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Guide to Using the 16Pf ® Assessment in Coaching Guide to Using the 16pf ® Assessment in Coaching © image: Shutterstock 318060578|racorn 16pf.com Guide to Using the 16pf® Assessment in Coaching © Copyright 2016 PAN Inc. All rights reserved. No portion of this publication may be translated or reproduced in whole or in part, stored in a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without prior written permission of the copyright owner. This publication may not be resold, rented, lent, leased, exchanged, given or otherwise disposed of to third parties. Neither the purchaser nor any individual test user employed by or otherwise contracted to the purchaser may act as agent, distribution channel or stockist for this publication. ® The 16pf logo is a trademark and registered trademark of the Institute for Personality and Ability Testing, Inc.(IPAT). IPAT is a subsidiary of Performance Assessment Network, Inc. (PAN). ® 16pf is a registered trademark of the Institute for Personality and Ability Testing, Inc. (IPAT) in the USA, the European Community and other countries. IPAT is a subsidiary of Performance Assessment Network, Inc. (PAN). ™ The PAN logo is a trademark of Performance Assessment Network, Inc. (PAN). ® PAN is a registered trademark of Performance Assessment Network, Inc. (PAN). 2 THE ROLE OF THE 16pf QUESTIONNAIRE Guide to Using the 16pf® IN COACHING Assessment in Coaching Coaching can be described as a dynamic two-way dialogue to enable learning and development in line with business performance, and is a central feature in many of today’s organizations. The major contributions of coaching in business are: Enabling people to adjust to major changes in rapidly evolving business environments. Supporting individuals in advancing their careers, which often requires large step changes in skills and responsibility. It is therefore reasonable to expect that coaching can be a tool that contributes directly to effective Talent Management. The usefulness of the coaching program will, of course, be affected by the quality of the wider Talent Management policy. The role of the coach to facilitate learning is fundamental. For coach and client alike, self- awareness is a critical prerequisite in promoting ‘mobility’ and enabling behavioral change. Personality instruments such as the 16pf questionnaire can be extremely useful starting points in raising self-awareness in a number of areas, and can act as springboards for behavioral change through coaching. 3 Guide to Using the 16pf® FACTOR A: WARMTH Assessment in Coaching Sten 1–3 Sten 8–10 Potential May struggle to build relationships/ May have high need for attachment form attachments and to be liked by others, ie defines coaching sense of self-worth through their issues for a May feel isolated relationships with others May be seen by others as lacking coachee with Strong need to be liked – may try to emotional intelligence, ie lacking please the coach to gain approval this profile insight into others’ perspectives and feelings May put others’ needs ahead of own needs – could even fail to acknowledge May want to intellectualize and own needs rationalize their issues as a way of avoiding having to confront negative May have unrealistically high thoughts or emotions expectations for the level/depth of relationships with others May become dependent on the coaching relationship Potential Advantages Advantages advantages and Likely to remain objective Likely to show lots of genuine empathy, support, warmth and disadvantages Unlikely to get caught up in the understanding for a coach emotional aspect of the coachee’s experiences Likely to favour a client-centred with this approach, eg Humanist, Gestalt May feel comfortable using logical profile coaching approaches such as Cogntive Less likely to try to impose own -Behavioural coaching, or analytical/ solutions onto the coachee diagnostic approaches, eg Psychodynamic Disadvantages May lack objectivity May be willing to communicate tough developmental messages May become caught up in the Disadvantages emotional aspect of the coachee’s experiences, and feel a need to ‘rescue’ May want to ‘analyze’ and ‘diagnoze’ the coachee the coachee May ‘need to be needed’ by the May tend to see own role as solving coachee – danger of collusion the coachee’s problem(s), and try to impose own solutions onto the May struggle to challenge the coachee coachee, out of concern to maintain a harmonious coaching relationship May tend to coach with their head, rather than with their whole self May be unwilling to communicate tough developmental messages May not demonstrate enough support, warmth and empathy to the coachee – May find it difficult to end the coaching could appear rather detached, or even relationship if a strong bond has