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PTD > Building Personal Capability > Flashcards

Building Personal Capability Flashcards

1
Q

COMMUNICATION:

What is talent development’s role in informing and influencing?

A

TD pros must be able to:

  1. customize the message
  2. read and react to a learner’s body language
  3. facilitate question-and-answer sessions
  4. handle tough questions
  5. deliver memorable messages that learners will use
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2
Q

COMMUNICATION:
These communication principles help to do what?
− Communicate authentically.
− Think in terms of building long-term relationships.
− Clarify the outcomes.
− Speak the right language.
− Start with the bottom line.
− Identify and communicate personal value.
− Use data to communicate a relevant story.
− Reciprocate self-disclosure.
− Remember the power of language.
− Gain agreement.
− Communicate understanding, acceptance, and respect.
− Remain neutral and objective.

A

Inform and influence

What principles help to?

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3
Q

COMMUNICATION:

What strategies help to defuse anger?

A

Strategies for what?
− Identify the cause of anger.
− Avoid personalizing the anger.
− Focus on the facts of the complaint.
− Show empathy and avoid defensiveness.
− Assure an understanding of the anger.
− Ask relevant questions to clarify the facts.
− When logic doesn’t work, agree about the facts or the person’s right to be angry.
− Explain what can be done, indicating a specific time and date.
− Reach an agreement and confirm the agreement.
− When necessary, defer the conversation.

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4
Q

COMMUNICATION

How can you develop and demonstrate a professional presence?

A

− Ensure that your message is authentic and that your behavior matches what you say.
− Pay attention to non-verbal communication like posture, appearance, and respect.

Do this to ____?

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5
Q

COMMUNICATION

When giving feedback, focus on…

A

o the issues or behaviors, not the person.
o the facts, not opinions.
o sharing ideas and information, not giving advice.

Focus on this when doing what?

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6
Q

COMMUNICATION

When receiving feedback…

A

o Respect the person who’s offering it.
o Listen actively.
o Define the specific behavior that led to the feedback.
o Identify what could be improved.

Do this when what??

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7
Q

COMMUNICATION

What are some questioning techniques to use?

A

− To check for understanding, use closed questions.
− To stimulate discussion, use open-ended questions.
− To encourage free thinking, use the Socratic questioning method.

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8
Q

COMMUNICATION

What kinds of questions should you use to check understanding?

A

Closed questions – yes/no

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9
Q

COMMUNICATION

What kinds of questions do you use to stimulate discussion?

A

Open-ended

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10
Q

COMMUNICATION

What type of questioning technique should you use to encourage free thinking?

A

Socratic Questioning Method
e.g., professing ignorance of the topic to engage dialogue; type of questioning to correct misconceptions and lead to deeper understanding

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11
Q 
COMMUNICATION
What types of materials are these?
• Business or strategic plans
• Summary reports
• Agreements
• Requests for proposal
• Project management plans
A

Long content

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12
Q 
COMMUNICATION
What type of materials are these?
• Business cases
• Value propositions
• Job descriptions
• Work objectives and goals
• Blogs
• Articles
• Performance appraisals
A

Short content

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13
Q 
COMMUNICATION
What type of materials are these?
• Participant manuals
• Facilitator guides
• Job aids
• Role plays
• Case studies
• Critical incidents
• Infographics
A

Training materials

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14
Q

COMMUNICATION

TD professionals must be able to write messages and documents in a way that ________, ________, and _______.

A

States objectives, identifies intended outcomes, and shares all details required for understanding the documents.

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15
Q 
COMMUNICATION:
What type of material should follow these guidelines?
1. have a single purpose
2. be tailored to the reader
3. ensure economy
4. be accurate
5. be organized
6. be visually appealing
A

Written communications

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16
Q

EMOTIONAL INTELLIGENCE

What is emotional intelligence?

A

− It is the potential to monitor and accurately identify, express, and understand one’s own and others’ emotions and reactions.
− It includes the potential to control personal emotions, use them to make good decisions, and act effectively.

