first_imgRelated posts:No related photos. To celebrate its Learning at Work Day on 16 May, organiser Campaign forLearning has put together this coaching quiz. Use it yourself or share it with line managers to see how your companymeasures upCoaching is an increasingly popular tool for staff development, but as thepreceding feature shows (Analysis page 12) it is in danger of not being properlyapplied. Its seemingly informal nature makes it open to abuse. There is also thedanger that line managers, who are relied upon to get the most from their staffand are the first choice to be coaches, are not fully competent. Yet it remains a valuable method and with this in mind the Campaign forLearning has put together the following quiz. It is not intended to be apanacea but can be used to measure the training department’s approach tocoaching and also to assess and help line managers on areas of weakness-perhapsforming the basis for discussion. Select one answer to each question and use the boxes below to see howcommitted to coaching you and your organisation really are. Q1. Listening You have a deadline looming and one of your staff interrupts with along-winded account of a problem he or she is having. Do you: a. Listen absent-mindedly while carrying on with your work? b. Stop what you are doing, invite them to sit down and tell you all aboutit in their own time. You will meet your deadline by working late. c. Stop what you are doing and give them your full attention for fiveminutes. Then interrupt gently, explaining you have a deadline, and arrange tomeet with them later to give the so that you can give the problem your full attention.d. A staff member would never interrupt when you are busy as you alwaysclose the door to prevent disturbances. Q2. Feedback An experienced staff member is working on a task for you that you believewill stretch them but is within their abilities. Do you: a. Ask for daily written reports on how they are progressing. b. Let them get on with it, they can ask if they have any problems. c. Ask regular, informal questions on specific aspects to establishprogress. d. You prefer to keep staff working safely within their own limits to avoidmistakes so this situation wouldn’t arise. e. Ask them what would be the appropriate intervals for review meetingswhere you can give support and note progress. Agree the dates. Q3. Understanding of Learning Styles Your department’s computer systems are being upgraded and you have beensent on a training course to learn the new system. You now have to transferyour knowledge to your staff. Do you: a. Gather everyone together in a meeting room, give them a copy of themanual and talk through the content. b. Gather everyone in a meeting room with a flip-chart and draw a diagram ofthe new system to explain it. c. Demonstrate the system personally on a computer with small groups ofstaff, making sure that everyone takes turns to sit at the computer and have ago. d. Send everyone a memo giving them details of the online help that isavailable for the new system and encouraging them to ask you if they have anyquestions. e. A combination of two or more of the above. Q4. Communication You want to introduce a new reporting method for the work of yourdepartment. This will involve all your staff making a simple change to the waythey document their work. Do you: a. Send a memo to everyone outlining the new method. b. Hold a meeting to discuss the new method and hand out the memo in themeeting. c. Send an e-mail to everyone outlining the new method. d. Pin one copy of the memo on a notice-board. e. Two or more of the above Q5 Inspiring individual learning One of your staff members has confided they would like to improve theirEnglish. Do you: a. Feel worried that you have employed someone with poor skills and startlooking for other signs that they are not up-to-scratch. b. Feel pleased they have asked for your advice and call the neighbouringcollege to find out what is on offer locally so you can give them the rightinformation. c. Offer to go with them to the local college to find out what is on offer. d. Tell them to ask for advice at the library. e. Discuss with them the benefits of improving their English, ask them toinvestigate possible sources of tuition and report back to you. Q6 developing skills You have noticed that one of your staff avoids situations where they haveto speak in public, despite a recent training course in presentation skills. Doyou: a. Offer to give him or her an informal presenting opportunity within thedepartment to practice their skills. b. Advise them to visualise giving successful presentations to help buildtheir confidence. c. Recommend a book that you have found useful in improving presentationtechnique. d. Conclude they will never be any good at giving presentations so make surethey don’t have the opportunity. e. Ask them to list the ways in which public speaking opportunities willbenefit them and discuss why they are avoiding taking the opportunity to speak.Q7. How do you handle poor performance? A staff member, who has been with you four months, has made a mistakewith serious consequences for your organisation. You have managed to resolvethe problem but it