Coaching Culture Assessment - ICF Converge 2025

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Welcome to the Coaching Culture Diagnostic Assessment

Thank you for taking the time to participate in this important assessment designed to help organizations understand the current state of their coaching culture. As leaders and coaches, your insights are invaluable in painting a clear picture of how coaching is integrated, supported, and experienced across companies.

This assessment is structured to capture a broad view of your organization’s coaching practices. For each question, please select the answer that most closely represents the general approach or reality within your company, recognizing that some answers may be generalizations reflecting overall trends rather than every individual experience.

Your honest responses will help identify strengths, gaps, and opportunities in building a thriving coaching culture—one that drives leadership development, enhances performance, and supports sustainable growth at all levels.

We appreciate your thoughtful participation and look forward to sharing insights that can inspire positive change across organizations like yours.

Let’s get started!

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What is coaching primarily in support of in your organization?

a) Individual employee needs and personal development goals

b) Each business unit's specific objectives and priorities

c) Broader organizational purpose while supporting business unit goals

d) Creating and sustaining a centralized leadership culture across the organization

e) Building a self-sustaining coaching culture at all organizational levels

What type of coaching is most commonly provided? *

a) Leadership or performance improvement customized to individual needs

b) Leadership or performance improvement customized to business unit requirements

c) Coaching that serves as a catalyst for creating organizational leadership culture

