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Lieutenant Exam GOs > Harvard Business review > Flashcards

Harvard Business review Flashcards

1
Q

As HBS professor John Kotter later argued, ______ is about re-
sponding to complexity.

A

Management

Pg 10

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2
Q

Planning, budgeting, and staffing are all ___________ activities.

A

Management

Oh 10

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3
Q

To get a job done, managers must focus on _________ and _______, and they must organize processes that will produce orderly outcomes.

A

Control and predictability

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4
Q

Leadership, by contrast, explains kotter, is about _______and _____ to change .

A

Producing and responding.

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5
Q

Setting direction, aligning people, and providing motivation are
all _________activities.

A

Leadership

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6
Q

Opportunities for leadership can present themselves at anytime in your career. That’s because leadership doesn’t always require formal authority, but rather an array of intellectual and ______ skills.

A

Interpersonal
Pg 10

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7
Q

At the simplest level, your
ethical position determines whether your employees feel ________ in your organization .

A

Safe

Pg 33

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8
Q

What does it mean to be responsible for the ethics of your unit? First,
you must set an example of ______values and standards of conduct. Second, you must ensure _____behavior among your team.

A

Moral;ethical

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9
Q

You set an example of moral values and standards of conduct: assume responsibility for the tough calls. Examine your win decisions for bias-publicly and demonstrate a genuine _____ for all your company’s constituencies.

A

Concern

Pg 33

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10
Q

Influence is a combination of two kinds of power: positional power and

A

Personal power
Pg 68

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11
Q

To exercise influence up and down the chain of command, you need to draw effectively on your personal power by cultivating_____.

A

Social capital
Ph 68

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12
Q

Officers may initiate a foot pursuit of a person only when they have established the necessary ______ or ________ to detain or arrest the person.

A

Reasonable suspicion or probable cause

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13
Q

As a new manager, what are the two misperceptions needed to overcome?

A

People Versus task
Personal influence verses positional authority

Pg 8

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14
Q

Your purpose has shifted from _____ to developing and ______ people

A

Doing task; directing

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15
Q

Your real power lies not in your job description but inside ______.

A

Relationships

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16
Q

Leaders see opportunities in the instabilities that their managerial alter egos want to tame, they emphasize _______over process.

A

Ideas

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17
Q

What are common leader traits ?

A

Intellectual
Socio-eomotional
Organizational

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18
Q

Intellectual Leader Trait is _____?

A

Informed
Future focused
Decisive
Comfortable with ambiguity

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19
Q

Socio-emotional leadership trait is?

A

Self aware
Engaged
Steady
Trustworthy

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20
Q

Organizational leadership trait is?

A

Collaborative
Influential
Politically astute
Stimulating

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21
Q

Your ________ and your ______ may have different expectations for what you should accomplish as a manager.

A

Employees ; Boss

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22
Q

When dealing with stress in the moment _________ , _________and in the long term take care of health and work-life balance.

A

Identify the emotions (Label your emotions)

Find the source and solution

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23
Q

Once you understand ____ you’re feeling, consider ____ it’s coming from.

A

What;where

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24
Q

What are four common sources of stress for new and developing managers?

A

Role strain
Problem solving fatigue
Isolation
Imposter syndrome

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25
Q

One of the first tasks as a manager and leader is to gain the ____ of your team.

A

Trust

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26
Q

Harvard business s school professor Linda hill and executive coach Kent define trust as a combination of two components ___ and _____.

A

Competence and character

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27
Q

_______is how your intentions align with your actions while _____refers to the technical, operational and political knowledge you bring to the job

A

Character;competence

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28
Q

Your employees quickly form opinions of your character and competence based on both _____ and _______.

A

What your say and what you do.

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29
Q

You character is about your values. Hill and linebacker warn that if you genuinely don’t care about the group…

A

Your people will not trust your character no matter how able and productive you are.