has caused you considerable trouble. Do you: a. Fire them immediately. You can do without staff that cause you this muchtrouble. b. As you have resolved the problem this time, you won’t say anything andhope it doesn’t happen again. c. Make time to have a private meeting with the staff member so that you canboth review what happened, focusing on the action not the person, and help themlearn from the experience. d. Give them a written warning so that they understand the serious nature oftheir mistake. Q8. How do you handle good performance? One of your staff members has performed a specific task very well. Thechief executive has personally let you know how impressed he or she is withtheir performance. Do you: a. Pass on the CEO’s praise personally to your staff member – you would havethanked them for their good work earlier. b. Make sure the CEO knows how you personally contributed to the successfulperformance. c. Stress to your staff member that he or she is part of a team, not anindividual star performer. d. Pass on the CEO’s praise personally to your staff member – you would havethanked them for their good work earlier. In the following few weeks you wouldalso take the time to give positive feedback to other team members. Q9. Do you communicate the big picture? Your chief executive has asked you to think about the strategic directionof your department over the next five years. Do you: a. Let your imagination run riot and create some suggestions based on yourown ideas. b. Send a memo to your staff asking them to send you suggestions. c. Hold a meeting, explaining what the CEO has requested and discuss a rangeof options with your staff. d. Ignore the request. You and your department have enough work to dowithout worrying about what will happen five years from now. Q10. Work-life balance One of your staff members is working late most nights to meet a tightdeadline. Do you: a. Say nothing, if they need help they will ask and there is nothing wrongwith working hard. b. Tell them they won’t be entitled to overtime but you are pleased to seethem working so hard. c. Ask them how they are progressing and help them review their workload tosee if they can reduce other aspects of their workload. d. Offer to work late with them every night until the deadline is met Answers (max score 30)Q1 Listening skills              a          b          c         d          e              1         2          3          0 You need to make sure you can complete your own workQ2 Feedback            a          b          c         d          e              0         0          2          0          3You need to give your staff the freedom to develop their owninitiative if you would like them to develop. Staff will stagnate and loseinterest if they are not stimulatedQ3 Understanding learning styles            a          b          c         d          e              1         1          2          1          3Q4 Communication            a          b          c         d          e              1         2          1          0          3 Q5 Inspiring individual learning            a          b          c         d          e              0         2          1          1          3You are a manager not a parent. Staff may find it overpoweringto have too much support    Q6 Developing skills      Previous Article Next Article             a          b          c         d          e               2         1         1         0         3Q7 Handling poor performance             a          b          c         d          e              0          0          3          1Don’t wait to address staff performance issues. The longer youleave it the harder it will be Q8 Handling good performance            a          b          c         d          e              2         0          0          3Q9 Big picture communication               a          b          c         d          e              0          0          3          1Most people are interested in understanding how their job fitsinto the organisation as a wholeQ10 Work life balance            a          b          c         d          e              0         0          3          1           What’s your score? are you good coach? Score between 0 and 10 You need to spend some timethinking about the best way of developing your coaching skills. Look back overthose areas where you scored zero which will help you identify your weaknesses,particularly in the people arenaScore between 11 and 20 You have already developed somecoaching skills but  you cannot sit backon your laurels as there is still plenty of scope for becoming a more effectivecoach. For this reason look closely at those areas where you scored zeroScore between 21 and 30 Congratulations. You havealready developed some strong coaching skills . To become an even better coach, look back over those areas where you scored two or lessLearning at Work DayThis year’s Learning at Work Day is held on 16 May.You can find out more or carry outthis quiz online by logging on to call 0117 966 7755 to register for free planning materials and to getinvolvedcenter_img Comments are closed. Measure your coaching skillsOn 1 May 2002 in Personnel Todaylast_img