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.)

Other Questions Of This Category

Which of the following should you use for an employee who is already a high performer?

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…

When you are coaching a formerly high performer with a performance gap, who is not resistant to learning, what kind of coaching model should be your primary approach?

When you are coaching an employee who has formerly been a high performer, currently experiencing a skill gap, how could you invite her to be involved in a solution? (Select all that apply.)

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?

Suppose you are sitting down with a fellow manager to coach him on a performance gap. What two things do you want to balance at the start of the conversation to create an environment in which he will…

While doing Mindset Coaching, which of the following should NOT be done?

When someone you are coaching is working on a NEW skill, what could you do that would help him or her learn to use that skill well and feel comfortable with it?

During a coaching conversation, if someone says to you, "When I think of all I have to do, I feel hopeless," how would you respond?

As a manager who manages other managers, recognize that you will have to have conversations with your direct reports about their coaching skill. What is the only way you're going to be able to do…

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.

Drawing from the scenarios we observed in this course, what can be a very powerful way to see where gaps lie in another manager’s coaching skills?

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…

Why do many managers fall short of effectively coaching? (Select all that apply.)

As a coach, what are the most important things to remember when conducting a coaching conversation?