S Mentor Assessment

Wed Jun 12, 2019

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1. How satisfied am I with the coaching process and/or coach?
   1. Very much satisfied because the relationship appears to be one of mutual learning. At the same time, this is all ground-work laying time where we are still at the vision level, and I am hoping that the apparent progress will be just as great when we transition to the execution.
2. What do you like or dislike about the mentorship relationship?
   1. I like the collaborative nature, I don't like that there is some discontinuity between meetings.
3. What changes would I like to make?
   1. More discussion of failure points. This is too easy right now. Or maybe it should be easy?
4. How do I plan to apply outcomes from coaching in life or work?
   1. I am applying the learnings to raise the bar on the Incentive Challenge doing by gaining clarity and integration.

Learning Goals: Goals for Marcin

Specific feedback requested. How can S help me in terms of skill sets that I require. If I see anything that I could share with S about what he could help with.

1. To what extent am I showing new skills or knowledge?
   1. Gaining tighter planning ability: for example, I hired temp workers for the first time to meet some of the goals for the STEAM Camp.
2. What new awareness or insight has emerged from the coaching process?
   1. I am gaining clarity on big vision thinking, attaching more realistic execution plans to my visions of progress. For the first time since the post-TED Talk era when I learned the difference between vision and execution - I am getting back to closing that gap while not reducing the scope of the vision. I feel I am getting the enterprise skills that were missing - and mainly that is about defining viable business models. We have gained much proof-of-concept on the productivity required for enterprises - now it's time to actually execute on those enterprises.
3. To what extent has coaching had an impact on the client’s level of capability?
   1. Being mentored by a high performer simply raises the bar for me by diffusion - just opening up new ways of thinking and possibility in the execution phase. Just hearing reinforcement - and forward-moving ideas on the Incentive Challenge - makes success more realistic for me.

What specific skill set do I require to move forward?

• My main pain point is defining and executing a support/organization/team infrastructure to allow the Incentive Challenge to turn into a sustainable program and business.
• I need help in defining what is the granular set of functions/roles required to execute - primarily with the end goal of establishing a program that does not require my day-to-day effort - but just executive direction.
• Help in defining the specific process and operations that is required to execute on the above
• Team functions and staff required to support the program - so that no details are left behind
• Help in defining a budget and business plan for the above implementation, and assistance in strategy for securing the budget, and possibly help in securing the budget
• Insights into management protocols that foster collaborative, accountable, transparent, correctly-incentivized contributions
• Insights into leadership style that can or soft skills that I need to manage a high performing team.
• What do we learn from the operations of HE Inc that applies to effective management of people and program?
• Feedback on questions that I appear not to be asking at this point but should be?
• Feedback on the Marketing Ecology for the Incentive challenge - how all the elements reinforce effective marketing for the Incentive Challenge

• Incorporating 3 month Summer of Extreme Design/Build that includes Incentive Challenge Hands-on Skills Crash course
• Integrating OSE Design Guides as an essential rallying point for training a development community
• Driving online and Amazon sales
• Demonstrating a sustainable distributed production business model with the 3D Printer
• Allowing time for Filament Maker and Shredder infrastructure to be built
• Integrating the Book and resulting World Book Tour as the next-phase rallying for OSE development, also paving the way for the next TED Talk where people then have a clear guide for how to get involved
• Incorporating Teacher Training for starting Student Clubs in many locations
• Integrating the upvoting Stack Exchange platform into our work
• Building a second Workshop/Multipurpose building for the Incentive Challenge - meeting space/auditorium/fairgrounds that can house an audience of 200. Intent to invite 200 participants to the Design Challenge Build - for the 100-200 enterpreneurs who begin building the cordless drill. Final judging of winners, development and meeting in the form of the first OSE Distributive Enterprise conference.

Application

1. How have new skills or ways of interacting been used in real work situations?
2. To what extent has behavior change occurred on the job as a result of coaching?

Impact

1. What difference has the coaching process made in actual organizational results (e.g. sales, errors, retention, morale, creativity, time-to-market etc.)?
   1. Ability to formulate a clear goal for 2020 during release: adding a 3 month Summer of Extreme Design Build that includes training for potential contest collaborators.
2. What is the return-on-investment realized through coaching for the organization?
   1. I have been able to define a clear goal and economic transformation milestone: distributed market substitution of the cordless drill industry on a 3 year time scale from Challenge completion - to demonstrate that collaboration, not greed, can drive an industry sector - which has profound implications for the economy as a whole.

Sat Mar 23, 2019

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1. How satisfied is the client with the coaching process and/or coach? (Seems that there are two distinct questions here.)
   1. Extremely satisfied. Empathy, listening skills, unassuming humility of coach are exceptional. Relationship appears to be mutually constructive.
2. What does the client like or dislike about coaching?
   1. Love the flood of new possibility that was opened as with a magical key. No dislikes yet.
3. What changes would the client like to make?
   1. No changes as of yet.
4. How does the client plan to apply outcomes from coaching in life or work?
   1. I would like to use the learnings to transform a select multi-billion dollar industry to open source product development and distributed production on a time scale of 3 years.
5. How does the client think that coaching outcomes can impact the organization?
   1. The coach's skillset inserted into this relationship can provide the necessary tools to succeed, thereby demonstrating the first clearly-visible and noteworthy case of industry transformation to open source, paving the way for a cascade of such transformation in other industries.

Learning - goals for Steve, and Goals for Marcin

Specific feedback requested. How can Steve help me in terms of skill sets that I require. If I see anything that I could share with S about what he could.

1. To what extent is the client showing new skills or knowledge?
   1. Tactical approach proposed by coach is initial validation of the right direction. The second conversation opened up my perspective on the role of collaborators (as potential long term developers as opposed to just incentive challenge contributors) - which can potentially shift the outcomes of this work in a significant way in the positive direction.
2. What new awareness or insight has emerged from the coaching process?
   1. That the possibility of Distributed Market Substitution can be validated on the grounds of economic efficiency - ie - that a distributed, open source approach to economics can be made to work if the incentives are structured properly.
3. To what extent has coaching had an impact on the client’s level of capability?
   1. The shift so far has been conceptual inspiration.

Application

1. How have new skills or ways of interacting been used in real work situations?
   1. I have already shared the insights with our development team with positive feedback, and team is already seeing new possibilities here. To be continued.
2. To what extent has behavior change occurred on the job as a result of coaching?
   1. As a result, now I can speak more authoritatively about the feasibility of what we are trying to do.

Impact

1. What difference has the coaching process made in actual organizational results (e.g. sales, errors, retention, morale, creativity, time-to-market etc.)?
   1. Team morale shot through the roof. To be continued.
2. What is the return-on-investment realized through coaching for the organization?
   1. The potential return on investment may be quantified as the revenue (livelihoods) created, which I would like to be $5B in 5 years.