Part one of this week’s paper.
Complete the Should You Be a Coach and The Coaching Scale self-assessments below. Upon completion, critique the assessments based on their applicability and contribution to your own coaching readiness and skill. How do sociability, dominance, and openness contribute to coaching effectiveness? How sociable, dominant, and open should a healthcare manager be in order to best coach employees for improved performance?
Part two of this week’s paper.
Identify and clearly describe an experience you have had where you have coached someone or you were coached for improved performance at work. If you have never had a coaching experience, how do you think this may have impacted your performance? Critique this experience (or lack of) with regard to how the coaching was (or was not) provided. In the video for this week, several traits of effective coaches were discussed. How were these traits demonstrated in your example, if any? Critique the experience an provide suggestions of how you or the manager might have ensured a more positive outcome.
This is another self-assessment. This one will give you an idea of your general coaching style. The different styles identified by the assessment are:
Sociability: Sociability has to do with your preference for being with or apart from others. People with a high degree of sociability will generally find it easier to build rapport with others. However, they may have to work hard at not dominating conversations, which is important for coaches. People who have lower sociability may find it harder to form coaching relationships. However, they may be better listeners, which is also a good skill for coaches.
Dominance: Dominance is about your preference for being in charge. Those with a preference for dominance may prefer to be in charge. This can be a good quality for coaches, unless you are too dominant. Coaching requires the ability to share power, to some degree. Coaches with a preference for dominance will need to be sure that they do not become too controlling. Those with a low dominance score will be unlikely to have that problem, but they may need to work on not being too laissez-faire.
Openness: Openness refers to how readily you trust others. Those with high openness may find it easier to reveal their own thoughts and feelings. Their candor can be an asset in the coaching relationship. However, they may need to work on not being so open that they intimidate others. Those with low openness may need to work on lowering their level of caution in expressing themselves. However, they will be less likely to intimidate others.
Complete the self-assessment by clicking either of the links below:
Should you be a coach
This self-assessment will help you to see what skills may need to develop to improve your coaching abilities. Complete either the Word version or the interactive version of this self-assessment.
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