PROVPROVE
IMPROVE
© CoachINSIGHT Toolkit 2015
GEORGE ANDERSON
PROVE IMPROVE
CoachINSIGHT Toolkit Feedback Report
NAME, you and your coachees recently completed the coaching effectiveness assessment
process, CoachINSIGHT Toolkit. As part of this assessment process, you and at least three of
your coachees answered a few questions about your coaching relationship. Because we are in
the beta testing phase, we cannot offer any normative comparisons. Nonetheless, in this report,
we will provide you with an analysis of the data you have provided us.
This feedback report will provide you with insights on the following questions:
1. How connected do my coachees feel to me as a coach?
To discuss your coachees’ connection to you as a coach, we present means and ratings
distributions on items related to working alliance.
2. How confident do my coachees feel in the coaching process?
To discuss your coachees’ confidence in the coaching process, we present means and
ratings distributions on items related to both working alliance and information sharing.
3. How contented are my coachees with the outcomes of coaching?
To discuss your coachees’ contentedness regarding the outcomes of coaching, we provide
an analysis of: (1) how much your coachees feel they are achieving their coaching objectives,
(2) how much personal insight they are gaining as part of the coaching process, and (3) how
satisfied overall your coachees are with the coaching experience.
4. How coordinated am I with my coachees?
To discuss your level of coordination as a coach with your coachees, we provide you with
analyses that show how much your perceptions are in agreement with your coachees’.
Specifically, we compare your self-rated and coachee-rated effectiveness scores, and we also
note whether or not you and your coachees are on the same page in terms of what coaching
objectives you report to be working on.
We also provide you with some additional data about your self-reported coaching style on the
final page. Please note that throughout the report, we provide concise definitions of some of the
constructs that we discuss and reference. If you have any questions about the constructs included
or how to interpret your report, please do not hesitate to contact your report writer.
Thanks for your support in developing the CoachINSIGHT Toolkit, and for advancing the science
and practice of leadership development and coaching!
Sincerely,
The CIT research team
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© CoachINSIGHT Toolkit 2015
GEORGE ANDERSON
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COACHEE RELATIONSHIP PERCEPTIONS
The Overall Relationship Index is a broad measure of the
degree to which your coachees feel that their relationship
with you is effective, motivating, honest, safe, creative,
and effective. The Overall Relationship Index is an
average of your coachees’ responses across the 10
items below. At a glance, your ratings are presented in
the table to the right. These ratings are provided so that
you can get a better sense of the range of your coachee’s
experiences.
The first component of the Overall Relationship Index is Working Alliance. Coaching relationships
with high levels of working alliance tend to be motivating, interpersonally comfortable, and
effective. The scale has three factors: goal (“what we are working on”; items 1-2), process (“how
do I feel about how we are working”; items 3-4), and relationship (“how do I feel about my coach”;
items 5-6.
NOTE: Item means are provided, as well as rating frequencies for each scale point.
Working alliance Mean
1. My coach and I are working toward mutually agreed upon goals
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.94
N 0 0 0 1 15 16
2. We agree on what is important for me to work on
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.88
N 0 0 0 2 14 16
3. We have established a good understanding of the kind of changes that would be
good for me
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 5.00
N 0 0 0 0 0 16
4. I believe the way we are working toward achieving my coaching goals is correct
Rating Strongly
disagree
Disagree Neither agree nor disagree Agree Strongly Agree 4.88
N 0 0 0 0 2 14
5. I feel that my coach appreciates me
Rating Strongly
disagree
Disagree Neither agree nor disagree Agree Strongly Agree 4.94
N 0 0 0 0 1 15
6. My coach and I trust one another
Rating Strongly
disagree
Disagree Neither agree nor disagree Agree Strongly Agree 4.81
N 0 0 0 3 13 16
Full Scale 4.91
Overall Relationship Index N
Total Mean = 4.89 16
Average rating < 3 0
Average rating > 3 but < 3.5 0
Average rating > 3.5 but < 4 0
Average rating > 4 but < 4.5 2
Average rating > 4.5 14
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© CoachINSIGHT Toolkit 2015
GEORGE ANDERSON
PROVE IMPROVE
The second component of the overall relationship index is information sharing. Coaching
relationships with effective processes for information sharing are more open, honest, and creative.
