Strengths and Weaknesses Assessment Kit: SWOT and 360

What this is

Two assessment methods the book offers for getting a clear picture of where a coachee excels and where they need to improve: a SWOT analysis adapted to coaching, and 360-degree feedback. The book says the knowledge lets a coach tailor coaching strategies "to leverage strengths and address weaknesses," and that the goal is "a balanced approach that leverages strengths while addressing areas for improvement." The chapter sits in Part 2, Coaching Skill (Professional Development).

The book gives four reasons to do this: Customize Coaching Plans; Maximize Potential; Address Development Areas; Enhance Self-Awareness.

Use when / Do not use when

Use when (book): a coach needs a comprehensive view of a coachee's capabilities and areas for improvement before tailoring a coaching or development plan. The book's two calls to action: conduct a SWOT analysis for one of your coachees; implement a 360-degree feedback process and discuss the results with your coachee. Do not use when (addition, not from the book): there is no plan to discuss the results with the coachee. Both methods in the book end in a conversation with the coachee, so a result that is not shared has no place in the book's flow.

The Instrument

A. SWOT Analysis (adapted to coaching)

The book describes it as "a strategic planning tool used to identify Strengths, Weaknesses, Opportunities, and Threats," adapted for coaching. It is a matrix of four quadrants. Strengths and Weaknesses are internal; Opportunities and Threats are external. Questions, verbatim:

B. 360-Degree Feedback (five steps)

The book describes it as gathering input from an employee's subordinates, peers, supervisors, and sometimes external sources like customers, to understand performance from different perspectives.

1. Select Participants: Choose a diverse group of people who interact regularly with the coachee.
2. Create a Questionnaire: Develop questions that cover various aspects of performance, such as communication, teamwork, and leadership.
3. Collect Feedback: Ensure anonymity to encourage honest and constructive feedback.
4. Analyze Results: Look for common themes and significant insights.
5. Discuss Findings: Share the feedback with the coachee, focusing on both strengths and areas for improvement.

The book does not supply the questionnaire items.

C. Tailoring coaching strategies once strengths and weaknesses are known

Leveraging Strengths

1. Build Confidence: Encourage coachees to use their strengths in challenging situations to boost their confidence.
2. Assign Relevant Tasks: Give tasks that align with their strengths to maximize efficiency and satisfaction.
3. Recognition: Acknowledge and celebrate their strengths to reinforce positive behavior.

Addressing Weaknesses

1. Set Development Goals: Create specific, measurable goals to address areas of weakness.
2. Provide Resources: Offer training, tools, and resources to help improve weak areas.
3. Regular Check-Ins: Monitor progress regularly and adjust plans as needed.

D. Workbook template (Skill Development Framework, step 1: Strengths and Weaknesses Assessment)

Description (book): conduct assessments such as SWOT analysis or 360-degree feedback. Techniques: use surveys, interviews, and self-assessment tools; analyze the collected data to identify key strengths and weaknesses. Outcome: clear understanding of the coachee's strengths and areas for improvement.

• Assessment Method Used:
• Strengths Identified:
• Weaknesses Identified:

E. Book illustrations (unverified, not for ROI or proof claims)

• SWOT illustration: an HR manager runs a SWOT on a promising new team member. The plan that follows pairs a time-management workshop and project-management tools with stress-management practices, assigns a strategic project to use her strengths, adds leadership training and a mentor, and sets regular check-ins.
• 360 illustration: a sales coach gathers peer, supervisor, and client feedback on a newer rep. The plan that follows adds a structured CRM follow-up routine, time-management techniques, more client presentations, a mentor, and regular check-ins. The book names the Pomodoro Technique and the Eisenhower Matrix here without credit.

In both illustrations the coach opens the discussion by acknowledging strengths before turning to weaknesses.

How to run it (Performance Lab suggested practice)

1. Choose the method. SWOT is a conversation or self-reflection page; 360 needs other people and an anonymity plan. The book does not say when to prefer one over the other.
2. For SWOT, put the questions to the coachee and write their answers in their words. For the "What do others see..." questions, record that the answer is the coachee's view of others' views, not others' views.
3. For 360, decide participants, write the questionnaire, collect, and look for common themes before any meeting.
4. Hold the discussion with the coachee. Start with strengths, then weaknesses, as in both book illustrations.
5. Carry the results into the plan: strengths into the Leveraging list, weaknesses into the Addressing list, both into SMART goals and the development plan (see Individual Development Plan Template).
6. Record the method used and what came from it in the Record sheet below.
7. Performance Lab note: SWOT and 360 results are evidence inputs for the conversation, not classifications of the person.

Record sheet (Performance Lab suggested practice)

• Coachee / date:
• Method used (SWOT / 360 / both):
• Strengths (quote the coachee or the participants' themes):
• Weaknesses:
• Opportunities (SWOT only):
• Threats (SWOT only):
• What the coachee said when the results were shared:
• Strengths-leveraging action chosen (from list C):
• Weakness-addressing action chosen (from list C):
• Next check-in date: