What assessment tools and models can you use to inform coaching contracts?

One must note that personality assessments when deployed have invaluable but limited use only. Personality dynamics is reality. Reciprocal dynamics between state and trait dynamically shapes a person. As all businesses emphasize adaptability, focusing on when and how person flexes is more invaluable

Ao estabelecer contratos de coaching, o ideal é buscar uma abordagem holística, que incorpore avalia??es de personalidade, feedback 360 e ferramentas práticas, como forma de proporcionar uma experiência completa e personalizada para os clientes. Além disso, é crucial aderir aos padr?es éticos profissionais, garantindo a integridade e a confian?a na rela??o coach-cliente. Essa abordagem n?o só maximiza o potencial de desenvolvimento individual, mas também contribui para os objetivos mais amplos do ambiente empresarial, promovendo maior aprendizado e aderência a cultura da empresa.

We at TVRLS in India have been using MBTI besides our own tools on “ Personal Effectiveness”, Work Values Scale, Interpersonal Trust, and Internal External Locus of control. I find these and other tools like “Who Am I” for sense of efficacy and TAT stories for measuring underlying motivational patterns as very useful tools in coaching for managerial, leadership and entrepreneurial effectiveness.

Personality Assessments im Executive Coaching bieten wertvolle Einsichten, müssen jedoch kritisch betrachtet werden. Ihre Validit?t und Reliabilit?t, insbesondere bei Tools wie dem MBTI, sind oft umstritten. Sie neigen dazu, komplexe menschliche Verhaltensweisen zu vereinfachen und k?nnen zu Stereotypisierung führen. Ergebnisse basieren auf Selbstwahrnehmung, die durch kognitive Verzerrungen beeinflusst sein kann. Ethik und Datenschutz sind ebenfalls wesentliche überlegungen. Coaches sollten diese Instrumente verantwortungsvoll einsetzen und sie als Teil eines ganzheitlichen Ansatzes betrachten, der qualitative Einsichten und kontinuierliches Feedback integriert.

Personality assessments are fine as long as they are for growth and not delivered with the assumption that traits are essentially fixed. Traits are habits for managing anxiety, and introverts can learn to speak up more and extroverts can learn to speak less for example.

I use Hogan 360s mainly. The Hogan leadership model is broad (Self, Relationships, Working on the business and working in the business), and specific questions can be added to line up with a specific client competency framework if needed. Global benchmarking and qualitative feedback are also included. But it's just a tool, with it's limitations like every other tool and assessment method.

How one is perceived is super helpful, 360s are instrumental. I find I do have to put time into helping folks accept the signals being sent before they can start on improving. Ego, more precisely being aware of our ego acting up is key for any executive. They say when the student is ready the teacher shows up, the coachee needs to be ready for the 360 feedback to be useful.

Seems like there is a gap of real value and information about knowing what this value is about 360 degrees assessment. This tool is useful for both sides and both sides need to use it properly (one side is the leader and second side is his/her team that evaluate) For a coach (or other person who uses 360 degrees tool) it is a perfect leverage to help in growing both - leader and a team. I personally prefer using 360 for helping with leadership skills/competencies.

I have started leadership development programs since 1987 at IIMA much before the term 360 degree feedback came into existence. Since the term became popular I and my company TVRLS have been using it. We insist on short ( 45 mts to 60 mts) individual coaching session after a full day (1-3 days) feedback preparation in a group workshop format. It has worked well. Only action plans are to be supplied to the organization and not the feedback. The candidates are encouraged to share with team individually and take their help in implementing plans. Details are given in our book “ The Power of 360 Degree Feedback” by t v rao & raju rao. Our research indicated self reported change in 90% cases & others reported change in 20%. A great coaching tool.

In my experience 360 assessments are a great tool to be leveraged as part of one's development journey/plan. When used as a tool to "manage out" or avoid a difficult conversation, it negates the value.

GROW model is fine But Be prepared to constantly go back to ',defining the problem over and over again wherever you are in the process

The common coaching models are invaluable in your early coaching journey to create the scaffolding for the sessions. I find when working with executives, the coaching models are often very useful as a framework for how the leaders might adopt more of a coaching approach in their leadership practice. As your experience grows, be willing to be informed by the tools and to let go of the tools in order to partner authentically with each and every client in the moment, whilst honouring your contract together.

