About this Tool

The Coaching Survey was developed as feedback tool to be utilized internally and cheaply to provide feedback to managers, supervisors, and team leads on critical areas relating to their ability to coach people effectively. While it lacks the norms and psychometrics of a fancy and more costly surveys, I think you will find it helps get people thinking about the right things. You will note that the 30 closed ended questions fit into six categories. The first five questions deal with listening or gathering information, the next five with communicating to others, the third five with standards and expectations, the fourth with delegation, the next set with giving feedback, and the final five with recognition and rewards.

DIRECTIONS:

You have been asked to complete this survey to help the person who gave it to you improve their coaching skills. We have defined coaching broadly here, therefore, you will be asked about the proficiency of a number of related skills. Basically, we have defined coaching as a set of skills a person, responsible for work direction, uses to help another perform a job or task.

Please put a check mark in the column that comes closest to your feeling about this person and the respective question. Return this to the person who gave it to you in a sealed envelop, marked coaching survey, if you are concerned about anonymity send it through the office mail. The information you provide will be summarized and presented anonymously to the participant, they will not know who provided what feedback to them. Your honest, sincere evaluation is important in helping this participant plan what areas of improvement are most worth concentrating on. Be careful in completing, the wording will change the implication for agree or disagree, based on the nature of the question.

Scale: SA means strongly agree, A means agree, NS means not sure, D means disagree, SD means strongly disagree, and ND means no data to provide feedback on this question.

Questions:	SA	A	NS	D	SD	ND
1. This person uses effective questioning strategies to get good information from others, for example he/she will use broad questions when needed or very specific questions to get detail.
2. This person paraphrases or summarizes discussions periodically to verify mutual understanding of information being communicated.
3. This person communicates they are listening to you by their non-verbal communication, for example eye contact or head movements.
4. It is difficult to tell this person what I truly think, their reaction to what I say inhibits my forthrightness.
5. This persons gathers information from people at all levels of the organization to develop an accurate understanding of the situation, they are not inhibited by rank or politics.
6. This person doesn't do a very good job of keeping me informed about the concerns of his management.
7. This person runs good meetings, that is, he/she explains the purpose of the meeting, effectively controls discussion and summarizes the results at the end of the meeting.
8. This person discourages others from expressing their reaction to what this person is presenting.
9. This person does a good job of providing me with the information I need to do my job, including explaining why things need to be done and what the benefits are to a particular approach or course of action.
10. This person is good at expressing ideas clearly when they speak informally to me.
	SA	A	NS	D	SD	ND
11. This person regularly discusses performance expectations that effect me with me before making final commitments.
12. To my knowledge this person does not regularly consider my special skills or interests when assigning new projects or job responsibilities.
13. Generally what this person expects of me is not as clear as I think it should be.
14. I feel this person sets high standards of performance and challenging goals for me.
15. This person puts a lot of emphasis on improving performance and is always encouraging me to look for new and better ways to get things done.
16. This person cuts me little slack, that is, he/she is very precise about how they want things done and expects me to comply.
17. This person gives me the support I need to succeed on my job.
18. This person encourages me to take new and creative approaches.
19. When assigning tasks this person does a good job of making sure there is a mutual understanding of the agreed to objective, what my responsibility and authority is and the time frames associated with the assignment.
20. This person delegates only routine work and assignments, he/she prefers to do the important tasks themselves.
	SA	A	NS	D	SD	ND
21. When discussing problems with my work, this person has a way that communicates he/she doesn't think much of you as a person.
22. When this person thinks my approach or work plan needs improvement, after discussion, he/she will encourage me to rethink it before telling me how to do something.
23. When discussing my performance, this person, asks me to contribute ideas on how I could do a better job.
24. When discussing problems with my work, this person, is willing to show me how to do it right when that's needed.
25. When discussing problems with my work, this person, puts the emphasis on understanding why there is a problem with the work and on planning how to improve my work for the future.
26. I am rewarded (in general not just monetarily) in proportion to the excellence of my job performance by this person.
27. This person treats me with respect.
28. Favoritism is a problem in this person's work unit.
29. This person lets me know when I have done a good job and takes the time to point out what specifically they thought was good.
30. This person has a hard time giving me a sincere pat on the back for doing a good job.

31. Please review the above questions and write the numbers of the five questions (on the blanks below) where you think this person is most effective as a coach.
_____ _____ _____ _____ _____

Please add whatever comments you would like about this person's strengths as a coach.

32. Please review the above questions and write the numbers of the five questions (on the blanks below) where you think this person should focus to improve themselves the most to be an effective coach.
_____ _____ _____ _____ _____

Please add whatever comments you would like about this person's areas for improvement as a coach.

33. Please describe three things you think this person should do differently that would have the greatest impact on making this person a better coach.