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oday, most coaches entered the coaching area
* Concept
T utilize different
psychometric
instruments for
personality
profiles, skills inventories and
many others as a usual part of
the coaching process to
Psychometrics is used in coaching for the skills,
not only to know the present

purpose of identifying areas in which organizational culture,

traits, behaviours, but,
to also know the Impact on

individuals/groups need coaching in either recognizing the impact of

at the beginning of coaching or at different role on self and raise self
awareness.
understand multiple areas Levels in coaching and directing the coachee
- To achieve understanding
motives, personality traits, to the relevant coaching programs and even of different aspects of the
areas of interest, aptitude,
intelligence, emotional
in the development of coaching programs. employee and further coach
her/him to achieve desired
intelligence, leadership.
conflict management, and so
* Application levels of skills, behaviour and
performance there are many
on. Psychometrics aids Different psychometric tests or different psychometrics like
coaches in making the FIRO-li Fundamental
coachee aware of self at the questionnaires are administered for Interpersonal Relations
beginning of the process and producing results that measure different Orientation-Behvioui,
also in looking for a common skills. The results or interpretation of MBTI Myers Briggs `type
level of insight or if the coach Indicator, Thomas Kilmann
and coachee feel wedged at psychometric testing is integrated with the Conflict Mode, 1GPF,
some point in coaching. In coachee's development plan and what he/ Blockages Survey, etc. that
addition, it aids in setting she should do further to improve his/her are used at different levels of
coaching goals and speeding coaching depending upon
up their realization and skills or knowledge. the area targeted for
overcoming blockages. coaching. For example, if an
* Instruments employee's interpersonal
Evolution skills are impacting others in
I5PF, MBTI, FIRO-B, Thomas KiLmann the organization in an
Psychometrics has been used
for decades in corporates. Conflict Mode, Blockages Survey, unconstructive way then use
Previously, it was limited to Enneagram, Johari Window, etc. of FIRO-B leads forward the
the recruitment ana selection coach and coachee as the test
procedures, whereby candidates could bejudged based results will indicate the interpersonal style the employee
on their personality traits, leadership style, motivation, is using most while interacting with others and what are
stressors, and so on to ensure thatthey possess its implications. Also, it gives the coach the opportunity
organizational fitment. Gradually, HR pros began using to further probe on why this style is being used and what
psychometrics in performance appraisals to measure the person wants. With all this information the coach
an employee's skifi level and which skills are further gets leads on making the employee aware of how the
required to promote the person to the next level. Since interpersonal style used by himlher is affecting others
the time companies started to take initiatives in the field and how to modify the employee's interpersonal style
of training/coaching in various ways psychometrics through the coaching process. This is generally known
By Arva Shilcari

