Evaluating Supervisor Coaching Skills (Self) EN

2.

I assume that team leaders are able to do their jobs well

1 2 3 4

3.

I would rather listen to other people’s opinions and ideas than do my own talking all the time

1 2 3 4

4.

I’m well aware of my shortcomings when communicating with others

1 2 3 4

5.

When I coach team leaders, my focus is on past and potential future achievements

1 2 3 4

6.

I’m willing to receive negative feedback from my team leaders

1 2 3 4

7.

The first impression I get from those I coach is that I’m honest, curious, and love to know everything

1 2 3 4

8.

I strive to involve employees in making important decisions at the contact centre

1 2 3 4

9.

There are absolutely no interruptions or distractions in my coaching sessions

1 2 3 4

10.

I believe that individuals will take responsibility and exercise it when they are given the authority to do so

1 2 3 4

11.

I strive to identify what is essential to the aspects of team leader anxiety and fear

1 2 3 4

12.

I assume in advance that not everyone has exploited their inherent strengths and talents to the optimum extent

1 2 3 4

13.

I treat team leaders as my partners, not my subordinates

1 2 3 4

14.

I have the flexibility to move in the guidance session between discussing goals and investigating problems

1 2 3 4

15.

I can link the motivational needs of my team leaders to their goals at work

1 2 3 4

16.

I pay full attention to noticing the non-verbal signs that appear on team leaders while I interpret the course of the conversation and communicate with them

1 2 3 4

17.

I carefully examine and reflect on everything before in order to review and ensure mutual understanding between me and team leaders

1 2 3 4

18.

I suppose constructive feedback are easy to achieve

1 2 3 4

19.

I’m not afraid to guide my bosses and colleagues, in addition to directing my employees

1 2 3 4

20.

When I coach, I assume that employees are able to come up with solutions on their own

1 2 3 4

21.

When I give feedback on poor employee performance, I’m constructive and specific

1 2 3 4

22.

I control the coaching sessions by linking everything before to the specific and agreed-upon guidance goals

1 2 3 4

23.

I prefer to ask open-ended questions rather than closed-ended yes or no questions

1 2 3 4

24.

I believe that good communication depends on seeing different opinions and accepting points of view

1 2 3 4

25.

I believe that the best mentoring results come from creative and innovative insight

1 2 3 4

26.

End coaching sessions by getting a specific commitment to do a specific task

1 2 3 4

27.

I follow-up on coaching sessions by requesting a periodic report of work progress and performance

1 2 3 4

28.

I ask for reports as a precaution, but I release team leader to take full responsibility for their decisions

1 2 3 4

29.

I address employees’ fears by uncovering the needs behind them

1 2 3 4

30.

If someone asks me for advice, I give it in the forms of suggestions, not directives or orders

1 2 3 4

31.

I assume that direction will work when team leaders are given responsibility and authority

1 2 3 4

32.

I consider it is very important to be a role model when it comes to conduct coaching

1 2 3 4

33.

I try to make the coaching session by phone or emails as direct and brief as possible

1 2 3 4

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