Dr. Ronald Heifetz, one of the world’s preeminent authorities on leadership, taught those of us who studied in his program at the Harvard Kennedy School to always use a framework. "Leaders, like physicians (which he is), lead without a framework at their own peril," he said. In the coaching profession, we have many frameworks to use when working with clients. COACH and GROW are two acronyms for two popular frameworks that guide coaches. The key? Find multiple frameworks to use. Use them as a foundation, but then, like a jazz musician, know when to play what is written and when to improvise so that each coaching session has structure but is unique to that client, giving them what they need to "dance in the moment."

Aus hypnosystemischer Sicht k?nnten Coaching-Modelle wie GROW, OSCAR, CLEAR und STEPPA kritisiert werden, wenn sie individuelle Realit?tskonstruktionen, die Rolle des Unbewussten, systemische Kontexte und die Notwendigkeit flexibler Anpassungen vernachl?ssigen. Strukturierte Modelle, die zu stark auf bewusste Zielsetzung fokussieren und nicht genügend Raum für die individuellen Wahrnehmungen und unbewussten Prozesse des Coachees bieten, k?nnten als begrenzt wirksam angesehen werden. Trotzdem sind diese Modelle sehr hilfreich und k?nnen richtig eingesetzt dazu beitragen ein grobes Verst?ndnis für Vorgehen und Struktur zu etablieren.

The GROW coaching model is simple and effective, and easy to remember. For new coaches, it is especially useful, to frame the coaching process and ensure the essential steps are included. I also like to use it when I teach managers coaching skills.

In my understanding, coaching is not about tools. Focus is on empowering the coachee, valuing expertise and fostering collaboration. It views problems as gaps between current and desired states, emphasizing the coachee's experience. The method identifies and alters patterns, making small changes for significant shifts. It leverages involuntary processes using diverse communication forms and views experiences as spatially and contextually represented, where altering physical positioning can impact perceptions. The approach balances individual autonomy with relational dynamics, incorporating the body's involuntary needs. focusing on the coachee's unconscious resources, aiding self-discovery and development, and enhancing self-regulation

Coaching tools are not mandatory and, if used, need to be relevant. Judgement should be exercised as to whether a tool might be helpful, which tool to use, when to use it, and how it is implemented. It is important to select tools that are aligned to your background, education, or experience, as coaching tools are not just lift and drop. How tools are used needs to be governed by ethics, used with coachee permission (and sometimes sponsor prescription or endorsement) and ideally results or outcomes followed up. If a coachee is informed about the tool and its purpose, and motivated to use it as a potential source of insight, learning or exploration, it is more likely to add value to their insights and to the coaching experience overall.

Maintaining confidentiality is paramount in coaching, especially in organizational settings where it can pose challenges. In processes like 360 assessments, collecting feedback from various sources necessitates presenting it to individuals while safeguarding confidentiality. This ensures the integrity of feedback and protects both contributors and recipients. However, managers may seek insight into 360 feedback, underscoring the need for clear agreements on confidentiality standards and expectations for reporting. Aligning all parties with these standards fosters psychological safety and enhances the coaching process's effectiveness.

The team coach maturity model has tools at the lowest level of maturity and process as second lowest. Philosophy based comes third, with Systemic Eclectic top. To me this speaks to tools and process orientation being foundational. More experienced coaches are ambivalent to the tools and processes used and are focused more on enabling teams to have the conversations that they have not been able to previously.

I utilize the Energy Leadership Index (ELI) with every client. This tool allows the client to see how they are showing up energetically under normal situations and stress. Understanding your energy levels allows you to better determine why you are or not feeling inspired, confident, and motivated. I believe data allows one to make a better choice and feel empowered to live the life they desire and choose. This assessment gives them just that.

One of the most important ethical standards in coaching is confidentiality - and it can be the most difficult to navigate in an organizational context. With 360 assessments, for example, you will gather feedback from multiple sources and then be responsible for presenting that feedback to an individual. Ensuring that the feedback remains confidential is essential to maintaining the integrity of the feedback. It protects both the contributors and the recipient of the feedback. However, managers may also expect insight into the 360 feedback. As such, making sure all parties agree on the standards for confidentiality and expectations for subsequent reporting on the coaching process is essential for psychological safety and success.

