Coach Assessment: Difference between revisions
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=Assessments= | =Assessments= | ||
*[[S | *[[S Mentor Assessment]] | ||
=Links= | =Links= | ||
*Useful coaching survey of CEOs from Stanford - "CEOs want coaching, but most get too little". [https://www.gsb.stanford.edu/sites/gsb/files/publication-pdf/cgri-survey-2013-executive-coaching.pdf] | *Useful coaching survey of CEOs from Stanford - "CEOs want coaching, but most get too little". [https://www.gsb.stanford.edu/sites/gsb/files/publication-pdf/cgri-survey-2013-executive-coaching.pdf] | ||
Latest revision as of 01:49, 24 March 2019
Source of Questions
Take Questions on page 3 of [1] as a useful start.
Reaction
- How satisfied is the client with the coaching process and/or coach? (Seems that there are two distinct questions here.)
- What does the client like or dislike about coaching?
- What changes would the client like to make?
- How does the client plan to apply outcomes from coaching in life or work?
- How does the client think that coaching outcomes can impact the organization?
Learning
- To what extent are new skills or knowledge being demonstrated?
- What new awareness or insight has emerged from the coaching process?
- To what extent has coaching had an impact on the client’s level of capability?
Application
- How have new skills or ways of interacting been used in real work situations?
- To what extent has behavior change occurred on the job as a result of coaching?
Impact
- What difference has the coaching process made in actual organizational results (e.g. sales, errors, retention, morale, creativity, time-to-market etc.)?
- What is the return-on-investment realized through coaching for the organization?
Assessments
Links
- Useful coaching survey of CEOs from Stanford - "CEOs want coaching, but most get too little". [2]