For coaches
Objective data on how your clients actually lead
A value-added service that extends your coaching between sessions — structured, reproducible observations of how your clients lead their meetings that you can build a real development plan around.
The problem
You can only be in so many sessions, and clients regress between them. Objective, between-session evidence of how they actually showed up is hard to get, and you want to differentiate your practice.
How Myc helps
Making Yourself Clear (Myc) turns your clients’ real meetings into structured observations across a defined taxonomy — the same lens every time, grounded in transcript evidence. It extends your reach between sessions, gives you objective data to work from, and presents on a neutral brand you can comfortably put in front of clients.
What matters for you
- Structured, reproducible observations a coach can build a plan around
- Coach role with coachee management; shared analyses to review together
- Evidence quotes and progress over time to anchor your sessions
- A neutral, client-ready brand — not a competing coach’s
- No bot in your clients’ calls; a privacy posture you can stand behind
“Will this replace me?”
No — it augments you. Myc gives you better data and more client touchpoints between sessions; the relationship, the judgment, and the development plan stay yours.
The economics for your practice
You already carry a roster of warm, paying, trusting clients. Myc is built to fit that practice — favorable per-coachee economics, on a neutral brand you can comfortably put in front of clients.
- Favorable per-coachee economics — extend your reach without adding hours
- Run analyses for your coachees, or refer client-paid seats
- Experience it on your own meetings first, before you bring it to clients
- A neutral, client-ready brand — not a competing coach’s
Eleven leadership behaviors, across two axes.
Every analysis scores your meeting against a structured taxonomy — task effectiveness and relational effectiveness — and only scores a behavior when the transcript gives enough evidence to judge it fairly.
See the full frameworkScored against what your role actually called for — chairing a decision, presenting, or contributing — because the same words mean different things depending on the seat you were in.
Real output
Walk into your next session already knowing where to dig. Here’s the kind of structured, transcript-grounded read Myc hands you between sessions — including the patterns that are hardest to coach because everyone likes the person exhibiting them.
Real coaching from Myc analyses, shown verbatim. Participant names are fictional test personas.
Summary
You came into this conversation wanting to be supportive, and that intent was obvious throughout. The problem is that you softened the message so much that Avery had to work hard to extract what you actually meant, and even then did not get enough specificity to act on it. In this meeting, your biggest growth edge is not empathy; it is candor with precision. If you can give feedback that is both kind and concrete, you will make these 1:1s far more useful and more credible for your team member.
Key Coaching Themes
When you raise a concern, say it plainly and make it actionable.
In both the communication discussion and the scope discussion, you circled the point for several turns, softened it repeatedly, and stayed at the level of general tendencies. Avery had to ask more than once for specifics, and by the end was still guessing about what to do differently. The issue here is not being nicer or tougher; it is that vague feedback creates confusion and makes your point harder to trust.
What worked and what was missing
The highest-leverage shift for you is to stop cushioning developmental feedback so heavily that the substance disappears. When Avery asked which stakeholders, what kind of communication, and what specific example, you kept retreating to phrases like 'some folks' and 'more of a pattern.' That protects the relationship in the short term, but it leaves the other person unable to improve and can make you sound less candid than you intend.
For example, in this meeting you said
Avery
“Okay. Can you be more specific? Like, which stakeholders? What kind of communication?”
Jordan (Coachee)
“Just in general. Like, emails, updates, that kind of thing. I think sometimes the message gets a little lost? And it's not that the content is wrong, the content is always solid. It's more about how it lands. I've gotten some, I don't know, not complaints exactly, but some feedback that people sometimes aren't sure what the takeaway is.”
Avery
“Okay but it's kind of hard for me to act on that without knowing what specifically happened. Like, is this about a particular email? A meeting? A Slack thread?”
Jordan (Coachee)
“I think it's more of a pattern than a single instance. Like, I could probably point to a few examples but I don't want to make it seem like I'm keeping a list or anything. The point is just that clarity is really important, especially when you're communicating up, and I think you could be more... direct? I guess? In how you get your point across.”
Next time, try something like
“Let me be specific. In the roadmap email to the exec team, you gave strong context, but the main ask got buried. Claire and Deepak were being asked for timeline sign-off by Wednesday, and that request was easy to miss. Next time, lead with the decision or ask in the first lines, then add the supporting context underneath.”
You were trying to be reassuring, but you often reassured instead of resolving.
Several times you said this was 'not a negative conversation,' that Avery was 'doing fine,' or that these were just 'fine-tuning things.' That lowered the heat, which matters, but it also became a substitute for closing the loop on what you actually wanted Avery to change. The meeting ended with broad labels like 'communication sharpness' and 'scope management thing' rather than a shared understanding of the two or three concrete behaviors to practice.
What You Did Well
Jordan (Coachee)
“And again, this is not a negative conversation. I want to be really clear about that. You're doing well. These are like, fine-tuning things. Growth areas. Every PM has them.”
Avery
“Yeah. No, I appreciate you raising it.”
Where You Can Improve
Your intent to make the conversation feel safe was clear, and that is useful. The miss was that you kept soothing without converting the discussion into a crisp takeaway, so Avery left with encouragement but not much operating guidance.
For example, in this meeting you said
“Oh actually, one more thing — I'm going to be out next Thursday and Friday so if anything comes up with the launch, loop in Marcus as backup. And, you know, keep working on the stuff we talked about. The communication sharpness thing and the scope management thing. I think if you can level up on those, you're going to be in really good shape.”
Next time, try something like
“This is developmental feedback, not a performance problem. I want to leave you with two clear adjustments: first, in stakeholder updates, put the takeaway or decision request first; second, when new requests come in, buy time before committing by saying, 'let me assess priority and get back to you.' Does that match what you're hearing?”