Ethics stands as an indispensable cornerstone in the realm of coaching, constituting a paramount value in the journey of guidance. Nevertheless, ethics is not devoid of subjectivity, making it imperative for coaches to remain vigilant about their professional ethical standards during interventions. Emphasizing the significance of supervision, it serves as a protective fortress for coaches, offering valuable support in upholding and refining ethical practices. This continual commitment to ethical principles not only fortifies the coach's practice but also nurtures a trustworthy and ethically grounded coaching relationship with clients.

Personalmente, considero que la ética es un principio fundamental que se aplica a todos los aspectos de nuestra vida. Como psicóloga, soy consciente del impacto que los procesos de coaching pueden tener en las personas y lo desafiante que puede resultar delinear la línea entre una terapia psicológica y el acompa?amiento en el coaching. Al entrar en la vida de una persona, abrimos un espacio en el que tanto el coachee como nosotros mismos podemos ser afectados. Es crucial mantener una conciencia ética y profesional para asegurar que el proceso sea beneficioso y respetuoso para todas las partes involucradas.

Pas de coaching sans éthique, c'est probablement la plus essentielles de valeurs de l'accompagnement. Pour autant l'éthique contient une part subjective. Il me semble de ce fait absolument nécessaire de rester attentif à notre éthique professionnelle en tant que coach dans nos interventions. La supervision constitue un rempart pour nous coach, et peut nous aider à entretenir justement notre éthique.

Navigating ethics, standards & boundaries appropriately is fundamental for psychological safety. As an external coach within an organisation, this can be challenging; particularly when individuals are receiving a 360 perspective from colleagues. This has as much to do with cultural nuances that support a 360 degree process internally as it does with individual team members. This is one of the areas, where contracting external coaching support seems to be crucial. An internal coach will at best be subject to unconscious bias (at the very least), and at worst risk navigating difficult boundaries around confidentiality; particularly when inappropriate behaviour is revealed. Agreeing orocess and mitigation measures is paramount.

Institutional coaching can go a long way in creating an environment for Managers, leaders and people in general to be effective. Most coaching and personal development interventions focus on individuals. As it is by now known beyond doubt performance or output depend both on the person and the environment or culture of tge Organisation or institution where one works. We have used very successfully Organizational culture and OCTAPACE value assessments in creating supportive climate in organisations to enable people to be effective. There should be good focus on team and institutional assessments and coaching.

My experience is that in a professional environment (eg. PE) the only way to have sensible feedback on performance for people is to have the 360 feedback collected based on 1:1 interviews. Leading the 360 interview process should be the highest management level possible (with the support of HR) as it drives the quality of feedback.

One thing I would highlight is that not all 360 tools are the same! My preferred approach is to avoid any type of online assessments, but rather have confidential 1:1 interviews with the critical stakeholders. The quality of the insights I get from this approach compared to any online assessment is incomparable - people come prepared and provide much more insights than they would if they sat down with the online tool! It also allows me to ask clarifying questions to be able to fully understand the comments and connect various elements of the feedback - which is crucial.

Coaching can be a great path to a number of solutions for individuals and groups. In my career I've often found that clients have most of what they need...they just don't know how to find it or tap into it. That's where a coach is extremely valuable! Investing in coaching is one of the most important thing that an existing or emerging leader can do. That can get you unstuck, move you towards your goals and even get you to the next level that you aspire to achieve!

Im professionellen Coaching braucht es keine Tools! Diese lenken in der Regel ab oder sind zu starr. Es braucht Pr?senz: eine wertsch?rzende Aufmerksamkeit, individuell auf den Klienten abgestimmt, um dessen selbstorganisierende F?higkeiten zu entdecken, unterstützen und eigene L?sungen zu f?rdern. Der Fokus liegt auf der Aktivierung innerer Ressourcen und der F?rderung von L?sungen und M?glichkeiten. Nur wenige Coaches nehmen eine Haltung der Neugier und Nicht-Wissens ein, agieren als Experten statt Begleiter um so die volle Autonomie des Klienten zu respektieren. Die Beziehung zwischen Coach & Klient ist partnerschaftlich und auf Augenh?he, wobei der Coach die F?higkeit des Klienten zur Selbstl?sung würdigt und wertsch?tzend unterstützt.