Information sharing Mean
7. There is open communication between us
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.94
N 0 0 0 0 1 15
8. We both have chances to express our opinions
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.94
N 0 0 0 1 15 16
9. We both feel free to make negative comments
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.69
N 0 0 0 5 11 16
10. We maintain a high level of idea exchange
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.88
N 0 0 0 2 14 16
Full Scale 4.86
George, overall your coachees appear to be extremely satisfied with their relationship with you.
Your coachees rated you very highly on working alliance and information sharing. This suggests
that you form open, honest, and trusting coaching relationships. While your coachees rated you
very highly across all ten coaching relationship items, it may be helpful to look at your two lowest
rated items, and consider how focusing on these areas might even further increase your impact
as a coach. Your two lowest rated items were we both feel free to make negative comments (4.69)
and my coach and I trust one another (4.81). These are in no way low ratings, but them being
lower might indicate that encouraging more open dialogue and two-way constructive criticism
within the coaching relationship might even further increase the level of trust between you and
your coachees. Consider ways in which you might build in structure or opportunities for even more
feedback to be shared within your coaching sessions. Encouraging your coachees to clarify what
is and is not helpful to them will help them feel even more heard and trusted.
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© CoachINSIGHT Toolkit 2015
GEORGE ANDERSON
PROVE IMPROVE
COACHING OBJECTIVES
George, in this section, you can see to what extent your coachees believe they have achieved
their coaching objectives. You can also compare how your perceptions match up against your
coachees’. Please note that possible scores range from 1 (not at all) to 5 (completely). The
overall goal attainment score is a mean average of all 48 responses (16 coachees, 3 goals each).
We have also provided you with mean goal attainment scores for each objective that had at least
3 coachees respond to it.
Coaching Objective Coachee mean
(N)
Coach mean
All objectives 3.89 (48)
3.93
Conflict management 3.86 (14) 4.00
Awareness and control of own emotions 4.08 (12) 5.00
Awareness and response to others’ emotions 4.00 (9) 5.00
Relationships with supervisors 3.67 (3) 4.00
George, your coachees rated their progress towards goal attainment fairly positively. There does
appear to be some variance in the degree to which your coachees report progress on their goals.
Your coachees who focused on being aware of and controlling their own emotions reported
substantially higher levels of goal attainment than those focused on developing relationships with
their supervisors. This may be due to the differing nature of these goals, however. Emotional selfcontrol
is largely skill-based and internal, whereas improving relationships with supervisors
necessarily is at least partially dependent on the supervisor in question.
While your self-rating of typical goal attainment did not differ substantially from that of your
coachees, you tended to rate yourself slightly higher on issues of emotional control and response,
as well as improving supervisor relations. There may be an opportunity to more consistently check
on the progress your coachees are making toward their goals.
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© CoachINSIGHT Toolkit 2015
GEORGE ANDERSON
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ADDITIONAL COACHING OUTCOMES
George, your coachees were also asked to respond to a few more subjective items about your
effectiveness as a coach. Specifically, they responded to a 3 item scale of insight (i.e., unexpected
realization, the “aha moment”), as well as a 3 item General Satisfaction scale. Again, we provide
the overall mean, as well as ratings distributions.
Insight Mean
1. I am obtaining unexpected insights
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.69
N 0 0 1 3 12 16
2. I am making connections that I had not thought of before
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.50
N 0 0 3 2 11 16
3. I am finding things that surprise me
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.25
N 0 0 4 4 8 16
Full Scale 4.48
General Satisfaction Mean
1. I expect there to be positive ROI as a result of this coaching
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.75
N 0 0 0 4 12 16
2. I would recommend my coach to others
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 5.00
N 0 0 0 0 0 16
3. I expect there to be benefits for the business caused by coaching that will not be
directly financial
Rating Strongly disagree Disagree Neither agree nor disagree Agree Strongly Agree 4.81
N 0 0 0 3 13 16
Full Scale 4.85
Overall, George, your coachees see you as a highly effective coach, though they may see your
coaching as being more practical (i.e., driving results) than insightful (i.e., yielding significant, new
realizations). Looking at the relative highs and lows on the insight scale, your lowest rated item
was finding things that surprise me, while your highest rated item was obtaining unexpected
insights. This may suggest that your coachees see you as more of a facilitator of their own critical
thinking than someone who “spoon feeds” them surprising insights.
