CATEGORY: Worksheet. Bersin & Associates High-Impact Leadership Development Self-Assessment Worksheet: Leader as Coach

Transcription

1 February, 2012 Bersin & Associates High-Impact Leadership Development Self-Assessment Worksheet: Leader as Coach is the purpose of this self-assessment worksheet? The purpose of this self-assessment worksheet is for leaders to evaluate how well they model the behaviors of effective coaches. These strategies are indicative of the strategies shared with us by our clients that have individual- and organizational-level business goal success behind them. For whom is this self-assessment worksheet? This self-assessment worksheet is for use by: Leaders at all levels; and, HR / talent / leadership development leaders who have accountability for partnering with leaders to improve workgroup and enterprise performance. BERSIN & ASSOCIATES LICENSED MATERIAL AVAILABLE TO RESEARCH MEMBERS ONLY Page 1

2 How do you use this self-assessment worksheet? 1. Respond to each of the 10 statements, rating each on a scale of 1 to 5, with 1 being never true and 5 being always true. 2. Rate the statements on the self-assessment worksheet. Add any notes or possible action items in the column on the right. 3. Add the values and compare your score with our benchmarks. BERSIN & ASSOCIATES LICENSED MATERIAL AVAILABLE TO RESEARCH MEMBERS ONLY Page 2

3 # Behaviors Indicative of Leaders Who Are Effective Coaches Score Notes and Possible Action Items As a leader, my coaching is consistent from coachee to coachee. 2. sets aside assumptions and / or preconceived notions that I may hold about the coachee. 3. uses data and feedback as a means to achieve what is most critical to the coachee s success. 4. challenges coachees to hold themselves accountable for achieving results, thus driving achievement of business goals. 5. encourages my coachees to take calculated risks reflecting on the discussions and outcomes from each of the coaching sessions, and applying what was learned from those discussions. 6. requires that I set the expectation of myself, as leader coach, to model the leadership competencies required in my organization, and to mobilize change and achievement of business goals. 7. engages my coachees in shaping their own development process. 1 (never true)...5 (always true) 8. is built on my commitment of holding courageous conversations offering direct, yet constructive, feedback to the coachee. BERSIN & ASSOCIATES LICENSED MATERIAL AVAILABLE TO RESEARCH MEMBERS ONLY Page 3

4 # Behaviors Indicative of Leaders Who Are Effective Coaches Score Notes and Possible Action Items As a leader, my coaching assumes my full commitment to the process, and the time it will take to foster and release the talent potential within each of my coachees. 10. requires me to be a better listener. TOTAL Add all values in the score column, then compare your score with these benchmarks. 45 or Higher: Strong. As a leader, your coaching behaviors have earned you consistent trust and respect by your coachees. Your coaching style is evoking individual talent that creates breakthrough organizational-level performance. 37 to 44: Above Average. As a leader, your coaching behaviors demonstrate most of the behaviors of a high-impact strategy, but room to grow. 28 to 36: Below Average. Many opportunities for improvement. Focus first on those behaviors that cause you to be fully committed and engaged actively in the coaching process. 27 or Less: Weak. As a leader, your coaching behaviors are likely a significant inhibitor to your ability to elicit top performance from your coachees and, therefore, inhibit the coachees abilities to impact business goals and performance. Partnering with your leadership team and HR leaders to define a plan to develop effective coaching behaviors would be a recommended critical and near-term next step. BERSIN & ASSOCIATES LICENSED MATERIAL AVAILABLE TO RESEARCH MEMBERS ONLY Page 4

5 Effective Coaching Sessions: Planner Template Every good leader coach knows what he / she wants to achieve in a session before it starts. The leader coach knows how the session will run, for how long, what development activities will be used and how the session will be evaluated. To assist in accomplishing this, effective leader coaches often use a session planner. Our research shows that coaching is one of the highest value-add leader development activities to drive business outcomes. The best leader coaches fully engage and plan for each coaching session using a planner to facilitate productive coaching conversations to evoke individual leader talent in each of their coachees. Evoking the full talent capabilities in each coachee is essential for driving achievement of an organization s business goals. BERSIN & ASSOCIATES LICENSED MATERIAL AVAILABLE TO RESEARCH MEMBERS ONLY Page 5

6 A Planner: Planning Effective Coaching Sessions Coach Name:... Date:... Coachee Name:... Location:... Session Number:... Session Agenda Time Discussion Item and / or Activity Coaching Goals Coach Coachee Long Term Long Term Session Objectives Session Objectives Session Evaluation Went Well Went Well Could Have Been Done Differently Could Have Been Done Differently BERSIN & ASSOCIATES LICENSED MATERIAL AVAILABLE TO RESEARCH MEMBERS ONLY Page 6

7 The Bersin & Associates Membership Program This document is part of the Bersin & Associates Research Library. Our research is provided exclusively to organizational members of the Bersin & Associates Research Program. Member organizations have access to the largest library of learning and talent management related research available. In addition, members also receive a variety of products and services to enable talent-related transformation within their organizations, including: Research Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies; Benchmarking These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size; Tools Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management and measurement; Analyst Support Via telephone or , our advisory services are supported by expert industry analysts who conduct our research; Strategic Advisory Services Expert support for custom-tailored projects; Member Roundtables A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and best practices; IMPACT Conference: The Business Of Talent Attendance at special sessions of our annual, best-practices IMPACT conference; and, Workshops Bersin & Associates analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform and inspire HR and L&D professionals and leaders. For more information about our membership program, please visit us at com/membership. BERSIN & ASSOCIATES LICENSED MATERIAL AVAILABLE TO RESEARCH MEMBERS ONLY Page 7