define or reconfirm measures of success for what the client wants to accomplish Rarely Sometimes Frequently Usually Almost Always None IV. Cultivating Learning and Growth 30. Consider what the client believes they need to achieve what they want Rarely Sometimes Frequently Usually Almost Always None IV. Cultivating Learning and Growth 31. Encourage clients to self-manage and hold themselves accountable Rarely Sometimes Frequently Usually Almost Always None IV. Cultivating Learning and Growth 32. Make performance expectations and priorities clear Rarely Sometimes Frequently Usually Almost Always None IV. Cultivating Learning and Growth 33. Find ways to capitalize on the employee’s strengths Rarely Sometimes Frequently Usually Almost Always None IV. Cultivating Learning and Growth 34. Champion employees when discouraged or taking on new, more challenging goals Rarely Sometimes Frequently Usually Almost Always None IV. Cultivating Learning and Growth 35. Provide information about the company and their role in the company’s goals Rarely Sometimes Frequently Usually Almost Always None IV. Cultivating Learning and Growth 36. Refer and/or recommend appropriate training, support or resources Rarely Sometimes Frequently Usually Almost Always None IV. Cultivating Learning and Growth Cultivate Learning and Growth Feeback V. Designing Actions 37. Partner to generate ideas that move them forward Rarely Sometimes Frequently Usually Almost Always None V. Designing Actions 38. Work with the client to integrate new awareness, insight or learning into their worldview Rarely Sometimes Frequently Usually Almost Always None V. Designing Actions 39. Partner to design goals, actions and accountability measures that expand on new learning Rarely Sometimes Frequently Usually Almost Always None V. Designing Actions 40. Acknowledge and support client autonomy goal setting, actions and accountability Rarely Sometimes Frequently Usually Almost Always None V. Designing Actions 41. Invite the client to consider resources, support and potential barriers Rarely Sometimes Frequently Usually Almost Always None V. Designing Actions Designing Action Feedback Overall Feedback Areas to work on Time's up Cloe Blanchet Leave a Reply Cancel ReplyYou must be logged in to post a comment.