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30
Q

Demonstrate your interest in the group and it’s work by:

A

Strive for consistency
Regulate your emotions
Mind your manners
Ask questions
Invited feedback
Give others and chance to shine

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31
Q

Here’s how you can cultivate their faith in your competence:

A

Plan quick wins when you start a new role.
Confront tough issues & knock down roadblocks
Research your ideas
Explain your decisions & actions
Be honest about what you do & don’t know
Arrange for back up
Ask others to test your ideas merit

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32
Q

Authentic leaders develop their individual style through _____ and ____.

A

Trial and error

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33
Q

To explore and develop your own authentic leadership

A

Learn from your life story
Understand your extrinsic and intrinsic motivations.
Foster self awareness

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34
Q

Demonstrating _______ behavior is also important to establishing your teams trust in your character.

A

Ethical

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35
Q

To be responsible for the ethics of your unit: first set an example of ______ values and ______ of conduct. Second you must ensure _____ behavior for among your team.

A

Moral;standards;ethical

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36
Q

Being mindful of your ____, your ______ and your ethical standard is essential to your ability to earn credibility as a leader

A

Competency;character

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37
Q

_______ is more powerful determinant of a good leadership than technical competence,IQ, or vision.

A

Emotional intelligence

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38
Q

What are two components of emotional intelligence ?

A

Self awareness
Self regulation

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39
Q

_____means being observant and honest about your actions, feelings, behaviors AND how they affect those around you.

A

Self awareness

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40
Q

To achieve self awareness you don’t need to be over critical but you do need to be _____.

A

Realistic

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41
Q

Golems described _________ as 5 skills and traits that we start forming early in life and that ultimately form a core part of our personalities.

A

Emotional intelligence

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42
Q

The 5 components of emotional intelligence are?

A

Self awareness
Self regulation
Motivation
Empathy
Social skill

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43
Q

If you’re self aware you know when you are angry. The next step is to use that self knowledge to ______ your emotions.

A

Manage

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44
Q

The ability to manage your emotions, Golemin calls _______.

A

Self regulation.

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45
Q

What are Behaviors you’re particularly sensitive to in other people or things you’re personally touchy about.?

A

Hot buttons

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46
Q

Lisa Lai suggests a 3 part strategy keeping calm in testy situations ?

A

Acknowledge what’s happening
Abstract yourself from the story
Develop a physical cue

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47
Q

Research shows that people respond to heightened compassion and _____ when you appropriately disclose your emotions.

A

Forgiveness

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48
Q

If you do something you regret, acknowledge ________.Apologize, then take a leap and explain what really happened for you.

A

Acknowledge what happened.

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49
Q

Leadership effectiveness is in direct proportion to strength of ______.

A

commitment

Pg 45

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50
Q

ART OF LEADERSHIP

_______ comes from passion and passion comes from ________. Two examples of passionate leaders Walt Disney and bill gates.

A

Commitment; within the person

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51
Q

ART OF LEADERSHIP

Intelligence is multidimensional and includes ______ thinking and _______thinking.

A

Convergent and divergent thinking
Pg 39

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52
Q

ART OF LEADERSHIP

_______thinking is where there is one right answer.

A

Convergent thinking.

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53
Q

ART OF LEADERSHIP

thinking is where there can be many right answers.

A

Divergent thinking

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54
Q

Leadership book

_________ represents one’s lifetime of intellectual attainments, as show. Vocabulary, accumulates facts about the works, and ability to solve problems within one’s area of expertise.

A

Crystallized intelligence.

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55
Q

Leadership book

____is the essence of wisdom. It can be increased overtime.

A

Crystallized intelligence.

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56
Q

Leadership Book

People draw from ____ in novel situations or when conventional solutions fail.

A

Fluid intelligence.

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57
Q

Leadership book

______tends to decrease in the twenties and thirties.

A

Fluid intelligence.

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58
Q

Leadership book

_____involves mental flexibility as shown by the ability to process information rapidly, as in solving problems on new areas of endeavor.

