What the AI Project Coach does
The AI Project Coach reviews the leadership project you build during your ExecOnline course and gives you written feedback on it. It is part of ExecOnline's "Learning by Doing" approach: you apply what you learn to a real business challenge, and the coach helps you sharpen that plan.
You interact with the coach at only one point in your course: when you submit your course project. If your license includes a human coach, that coach gives your project feedback instead.
The AI project coach is a thinking partner, not a grader. Its goal is to push your thinking and help you turn your project into something you can act on at work.
How your project is evaluated
The coach scores every project against the same five criteria, so you can write with them in mind from the start.
Criterion | What the coach looks for |
Relevance | How well the project applies the concepts and frameworks from your course |
Actionability | Whether the plan has clear, concrete steps you can start on |
Impact | How meaningful the expected results are for your team or business |
Innovation | Whether the approach brings a fresh idea rather than business as usual |
Feasibility | Whether the plan is realistic given your time, resources, and influence |
What your feedback looks like
Your feedback arrives as a written review addressed to you, organized into the same sections every time:
Executive summary: a few sentences on what is strongest in your project and where it could improve.
Your project focus: the coach's read of the challenge you chose, so you can check it understood your intent.
Overall assessment: how well you applied what you learned, your areas of strength, your growth opportunities, and how the plan aligns with your goals.
Performance dimensions: a 1 to 5 star rating on each of the five criteria, with a short explanation of each rating.
Key strengths: specific things your project does well.
Recommended next steps: prioritized suggestions for strengthening the plan and putting it into action.
A mix of high and low ratings is normal. A project can be highly impactful and innovative while still needing a clearer link to course concepts.
Tips for getting useful feedback
The coach can only respond to what you write, so the more specific your submission, the more specific your feedback.
Name the course ideas you are using. Say which frameworks or concepts from the course shape your plan and how. This is the most common gap the coach flags.
Describe a real challenge. Pick something you are actually responsible for, with a clear problem and a reason it matters now.
Be concrete about the plan. Include steps, owners, a timeline, and how you will measure progress.
State the expected result. Explain what changes for your team or business if the plan works, in numbers where you can.
Address your constraints. Mention the resources, support, and risks involved so the coach can judge feasibility fairly.
Show your own leadership role. Explain how you will lead the work: who you need to influence, align, or develop along the way.
Using your feedback
The value of the feedback comes from what you do with it after your course ends.
Read it twice. First for the overall message, then for the specific suggestions.
Pick one or two changes. Choose the recommendations that would most improve your plan and update it.
Talk it through with your manager. Share your project and the feedback to get support, resources, and a second view.
Bring it to coaching. If you have group or individual coaching sessions, use the feedback as a starting point.
Revisit it as you execute. Check back on the recommended next steps after a few weeks to see what you have acted on.
Common mistakes to avoid
Mistake | Why it hurts | Instead |
Writing a vague or very short project | The coach has little to work with, so the feedback stays general | Give enough detail that a colleague could follow your plan |
Leaving out course concepts | Your Relevance rating drops and you miss the point of the exercise | Tie each part of the plan to something you learned |
Treating the ratings as a final grade | You focus on the score instead of the ideas | Read the explanations and recommendations first |
Accepting every suggestion without question | The coach does not know your organization the way you do | Use your judgment and keep what fits your context |
Using AI to write the project for you | You lose the learning, and the feedback reviews the tool, not you | Write it in your own words, then use the feedback to improve it |
Filing the feedback away | Nothing changes at work | Choose one action and schedule it this week |
Responsible use and getting help
Treat your project like any work document you share outside your immediate team.
Follow your company's policies on what business information can be shared in external tools.
Leave out confidential figures, customer names, and personal details about colleagues unless they are essential to the plan. Describe them in general terms instead.
Remember that AI feedback can miss context or get details wrong. If something seems off, trust your knowledge of your business.
Questions about your course or your feedback? Contact your company's learning team or ExecOnline participant support through the Learning Portal.