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17
Q

What is the potential to monitor and accurately identify, express, and understand one’s own and others’ emotions and reactions?

A

Emotional Intelligence

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18
Q

What is the potential to control personal emotions, use them to make good decisions, and act effectively?

A

Emotional Intelligence

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19
Q

EMOTIONAL INTELLIGENCE
What can:
o positively affect memory and learning
o boost confidence to make better decisions
o improve connections and effective working relationships with others
o cause physiological reactions that affect health and well-being
o enhance creativity.

A

An individuals emotional state

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20
Q

These are benefits of what?
− Better self-perception of social ability, more successful interpersonal relationships, and less interpersonal aggression and problems
− Being perceived by others as more pleasant, socially skilled, and empathic to be around
− Better relationships with family and colleagues
− Increased social dynamics at work as well as better negotiating ability
− Higher life satisfaction and self-esteem and lower levels of insecurity or depression

A

Emotional Intelligence

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21
Q

EMOTIONAL INTELLIGENCE

What are the criticisms of emotional intelligence?

A

− There are concerns that the model confuses skills with morals.
− It does not have predictive outcomes.
− Measurement of the model is also a concern because it is based on self assessment.

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22
Q

EMOTIONAL INTELLIGENCE

The ability model requires people to be evaluated for four related abilities to determine their emotional quotient:

A

o Perceiving emotions or understanding verbal and nonverbal signals
o Reasoning with emotions or using emotions to solve problems or review situations
o Using and understanding emotions – using the two previous abilities to analyze emotions and choose an action
o Managing emotions to regulate emotions in order to respond appropriately and correctly to others emotions

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23
Q

EMOTIONAL INTELLIGENCE

What are the five competencies the mixed model is built on?

A
  1. self-awareness
  2. self-regulation
  3. motivation
  4. empathy
  5. social skills
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24
Q

EMOTIONAL INTELLIGENCE

What model of intelligence mixes emotional intelligence qualities with other personality traits?

A

Mixed model

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25
Q

EMOTIONAL INTELLIGENCE

Which intelligence model is not an ability-based construct?

A

Trait model

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26
Q

EMOTIONAL INTELLIGENCE
What intelligence model establishes that people have emotional traits or emotional self-perceptions as part of their personality?

A

Trait model

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27
Q

COLLABORATION AND LEADERSHIP

What refers to any group, including social communities, that have something in common?

A

Group dynamics

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28
Q

COLLABORATION AND LEADERSHIP

What makes team members dependent on one another for success?

A

having a goal

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29
Q

COLLABORATION AND LEADERSHIP

What is a TD pro’s role in group dynamics?

A

to work with individuals and account for all the different characteristics, wants, needs, and behavioral styles that make up the group dynamic

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30
Q

COLLABORATION AND LEADERSHIP

what are the levels of listening?

A

passive listening
attentive listening
active listening

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31
Q

COLLABORATION AND LEADERSHIP

what is passive listening?

A

where the listener has no interaction with the speaker

e.g., listening to a podcast or radio

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32
Q

COLLABORATION AND LEADERSHIP

what is attentive listening?

A 
a situation where the listener has some interaction with the speaker
e.g., listening for content in a class or taking notes in a meeting
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33
Q

COLLABORATION AND LEADERSHIP

what is active listening?

A

the listener has a high level of interaction with the speaker, listening for content, meaning, and feelings

34
Q

COLLABORATION AND LEADERSHIP

when are listening skills critical for a TD pro?

A

answering participant questions as they facilitate learning

addressing concerns when they coach managers

responding to requests from senior leaders

solving issues as they consult with managers.

35
Q

COLLABORATION AND LEADERSHIP

How can TD pros leverage group dynamics to build high-performance teams?

A

involving everyone in vision creation

clarifying decision-making responsibilities

identifying and leveraging collaboration opportunities

establishing values or guiding principles.

36
Q

COLLABORATION & LEADERSHIP

Creating shared experiences and maintaining excellent communication can help foster _____.