A

Fluid intelligence

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59
Q

_______ is what we think of as raw intellectual power.

A

Fluid intelligence

Pg 39

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60
Q

Leadership Book

I’m addition to qualities of a leader. Characteristics of followers , many ________ influence the leadership process.

A

Situational factors.

Pg 38

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61
Q

What are the many important situational factors that influence the leadership process. ?

A

Size of the organization
Social and psychological climate
Patterns of employment
Type,place and purpose of work.

Pg 38

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62
Q

An assessment instrument developed by Ralph Stogdill & others at Ohio State University. The leader behavior questionnaire focused on what two dimensions of leadership?

A

Task-oriented leaders (initiating structure)
Relationship oriented leaders (showing consideration).

Pg 18

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63
Q

A crisis can create______ followers who are looking for a leader to alleviate or resolve their dilemma.

A

“Charisma hungry”

Pg 23

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64
Q

An ideal example of a transformational leader is _____.

A

Saint Teresa

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65
Q

Although transformational leadership was first discussed by JV Downtown in 1973c it’s emergence as an important theory of leadership can be traced to Burns, who distinguished two kinds of leadership _____and ______

A

Transactional leaders and Transformational leaders.

Pg 25.

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66
Q

_______ focus on exchanges between leaders and followers. Example a manger who exchanges pay and promotion for work performed.

A

Transactional Leader

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67
Q

_______ focus on the potentialities of the leadership between the leader and followers.

A

Transformational leader

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68
Q

This leader taps the motives of followers to better reach the goals of both.

A

Transformational leader.

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69
Q

Research shows this type of leaders has positive effect on an employees performance.

A

Transformational leader

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70
Q

_______ engages the full person of the follower.

A

Transformational

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71
Q

Burns states the ______ leadership often involves conflict and struggle.

A

Charismatic leadership.

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72
Q

Cultivating self awareness is hard, because we often mask ________ with emotions that feel safer.

A

What’s toughest for us to handle

Pg42

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73
Q

_____control in highly stressed situations is invaluable.

A

Self-control.

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74
Q

Self-regulation matters for 3 reasons. First, your team reacts to ______. Second, emotional steadiness allows you to question or _______your decision making in high stakes situations and third, your self control underwrites your _______.

A

Your mood; slow down; Integrity.

Pg 44

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75
Q

Good managers also monitor and react to the emotional states of individuals on their team by?

A

Step 1: spot the emotion
Step 2 practice active listening
Step 3 reframe your employees emotions.

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76
Q

At its most basic level, your role as a manager is to set______ for your team and coordinate resources to meet your organizations ____

A

Direction; goals.

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77
Q

Assuming a position of power means you must become more responsive to the _____ of your direct reports AND the _____ is your organization.

A

Needs;demands

Pg 9

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78
Q

When your actions create a deep well of trust you will be able to influence your employees_____,_____ and _____. This is where your real power lies.

A

Behavior, attitude and values

Pg 9

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79
Q

Leadership doesn’t always require formal authority but rather ______ and ______skills

A

Intellectual and interpersonal skills.

Pg 10

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80
Q

What are the three common leadership traits?

A

Intellectual
Socio-emotional
Organizational

Pg 12

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81
Q

Even experienced managers wrestle with problems like ____ and ______especially when events at work or at home put them under extra stress.

A

Role strain; imposter syndrome

Pg 19

82
Q

One of your first tasks as a manager and leader is to gain ____.

A

The trust of your team,

83
Q

How to manage your former peers: Make people _____of the transition. Don’t introduce any major ______right away. Meet with your team members _______. Distance _____. Make peace with ______,

A

Aware; changes; one on one; yourself; with your rivals.

Pg 24

84
Q

Demonstrating ethical behavior is also important to establishing your teams trust in _____.

A

Your character

Pg 32

85
Q

To set an example of moral values and standards of conduct for your team you ?

A

Assume responsibility for the tough calls
Examine your own decisions for bias-publicly
Demonstrate genuine concern for all your companies constituencies.

Pg 32

86
Q

Being mindful of your _____. Your _____ and your ______standards is essential to your ability to earn credibility as a leader.

