How Good A Business Coach Are You?


We're told that the true cost to business of employing staff is up to 50% more than the actual salary. (Source:

No manager has ever told me the business is getting 100% ROI from every employee. What is the cost of this reduced ROI on a business? In tough economic times, this can be a lethal blow. It is essential for managers to turn the people they have into the people they want and manage people for optimum performance in the business.

That's where People Management comes in. The basics of People Management are just that - basic and easy to learn, to get the BEST from your people. Knowing WHAT to do, WHEN and HOW are a click away. Read more..................

Self assessment:

  1. I am confident in my ability to change the behaviours of those on my team.
  2. I have a system in place to ensure that those in my team are developing their capabilities on an ongoing basis.
  3. I articulate performance expectations in a crystal clear manner (and never have problems with people being on a different page in terms of what they produce, even if I did "inherit" them.)
  4. I'm really good at keeping people "plugged in" to and engaged with the organisation's purpose, credo and values.
  5. I make it clear to people what the link is between what they do and the results of the business.
  6. I make all key expectations, including behavioural ones, measurable.
  7. I conduct performance discussions in a way that people look forward to.
  8. I am able to agree performance deliverables in a way that people take full responsibility for meeting expectations, and willingly self-correct.
  9. I am always aware ahead of time if someone is not going to deliver as expected as they provide plenty of warning and a contingency plan.
  10. I find it easy to know what everyone is doing and where they need help (without micro-managing).
  11. I conduct regular "timeouts" with the team (even if remote) in a way that suits our business set up, so that people can course-correct along the way.
  12. The people on my team are flexible in their attitudes, and tolerance for "moving goalposts" is high.
  13. I manage my own stress, and that of the team, really well.
  14. I have a high "emotional quotient" in that I can read people's emotions and provide support or challenge in the right amount at the right time.
  15. Performance analysis and reviews are welcomed by those on my team.
  16. I have a systematic way of observing performance for feedback and review purposes so that it is manageable - I don't see it as a chore.
  17. I have developmental plans for my team so that individuals continuously improve in their role.
  18. I know how to allocate tasks to people to get the best outcome for the individual and the business.
  19. I have a systematic approach to selection and ensure that the right person is in the right role at all times.
  20. I know, as I consider the people on my team, that I have the best resources to deliver on our areas of accountability.

How did you do?

If you scored more than 15 "Yeses" (and you answered honestly), then congratulations, you can safely consider yourself to be a great coach.

If you scored 10-15 "Yeses", well done, you are doing a good job as a coach. You are probably aware that there is room for improvement but being able to acknowledge that is a strength not a weakness.

Under 10 "Yeses"- you do not really consider yourself to be a good coach. But don't be too hard on yourself; after all, who ‘coached' us to be coaches? Probably no-one.

Even people who are not natural coaches can still learn and improve.

If you want to know more about becoming a great coach, check out Cherri Holland's amazing book - People Management Made Easy

If you don't learn one new skill that you can use after reading this book, we will give you a 100% refund. A no brainer really!


Cherri Holland has twenty years of successfully working with organizations.

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