psychometrics
powers coaching
Using psychometrics for coaching can facilitate
people to assess their gifts and experience and
develop action plans to enhance individual and
organizational effectiveness.
HUMAN CAPItAl. www.humancap4raronllne.com MARCH2D1O
as executive coaching.
Executive coaching is used for company executives
of all levels, and has gained significant importance in the
corporate work!, and is now a service which is much
sought after. The CEO & director of Ma Foi Management
Consultants, a Balaji says, "Coaches mentorand develop
the top brass of companies to help them in bringing out
their best personally and professionally." For instance, a
CEO or a senior manager who is finding it really hard to
take tough decisions, may recognize through
psychometrics that s/he may have a particular
personality disposition, that suggests that s/he is a
people-oriented person with a high degree of sensitivity
and warmth, and this may be acting as aroadbock when
s/he needs to take tough stands or be objective. The
coach will highlight this as a behavioral gap and find
ways to address this to help the individual take tough
decisions in the future opines Balaji. Thus, psychometrics
lead to further insight in the coaching process and also
escalates the diagnostic stages of coaching by pinpointing
areas at the begInning of the coaching process which
would take many sessions otherwise to float up without
the use of psychometrics.
Some view and practice psychometrics differently,
like the director of IlayGroup India and practice leader,
India, Sandra Tteadwell-Monk says, "We use specific
instruments that relate to the presenting issues; most
tend to be 180 or 360 degree Instruments, focused on the
person's behavior in different work environments and
the impact they have on others? Further, she says, `This
data first guides the coach and the coachee and provides
focus on the issues which need to be addressed they - coaching sessions and a development of practical skills
help with settinggoalsfbr the coaching intervention. The
second reason is to hold a minor upto the person, to
provide him/her with a picture of where he/she is now.
This allows the coach to explore where they want to be.
Also, when the person being coached sees agap between
the actual and the ideal, It provides him/her with the
energyto change."
Use of different psychometrics
In present times coaches are at an advantage as they
have a range of diverse psychometric tools, for example,
some explore personality, some motivation, some others
strengths and behaviours. For example, MBTI based on
lungs theory of personality is the most effectual test for
coaches to raise their understanding of different types
oftraits correspondingwith different profiles andwhich
careers suitwhichpersonalityproflle. Also, points Balaji,
"This aids a coach in making an objective assessment on
understanding the individual preferences of the
personality style and use the test results to help individuals
understand how the type impacts/hinders decision
making, leadership style etc." Furthermore, in the first
session the coach can start building a relationship, and
by the second session the coachee is usually ready to
learn more about her/him.
Cattell' s personality test, 1 6PF which gives insights
about the entire person and measures their personality
across 16 dimensions that are further grouped into five
40 xbAflcH2olO
global factors. This test is useful in high-level coaching as
it aids individuals to look at their personality aspects
outside work that mayinfluence their capability to focus.
In fact, "1 6ff Leadership Coaching Report I6PF LCR -
is used as apreferred tool by coaches whendealing with
top management team. The report in itselfplays the role
of a virtual coach by providing not just the insights about
the individual's personality but also by incorporating
recommendations for bridging the gap," says Balaji.
Additionaily, many coaches embarkonan emotional
journeyflrst to understand the emotional needs of their
coachee and this sets the path for learning and growth
and tools such as the MBTI or 16PF are effective at the
start for such endeavors, views Balaji.
Other psychometric tools such as PPA, OPQ offers a
quick glance into the person's core traits thereby helping
the coach to get art insight about the individual he is
going to deal with. On the other hand, tests like Thomas
Kilmann Conflict Instrument are sontetimes used
halfwayin coachingwhen itlooks atwhat the coachee is
doing in terms of managing conflict and whether this is
for good reason or deep-rooted habits.
Administration of psychometrics and its effects
Whether it is an external or internal coath, to administer
psychometric tests, it necessitates qualification in
administering psychometrics. Full aptitude is required
to understand and achieve alevel ofcompetencywanted
to gain the most out of such tests. Especially, detailed
understanding about the tests, being responsive to
questions that coachee may have during the test and in
is required to turn into a proficient test administrator.
Coaches have to be well versed with basic
psychometric principlesandthe procedures needed like
preparation, introduction, the instructions, and testing
environment as they are critical in achieving the correct
results, it also helps in establishing the test's purpose
and the interpretation of test scores. A competent
administrator/coach will administer the test in an
unbiased way. Contrary to a coach who is not qualified
to administer a test will lack in understanding the
technical issues and the results of the test could be
affected and in turn the test results may become invalid
and further coaching session could go in the wrong
direction. fleadwell-Monkagrees thatthe administration
of tests can have asignificant impact on results and
administration should be standardized, especially in the
personality or ability tests.
Results affecting coach-coachee retationship
Bataji believes that results of the psychometric
assessments add to anywhere between 60-80% of what
forms the basic framework for an executive coach to
build on. This of courseneeds to be clearlysupplemented
with data coming in from dialogues and open sessions
with the coachee; to helpvalidate and strengthen certain
basic hypothesis that is being made about the coachee.
Well do that, once the results of the tests are out the
coach needs to be clear about what information is given
Mnv.hunlancapftaIonhIn,00m HUMAN CAPIrM
 /oofiñ'
...._
to the individual and how. If the coach-coachee has a
good rapport then theyshare some familiar frameworks
and language to discuss and understand the test
`Re - skill your Managers
interpretations/results and then the same language
continues throughout the coaching process whenever
tests results are to be conveyed.
.
NEGOTIATION
Apart from being honest and clear about the tests
results, how and when each point needs to be conveyed SKILLS
is significant. Some people feel that if too much emphasis
is placed on the results or if they are used earlier than
required in the coaching relationship, then they may
strengthen the limiting beliefs that the coachee is trying
to overcome. For instance, the coachee may say,
`whateveryou say so it shall be'. Thus, it is important for
a coach to consider the impact of psychometrics results
on the coachee and coach-coachee relationship and
when in the relationship the information should be used.
At times, there is a possibility ofthe coach being biased
or prejudiced and may scare the person with the results. Two DayWarkshop at your site
Mostly "executive coaches, says Balaji, `are aware that
their observations can be biased, distorted and selective." * Concept & Need of Negotiation Skills
He feels there is a need for the psychometrics to play the .. Understanding the process of
balancing role. Thus, many coaches first use such tools
Negotiation
on themselves and work towards understanding their
own strengths and areas for development. This * Developing an effective plan and strategy
knowledge helps in improving the coach's capacity to for any Negotiation
understand how differences in relative strengths could * Types of Negotiation
possibly impact the coaching relationship.
While delivering the results, the coach also needs to
* Stages in Negotiation Process
resist coming across as an expert, in fact, hold the * Dealing with difficult Negotiation
coachee in discussion, understand that psychometrics Situations
results can have some flaws and encourage the coachee * Handling Obstacles during Negotiations
to own the data and make sense of it for themselves. The * Reading & Using various Behavioural
de.-brief and learning begins from this not only creates
self-awareness but, also the information can be referred Styles & Body Language during
to In the entire coaching program as and when needed. Negotiation
Sometimes coaches do need to keep a check if the * Effective Communication for successful
coachees are trapped by perceptions. Negotiation
Moreover, delivering results would mean giving
feedback on strengths and weakness as the tests measures * Finer Points for Negotiating the deal to
both. However, talking only about weaknesses could be your advantage
counter productive. Also, coaches need to understand * Negotiation in Action: Role Play based
the intricacies of results and the way the feedback is Practice, video recording and replay for
given as it will affect the coachee's thinking, and dealing
with behaviour. feedback
fteadwell-Monk differs and says, "Psychometrics * Check List for WIN WIN Negotiation
-