A

Character;competency; ethical standards

87
Q

To ensure ethical behavior among your team it means to scrutinize individual decisions and actions but also promoting an ethical culture at large. The key to this culture is to encourage _____around ethical issues.

A

Transparency

Pg 34

88
Q

To develop self awareness around your behavior, identify ____ in the way you act on your feelings.

A

Patterns

Pg 42

89
Q

The reactions you observe in yourself will be _______, meaning that they will resolve the fundamental emotional problem you’re facing

A

Adaptive

Pg 42

90
Q

The patterns you’ve observed aren’t written in stone, they’re plastic. Once you become aware of any negative effect you have on others, you can adapt and mitigate the _____.

A

Impact.

Pg 43

91
Q

Your emotions color the experiences of everyone working around you. Goleman and his colleagues term this mechanism ______

A

Mood contagion.

92
Q

_____ are transmitted at the physiological level through an open loop system that involves hormone levels, cardiovascular functions, sleep rhythms, and immune functions.

A

Moods

Pg 43

93
Q

______ underwrites your integrity.

A

Self control

94
Q

To steer your employees in a more productive path with their emotions : step 1 ____ the emotion. Step 2. Practice active _____. Step 3 _____your employees emotions.

A

Spot, listening; reframe.

Pg 46

95
Q

In step 1 spot the emotion

Don’t wait for the dam to break; watch for telltale signs. Like a _____ between what someone says and their ______.

A

Gap; body language.

Pg 46

96
Q

In step 2 practice active listening
Engage your employee to search for issues that are_____ their emotional response. What can you infer about the facts this persons is working with about the values driving their reactions?

A

Motivating

follow up by paraphrasing what you heard and ask open ended questions.

97
Q

Once you’ve successfully competed reframing you can proceed it’s normal _____.

A

Normal conflict resolution techniques.

98
Q

Researchers at case western reserve and Marist college developed the theory of group emotional intelligence. These ________ will help manage the groups mood. Especially under pressure

A

Norms.

99
Q

But remember you don’t have to change the way people feel and think all at once. If you can tweak the way they ____ even a little bit, the emotional stuff will follow on it’s own.

A

Behave.

Pg 50

100
Q

Building social awareness on your team:

A

Set ground rules and stick to them
Take time away from tasks
When things get tough
When making decisions

101
Q

When you implement new rules, involve ____.

A

Your team.

102
Q

Focus on what you can control: focus on ______, not blaming.

A

Problem solving.

103
Q

As a manager, you need to think critically about your relationship to your organizations overall strategy and the opportunities you and _____ stand to take advantage of.

A

Your team

Pg 56

104
Q

As a mgr, you work through your employees to support the company’s overall plan. Your own strategies and goals must align with the priorities set from above. So as you make your own plans clarify ____ you’re supposed to be delivering and ____ you’re supposed to do it.

A

What:how.

Pg57

105
Q

Step 1 gather info about your strategic objectives.
Begin with a _______ - a series of conversations with key figures in your organization that will help you clarify its strategic objectives. As you conduct these conversations, press for _____ and _____.

A

Listening tour; clarity and specificity.

Pg 57

106
Q

If open ended questions aren’t getting you answers, offer _____. Reflecting on your conversations, note the ____ and ____ in what you’re hearing. If you can press to figure out where these inconsistencies are coming from.

A

Limited choices; gap and contradictions; .

Pg 59

107
Q

Your bosses expect you to be a strategic thinker, and that means learning to evaluate the ___ and ___ that you personally must navigate.

A

Risk and opportunities.

Pg 59

108
Q

The real power comes from _____your goals with the highest purpose of the organization.

A

Aligning

Pg 61

109
Q

______represents your ability to persuade other and have a positive impact on your organizations decisions, plans, and results.

A

Influence

Pg 67

110
Q

______ in your role as a leader means trying new approaches and strategies. To do this, you need to convince others in your company to _______ and _____your ideas.

