The last time someone brought their manager a problem they could have solved themselves, what did the manager do?

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

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?”

When did someone last give their own manager critical feedback, unprompted, where you could see it?

I can’t remember it ever happening

How does developmental feedback usually reach people here?

Whenever a manager remembers to give it

Within days of the thing it is about

The last time a piece of work here went badly, what happened afterwards?

Nothing was said and everyone moved on

There was a review, but people were defensive

There was an honest review and something actually changed

How reliably do one-to-ones between managers and their reports actually happen?

They get booked, then cancelled

Most weeks, occasionally skipped

Weekly or fortnightly, almost never cancelled

What are those one-to-ones mostly spent on?

Status, plus an occasional career conversation

Whatever the report wants to talk about

Is “develops their people” part of how managers here are actually assessed?

It’s in the values, but nothing measures it

It visibly affects promotion and pay

What does someone newly promoted into management here get?

Nothing — they work it out themselves

Ongoing coach training with practice and feedback

Do senior leaders here visibly get coached themselves?

It’s normal here, and they talk about it openly

Which of these describes you?

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

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

Most organisations say they want managers who coach. Far fewer can point to a manager who actually did it last week. This 3-minute coaching culture assessment asks about twelve observable behaviours — not values, not intentions — and scores your organisation across four dimensions: asking vs telling, feedback & candour, time for development, and systems & reinforcement.

It is designed to be answered by several people in the same organisation separately. The gap between their answers is usually more informative than the average.

Two colleagues in conversation at an office desk