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L1 Assessment: Coaching Style
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Assessing your coaching style
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A team member comes to you frustrated. They have been working on a project for weeks and feel like they are going in circles. They are not sure what the problem is.
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You ask them to walk you through what they have tried so far and what they think might be getting in the way.
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You listen, share a similar challenge you once faced, and work through possible next steps together.
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You identify what is going wrong and give them a clear direction to move forward.
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You acknowledge their frustration and give them space to work through it, letting them know you are there when they are ready.
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A high performer on your team has just been offered a stretch assignment. They are excited but nervous about whether they can handle it.
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You ask them what specifically feels daunting and what strengths they think they can draw on.
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You share your honest view of their readiness and explore together how they might approach the new role.
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You tell them clearly that you think they are ready and outline what you expect from them in the new role.
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You congratulate them and trust them to work out how they want to approach it, knowing they will come to you if they need support.
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Your team is about to kick off a project with a tight deadline. There is no room for ambiguity and everyone needs to be aligned from day one.
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You open with a team conversation asking everyone to share what they see as the priorities and potential risks.
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You set out the key parameters and then invite the team to shape how they will work within them.
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You brief the team clearly on the goals, roles and timelines and make sure everyone knows what is expected.
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You share the brief and trust the team to organise themselves, stepping in only if something goes off track.
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Someone on your team has been underperforming for a few weeks. They have not raised it with you and you are not sure if they are aware of the impact.
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You create space for a conversation and ask open questions to help them reflect on how they feel things are going.
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You share what you have observed, ask for their perspective, and work out a plan together.
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You give them direct feedback on the gap between what you expect and what you are seeing, and agree on specific next steps.
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You give them a little time to reflect before checking in, trusting that they will be more open once they have had space to think.
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A relatively new team member is struggling to build relationships with the rest of the team. They are capable but seem to be working in isolation.
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You ask them how they are finding the team dynamic and what they think might help them connect better.
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You share your observations, ask what they think is getting in the way, and brainstorm some practical ways to bridge the gap together.
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You tell them directly that building relationships is important and give them specific things to do differently.
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You let them build relationships at their own pace, remaining available and attentive if they reach out for support.
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Your team has just delivered a major piece of work. It went well overall but there were a few things that could have gone more smoothly.
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You run a team reflection, asking everyone what they felt went well and what they would do differently next time.
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You share your own observations and invite the team to discuss both the wins and the lessons openly.
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You debrief the team on what worked, what did not, and what you expect them to do differently next time.
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You acknowledge the team's effort and trust them to carry the lessons forward without a formal debrief.
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A senior team member disagrees with a decision you have made. They have not said anything directly but their body language in meetings tells a different story.
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You find a moment to check in privately and ask how they are feeling about the direction things are heading.
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You name what you have noticed and invite them to share their perspective so you can think through it together.
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You address it directly - you explain your reasoning, restate the decision, and ask them to get on board.
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You give them space, trusting they will raise it with you directly if it becomes important enough to them.
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Someone on your team wants to take on more responsibility but you are not sure they are quite ready yet.
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You ask them what they feel ready for and what they think they still need to develop before stepping up.
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You share your honest assessment, explore the gaps together, and agree on a development plan that moves them toward readiness.
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You tell them what you think they need to work on first and set clear milestones before they can take on more.
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You give them a carefully chosen piece of additional responsibility and trust them to show you what they are capable of.
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Your Coaching Style: Asking
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You excel at facilitating self-discovery and empowering your team to find their own solutions. You ask before you tell, you create space before you fill it, and you trust that your people have more answers in them than they realise. That is one of the most powerful things a coaching leader can do.

To balance this, consider integrating more directive approaches when alignment or speed is critical. Your strength is creating thinking in others - your opportunity is knowing when people need that space, and when they simply need clear direction from you.

The Asking Style (High Pull, Low Push) facilitates self-discovery by encouraging people to explore solutions independently.

Suggested course pathway:

●        Better Questions, Better Coaching

●        Active Listening in Coaching

●        The 4C Model©: Clarity





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Coaching Style: Collaborating
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You combine facilitation with direction, creating an environment of shared ownership and alignment. You share your perspective and you invite theirs - comfortable holding both dialogue and decisiveness at the same time. That is exactly where the most effective coaching leadership happens.

This style is ideal for fostering innovation and accountability while meeting organizational goals. The opportunity from here is to sustain and deepen it across your whole team - embedding collaboration into how your team operates, not just how you show up one-on-one.

The Collaborating Style (High Pull, High Push) combines facilitation and direction to co-create solutions and foster engagement.

Suggested course pathway:

●        Feedback and Accountability

●        Creating Psychological Safety

●        The 4C Model©: Culture


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Coaching Style: Telling
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You are directive and results-oriented, providing clear guidance to your team. People know where they stand with you, and that clarity is genuinely valuable - especially in high-pressure or fast-moving situations. The best leaders know how to be clear.

To evolve, consider incorporating more facilitative behaviours to empower team members and encourage autonomy. When you combine clear direction with genuine curiosity about your people, something shifts. They stop waiting to be told and start thinking for themselves.

The Telling Style (High Push, Low Pull) focuses on providing clear instructions and ensuring alignment with goals.

Suggested course pathway:

●        Better Questions, Better Coaching

●        Active Listening

●        The 4C Model©: Confidence


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Coaching Style: Hands-off
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You prioritize autonomy and trust your team to self-manage. You give people space, you believe in their ability to figure things out, and you do not get in the way. In the right context with the right people that is exactly what a team needs.

While this approach works with highly experienced teams, introducing more intentional push or pull can help ensure continued alignment and growth. The opportunity is to become more deliberately present - not by taking over, but by creating the conversations that help people keep growing.

The Hands-off Style (Low Push, Low Pull) relies on team autonomy with minimal involvement.

Suggested course pathway:

●        Capability and the 3DoC Model

●        Feedback and Accountability

●        The Self-Aware Leader-Coach


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