A

follow and endorse

Pg 67

111
Q

Influence really isn’t about getting your way. It’s about helping to create ____ and ____ outcomes for your organization with and through others.

A

Positive and productive

112
Q

______ represents all of the trust, value and goodwill you’ve created in your organization.

A

Social capital.

113
Q

Relationships, reputation, reciprocity; institutional knowledge and informal know how are all examples of ____?

A

Social capital

Pg 68

114
Q

According to Lisa Laie you can gain social capital over the time by cultivating key habits. These strategies help you strengthen your relationships and build your social capital, all to the benefit of your ability to influence others.

A

Take action and solve problems
Be a team player
Have informed opinions
Help other people succeed
Respect others
Demonstrate integrity.

115
Q

If you can’t influence your_____ (managing up), you’ll be frustrated at best and professionally sidelined at worst.

A

Your Manager

Pg 71

116
Q

When you exercise this influence, you’re reversing the traditional power flow in the relationship. ____ is making a conscious effort to effect the perceptions, opinions, and decisions of your managers.

A

Managing up.

Pg 71

117
Q

To “manage up”effectively, you need to ____your managers motivations and hot buttons, set commonly understood ______ for your performance, and _____yourself to their way of thinking.

A

Understand; expectations: adapt

118
Q

Managing collaborations can be challenging (colleagues in other units/silo busting). To align efforts:

A

Identify key players
Understand their incentives
Carve out time to collaborate.
Adopt a negotiators mindset.

Pg77-78

119
Q

To tailor your case as narrowly as you can to your audience by making a decisions on whether logic or emotion should be used.

Focus on two questions: first, how personal is the issue at hand to your audience? Second, _____?

A

Where are you in the decisions making process?

120
Q

If you’re at an active decision point and you’re trying to win votes, lean hard on _____. If you’re trying to solicit interest early on or get buy-in after the fact, _______ are a better target.

A

Logic; emotions.

Pg 79

121
Q

When you want to promote your idea, plan or business case, determine whether an appeal to your audiences _____ or their _____ will be more effective.

A

Hearts or minds.

122
Q

____ means their emotional center, the hopes fears and memories that shape their attitudes.

A

Heart
Pg 78

123
Q

An appeal to peoples ____ speaks directly to their reasoning power.

A

Minds.

124
Q

While hearts and minds are both important targets for persuasion, it’s better to use ________ to frame your initial discussion.

A

One or the other.

125
Q

Once you m know whether your targeting your audiences hearts or minds your can tailor your _______ accordingly.

A

Argument.

126
Q

As you make your assessment, avoid sweeping generalizations about _____ or _____.

A

Gender or function.

127
Q

Winning Hearts

To draw out your audiences emotional response in service to your argument:

A

Make it personal
Speak explicitly to a big emotion
Tell a story.
Use metaphors and analogies.

Pg 80

128
Q

Speak explicitly to a big emotion
If your listeners are resisting change b/c they’re afraid of trying something new, validate their emotion and then ____.

A

Disarm it

129
Q

Stories bring ideas alive. They also simplify complex ideas. Good stories stay in our minds because they force us to draw out the meaning for _____.

A

our selves.

Pg 80

130
Q

_____ represent overarching worldviews that shape peoples everyday perceptions and actions

A

Metaphors.

Pg 81

131
Q

____and _____are rhetorical tools that can be used to give people a new, vivid way of thinking about a familiar idea. These stoke like lightening, illuminating your point of view without over explaining or belaboring your point.

A

Metaphors and analogies.

Pg 80.

132
Q

Winning minds

If you chosen a strategy that focuses on logic of the argument try these tactics; present ______ evidence. Ask _____questions.

A

compelling evidence
striking questions

Pg 81

133
Q

Listeners who care about expert opinion will like _____ , while ____ will work on audiences who work with numbers or who want to quantify the big picture. can be very powerful with wide audiences—slides, flip charts, video clips or product samples

A

Testimonials: Statistics; Data visuals.