d) Coaching that builds and sustains centralized leadership development

e) Continuous coaching conversations integrated into daily work

What diagnostic tools and assessments are available to coaches? *

a) Minimal to no diagnostic or process support tools

b) Some diagnostic or process support tools for insight

c) Organizational diagnostic tools that provide insight across the company

d) Substantial organizational diagnostic tools for management insight

e) Broad array of diagnostic tools available for management insight

What level of structure exists around coaching tools and resources?
*

a) Coaches bring their own tools and methods

b) Some recommended tools but coaches have flexibility in what they use

c) Standard organizational tools with some flexibility for coach preference

d) Comprehensive toolkit that all coaches are expected to use

e) Extensive resources that coaches and participants can access as needed

How aligned is coaching with organizational strategy? *

a) Coaching addresses immediate individual performance needs

b) Coaching supports department-specific goals and challenges

c) Coaching connects individual development to broader company objectives

d) Coaching is a key component of enterprise-wide leadership strategy

e) Coaching is woven into the fabric of how work gets done

What assessments are typically used in coaching engagements? *

a) Assessment use varies by individual coach preference

b) Business units may have preferred assessments

c) Organization provides standard assessment options

d) Comprehensive assessment battery managed centrally

e) Wide variety of assessments available based on development needs

How are coaches typically identified and selected? *

a) Through peer recommendations and individual research

b) From pre-approved vendors or peer recommendations

c) Through structured interviews and vendor selection processes

d) Through centralized vendor management and coach availability

e) Participants choose from available internal and external coaches

What approvals are needed to engage a coach? *

a) Manager approval based on individual need

b) HR approval based on business unit need

c) Business unit leader approval with HR process integration

d) Centralized approval through established talent management processes

e) Self-nomination with minimal approval requirements

How long do coaching engagements typically last? *

a) Short-term (1-3 months) based on immediate needs

b) Short to medium-term (3-6 months) based on business cycles

c) Medium-term (6-9 months) with structured milestones

d) Longer-term (9-12 months) with comprehensive development plans

e) Ongoing relationships with no fixed duration

Where does funding for coaching come from? *

a) Individual department budgets based on expenditure authority

b) Business unit budgets with some central coordination

c) Mix of business unit and central budgets with guidelines

d) Centralized budget managed by HR or Learning & Development

e) Coaching costs are built into all operational budgets

What are the typical coach qualifications required? *

a) No specific requirements; based on individual preference

b) Basic coaching experience or credentials preferred

c) Standard qualifications like ICF certification required

d) ICF certification plus internal certification or approval process

e) Variety of internal and external coaches with evolving qualifications

How much time typically passes from coaching request to first session? *

a) Immediate to 2 weeks - depends on individual arrangements

b) 2-4 weeks - time needed for approvals and coach availability

c) 4-6 weeks - structured matching and chemistry conversations

d) 6-8 weeks - comprehensive intake and systematic coach assignment

e) Varies widely - from immediate to several weeks based on need

How involved are participants in coach selection? *

a) Participants find and select their own coaches

b) Participants choose from a small list of available coaches

c) Participants interview coaches and make final selection

d) Participants provide input but organization makes final decision

e) Participants have access to multiple coaching resources and choose what works

How is progress tracked during coaching engagements? *

a) Informal check-ins between coach and participant

b) Periodic updates to managers or HR as requested

c) Structured progress reviews at defined intervals

d) Systematic tracking through centralized systems

e) Progress tracking integrated into regular performance conversations

Who typically receives coaching in your organization? *

a) Anyone who can justify the expense within their authority

b) Employees who are identified or sponsored by their managers

c) Individuals identified through annual talent review processes

d) Employees at most organizational levels through systematic processes

e) Anyone can self-nominate and coaching is available at all levels

How are individuals who need coaching identified? *

a) Self-identification or manager recognition of immediate needs

b) Business unit leaders identify candidates based on unit priorities

c) Annual talent review process with structured criteria

d) Systematic talent management process integrated with development planning

e) Self-nomination combined with ongoing performance conversations

What justification is typically needed to request coaching? *

a) Clear business need and manager support

b) Alignment with business unit objectives

c) Connection to individual development plan and organizational goals

d) Integration with formal talent management and succession planning

e) Minimal justification required - coaching is seen as normal development

What visible support exists from senior leadership? *

a) Limited; depends on individual manager support

b) Varies by business unit; some leaders are strong advocates

c) Consistent visible support from CLO and senior leaders

d) Strong, consistent support from CLO and senior leadership team

e) Executive teams openly discuss their coaching experiences and model coaching behaviors

How is coaching positioned within the organization? *

a) As a performance improvement tool for specific situations

b) As a development resource available when business units see value

c) As part of leadership development strategy with clear expectations

d) As a core component of talent management and leadership pipeline

e) As a natural part of how leaders develop themselves and others

What level of coaching skills do managers typically have? *

a) Varies widely; some have natural coaching ability

b) Some managers have developed coaching skills for their teams

c) Managers receive coaching skills training as part of leadership development

d) Coaching skills are a core competency for all people managers

e) Coaching conversations happen naturally throughout the organization

How is coaching effectiveness measured? *

a) Subjective feedback from participants at engagement conclusion

b) Organizational measurement with regular progress check-ins

c) Organizational criteria with reported estimates of value

d) Calculated estimates of value benchmarked against other organizations

e) Effectiveness observed through existing organizational processes

How do you determine if coaching has been successful for individuals? *

a) Informal discussion with participant after coaching ends

b) Written or email progress check-ins at regular intervals

c) Structured engagement with participant and coach during the process

d) Systematic measurement against organizational criteria

e) Success is evident through ongoing performance and development

How is coaching impact made visible across the organization? *

a) Through individual recommendations and word-of-mouth

b) Business unit leaders share success stories within their areas

c) Coaching effectiveness moves from aspiration to measurable results

d) Measurement results are provided to sponsor groups and leadership

e) Coaching outcomes and effectiveness are available to all employees

What stakeholders are involved in evaluating coaching effectiveness? *

a) Primarily the coaching participant

b) Participant, manager, and HR as needed

c) Participant, manager, HR, and business unit leadership

d) Multiple stakeholders including senior leadership and talent management

e) Effectiveness is evident to all stakeholders through normal work

How is return on investment (ROI) for coaching determined? *

a) ROI is not formally calculated

b) Informal estimates based on participant and manager feedback

c) Some measurement of outcomes compared to coaching investment

d) Systematic ROI calculation with benchmarking against other investments

e) ROI is evident through overall organizational performance and culture

How are coaching outcomes shared within the organization? *

a) Outcomes are kept confidential between coach and participant

b) Success stories shared informally within business units

c) Regular reporting on coaching program effectiveness

d) Comprehensive reporting to leadership with aggregate data and trends

e) Coaching successes are naturally visible through improved performance

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