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Coaching Skills Inventory Participant Guide

No manager looks forward to approaching employees about job-performance problems — yet few tasks are more vitally important. The Coaching Skills Inventory offers a logical, 7-step formula for conducting coaching meetings that are based on mutual trust and respect.
Code: 528
Category: Assessments

Making Coaching Work

If you think performance issues will magically vanish into thin air, think again. Have you ever had a manager who talked with an employee say, one, two, maybe three times about a nagging performance issue - but no good ever came from it? Or maybe you're familiar with the manager who chooses to pretend problems don't exist and ignores them altogether. And then there's the over-controlling manager who likes to chew out employees when their performance isn't up to snuff. Unfortunately, these types of scenarios occur far too often in the workplace and they're a lose-lose predicament for not only the employee and manager, but the organisation as well.

Skilled managers know that the first step to effective coaching is to establish a rapport based on mutual trust. It's the foundation of healthy manager-employee relationships and the key to growth and performance. But that's only the first step. To ensure a truly productive coaching meeting, managers need to follow a seven-step process:

• Building a Relationship of Mutual Trust

• Opening the Meeting

• Getting Agreement

• Exploring Alternatives

• Getting a Commitment to Act

• Handling Excuses

• Closing the Meeting.

This approach to performance coaching doesn't come from gut instinct or intuition alone. That's why the best place to initiate training is with the Coaching Skills Inventory. Designed for supervisors, managers, and team leaders, this assessment measures the ability to conduct effective coaching meetings and build productive relationships with employees. With the help of the Coaching Skills Inventory, they develop the ability, and the confidence, to redirect employee behaviour and improve everyday performance.

Learning Outcomes

• Identify strengths and weaknesses in specific coaching meeting skills

• Impact employee job performance using the model for effective coaching meetings

• Measure progress by comparing skills after training to those before taking the assessment


Coaching Skills Inventory is based on the Coaching Meeting Model. The steps and skills that make up the Model are all grounded in behavioural science and have been found to distinguish managers who are experts at conducting coaching meetings from their non-expert counterparts. (Orth et al., 1987; Fournies, 1978; and Stowell & Starcevich, 1987).

How It Works

The inventory presents 18 typical coaching situations. Individuals choose the actions they would most likely take, generating an overall Coaching-Effectiveness Profile. Subscores measure effectiveness in each of the 7 steps of the Coaching Meeting Model process. Next, participants learn a proven meeting model to improve their performance. Finally, a post-training assessment (located in the Facilitator Guide) serves as a basis for comparison.

Uses for the Coaching Skills Inventory

The Coaching Skills Inventory instrument is appropriate for use with individual managers, a group of managers or supervisors in a department or work unit, or all the managers in an entire organisation. It can also be used with prospective managers to help them prepare for their future coaching responsibilities. Among its many applications, the Coaching Skills Inventory can be used to:

• Introduce a new performance management system

• Help managers identify their coaching strengths and weaknesses

• Reinforce coaching skills training after a training event

• Compare pre- and post-training skills during a training event .

Participant Guide includes:

• 18-item inventory

• Pressure-sensitive response form

• 7-step Coaching Meeting Model

• Interpretive information

• Chart to plot profile

• Action planning.

Products specifications
Format Assessment
Objective To identify and improve coaching skills
Audience Managers, supervisors, and team leaders
Time Required 1 - 1½ hours
Author Kenneth R. Phillips
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