Pg 81

134
Q

Ask Striking questions

_____ questions focus their attention on their most pressing problem. While _____ questions influence how your listeners interpret facts & what they remember, & ____ questions press the listener to accept proposition that you’ve formulated.

A

Disturbing questions; leading questions ; rhetorical questions.
Pg 81

135
Q

To promote your idea to others, consider their _____.

A

Point of view.

136
Q

One of the best ways to assimilate feed back as it is being shared with you is to listen _____ and probe for more insight. Asking for more info takes you out of a personally defensive posture and puts you back in the inquisitive, ____ mindset that is the hallmark for great leaders.

A

Actively; curios

Pg 132

137
Q

In order to supervise others well, you must invest in your own competencies, ________, _______, personal productivity, and self-development.

A

Influence; communication.
Pg 134

138
Q

To connect with and advocate for your employees, you must develop _____ and an authentic voice. To help them organize their work, you must understand how to prioritize your ____ and _____.

A

Personal power; time and projects.

Pg 134

139
Q

One of the best ways to receive genuine, real-time feedback is ____.

A

To ask for it.

Pg 131

140
Q

______ is easier to receive when you’re aware and in control of your own emotions.

A

Criticism.
Pg 132

141
Q

To learn from your immediate coworkers, you’ll need to practice hearing and using criticism in positive ways. And you must learn to spend as much time on your _____ as your ______

A

Strengths ; weaknesses

Pg 130

142
Q

Ed barista recommends that when you hear the words , “don’t take this personally but …. You stop and recognize three elements of the conversation

A
  1. Your threat response
  2. The power dynamic
  3. Your agency.

Pg 131

143
Q

Your threat response : acknowledge that you’re being triggered and remind you self that your _____ of threat doesn’t mean you are actually under attack.

A

Perception.

Pg 131

144
Q

The power dynamic:
We become extremely sensitive to stars during these conversations, and it’s tempting to project a lot of negative motivations on to others. ______your fears and choose to make the generous assumption: “this feels bad for me but I think they’re trying to help.”

A

Acknowledge

145
Q

Your agency
If you’re feeling ambushed or blindsided, you might freeze up. It might not seem like it but you do have the choice _____.

A

Whether you participate

146
Q

___ and ____ are actually two parts of a vicious cycle.

A

Stress and lack of focus.
Pg 111

147
Q

Authentic leaders ground themselves in a clear understanding of who they are and what they value, which is borne out in ______ the office as well as in it.

A

Human experiences outside

Pg 117

148
Q

Your role is to ensure the _____ are doing the _____, at the right time and in the ____. While most managers never get away from “doing” altogether, the goal is to ensure thet your work is high ____ and high ____ for the organization.

A

Right people , right work; right way

Priority ; high impact.

Pg 139

149
Q

The most effective mgrs spend less time ___and more time ____work assignment, _____resources and _____people to achieve their best possible results.

A

Doing ; planning, organizing

Pg 139

150
Q

Finding your focused is about learning how to _______, so you can concentrate on the work at hand. Flow boosts both ____ and _____. But to achieve it you need to eliminate the behaviors and environmental cues that send tour brain off trash.

A

tune out all mental noise; performance and motivation.

Pg 107.

151
Q

According to search at the university of California- getting back on track after being interrupted can take more than _____.

A

20 minutes

Pg 108

152
Q

One of the common misconceptions managers have about delegation is that delegating ______ that they should be able to do everything on their own.

A

Signals weakness.

153
Q

When you delegate, you remove tasks from your to do list that others, crest new opportunities for _____ and _____ motivation, and maximize your companies resources and ____ productivity.

A

Are qualified to handle; growth and boost; improve

Pg 140

154
Q

If you make the most of each team members abilities, you’ll ______ the groups output.

A

Maximize;

155
Q

Once you have identified a task to delegate, start by making a _____ before you talk to your employee. It should detail everything from why the assignment is important to the deadlines involved.

A

Delegation plan.