A

Teamwork and collaboration

37
Q

COLLABORATION AND LEADERSHIP
These are examples of what?
− Use “I-messages.”
− Address conflict directly.
− Avoid words such as “always” and “never.”
− Consider what you know about the other person.
− Think about your relationship and history with the individual.
− Focus on what you need to talk about.
− Focus on behavior.

A

Conflict resolution strategies

38
Q

COLLABORATION AND LEADERSHIP

what are some conflict resolution strategies?

A

− Use “I-messages.”
− Address conflict directly.
− Avoid words such as “always” and “never.”
− Consider what you know about the other person.
− Think about your relationship and history with the individual.
− Focus on what you need to talk about.
− Focus on behavior.

39
Q

COLLABORATION AND STRATEGY

what are some steps to manage team conflict?

A

− Identify the root cause of the conflict.
− Identify what is at stake for the team.
− Assess how the team is currently managing the situation.
− Listen to both sides—or more.
− Speak with individuals separately, if needed.
− Ask the team to gather the facts.
− Bring the individuals together.
− Find common ground.
− Be clear about your outcome expectations.
− Create a plan of action as a team.

40
Q

COLLABORATION AND LEADERSHIP
These are examples of how to do what?
− Identify the root cause of the conflict.
− Identify what is at stake for the team.
− Assess how the team is currently managing the situation.
− Listen to both sides—or more.
− Speak with individuals separately, if needed.
− Ask the team to gather the facts.
− Bring the individuals together.
− Find common ground.
− Be clear about your outcome expectations.
− Create a plan of action as a team.

A

manage team conflict

41
Q

COLLABORATION AND LEADERSHIP

how can you defuse conflict situations?

A 
− Stay calm and listen to all perspectives.
− Identify points of agreement and disagreement.
− Manage your own response.
− Set limits and ground rules.
− Handle challenging questions.
− Confront negative feelings.
− Prioritize main points of conflict.
− Prevent a physical confrontation.
42
Q 
COLLABORATION AND LEADERSHIP
these are how you can what?
− Stay calm and listen to all perspectives.
− Identify points of agreement and disagreement.
− Manage your own response.
− Set limits and ground rules.
− Handle challenging questions.
− Confront negative feelings.
− Prioritize main points of conflict.
− Prevent a physical confrontation.
A

defuse conflict situations

43
Q

COLLABORATION AND LEADERSHIP

what are 3 types of leaders?

A

entrepreneurial, enabling and architechting

44
Q

COLLABORATION AND LEADERSHIP

What is the great man theory?

A

suggests that great leaders are simply born with the confidence, charisma, and intelligence to be natural-born leader

45
Q

COLLABORATION AND LEADERSHIP

what is the trait leadership theory?

A

suggests that some individuals have certain qualities that make them better leaders

46
Q

COLLABORATION AND LEADERSHIP

what is the situational leadership theory?

A

suggests that leaders choose the best action based on the situation, the person, and the decision that needs to be made

47
Q

COLLABORATION AND LEADERSHIP

What is the participative leadership theory?

A

proposes that the ideal style is one that includes others’ input

48
Q

COLLABORATION AND LEADERSHIP

what is the behavioral leadership theory?

A

focuses on the actions of leaders

Kurt Lewin argues that there are 3 types of leaders – democratic, autocratic, and laissez-faire

49
Q

COLLABORATION AND LEADERSHIP

what is the contingency leadership theory?

A

suggests that there is not one correct type of leadership and that some leaders focus on variables related to the environment

50
Q

COLLABORATION AND LEADERSHIP

what is the management or transactional leadership theory?

A

focuses on the role of supervision and group performance and is based on a system of reward and punishments

51
Q

COLLABORATION AND LEADERSHIP

what is relationship or transformational leadership theory?

A

focuses on the connections formed between followers and leaders who want all team members to fulfill their potential

52
Q

COLLABORATION AND LEADERSHIP

what is the servant leadership model?

