The coach critiques your draft against the structure the room actually scores, asks the questions that fill the real gaps, and hands you back a revision in your own words. No invented facts, no invented numbers.
Start your first story, free → Two minutes of setup. No account until you're ready to run the coach. Your first story's free. After that, credits start at $39 for four and never expire."We had a launch date and things kept changing. I had to keep everyone aligned and eventually we shipped, though it wasn't perfect and there were some tense moments along the way."
No task, no decision, no result. The coach flags it. Action missing, result missing.
"Two weeks before a fixed launch date, our main integration partner changed their API contract. I owned re-scoping the last sprint without slipping the date. I cut the two lowest-priority features, renegotiated the QA window, and briefed the exec sponsor personally. We shipped on time, with the two cut features following two weeks later with no customer complaints."
Situation, Task, Action, Result. In the user's own words, nothing invented.
Role level assigns your target structure, either STAR, STAR+, or four-beat. No guessing which format the room wants.
STAR is the industry standard. STAR+ and Four-beat are our extensions of it. STAR is never discarded. It's placed.
Paste a draft, notes, or fragments. Free, anonymous, stays on your device until you're ready to run the coach.
The coach finds the real gaps, asks for what actually happened, and revises. It never invents a fact or a number.
Step one assigns this structure when the room is scoring self-awareness and growth, not just execution. A real revision at manager level, in the candidate's own words.
I inherited a team of nine that had missed its commitments five sprints running, with a customer-facing release already dated ten weeks out.
I owned the release, and the call on whether the problem was the people or the process.
Before I changed anyone's role I traced four sprints of work back to where it entered the team. Two thirds of what shipped had never been through intake review, it had arrived straight from two account managers. I closed that side door, took the escalation conversations myself for six weeks, and left the team's composition alone.
We hit the release date. Commitment accuracy went from about half to consistently above ninety percent, and it held after I stopped intercepting the escalations.
My instinct was that a team missing dates is a people problem, and I was ready to act on it. Now I look at what the work passes through before I look at who is doing it, and I will not make a personnel call in my first month owning a team.
The last beat is the one the manager room was waiting for. Not a lesson about teamwork, a stated change in how this person operates, which is the thing a panel can actually score.