156
Q

A written delegation plans creates a record you and your staff can refer back to when _____progresses. You can use it to hold your employee ______, trouble shoot if the project goes awry and bolster your _____ for the employees promotion.

A

Work; accountable; argument

Pg 141

157
Q

_____ are discrete activities, like writing a report or planning a meeting. They usually have a clear timeline, work process and outcome.

A

Tasks.

Pg 143

158
Q

____ encompass multiple tasks that fulfill a specific objective like assessing customer needs or developing a new code of conduct.

A

Projects.

159
Q

______ represent ongoing activity in your unit like staff training or interfacing with IT.

A

Functions.

Unlike tasks or projects, functions don’t have a start and end date; they’re continuous responsibility.

160
Q

Your biggest challenge as a delegating manager is to ensure your direct report ______ . Their good performance matters in itself but also because it colors your _____ throughout the organization and with your _____.

A

Doesn’t fail; reputation; team.

161
Q

Avoid micromanaging by thinking of your role as a ____ and ____.these work well when your employee has the skills and access to solve whatever problem arise with the plan.

A

Monitor and coach.

Pg 150.

162
Q

When your employee lacks skills or influence to solve a problem, you may need to take direct ___ and remove the ____.

A

Action;roadblock

Pg 150

163
Q

When you give feedback, focus instead on ___ and ___ not motivations. Analyzing personal traits tend to alienate your employee.

A

Behaviors and skills.

164
Q

Begin a coaching session by ______. The kind of help you offer will depend on _______.

A

Inviting your employee to take the lead.; needs they express.

Pg164

165
Q

One rule though applies universally, conflict should be handled _____.

A

Openly.

Pg 209

166
Q

When zero sum decisions arise does team, it’s helpful to have some well defined criteria for making ______.

A

Trade offs.

167
Q

Leadership contingency theory holds that’s the most appropriate leadership qualities and actions vary from _____ to _______. Effectiveness depends on the leader, follower, and situational factors.

A

Situation to situation.

Pg 21

168
Q

Forces in a leader include personal ____, ____ of security, and confidence in _______.

A

Values ; feelings: and subordinates.

Pg 21

169
Q

Forces in the follower include knowledge and _____, readiness to assume ______, and interest in the______

A

Experience; responsibility; task or problem.

Pg 21

170
Q

Forces in the organizational structure include the type of info needed to ______ and the amount of time available to make a _____.

A

Solve and problem; make a decision.

Pg 21

171
Q

Situational factors include the job being ____, the _____of the workplace, and the urgency of the _____.

A

Performed; culture; task.

Pg 21

172
Q

Finding your focus is about learning how to tune out all the mental noise so you can concentrate on the ______.

A

The work at hand.

Pg 107

173
Q

Assuming a position of power means your must become more responsive to the ____ of your direct reports and the ____ of your organization.

A

Needs;demands

Pg 9

174
Q

Personal influence versus positional authority.

When you exercise influence, your people act because they find you personally ______, you character, competence, your words or action. They are choosing to do it because you are leading them effectively.

A

Persuasive

Pg 9

175
Q

______ represents a major departure from what you’ve done in the past, & what made you successful so far won’t necessarily help you advance now.

A

Management

Pg 7

176
Q

As a ______, you have to navigate a complex new landscape of authority to help others do their best.

A

Leader

Pg 7

177
Q

Ask questions

It solicits information, but it also _______ information— about who you are, what you care about; and how you regard the person you’re talking to.

A

Communicates

Pg 26

178
Q

Give others a chance to shine

Show that you want their efforts to benefit them directly, and that they can trust you to steward their work without trying to take _____ of it.

A

Advantage

179
Q

Show that care about your _____ on others by asking for feed back and then doing something about. The point here isn’t just to become a better manager, it’s to demonstrate _____.

A

Impact; self-awareness

Pg 26

180
Q

Leadership is something you work at versus a state of being or destination. Developing key traits is an ongoing _____.