A

Servant leadership is a philosophy in which the main goal of the leader is to serve those they lead. Servant leaders focus on the development and wellbeing of those they lead and ensure that everyone has the resources and knowledge they need to meet their objectives. In this leadership theory, leaders share power and put the needs of others ahead of their own.

53
Q

COLLABORATION AND LEADERSHIP

what is the authentic leadership model?

A

Authentic leadership focuses on leaders dealing in a straightforward and honest way with their followers; they are the same people outside of the work environment as inside it. The foundation of an authentic leader is their self-awareness and their ability to know their own strengths, limitations, and values. A leader’s values are especially important; the authentic leader needs to have an internal moral compass when dealing with others. An authentic jerk is still a jerk.

54
Q

COLLABORATION AND LEADERSHIP

what is the adaptive leadership model?

A

Adaptive leadership focuses on mobilizing people to adjust and thrive in changing environments.

It borrows from the field of evolutionary biology, where adaptations build on what existed before in a way that expands the individual’s capacity to thrive.

Adaptive leadership is needed when solutions aren’t readily apparent, and leaders who employ adaptive leadership need an experimental mindset. They must learn to improvise as they go, always paving the way for the next set of experiments. Adapting to a successful experiment brings growth to the organization, but when dealing with the volatility, uncertainty, complexity, and ambiguity of the modern world, continued adaptation and change will be required.

55
Q

COLLABORATION AND LEADERSHIP

what is the global leadership model?

A

Sensitivity to cultural diversity and the ability to think strategically globally, are just two of the important attributes global leaders must develop.

Global leadership is needed by companies that compete in the global economy. Success in the global economy requires leaders that can effectively familiarize themselves with the psychological, physiological, geographical, geopolitical, anthropological and sociological effects of globalization.

56
Q

COLLABORATION AND LEADERSHIP

what is an entrepreneurial leader?

A

typically concentrated at lower levels of an organization, create value for customers with new products and services; collectively, they move the organization into unexplored territory.

57
Q

COLLABORATION AND LEADERSHIP

what is an enabling leader?

A

in the middle of the organization, make sure the entrepreneurs have the resources and information they need

58
Q

COLLABORATION AND LEADERSHIP

what is an architecting leader?

A

near the top, keep an eye on the whole game board, monitoring culture, high-level strategy, and structure

59
Q

CULTURAL AWARENESS AND INCLUSION
These are the steps for implementing what?
− Establish an action plan.
− Assemble, facilitate, or coordinate working groups.
− Encourage involvement.
− Set measurable goals.
− Launch mentoring options to support it.
− Identify best practices that will form an integral part of the organization’s policies and procedures.

A

an inclusion strategy

60
Q

PROEJCT MANAGEMENT

what is a project charter?

A

it outlines the feasibility of the project and includes high-level intro to several topics

61
Q

PROJECT MANAGEMENT

what topics can a project charter cover?

A 
o justification, purpose, or need for the project
o organizational and project objectives
o cost -benefit analysis
o key stakeholders
o high-level risks
o high-level constraints or boundaries
o budget summary
o critical milestones
o criteria for success
o authority for the project manager and others as required
62
Q 
PROJECT MANAGEMENT
these are included in what?
o justification, purpose, or need for the project
o organizational and project objectives
o cost -benefit analysis
o key stakeholders
o high-level risks
o high-level constraints or boundaries
o budget summary
o critical milestones
o criteria for success
o authority for the project manager and others as required
A

project charter

63
Q

PROJECT MANAGEMENT

what are the inputs to a charter?

A 
business case for the project
statement of work
any contracts or agreements
enterprise environmental factors
organizational standard policies and processes
64
Q

PROJECT MANAGEMENT

who issues the project charter?

A

the project initiator or sponsor

65
Q

PROJECT MANAGEMENT

what does the project charter provide the project manager authority of?

A

to apply organizational resources to project activities

66
Q

PROJECT MANAGEMENT

what does monitoring the status of the project involve?

