Coaching & Developing OthersA capable report brings you a problem you could solve in thirty seconds. What do you do?
Twenty-four items — eight developmental situations, one evidence question and 15 behavioural statements — measure whether you coach or tell, give feedback that changes behaviour, motivate in ways that last and read what each person needs. Four banded competencies and a growth plan come back.
Giving the answer is fast, and it is the option that scores lowest
The eight situations are ordinary developmental moments made hard by time pressure and good intentions. A capable team member brings a problem they could work out themselves; you know a good answer and you are busy. A candid conversation about a persistent issue is due and you are tempted to postpone the discomfort. You want to recognise good work in a way that actually motivates rather than ticking a box. Every option is something a well-meaning manager does — walk them through your reasoning, send them away to try harder, praise the outcome — and only one grows the person.
Options are weighted against public research on structured coaching versus directing and the coach-when-capable contingency, on feedback that focuses attention on the task rather than the self, on autonomy, competence and relatedness as drivers of motivation, on recognising effort and strategy rather than talent, and on matching support to each person's task-specific competence and commitment. Each weight carries a written rationale. The bank is original AssessAll work; no coaching brand or acronym appears. The 15 behavioural statements ask what you actually do in one-to-ones, and reverse-keyed items catch the manager who agrees with every developmental sentiment.
The report bands Coaching & Development, Difficult Conversations, Motivation & Engagement and People Acumen beneath a 0–100 score, each with a coaching interpretation written for the manager who has to run tomorrow's one-to-one. A narrative generated from your own responses says which developmental habit you already have and which you skip under pressure. The growth plan is built from the lowest competencies, and the item review shows the reasoning behind every weight, so the manager who gave the answer can read what it cost.
What you walk away with
Coaching & Development, Difficult Conversations, Motivation & Engagement and People Acumen each land in Emerging, Developing, Strong or Exceptional beneath your 0–100 score. The radar shows the common shapes at a glance — the warm manager who never has the hard conversation, the direct one who never asks a question.
Each band carries a coaching paragraph about what it looks like in practice: how Developing on Coaching & Development handles the capable report with a problem, what Strong on Difficult Conversations says in the first minute of a candid conversation.
Built from your lowest competencies, the plan proposes specific habits — a question to ask before offering any answer, a feedback structure that names behaviour and impact, a way to recognise effort and strategy rather than results — sized to fit an existing one-to-one.
The item review shows your choice, the developmental option and the evidence behind each weight. Where you chose to tell rather than ask, the rationale explains what the person learned from being told, which is usually less than it felt like.
Inside your report
Illustrative sample — your report is generated from your own responses.
Assembled from your lowest competencies, in order — not a generic checklist.
Every competency this test declares, scored from the items tagged to it — so the shape is yours, not a template.
Band edges at 40, 60 and 80. Each band carries its own coaching interpretation for that competency.
Built for
- First-time and mid-level managers responsible for growing a team, not just running it
- Senior individual contributors and tech leads who develop people they do not manage
- Internal mentors, buddies and graduate-programme supervisors
- L&D teams selecting coaching champions or baselining a manager-as-coach programme
Your team learns what you make them work out. Measure how often that is.
Twenty-four items in about 28 minutes, then four banded competencies, a narrative and a growth plan delivered immediately.
₹999 (incl. GST) · assessment and full report, nothing further to pay
Frequently asked questions
Whether you grow other people or simply run them: coaching rather than telling, feedback that changes behaviour, motivation that lasts beyond the next bonus, and reading what each person actually needs. Four competencies — Coaching & Development, Difficult Conversations, Motivation & Engagement and People Acumen — are measured through eight developmental situations, an evidence question and 15 behavioural statements. It suits managers, tech leads, mentors and anyone who develops people beyond their direct reports.
Each option carries a weight keyed to published research on coaching, feedback and motivation, with a written rationale for every weight. Picking the coaching-flavoured option does not reliably help because some situations call for direction — the eager person who lacks the skill — and the strongest option depends on reading the person. Reverse-keyed behavioural statements mean that agreeing with every developmental sentiment produces an inconsistent profile rather than a high score.
Around 22 to 30 minutes within a 28-minute window. You receive a 0–100 score with its band, four banded competencies with coaching interpretations, a radar, a narrative generated from your own responses, a strengths-and-development summary, a growth plan built from your lowest competencies and a full review of all 24 items with the evidence behind each weight. The report is complete when it arrives; there is nothing further to unlock.
Managers use the growth plan as the agenda for their own development and retake after six months to see what moved. L&D teams use it as a baseline before a manager-as-coach programme so the programme targets the actual gaps, and to identify people already Strong on Coaching & Development who could mentor others. In a promotion conversation it is one input on how a candidate develops people, best read with what their team says.
Yes. The situations are universal one-to-one moments — a capable report with a problem, an overdue candid conversation, recognition that has become routine — and the research base is international. Managers in India, the UK, the Gulf, Southeast Asia and North America sit the same items and receive the same report. It is priced in INR and USD, and the price on this page is the full price.
Each battery takes one management capability — delegation, coaching, conflict, influence, decision-making, change — and measures it through situational judgement scored against published evidence, with a competency profile, coaching interpretations and a prioritised growth plan. For the level-by-level readiness verdicts, see Leadership & Management Premium.
See the leadership catalogue →Methodology: Original AssessAll scenarios and items operationalising public, well-established constructs about developing others: structured developmental coaching versus directing and the coach-when-capable contingency (workplace-coaching meta-analyses; the GROW structure); Feedback Intervention Theory and behaviour-anchored, impact-focused feedback (Kluger & DeNisi); Self-Determination Theory and the autonomy/competence/relatedness drivers of motivation (Deci & Ryan); growth-mindset recognition of effort and strategy (Dweck); and reading each person's task-specific competence and commitment to match support versus direction. Situational-judgement scoring is literature-keyed with a documented per-option rationale citing the evidence for each weight. Generic public constructs only; no trademarked instrument names or vendor-coined vocabulary, and no items copied or paraphrased from any branded programme or assessment. Flagship items are tagged for optional human SME validation.