Let’s pause and reflect on what we have explored so far and how well we see the Coach-like mindset translating into perceivable actions.
The scenarios ahead are designed to reflect real workplace situations. Notice not just what you remember but how you would respond in real situations.

You can select only one option from each of the questions below.​

1. A team member approaches you after a project timeline miss and says, “I am stuck. I feel helpless. Just tell me what to do.” As a Coach like manager you should say(Required)
2. Which of the following best describes what coaching is NOT?(Required)
3. You team is facing major criticism due to an error in data provided which was presented in a crucial Board meeting. A 'boss-like' response would be:(Required)
4. One of your high-potential team-member consistently performs well but struggles when facing strong pushback from influential stakeholders, especially in cross-functional meetings. This is affecting her confidence and decision momentum. A coaching-oriented response to handle these situations would be to:(Required)
5. Farhan leads a corporate finance team. One of his managers, Kavya, repeatedly submits reports late. She is technically strong but struggles with prioritization. If Kavya admits she underestimated effort, Farhan’s first response should be:(Required)
6. Anita is a high-performing Regional Sales Manager. During review discussions, she becomes defensive when improvement areas are discussed. She justifies decisions and explains market constraints. Her manager wants to maintain performance standards but also build openness. To reduce defensiveness, the manager should first say:(Required)
7. A team member makes a pricing error. The pricing has been put up to you for your review and approval. It needs to be released within the next 2 days. As a Coach-like Manager, your first response would be to:(Required)
8. Rajiv is a Plant Operations Manager. His team frequently escalates routine operational decisions to him. Rajiv feels overburdened and frustrated. He often gives quick answers to save time. However, escalations haven’t reduced. If Rajiv wants to shift toward a coaching style, his best first step is:(Required)
9. A team member delivers a client presentation that lacks clarity and structure. A develop-oriented response would be to:(Required)
10. During appraisal, empowering feedback sounds like:(Required)
11. In the EAR model, “E” stands for:(Required)
12. After a project setback, the team is worried about being blamed for mistakes. As a coaching-style manager, what must you do, so that they get value out of the mistakes:(Required)
13. A team member admits a forecasting mistake. Your first response should be:(Required)
14. During a performance feedback discussion, you are concerned about multiple delayed submissions from one particular employee. Instead of labeling the employee as lacking ownership, you should say:(Required)
15. In a tense review meeting, as a Coach-like manager displays psychological safety when you:(Required)
16. While giving feedback, what is the step that must some before you go into details of the desired change?(Required)
17. In a review meeting, your team member, explains their proposal but struggles to articulate it clearly. He tries explaining but the proposal remains unclear and confusing. As a coach-like manager you would:(Required)
18. A team-member says, “I did my part. The other departments didn’t give me the data in time. What can I do?” The project outcome failed. Coaching for accountability means:(Required)
19. A team member misses deadlines repeatedly. A coaching-style approach is to:(Required)
20. If team members still remain silent in brain storming or strategic meetings, the leader should first reflect on:(Required)
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