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Coaching for Christian Leaders: A Practical Guide
by Linda J. Miller and Chad W. Hall. © 2007.
Chalice Press: St. Louis, MO) All rights reserved [148 pages].
[Answer 14 of 20 questions correctly to receive
7 hours of continuing education credit.]

Chapter 1: Introduction (p. 1-7)
1. The most recognized credentialing agency for the coaching profession is the
a. Christian Coaching Network.
b. Columbia Partnership.
c. International Coach Federation (ICF).
d. Valwood Christian Leadership Coaching.

Chapter 1: Overview of Coaching (p. 8-21)
2. What is something a coach would NOT say to a person being coached?
a. “What actions will you do first?”
b. Telling the person what they did wrong.
c. “How will you know you have accomplished this goal?”
d. “Let me refer you to someone who can help you more than I can.”

Chapter 2: Core Coaching Skills (p. 22-38)

THE EIGHT COACHING SKILLS

1. Listening
2. Asking precise questions
3. Identifying actions
4. Delivering direct messages
5. Acknowledging
6. Sharing self
7. Being silent
8. Synthesizing
 

3. Which is NOT a recommended strategy for better listening?
a. Set aside all distractions.
b. Repeat each word in your head as the other person is speaking to you.
c. Say, “Tell me more about that.”
d. Allow for silence instead of immediately saying something.

4. Which is a precise question a coach should NOT ask?
a. What are you thinking of doing next?
b. What would you like to happen as an outcome?
c. What obstacles do you anticipate?
d. Why did you decide to take that action?

Chapter 3: Essential and Supporting Coaching Skills (p. 334-53)
5. The person being coached almost always lets the coach come up with the actions.
a. True
b. False

6. Direct messages are brief, powerful, and non-judgmental.
a. True
b. False

7. Public acknowledgement is more beneficial than private acknowledgment.
a. True
b. False

8. If a coach is not sure about sharing a personal story, the coach can always ask the person being coached if now is a good time to share it.
a. True
b. False

9. Silence is good to use immediately after asking a powerful question, after delivering a direct message, and when the coach in not sure what to say next.
a. True
b. False

10. Synthesizing involves listening for themes and patterns and keeping track of the original purpose for coaching.
a. True
b. False

Chapter 4: Models for the Coaching Conversation (p. 54-67)
11. In contrasting the three models, which model does not have a step for identifying barriers or obstacles to goals and actions?
a. The Hourglass Model
b. The Collaborative Conversation Model
c. The Mental Road Map Model

12. Which model ends with a review of the coaching conversation and the action steps decided upon?
a. The Hourglass Model
b. The Collaborative Conversation Model
c. The Mental Road Map Model

13. Which model centers around a relationship with Jesus Christ?
a. The Hourglass Model
b. The Collaborative Conversation Model
c. The Mental Road Map Model

Chapter 5: The Coaching Relationship (p. 68-81)
14. Which is NOT true about the initial coaching interview?
a. It is acceptable for the coach to explain how coaching is not about the past but focuses on the future.
b. The coach should inform the person to be coached about the coach’s style (i.e. direct or indirect).
c. The coach, not the person being coached, will be setting the agenda for each coaching session.
d. Other details should be discussed, such as how frequently the coaching conversations will occur, whether by phone or in person, how long they will be, and what the coach’s fee will be.

15. According to Bacon and Spear, all of the following are important to the coaching relationship, but what is the main goal of coaching?
a. Asking good questions and listening
b. Understanding hidden values and intentions
c. Developing honesty and trust
d. Intentional action

16. Which should a coach NOT do?
a. When the coach and person being coached (PBC) have a conflict, the coach should encourage the PBC to consider changing some negative aspects of his or her personality.
b. If the PBC is a Christian, the coach should encourage the PBC to recognize subtle ideas, thoughts, and nudges as possible proddings from the Holy Spirit.
c. The coach should be aware of and take responsibility for any bias or negative attitude that may affect the coach’s judgment.
d. The coach should congratulate the PBC on goals met. The coach should also pray for the PBC.

Chapter 6: A Coach Approach to Ministry Leadership (p. 82-96)
17. For a leader, coaching works best when the follower has some competence for a task or decision but lacks
a. opportunity.
b. confidence and/or commitment.
c. resources.
d. discipline.

18. In contrast to other ministries, coaching primarily is about
a. healing from the past.
b. caring for a person’s present situation.
c. giving advice.
d. caring for a person’s future.

Chapter 7: Coaching in the Church (p. 97-122)
19. Jesus acted most like a Master Coach when He used powerful ___ to elicit discovery, commitment, and understanding among His followers.
a. questions
b. teaching
c. persuasion
d. parables

20. Nearly every coaching conversation starts with a variant of the question
a. “What progress have you made since our last conversation?”
b. “What is the most significant thing you have accomplished since we last talked?”
c. “How can we best use our time today?”
d. “What is on your mind right now?”