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© CoachINSIGHT Toolkit 2015
GEORGE ANDERSON
PROVE IMPROVE
COACHING BEHAVIORS AND TECHNIQUES
George, you responded to the Coaching Behaviors Checklist (CBC) when you took the CIT. The
purpose of the CBC is to identify your style as a coach, your level of adaptability, and ultimately,
to link specific coaching behaviors to specific effects both on the coaching relationship and
coaching outcomes in general. Your mean, lows, and highs are reported in order to give you an
indication of how flexible you tend to be in your coaching style. For the sake of clarity, we only
provide means and ranges at the factor level as opposed to the item level. Two sample items are
included with each factor to provide you with more context.
Factor Mean Low High
Facilitating critical thinking 3.83 3.00 5.00
Challenging the coachee through the use of open-ended questions
Playing “devil’s advocate” when talking with the coachee
Regulating motivation 4.38 4.00 5.00
Giving coachee homework
Providing accountability for meeting client’s goals/objectives
Providing content 3.80 1.00 5.00
Providing my coachee with generic ideas
Collecting and/or reporting 360 feedback
Boundary setting 3.67 3.00 4.00
Establishing realistic expectations for what coaching can accomplish
Jointly setting ground rules for how the coaching relationship is supposed to function
Rapport building 3.75 3.00 4.00
Complementing client’s progress towards goals
Communicating encouragement and care for the coachee
Coaching authentically 3.17 2.00 4.00
Establishing common ground with the coachee
Providing negative feedback when necessary
George, from your self-reported coaching behaviors, you are clearly focused on helping your
coachees regulate their motivation. Your high mean and tight range indicate that you see this
domain as being an essential component of your coaching style. Your higher rating on this domain
over facilitating critical thinking and providing content may also shed light on your lower ratings
around insight. It appears your coaching style may be more focused on identifying and modifying
behaviors related to conflict and emotions, but it is perhaps less so about digging deeply into the
root causes of these emotions. Your lower ratings on boundary setting and coaching authentically
may explain your coachees’ lower ratings around feeling comfortable making negative comments,
but it may also indicate that some specific behaviors are less relevant for your coaching style.
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© CoachINSIGHT Toolkit 2015
GEORGE ANDERSON
PROVE IMPROVE
SUMMARY OF CIT OBSERVATIONS
George, taken together, the results of the CIT observations provide you with some initial insights
regarding a few important questions. We summarize them here in list form for your
convenience.
1. How connected do my coachees feel to me as a coach?
Your coachees report a very strong relational connection to you. They trust and feel
appreciated by you. There may be room to introduce more structure or role clarity into
your coaching relationships, and to allow your coachees to provide negative or
constructive feedback occasionally.
2. How confident do my coachees feel in the coaching process?
Your coachees report very high levels of confidence in the coaching process. They
express great confidence that they are working on the right goals, in the right way.
3. How contented are my coachees with the outcomes of coaching?
Your coachees consistently report high levels of overall satisfaction with your coaching.
They tend to report somewhat lower levels of goal attainment, but it doesn’t seem to be
affecting their overall satisfaction. This may simply be due to the fact that they are still
working towards achieving their goals. They also report relatively lower levels of insight
compared to general satisfaction, but this may be a function of your coaching style or
their coaching objectives.
4. How coordinated am I with my coachees?
While your perception of overall goal attainment is very much in line with that of your
coachees’, you have a slightly higher perception of regarding specific goal attainment
than do your coachees. There may be opportunities to touch base with your coachees
more consistently and to systematically assess their progress towards goals.
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© CoachINSIGHT Toolkit 2015
GEORGE ANDERSON
PROVE IMPROVE
PROVE
IMPROVE
For questions or comments, please contact:
Chris W. Coultas, Ph.D
chriscoultas@outlook.com
(682) 717-9744
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