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Individual and Group Assessment | Performance Assessments
Individual and Group Assessment:

We have created several individual and group assessment instruments to aid both our clients and us in understanding the strengths and challenges, and determining the performance gaps that exist. Taken along with anonymous interviews, these tools inform us in how to shape the consulting engagement and leverage the implementation activities for the highest impact.

Coaching Culture Assessment Report:

it's NEW, proven, and the best way to know if you are being successful.

We utilize this instrument to determine the extent to which a “coaching culture” exists in the client system. The assessment is combined with interviews and is used to determine gaps that need addressing, and directly inform the design of the consulting approach to creating the “high-performance coaching culture.” This assessment represents a baseline against future progress can be measured.

Individual Assessment – A 360° Feedback Report – The Coaching Skills Assessment of Transformational Coaching

These core competencies capture the tone, demeanor, and process skills required by today's leaders. The Transformational Coaching 360 feedback process is used with our clients. Each of the 20 competencies is defined by 3 specific behaviors, making this a highly focused, powerful tool for personal discovery and development.

Group Assessment

The 7 C’s of High Performance Teams:

Our unique team-effectiveness model provides a systematic and measurable performance assessment methodology for identifying a team’s performance strengths and challenges. We use this data to custom-design and facilitate experiential team development sessions focused on building alignment, cohesion, and acquiring critical team skills. This assessment represents a baseline against future progress can be measured.

Importantly, The 7 C’s of High-Performance Teams represents THE ongoing Leadership Agenda for the leader of the team. It is through working these issues and developing these skills that the leader and the team become effective in dealing with all dimensions of the team performance.

The 7 C's of High-Performing Teams


Place your mouse over the 3 areas of the roadmap for more information >

Foundation Phase:


Set Course and GRRATE Expectations



Feedback Loop Phase:

Be Present

State Topic and Context, Share Positive Intentions, and Permission Check

Describe Behavior and Impact on Relationships and Results (Reinforce Progress and Identify Opportunities)

Ask Learning Questions to Explore Experience and Beliefs

Reflectively and Empathetically Listen

Explore Mutual Accountability for Co-creating Situation

Forwarding-the-Action Phase:

Refocus on Shared Vision of Success

Solicit and Suggest Options

Request Specific Changes

Require Changes (Clarify Consequences)

Clarify Action Commitment and Follow-Up Plan, and Offer Support

Debrief and Offer Appreciation


Place your mouse over each of 7 areas for more information >


If the course is sufficiently clear and supported, it provides context for and guides the team’s actions. A clear course is a necessary condition for strategic success. These components form an internal directional system: purpose, vision, mission, strategy, goals, priorities, and action plans.


Commitment is the unwavering choice to support the team and the team’s objectives with one’s best personal efforts. This quality establishes the necessary conditions for individual and team excellence. High performance requires clear roles, responsibilities, accountabilities, and the explicit individual and group agreements that empower people to risk action in the face of uncertainty.


High-performance communications are facilitated when information and learning is shared among people and teams. When it is effective, it facilitates forward action and positive results. If ineffective, it creates chaos. High-performance communication is clear, consistent, timely, thorough, clear, and focused on the strategic imperatives of the business.


Character refers to the defining qualities and values of the team which guide decisions concerning internal and external constituencies of the organization. The values and behaviors modeled by leadership establish the tone and expectations for the entire organization, making it a place in which people feel proud to work. High character in indicated by the degree of congruity of actual behaviors candled against espoused values.

Change & Creativity

Change and Creativity are the dual processes through which people and organizations continuously enhance their effectiveness. A compelling business case for change outlines the big picture, and continuous improvement processes provide process improvement technologies to improve systems. Savvy leaders follow an enlightened approach to leading change by directly addressing the issues that create fear, resistance, and sabotage of the change initiative. This process stimulates creativity and innovation, and resistance evaporates.


Teamwork in a high-performance organization is demonstrated by people’s willingness to form partnerships beyond simple "win/win" outcomes to create synergistic gains for the business. Internal politics, competition, and conflict inhibit the open sharing of breakthrough ideas that are needed to solve difficult business problems. Beyond common goals, skills for conflict resolution, trust building, and effective decision-making are needed to create the optimal environment of mutual support.


Transformational Coaching (as defined in The Heart of Coaching) is the art of empowering people to improve their effectiveness, in a way in which they feel helped. This process engages the huge untapped potential within people and organizations by focusing energy on key performance objectives. Coaching, as a key component of leadership, brings out the best in people.


Place your mouse over each of 5 areas for more information >

Competency Two: Customer Focus

Customers are the life-line of the organization. Business practices are established to pro-actively seek, verify, understand, and positively respond to challenges identified in customer feedback, and follow-up with (internal & external) customer stakeholders to ensure satisfaction.

Competency Three: 360° Coaching

A coaching culture incorporates coaching up (to your Boss), laterally (to your Peers), and down (to your Direct Reports), and encourages people to coach outside their management ‘line of sight’. Coaching conversations make it easier for people to talk about what is important in their jobs and in serving the strategy & mission of the organization.

Competency One: Leadership

Leaders set the tone, pace, and expectations for a culture as they inescapably role model what is expected, desired, and/or tolerated in the company. People assume permission to do what they perceive is modeled by their next level of leadership. Leaders model being a “coach practitioner” engaged in continuous learning about what it means to be a coach.

Competency Five: Systems Integration

All Human Resource Systems that impact people (recruiting, training, performance evaluations, promotions, compensation, personal development plans, etc.) have directly integrated coaching principles into their practices. The systems support and encourage coaching as a way of life.

Competency Four: Learning & Change

People are expected to have learning conversations with all teammates that result in more understanding and support for one another, more cohesion and trust, easier resolution of conflicts, and more results for the organization. People safely challenge ideas and decisions, lessons learned are shared more easily, risk-taking is enhanced and the organization becomes more effective and efficient.

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