been cold or uncaring formed, even if the coachee is ready to leave 4 Guide to Using the 16pf® FACTOR C: EMOTIONAL STABILITY Assessment in Coaching Sten 1–3 Sten 8–10 Potential Probably feels significantly unhappy No significant coaching issues: likely with one or several aspects of their life to make rational, balanced judgments coaching that take into account both their own issues for a May want to expand coaching session needs and those of others (assuming from work context to discuss deeper that the score is not a result of high coachee with personal issues Impression Management) this profile May feel powerless and pessimistic – that life is in control of them, rather than them feeling in control of their life, and that it seems pointless to try to change the situation May tend to react to events, rather than being proactive in making changes to their circumstances Potential Advantages Advantages advantages and May find it easy to demonstrate Likely to remain calm and positive, and empathy with a coachee who is feeling feel capable of helping the coachee disadvantages similarly unhappy for a coach May possess the emotional resilience Disadvantages to cope with the extent of negative with this feelings expressed by the coachee Coach may not be in a strong/capable/ profile resilient enough state to be coaching May provide the coachee with a others positive/optimistic perspective of their situation, that the coachee is not Coaching supervision for the coach providing for themself would be particularly important, as a means of working through their Disadvantages own concerns, to ensure that these concerns do not impact on the way May underestimate the extent to they coach others which what the coach may consider to be minor issues could be causing May tend to be negatively affected by significant stress or unhappiness to the coachee’s issues the coachee 5 Guide to Using the 16pf® FACTOR E: DOMINANCE Assessment in Coaching Sten 1–3 Sten 8–10 Potential May feel uncomfortable when required May be damaging relationships with to negotiate or influence others through being perceived as too coaching assertive or outspoken, overstepping issues for a May struggle to manage upwards, or role boundaries or making decisions to influence senior colleagues without adequate consultation coachee with May find it difficult to articulate, assert Subordinates may find their style too this profile and pursue own needs autocratic, or in extreme cases bullying May be conflict-averse What they perceive as healthy debate, others may perceive as unhealthy May reflect low self-esteem – the conflict sense that others’ needs and opinions are more important than their own May wish to feel in charge in the coaching relationship, setting tasks, May feel that others take advantage of structure and appointment dates/ their accommodating nature times to which the coach is required to May not feel able to question or adhere challenge the coach’s approach or recommendations: passive, compliant recipient of the coaching methodology being employed Potential Advantages Advantages advantages and Gentle, non-directive coaching style May be more willing to challenge the could suit certain types of coachee coachee’s thoughts and perceptions disadvantages Unlikely to try to force their own May ‘push back’ when the client seeks for a coach opinions or solutions onto coachee approval for inappropriate behaviors with this or actions from the coach Disadvantages profile Disadvantages May allow a more assertive coachee to drive the agenda, with the result May be too directive in coaching style, that the coach keeps their own providing instructions, opinions, advice contributions to themself and solutions, rather than facilitating the coachee to generate their own May not provide the coachee with solutions enough challenge, eg may be reluctant to question the coachee’s thoughts May create dependency in the and perceptions coachee, where the coachee learns to seek solutions from the coach, leaving May appear to agree/collude with them unable to work things out for the coachee when the coachee seeks themself validation from the coach to justify their thoughts or behaviors 6 Guide to Using the 16pf® FACTOR F: LIVELINESS Assessment in Coaching Sten 1–3 Sten 8–10 Potential May lack energy, spontaneity and May become bored easily, once the enthusiasm – could be feeling unhappy initial excitement has worn off, leaving coaching a trail of unfinished projects/initiatives May be rather cerebral in behind them issues for a communication style, speaking rather coachee with slowly and May be impulsive in speech, decision ponderously, but failing to engage, -making or actions, potentially this profile inspire and excite people damaging their reputation in the eyes
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