1.        High-Performance teams have people that:

A.      Usually agree on the outcomes.

B.       Are friends as well as associates

C.       Are committed to a common purpose

 

2.        Effective coaches build high-performance teams by:

A.      Creating relationships founded on trust.

B.       Emphasizing best practices.

C.       Stressing ways to increase knowledge.

 

3.        Performance factors that can be coached include:

A.      Experience and knowledge.

B.       Values and beliefs.

C.       Competencies.

 

4.        An effective coach is someone who:

A.      Mentors.

B.       Works through the process to help a subordinate.

C.       Tells personal stories to teach a lesson.

 

5.        As a coach, you should:

A.      Be accessible.

B.       Help others achieve their potential.

C.       Ensure that employees complete their assignments.

 

6.        The most important coaching strategy is:

A.      Meet regularly.

B.       Always take notes.

C.       Forge a strong partnership.

 

7.        One sign of a lack of trust is:

A.      Lip service to, but neglect of, agreed-upon agendas.

B.       Hesitation in answering questions.

C.       Not taking notes during discussions.

 

8.        As a coach, watch yourself when it comes to:

A.      Getting too close to the person you are coaching.

B.       Carrying the coaching into their personal lives.

C.       Valuing differences.

 

9.        To create interest within the team:

A.      Determine ways to celebrate results

B.       Ask for innovative ideas

C.       Recruit new members

 

10.     During the coaching process:

A.      Monitor progress and follow up.

B.       Let the person work things out on his own.

C.       Change meeting places to inspire creativity.

 

Answers: 

(Each correct answer is worth 10 points)

1.        C.  The definition a of high-performance team is a group of people who are committed to a common purpose and to an approach by which they hold themselves accountable.  The people on such teams usually have complementary skills and function collaboratively.

2.        A.  Without trust, a team will be dysfunctional.  Effective coaches find ways to build trust by taking risks, being genuine, and allowing the team members to make mistakes that don’t require consequences.

3.        C.  Your employees’ observable competencies can be coached.  These include communication, innovation, and leadership.

4.        B.  A good coach establishes processes that help employees gain greater competence and overcome barriers, which lead to improved individual performance.

5.        B.  Use your leadership traits to instill organizational values in ways that create energy and help team members evolve from where they are to the height of their full potential.

6.        C.  Without partnerships built on trust, coaching will fail.

7.        A.  Partnerships that lack trust promote suspicious behaviors, accusations of hidden agendas, or even neglect for completing agreed-upon tasks.  Defensiveness, blaming others, and territorial self-interest could follow.

8.        C.  Effective coaches remain open-minded against personal prejudices and value people’s differences.  They’re also open to others’ opinions, seeking to understand them without trying to change them.

9.        A.  Learn how others appraise their own skills and abilities.  Ask yourself:  What skills do they believe they have, and do they show self-confidence using them?  Determine if they can change and if they think their development will make a difference.

10.     A.  As the saying goes, “You can’t expect what you don’t inspect.”  Stay in touch and be available during the coaching process.

 

QUIZ SCORING

 

IF YOU SCORE:

 

80-100:  You were meant to be a coach.

60-70   60-70:   Be confident you can learn how to coach.

Below 60:  Get some coaching yourself.