Coachingscultuur

Q1 Top management provides strong role models for coaching behaviours

Q2 Asking to be coached is encouraged

Q3 Coaching happens frequently, whenever it is needed

Q4 Managers have at least the basic skills to coach effectively

Q5 Managers see coaching as a key part of their job role

Q6 Managers give coaching high priority, even when there are otherpressing demands on their time

Q7 All colleagues have an opportunity to be trained in how to use coaching

Q8 There are frequent opportunities to improve and reflecton coaching skills

Q9 The dominant management style is to help colleagues work things out for themselves, rather than tell them what to do

Q10 Colleagues at all levels feel they have a right to be coached whenthey need it

Q11 We review the quality of coaching continuously

Q12 Colleagues welcome feedback from others; and feel able to givefeedback in return

Q13 It’s OK to ask challenging questions, even of colleagues, who are muchmore senior than you are

Q14 Colleagues tend to push back at directive behaviour

Q15 Colleagues at all levels feel able to be open about their developmentobjectives and ask others for help in achieving them

Q16 Both formal and informal coaching are normal

Q17 The more important or urgent a task or project is, the more likelythat managers will adopt a coaching approach

Q18 All managers get 360 degree feedback on how they coach

Q19 Coaching is closely linked to appraisal and performance management

Q20 The responsibility for coaching is shared equally between managersand colleagues

Q21 Effective coaching is recognised and rewarded