: Module 1 covered learning to use the Thought Model, distinguishing between Mindset and Skill Set Coaching, and distinguishing between using Developmental Coaching and a Directive Management Conversation. When you think back over the whole of this knowledge and these skills, what was the point of learning these things? (Select all that apply.) View
: Suppose an employee comes to you to complain that coworkers are not helping him when he asks for direction on complicated tasks. He wants you, as their supervisor, to make them be available to answer his questions and generally be more helpful to him. Which of the following is the best approach to take? View
: Sometimes a manager thinks they have done a good job when they have addressed the issue and told the employee what they want them to do differently. However, an effective coaching conversation goes beyond that. What else should it include? (Select all that apply.) View
: Suppose you have an employee who has previously been a high performer but is struggling to meet standards using new technology that has been adopted three months ago. Most of the other employees have made the transition successfully. Which of the following would be the good strategies to handle the situation? (Select all that apply.) View
: True or false, when you are using the Thought Model, the majority of the work that’s happening in the conversation is taking place within the employee’s thought process. View
: On the Employee Continuum, there is a range between strong performers who consistently have high performance and employees who are not performing well and have not demonstrated consistently high performance. Which kind of coaching should you use with employees who are not performing well and have not demonstrated consistently high performance? View
: Suppose an employee you are managing has been consistently coming back late after lunch. He has previously been a high performer. How would it be best to approach this situation? View
