Is There a Coaching Culture at Your Company? The Coaching Culture Scorecard

About this template

Is There a Coaching Culture at Your Company? The Coaching Culture Scorecard is a free quiz template with 16 questions. Take the live preview above, then copy it into your own RooQuiz account — the questions, results and follow-up are all yours to edit before you publish.

What's inside: 16 questions

Every question below comes with the template, in this order. After you copy it, you can reword, reorder or remove any of them.

1. The last time someone brought their manager a problem they could have solved themselves, what did the manager do?Solved it for them on the spot · Listened briefly, then told them what to do · Asked a couple of questions, then gave an opinion · Kept asking until the person landed on their own answer
2. In a typical team meeting here, how much of what a manager says is a question rather than a statement?Almost none of it · Roughly a quarter · Roughly half · Most of it
3. When a manager here genuinely does not know the answer, what do they usually say?They cover for it — nobody admits not knowing · They pass the question up the chain · “Let me find out and come back to you” · “I don’t know — what would you do?”
4. When did someone last give their own manager critical feedback, unprompted, where you could see it?I can’t remember it ever happening · More than six months ago · In the last few months · In the last few weeks
5. How does developmental feedback usually reach people here?Only in the annual review · At quarterly check-ins · Whenever a manager remembers to give it · Within days of the thing it is about
6. The last time a piece of work here went badly, what happened afterwards?Someone was quietly blamed · Nothing was said and everyone moved on · There was a review, but people were defensive · There was an honest review and something actually changed
7. How reliably do one-to-ones between managers and their reports actually happen?They get booked, then cancelled · Every month or two · Most weeks, occasionally skipped · Weekly or fortnightly, almost never cancelled
8. What are those one-to-ones mostly spent on?They don’t really happen · Status updates on tasks · Status, plus an occasional career conversation · Whatever the report wants to talk about
9. In the last three months, how much time did a typical manager here spend developing their people, outside of delivery work?None I could point to · An hour or two in total · Roughly half a day · A day or more
10. Is “develops their people” part of how managers here are actually assessed?No · It’s in the values, but nothing measures it · It’s on the review form · It visibly affects promotion and pay
11. What does someone newly promoted into management here get?Nothing — they work it out themselves · A handbook or onboarding doc · A one-off workshop · Ongoing coach training with practice and feedback
12. Do senior leaders here visibly get coached themselves?Not that anyone can see · One or two, quietly · Several, and they mention it · It’s normal here, and they talk about it openly
13. Which of these describes you?I lead this organisation · I’m a people manager in it · I work in HR, People or L&D here · I’m an individual contributor here · I’m an external coach or consultant assessing a client
14. How many people work in the organisation you just answered about?Fewer than 20 · 20–100 · 100–500 · 500–2,000 · More than 2,000
15. Organisation or team name (optional)
16. If you could change one thing about how managers here handle people, what would it be?

What it measures

Answers are scored across 4 dimensions. Each respondent gets a score for every one, shown side by side on a radar chart.

• Asking vs Telling

  Whether managers pull thinking out of people or hand them answers.

• Feedback & Candour

  Whether real feedback travels in both directions, and quickly.

• Time for Development

  Whether time for growing people is actually protected from delivery.

• Systems & Reinforcement

  Whether the organisation measures, trains and rewards coaching behaviour.

Result levels

The total score places each respondent in one of 4 levels, each with its own message on the result page.

• Command & Control

  Score below 42

  Managers here solve, tell and decide. That is not a character problem — it is what the system currently rewards. Start with Systems & Reinforcement: until developing people shows up in how managers are assessed, coaching training will wash…

• Pockets of Coaching

  Score 42–72

  A few managers coach well and the rest don’t, which usually means it depends on the individual rather than the system. Find your lowest dimension — that is the constraint. Making your strongest dimension stronger will change almost nothing.

• Coaching Habit Forming

  Score 72–100

  The behaviours are real and reasonably widespread. The risk now is drift: coaching habits decay fastest during delivery pressure. Protect the one-to-ones first — they are the first thing to be cancelled and the last thing to come back.

• Coaching Culture

  Score 100+

  Asking, candour, development time and reinforcement are all present. Worth checking who disagreed most in your results — a strong average with a wide spread usually means the culture is real in some teams and a slogan in others.

How scoring works

There are no wrong answers: every option carries its own points. The points add up to an overall score — and, where the template defines dimensions, to a score for each one — so respondents get a personal breakdown instead of a pass or fail.

How to use this template

1. Answer the live preview yourself to see exactly what a respondent sees, question by question.
2. Copy it into your account — the questions, scoring logic and result pages all come with it.
3. Rewrite the copy, add your own branding and call to action, then publish it on your own link or embed it on your site.

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