Psycho Metric Tools

8/8/2019 Psycho Metric Tools

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T

oday, most coachesutilize different

psychometric

instruments forpersonality

profiles, skills inventories andmany others as a usual part ofthe coaching process to

understand multiple areas -

motives, personality traits,

areas of interest, aptitude,

intelligence, emotionalintelligence, leadership.conflict management, and soon. Psychometrics aidscoaches in making thecoachee aware of self at the

beginning of the process andalso in looking for a commonlevel of insight or if the coachand coachee feel wedged at

some point in coaching. In

addition, it aids in setting

coaching goals and speedingup their realization and

overcoming blockages.

EvolutionPsychometrics has been usedfor decades in corporates.

Previously, it was limited tothe recruitment ana selectionprocedures, whereby candidates could bejudged basedon their personality traits, leadership style, motivation,

stressors, and so on to ensure thatthey possess

organizational fitment. Gradually, HR pros began usingpsychometrics in performance appraisals to measurean employee's skifi level and which skills are furtherrequired to promote the person to the next level. Sincethe time companies started to take initiatives in the field

of training/coaching in various ways psychometrics

entered the coaching areanot only to know the present

skills, traits, behaviours, but,

to also know the Impact onorganizational culture,

recognizing the impact of

role on self and raise selfawareness.

To achieve understandingof different aspects of theemployee and further coach

her/him to achieve desired

levels of skills, behaviour andperformance there aremany

different psychometrics like

FIRO-li Fundamental

Interpersonal Relations

Orientation-Behvioui,

MBTI Myers Briggs `type

Indicator,Thomas Kilmann

Conflict Mode, 1GPF,

Blockages Survey, etc. thatare used at different levels ofcoaching depending upon

the area targeted for

coaching. For example, ifanemployee's interpersonal

skills are impacting others in

the organization in anunconstructiveway then use

of FIRO-B leads forwardthe

coach and coachee as the test

results will indicate the interpersonal style the employeeis using most while interactingwith others and what are

its implications. Also, it gives the coach the opportunity

to further probe on why this style is being used and what

the person wants. With all this information the coach

gets leads on making the employee aware of how the

interpersonal style used by himlher is affecting othersand how to modify the employee's interpersonal style

through the coaching process. This is generallyknown

By Arva Shilcari

* ConceptPsychometrics is used in coaching for the

purpose of identifying areas in which

individuals/groups need coaching in either

at the beginning of coaching or at different

Levels in coaching and directing the coachee

to the relevant coaching programs and even

in the development of coaching programs.

* ApplicationDifferent psychometric tests or

questionnaires are administered for

producing results that measure differentskills. The results or interpretation of

psychometric testing is integrated with the

coachee's development plan and what he/

she should do further to improve his/her

skills or knowledge.

* InstrumentsI5PF, MBTI, FIRO-B, Thomas KiLmann

Conflict Mode, Blockages Survey,

Enneagram, Johari Window, etc.

psychometricspowers coaching

Using psychometrics for coaching can facilitate

people to assess their gifts and experience and

develop action plans to enhance individual andorganizational 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 thecorporate work!, and is now a service which is much

sought after. The CEO & director ofMa FoiManagementConsultants, a Balaji says, "Coaches mentorand developthe top brass of companies to helpthem 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 thismay be acting as aroadbock whens/he needs to take tough stands or be objective. Thecoach 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 coachingby pinpointingareas at the begInning of the coaching process whichwould take many sessions otherwise to float up withoutthe 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; mosttend to be 180 or 360 degree Instruments, focused on theperson's behavior in different work environments andthe impact they have on others? Further, she says, `Thisdata firstguides the coach and the coachee and providesfocus on the issues which need to be addressed - theyhelp with settinggoalsfbr the coaching intervention.The

second reason is to hold a minor upto the person, toprovide 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 betweenthe actual and the ideal, It provides him/her with theenergyto change."

Use of different psychometrics

In present times coaches are at an advantage as theyhave a range of diverse psychometric tools, for example,

some explore personality, some motivation, some othersstrengths and behaviours. For example, MBTI based onlungs theory of personality is the most effectual test for

coaches to raise their understanding of different types

oftraits correspondingwith different profiles andwhichcareers suitwhichpersonalityproflle.Also, points Balaji,

"This aids a coach in making an objective assessment onunderstanding the individual preferences of thepersonality style and use the test results tohelp individuals

understand how the type impacts/hinders decision

making, leadership style etc." Furthermore, in the first

session the coach can start building a relationship, andby 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 personalityacross 16 dimensions that are further grouped into five

global factors. This test is useful in high-level coaching asit aids individuals to look at their personality aspectsoutside work that mayinfluence their capability to focus.

In fact, "1 6ff Leadership Coaching Report I6PF - LCR

is used as apreferred tool by coaches whendealing withtop management team. The report in itselfplays the role

of a virtual coach by providing not just the insights aboutthe individual's personality but also by incorporatingrecommendations for bridging the gap," says Balaji.

Additionaily, many coaches embarkonan emotionaljourneyflrst to understand the emotional needs of their

coachee and this sets the path for learning and growthand tools such as the MBTI or 16PF are effective at thestart for such endeavors, views Balaji.