A

reviewing
tracking
documenting

to ensure the work meets the objectives in the project plan

67
Q

PROJECT MANAGEMENT

what are some activities the project manager might complete to monitor the project?

A
  1. Check the status of individual tasks.
  2. Compare actual performance to the plan.
  3. Update current costs and schedules.
  4. Assess customer and stakeholder requests.
  5. Ensure continued alignment with the organization’s objectives.
68
Q

PROJECT MANAGEMENT
These activities are done at what stage of a project:
− Meet with the project sponsor for project evaluation feedback.
− Work with the customer to clarify a roll-out timeline for the team.
− Deliver training (as needed) to the customer.
− Reallocate staff to their next project.
− Publish a post-project review and meet with stakeholders to discuss ways to make future projects
more efficient and impactful.
− Archive pertinent artifacts (project charter, project plan) for use on future projects. Consider
creating a shared project archive for the organization.
− Celebrate with the entire team.

A

Closing a project

69
Q

PROJECT MANAGEMENT

what should you do to close out a project?

A

− Meet with the project sponsor for project evaluation feedback.
− Work with the customer to clarify a roll-out timeline for the team.
− Deliver training (as needed) to the customer.
− Reallocate staff to their next project.
− Publish a post-project review and meet with stakeholders to discuss ways to make future projects
more efficient and impactful.
− Archive pertinent artifacts (project charter, project plan) for use on future projects. Consider
creating a shared project archive for the organization.
− Celebrate with the entire team.

70
Q

PROJECT MANAGEMENT

what can a TD pro do to communicate project status?

A

− Send timely and detailed status updates to the project sponsor.
− Send updates that pertain to what the project sponsor wants to know about, rather than −
− what the project manager wants to share.
− Create and deliver messaging that best serves the success of the project.

71
Q

PROJECT MANAGEMENT
these activities are all done during what activity of a project?
− Send timely and detailed status updates to the project sponsor.
− Send updates that pertain to what the project sponsor wants to know about, rather than −
− what the project manager wants to share.
− Create and deliver messaging that best serves the success of the project.

A

communicating project status

72
Q

COMPLIANCE AND ETHICAL BEHAVIOR

What are sources for appropriate laws?

A

Federal law
State law
Local government

73
Q

COMPLIANCE AND ETHICAL BEHAVIOR

Who are your sources of knowledge for TD pros?

A

HR pros

Legal

74
Q

COMPLIANCE AND ETHICAL BEHAVIOR
These are what?
− Intellectual capital (such as employee expertise, organizational processes, and formulas)
− Personally identifiable information or PII (such as employee contact information)
− Patient information (such as health information)
− Customer data (such as size of orders).

A

Common information types in business

75
Q

COMPLIANCE AND ETHICAL BEHAVIOR

What are common information types?

A

− Intellectual capital (such as employee expertise, organizational processes, and formulas)
− Personally identifiable information or PII (such as employee contact information)
− Patient information (such as health information)
− Customer data (such as size of orders).

76
Q

COMPLIANCE AND ETHICAL BEHAVIOR

PII (personally identifiable information) such as employee contact info is an example of what?

A

Information type

77
Q

COMPLIANCE AND ETHICAL BEHAVIOR

How do you handle information appropriately?

A

− Know how information is stored.
− Know who has legitimate access to information.
− Know how sensitivity of information is classified.
− Know how acceptable usage policies are defined.

78
Q

COMPLIANCE AND ETHICAL BEHAVIOR
These help you do what?
− Know how information is stored.
− Know who has legitimate access to information.
− Know how sensitivity of information is classified.
− Know how acceptable usage policies are defined.

A

handle information appropriately

79
Q

COMPLIANCE AND ETHICAL BEHAVIOR

What is the purpose of GDPR?

A

harmonize data privacy laws across Europe

80
Q

COMPLIANCE AND ETHICAL BEHAVIOR

How does GDPR affect TD pros?

A

if you are collecting personal data such as employee data

PTD (3 decks)

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