Evaluating Your Coaching Skills (self) EN

2.

I assume that my employees are able to do their jobs well

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3.

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

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4.

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

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5.

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

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6.

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

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7.

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

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8.

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

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9.

There are absolutely no interruptions or distractions in my coaching sessions

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10.

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

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11.

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

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12.

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

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13.

I treat employees as my partners, not my subordinates

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14.

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

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15.

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

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16.

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

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17.

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

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18.

I suppose constructive feedback are easy to achieve

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19.

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

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20.

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

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21.

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

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22.

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

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23.

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

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24.

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

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25.

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

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26.

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

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27.

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

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28.

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

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29.

I address employees’ fears by uncovering the needs behind them

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30.

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

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31.

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

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32.

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

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33.

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

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