provide `clues' but not `answers'. They will provide the * Dos St. Don'ts for Right Negotiation
basis for some initial hypotheses, but, in myexperience, * Action Plan
the executive coaching discussion moves away from this
data to some of the fundamental issues either blocking
the person from performing or which they will need to
For details, Please Contact:
grasp if their aim is to progress further. Any test which
allows for a simplistic categorization of why people do
what they do, such as `she's a `red' or `he's a DEFG' can Dr. R. K. Sahu, Director
limit the quality and depth of the coaching discussion
and can close the mind of both the coach and the Human Resource Development Cenfre
coachee." E-62, 2nd Floor, Lajpat Nagar.l, New DelhI-I 10024
Phone:+91-11-29816980181 f82 * w.hrdcJn
M: +91- 9818390276Pragya * +91- 9818300668 Dr R.K Sahu
Pros and cons E-mail: hrdc@hrdc.in * hrdc.delhi@gmail.coni
One of the greatest advantages of utilizing psychometric

HUMAN CAPITAL wnv.humaflcapIlaIonhin.an MARCH2010 41

Ioof4i/
POPULAR PSYCHOMETRIC TOOLS
* Thomas Kilmann Conflict Mode
S 16PF
* FIRO-B
S Predictive Index
* DISC
* MBTI
* IQ tests
* PersonaLity and Preference Inventory-
Normative PAPI
instruments in coaching is that it provides non
judgmental language to illustrate people's styles and this
is a concrete stand to build coaching on.
Psychometric instruments that assess personality
traits and give information on appropriate careers help
a coachee to see that he/she doesn't fit orike a particular
job. Also, the personality traits that are depicted aid an
individualin improvingself-awareness,self-management
and relationship management skills. Apart from
heigliteningselfawareness, it also makes the person more
open and motivated to go for the coaching sessions
stresses Balaji. Besides, the coach is able to adjust!
moderatehis own coachingstyle based on the individual's
report, For example. illustrates Balaji, While a coach
has to moderate his own influencing style when dealing
with a highly dominant person, the same coach has to
playit down when dealing with a less assertive submissive
person. An extrovert person in a coaching session may
talk more or may have the need to express more rather
than a reserved person.'
In fact, the value of psychometrics in coaching gets to
the heart of issues faster, gives structured information,
provides a framework to understand self and others,
presents with a comparison to others to promote
identification oflikeness and distinctions and also points
how behaviour may be perceived by others. Besides,
psychometrics provide a different perspective, the
feedback may throw challenges and pose questions.
doesn't leave room for excuses for behaviour, and the
resulting discussion and insights get integrated in the
coaching program and becomes a change agent if
required. Additionally, says Balaji, the coach may
administer a psychometric test to do a pre-coaching
versus post-coaching analysis. This helps the coach
determine the extent to which change has taken place.
Coaching is about forming a greater vision and if
psychometric tools are utilized to break through barriers
they are an asset. However, they can prove to be time
consuming and expensive. Also, sometimes they may be
intimidating to the coachee and dainagingfor the coach
coachee relationship. Even determiningthe righttest for
the right person is something the coach needs to be sure
of as certain test models may not suit that particular
coachee. At times there is a risk of stereotyping coachee
42 1M0H2db0
behaviour by utilizing psychometric tests, but, provided
coaches are vigilant, there are means to handle this effect
Even a coachee may face several challenges in sharing
information with their coach, this could be especially in
the warm up phase of the coaching relationship or it
could simply mean that he/she has limited perceptual
self-insight, infers Balaji. In such a situation.
psychometrics helps to unravel facets about the coachee.
However, lYeadwell-Monk feels that personality and
ability tests do not provide the types of insights which
add a lot of value for the development journey.
Furthermore, she says. "Research over the last 40 years
has consistently demonstrated that personality testing is
not an adequate predictor of performance at work."
An example
A company in the e-learning business felt that their
leaders were operating only like managers. Ma Foi
Consultants used a5step coaching process that included
creating self-awareness, making action plans,
experimenting in the environment, translating
experiences into learning, deconstruct learning the
individual plays the central role in determining effective
managerial behaviour and leadership style for himseiff
herself based on the learning. For this they used 16PF -
Human Resource Development Report HRDR, and the
Delegation Style Questionnaire to measure abilities and
improvement areas, understand personal leadership
style, and understand the different styles of leadership
existing amongst the peers.
Unknown tools
There are some unknown tools. SIlL has unique
competency tool for India. One of Hay Group's
psychometric tools assesses six different leadership styles.
The tool is utilized for identifying the leadership style
which a leader thinks they are using and the styles which
their staff actually experience them using. Leaders need
to be able to use all six styles, depending on the situation
and the people in their teams. The other test which
accompanies the test of leadership styles assesses the
impact that the leader is having on the organizational
climate, which determines the performance of others,
and the success of the business. Hi
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