A

Practice

181
Q

The goals you set should emerge from what you’ve learned about the overall strategy of your company and your own position. The real power comes from ____ your goals with the highest purpose of the organization.

A

Aligning

182
Q

Being comfortable with your new managerial identify involves some profound shifts in your ____,____, and possibly even your ____.

A

Beliefs; attitudes; values

Pg 61

183
Q

First. Label what your feeling. Just the act of naming the emotion can help you moderate your_____. Second, once you understand what you’re feeling. Consider where it’s coming from. Your answer can help you identify new ways to ____with or mitigate the problem.

A

Response; cope. .

Pg 14

184
Q

Effective _____ help employees discover what they really want out of their work & how they can use their present situation as a springboard to reach those goals.

A

Effective Managers
Pg 177

185
Q

As the group’s leader, your goals here are twofold. First, you must make sure that your team captures the right mix of competencies required to achieve its objectives, without duplication or
gaps. Second, you must create a work environment that allows people to contribute fully, so that they can bring their unique abilities and viewpoints to bear on the work it-self. The result________.

A

A supportive collaborative team culture where diverse individuals can interact productively in pursuit of the groups shared purpose.

Pg 194

186
Q

A common set of opportunities and challenges that come with bringing together individuals in a work place are:

A

You’re uniting people with fundamentally different points of view, distinct skill sets and varying back grounds. Ad requiring them to work closely together.

187
Q

As a _____ your role is to bring the best, most promising talent into the organization. Before you can make a good hire, you need to know what you’re _____.

A

Manager;Hiring for

Pg 234

188
Q

Begin by evaluating the diversity of your team’s composition relative to the competencies you need. Learn as much as possible about team members, including their training and skills,professional background, work style, motivations and goals, and life experience. Use this information to_________

A

Evaluate whether your team has the right balance of competencies.

**The above allows you plan how to maximize each individuals contributions.

Pg 194

189
Q

Whether someone rubs you the wrong way or wither you have genuinely competing and divergent interest,it’s possible to diffuse negativity and reorient the relationship around shared ___ and ____.

A

Goals and interest

190
Q

Bringing your Allie’s on board, (enemies) requires energy and _____.

A

Tact

191
Q

A network can help you better connect your group to the rest of the organization by trading resources and sharing ______..

A

Expertise.

192
Q

To align efforts with colleagues in other units (silo busting): Identify the _______. Understand their _____

A

Key players; Incentives;Carve out time to collaborate; Adopt a negotiators mindset .

Pg 77

193
Q

Silo busting -understand their initiatives.

Visibility and strategic _____ can have a persuasive effect.

A

Initiatives

194
Q

Silo busting identify key players

Be willing to acknowledge other people of ____ in the organization and join forces.

A

Influence

195
Q

When adopting a negotiators mindset- focus on interests rather than _____.don’t get hung up on what you can’t do for them and think creatively about what you ____ do that they might value.

A

Positions.: CAN

196
Q

Asking striking questions

Questions stimulate your listeners attention and invite them to contribute - in a ________ way- to the point your making.

A

Controlled way

197
Q

To promote a specific idea to others, consider their ____ of view.

A

Point of view

Pg 83

198
Q

When we’re on the receiving end of communications, we crave compelling, concrete, simple doses of ___with an authentic voice. Creating this kind of communication requires careful planning and preparation.

A

Information.

Pg 87

199
Q

Researchers at the university of Lausanne found several physical and rejetorixal tactics. Becoming a master full communicator is possible if you learn these sets of behavior.

A

Animated Voice
Gestures
Expressions of Moral Conviction or shared sentiment
Contrasts
Three part lists.

200
Q

For these techniques to work, you need to incorporate them into your natural presentation. A robotic sequence gestures and _____ will fall flat unless they’re infused with your own verbal style and physical habits NOT to mention your own ____ and experiences.

A

Three part list; values

Pg 87

201
Q

Good writing isn’t just about grammar and usage but structure, ____ and ____.

A

Clarity and voice.

Lieutenant Exam GOs (5 decks)

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