Other psychometric tools such as PPA, OPQ offers aquick glance into the person's core traitsthereby helpingthe 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 usedhalfwayin 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 effectsWhether it is an external or internal coath, to administerpsychometric tests, it necessitates qualification in

administering psychometrics. Full aptitude is requiredto understand and achieve alevel ofcompetencywantedto 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

coaching sessions and a development of practical skills

is required to turn into a proficient test administrator.

Coaches have to be well versed with basicpsychometric principlesandtheprocedu res needed like

preparation, introduction, the instructions, and testing

environment as they are critical in achieving the correctresults, it also helps in establishing the test's purposeand the interpretation of test scores. A competentadministrator/coach will administer the test in anunbiased way. Contrary to a coach who is not qualifiedto administer a test will lack in understanding thetechnical issues and the results of the test could beaffected and in turn the test resultsmay become invalidand further coaching session could go in the wrongdirection. fleadwell-Monkagrees thatthe administrationof tests can have asignificant impact on results andadministration should be standardized, especially in thepersonalityor abilitytests.

Results affecting coach-coachee retationship

Bataji believes that results of the psychometricassessments add to anywhere between 60-80% of whatforms the basic framework for an executive coach to

build on. This of courseneeds to be clearlysupplementedwith data coming in from dialogues and open sessionswith 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 thecoach needs to be clear about what information is given

40 xbAflcH2olO Mnv.hunlancapftaIonhIn,00m HUMAN CAPIrM



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to the individual and how. If the coach-coachee has a

good rapport then theysharesome familiar frameworks

and language to discuss and understand the test

interpretations/results and then the same languagecontinues throughout the coaching process whenever

tests results are to be conveyed.

Apart from being honest and clear about the tests

results, how and when each point needs to be conveyed

is significant. Some people feel that if toomuch 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 ofpsychometrics results

on the coachee and coach-coachee relationship and

when in the relationship the information should be used.

At times, there is a possibility of the coach beingbiasedor prejudiced and may scare the person with the results.

Mostly "executive coaches, says Balaji, `are aware that

their observations canbe biased, distorted and selective."

He feels there is a need for the psychometrics to playthe

balancing role. Thus, many coaches first use such tools

on themselves and work towards understanding their

own strengths and areas for development. This

knowledge helps in improving the coach's capacity tounderstand how differences in relative strengths could

possibly impact the coaching relationship.

While delivering the results, the coach also needs to

resist coming across as an expert, in fact, hold the

coachee in discussion, understand that psychometrics

results can have some flaws and encourage the coachee

to own the data and make sense ofit for themselves. The

de.-brief and learning begins from this not only createsself-awareness but, also the information can be referred

to In the entire coaching program as and when needed.

Sometimes coaches do need to keep a check if thecoachees are trapped by perceptions.

Moreover, delivering results would mean givingfeedback on strengths and weakness as the tests measuresboth. However, talking only about weaknesses could be

counter productive. Also, coaches need to understand

the intricacies of results and the way the feedback is

given as it will affect the coachee's thinking, and dealing

with behaviour.

fteadwell-Monk differs and says, "Psychometricsprovide `clues' but not `answers'. They will provide the

basis for some initial hypotheses, but, in myexperience,

the executive coaching discussion moves away from thisdata to some of the fundamental issues either blocking

the person from performing or which they will need to

grasp if their aim is to progress further. Any test which

allows for a simplistic categorization ofwhy people do

what they do, such as `she's a `red' or `he's a DEFG' canlimit the quality and depth of the coaching discussionand can close the mind of both the coach and thecoachee."

Pros and consOne ofthe greatest advantages of utilizing psychometric

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POPULAR PSYCHOMETRICTOOLS

* 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

isa 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 anindividualin improvingself-awareness, self-managementand 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!moderatehisown coachingstyle based on the individual's

report, For example. illustrates Balaji, While a coach

has to moderate his own influencing stylewhen dealing

with a highly dominant person, the same coach has to

playitdown when dealing with a less assertive submissiveperson. 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 promoteidentification oflikeness and distinctions and also pointshow behaviour may be perceived by others. Besides,psychometrics provide a different perspective, thefeedback may throw challenges and pose questions.doesn't leave room for excuses for behaviour, and the

resulting discussion and insights get integrated in thecoaching program and becomes a change agent if

required. Additionally, says Balaji, the coach may

administer a psychometric test to do a pre-coachingversus 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 timeconsuming and expensive.Also, sometimes theymay beintimidatingto the coachee and dainagingfor the coachcoachee relationship. Even determiningthe righttest for

the right person is something the coach needs to be sureof as certain test models may not suit that particular

coachee. At times there is a risk of stereotyping coachee

behaviour by utilizing psychometric tests, but, providedcoaches are vigilant, there are means to handle this effect

Even a coachee may face several challenges in sharinginformation 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 personalitytesting is

not an adequate predictor of performance at work."

An exampleA 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, translatingexperiences into learning, deconstruct learning theindividual 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 leadershipstyle, 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 sixdifferent leadershipstyles.

The tool is utilized for identifying the leadership style

which a leader thinks they are using and the styles which

their staffactually experience them using. Leaders need

to be able to use all six styles, dependingon 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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