Survey of Coaching Practices
Application: Coaching development programs for managers and coaches
Audience: Managers and supervisors
Respondents: Self, Manager, Peers, and Direct Reports
Questions: 77 questions, 3 open-ended
Coaching Practices (SCP) measures the coaching skills of a manager. A strong coach instructs employees in basic operational skills and follows through to ensure that they are learning and performing well. Success in this position requires a thorough understanding of the organization and its people, and a commitment to coaching and mentoring. Managers in this role help others succeed in their careers by monitoring performance and providing constructive feedback. The SCP provides feedback on the competencies necessary to enhance the performance and growth of others through effective coaching.
THE SCP TASK CYCLE®
I. ESTABLISHING THE PURPOSE
Exhibiting a commitment to mentoring others and helping them set personal goals.
II. LAYING THE FOUNDATION
Understanding others’ job-related responsibilities within the organization.
III. SUSTAINING THE EFFORT
Coaching to high standards and encouraging teamwork.
Providing employees with feedback regarding their performance and professional growth, while maintaining realistic expectations.
V. MONITORING AND ADJUSTING
Monitoring and tracking progress.
VI. ACKNOWLEDGING PROGRESS
Acknowledging the performance improvements of others.
Approachability, Trust, and Overall Effectiveness are leveraged through the mastery of Task Cycle phases.
The Task Cycle is a validated organizing tool that can help leaders know where to focus their development. It is presented as a logical sequence of events, with each phase contributing to achieving the final goal. A leader’s performance across the Task Cycle phases is predictive of how others perceive their impact on the organization.
The Task Cycle image and name are registered trademarks of the Clark Wilson Group.