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1. Self-Assessment for Training and CoachingUW Sometimes and Aspiring Supervisors SeriesWeek 4Individually,» Put yourself in the shoes of your staff members. Rate yourself 1 - 5 as your employees would if theywere rating you on these activities.» Then select 3 or 4 areas to improve. (The results of this assessment are for your use only)1=Never 2=Rarely 3=Sometimes 4=Usually 5=Always RatingI could doeven better1 My boss gets out of his or her office, and spends time with us at our work sites.2 My boss thinks and speaks positively and has a good attitude.3 My boss shares information with us.4 I can talk to my boss when I need to, and s/he really listens.5 I get individualized attention from my boss.6 My boss really knows my strengths.7 My work is structured such that I get to do the things I’m good at.8 If I really need help, my boss will get involved with my work.9 My boss stays out of my way when it’s appropriate.10 My boss is a good role model and acts as s/he expects me to act.11 My boss is a patient explainer.12 My boss lets me know what I’ve done wrong.13 I don’t get punished for mistakes.14 I’m encouraged to analyze my mistakes and to learn from them.15 My boss lets me know when I’ve done something right.16 We celebrate successes, even the small ones.Adapted from American Management AssociationCoaching is unlocking people’s potential to maximize their own performance. It is helping them to learnrather than teaching them.Coaching for Top Performance, John Whitmore- 1 -
UW Sometimes and Aspiring Supervisors SeriesWeek 4 Learning Objectives: Distinguish between knowledge, skills and talents2. Knowledge, Skills, and TalentsRead the box below. Circle or underline anything that strikes you.Knowledge, Skills, and TalentsKnowledge, skills, and talents are different elements of what a person knows or can do. Knowledge issimply what we are aware of – either facts we have learned or experiences we have had. Skills areactions, or what we DO with knowledge. For example, communication and computer skills are essentialfor many of our jobs. The authors of First Break All the Rules define talent as reoccurring patterns ofbehavior that can be productively applied. You can think of talents as the natural things we do, that arenot natural to other people. If you instinctively remember names or numbers, that’s a talent.The distinction among the three is that skills and knowledge can be learned, whereas talents cannot. Aswe understand ourselves more, we can stop wishing to be fundamentally different and celebrate our trueselves. Let’s consider how we might cultivate our knowledge, skills and talents to find our strengths.1. Identify the skills and knowledge we have, and what we would like to learn.We can learn knowledge in a variety of ways: reading, taking classes, etc. The best way to learna skill is to practice. To capitalize on our experiences, we can reflect on what we’ve learned andconsider how we can apply new knowledge to our life.2. Discover our hidden talents. Our talents are not always evident to ourselves or others. Peoplewho know us well might spot a glimpse of a talent and help us find a way to use it more fully.The key to excellent performance is finding the match between your talent and your roles.Adapted by Mary Hoddy from Marcus Buckingham and Curt Coffman, First, Break All the RulesIndividually, think about your Knowledge, Skills and Talents, especially as it relates tocoaching. Write some of them in the chart below. We’ll share them with a partner.My Knowledge Skills Talents Example: A nurse needs to…Know anatomy and physiologyBe able to insert an IVListening SkillsBe precise with difficult patientsWhat new knowledge or skills might help you be an even better coach?JobAidsIn large group, how might we use this model in our workplace?See page in Job Aids Packet for KST worksheet to use with your staff.- 2 -
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