Last updated: March 13, 2026
Pulse Check is Mento’s self-assessment tool that helps members reflect, refocus, and track progress over time. It’s designed to:
✅ Establish a baseline
📈 Highlight growth
🎯 Identify areas for deeper focus
It also strengthens stakeholder alignment, making it an essential part of the coaching journey.
As a coach, your role is to make Pulse Check the cornerstone of your work together: a starting point, a progress check, and a powerful conversation tool that drives both member and stakeholder engagement.
1. Pulse Check is a diagnostic, not a report
Pulse Check is not meant to be reviewed question by question. The numbers are indicators of how a leadership system is functioning at a point in time. The coaching work is to understand what pattern those numbers reveal. Strong coaches read the system behind the scores, including motivation, confidence, performance, sustainability, feedback, strategic thinking, and influence. The goal of the session is clarity about how the member is currently operating, not analysis of the survey itself.
2. The Rule of 8
🟢 8–10 → healthy/stable
🟡 5–7 → friction forming
🔴 ≤4 → deeper constraint or breakdown
Eight is the stability line. Scores at 8-10 generally indicate that something is working well enough in the member’s role right now. Scores in the 5-7 range often signal friction. Something may be misaligned, overloaded, or inconsistently practiced. Scores at 4 or below usually point to a deeper constraint. This may reflect a mindset pattern, a structural challenge in the role, or a leadership behavior that has not yet shifted.
At 8 and above, effort and recovery are generally in balance. Scores below 8 only gain meaning in pattern.
Scores can also point to different kinds of work. Scores below 4 often reflect a mindset constraint. How the member interprets their role, situation, or options may be shaping how they are operating. Scores between 5 and stability are more often behavioral. The member generally understands what good looks like, but may not be practicing it consistently or may be operating in conditions that make it difficult to sustain.
3. Clusters create meaning
Burnout and leadership friction rarely appear in isolation. They tend to form clusters across related dimensions. For example, Engine Drain can appear when motivation, confidence, and performance trend down together. Altitude Loss may show up when motivation remains high, but high-impact work or strategic thinking trends lower. Relational Stall can appear when feedback, influence, or collaboration trends down. Energy Collapse may emerge when sustainability drops alongside future outlook.