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HDI IT Directors Certificatio > Leadership > Flashcards

Leadership Flashcards

0
Q

Identify ways to reach optimized levels of performance

A
  1. D. I. C. E. - duration, integrity, commitment, effort
  2. Knowing and doing gap
  3. Six Sigma
  4. Kaizen
  5. Conduct a swot analysis
  6. Implement continual improvement programs
  7. Develop programs that we Ward initiative
  8. Set goals that are achievable and realistic
  9. Benchmark key performance indicators against those of the similar organizations
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1
Q

Explain how demonstrate characteristics of an effective leader

A
  1. vision/strategy
  2. Communication
  3. Influence - inspiration and motivation
  4. Integrity
  5. Growth
  6. Emotional intelligence
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2
Q

How do you provide strategic direction to the support center.

A
  1. Make strategic decisions based on goals and objectives of the organization.
  2. Line IT services to business processes
  3. Work on the organization as opposed to working in the organization
  4. Challenge the status quo oh when appropriate
  5. Be innovative and creative in planning and problem-solving.
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3
Q

You display confidence in your leadership skills by

A
  1. Acting in support of the stated values, vision, mission, and strategic goals
  2. Supporting your staff and their performance openly, whenever necessary.
  3. Setting direction and prioritizing goals and objectives are for the support organization.
  4. Monitoring and measuring again standards
  5. Providing feedback, analyzing and making recommendations based on people, processes/systems, and technology
  6. leading by example
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4
Q

Describe the differences between management and leadership

A

Management is the day today planning activities of an organization Where as leadership is creating direction according to the mission and vision of the organization and setting goals and objectives.

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5
Q

Identify ways to provide direction and focus undergoing big US or chaotic’s circumstances

A
  1. Being transparent in communication and open with knowledge
  2. Maintaining a vision and mission for self and the support team
  3. Supporting an environment where team members can experience a sense of continuity and ownership in their work
  4. Grading and communication strains that advise the support teams of changes prior to the changes, as well as explains the reasons for the change.
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6
Q

Explain how to identify up-and-coming leaders

A
  1. Seeking those with an outstanding work ethic
  2. Seeking those who have proven to be trustworthy in the past
  3. Looking for effective verbal and written communication
  4. Finding people who are sincerely concerned about the business and how the team functions, not those who are seeking only promotion.
  5. Seeking those with develop critical thinking skills, those who come to you with problems and possible solutions.
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7
Q

Explain the principles of delegation

A
  1. Creating trust with the team. 2.Articulating delivery time frames and expectations for assignments. 3.Ensuring the person assigned the task has the authority, skill, inability to complete the task.
  2. Providing support and training as necessary.
  3. Getting an agreement on expectations.
  4. Allowing one to accomplish the task without specifying detailed process requirements.
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8
Q

Identify delegation techniques

A
  1. Build trust by delegating small items.
  2. Identified the need, have the person/group identify the solution.
  3. Use paraphrasing to clarify the task in steps for the solution.
  4. Follow up on a regular basis to ensure everyone is on task.
  5. I just solutions or responses by asking the delegate questions
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9
Q

How do you build relationships with senior management and other department heads

A
  1. Actively seek out senior management to talk about support services.
  2. proactively volunteer to participate on steering committees, project teams, and strategic planning sessions to provide the customer and support organizations perspectives
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10
Q

Identify techniques to manage your work life

A
  1. being on time or early with every assignment or meeting.
  2. Always approaching your manager with solutions, not problems.
  3. trusting your manager-excepting you may not understand why a specific decision is made.
  4. Increasing your problem solving and critical thinking skills by taking good care of yourself I need sleep, exercise, eating healthy, etc.
  5. Acknowledging those around you for their dedication.
  6. Identifying ways to assist your manager with new projects to build your managers trust in you.
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11
Q

Define emotional intelligence

A
  1. Having the ability to recognize and know what emotions you’re feeling. 2.Managing your emotions so that they do not overwhelm situations and you’re thinking capabilities.
  2. Being able to recognize the emotions that others are feeling.
  3. Helping to manage others emotions so that they do not overwhelm situations and they’re thinking capabilities.
  4. Having the ability to create sincere and authentic relationships that produce value and productivity
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12
Q

Explain why emotional intelligence is important in an organization

A
  1. increases customer service and retention.
  2. Increase employee satisfaction and retention, thus lowering costs.
  3. Increase creativity and morel with in an organization giving them the cutting edge against their competitors.
  4. Defined the type of exceptional leaders that people want to follow and support.
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13
Q

Identify the three major components of the emotional intelligence

A
  1. Self-awareness
  2. Emotional management of self and others.
  3. Emotional connection.
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14
Q

Describe an emotional hijack

A
  1. A changing facial expression or body language
  2. Vocal tones that become very loud, too soft, or dictation can become staccato in form.
  3. A person having trouble focusing on the conversation.
  4. Hi Jack can be seen in four stages before stage being default behavior a fight, flight, or freeze.
  5. A full-blown hi Jack can last up to 18 minutes
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15
Q

Describe the four stages of an emotional hijack

A
  1. A trigger, and event that correctly or symbolically is perceived as a threat. 2. A strong emotion.
  2. Any automatic reaction to one that you regret later, after the feeling passes. This reaction is usually an appropriate to the situation, and often has a negative effect on you, the other person, or performance.
  3. Feelings of regret about your reaction. The fourth stage is the default behavior of fight, flight, or freeze.
16
Q

Recognize intention versus impact.

A

As a leader it is important to understand that your words, actions, and body language may have an effect that you did not intend them to have. Understanding your intention versus how you are impacting others is the utmost importance as you grow as a leader

17
Q

Identify ways to apply self-awareness.

A
  1. Participating in a 360° assessment of your strengths and weaknesses.
  2. Having an accountability partner or coach who can help you identify patterns of behavior that may need to change.
  3. Keeping track of specific patterns that you fall into winter reacting to difficult situations.
18
Q

Identify ways to apply emotional management to self and others.

A

for management to self:
1. use your accountability partner to keep you on track.
2. Ask more questions when a difficult situation presents itself.
3. Avoid having meetings when you’re either hungry or tired.
Applying emotional management others:
1. Learn to see what others are truly feeling.
2. Eight others by listening attentively to their needs and emotions.
3. Ask them how they would resolve situations, rather than telling them what they should do.

19
Q

Identify ways to coach emotional management in others.

A
  1. Remove the threat that you represent by coaching them in a neutral location, sitting beside them and not across from them.
  2. listen to all sides of the situation before making a judgment.
  3. involve the other parties in a solution that benefits all.
  4. Manage the situation as soon as possible without letting too much time.
  5. Be authentic and responsive
20
Q

Identify reasons to increase emotional connection competencies

A
  1. See a change in how people approach you and communicate with you.
  2. See an increase in productivity, efficiency, and effectiveness.
  3. Create a team that is a synergistic am concerned about everything that happens within the department.
21
Q

Explain the principles of negotiation

A
  1. Determining the underlying need-separating the person from the problem.
  2. Practicing active listening
    - seeking to understand the situation from everyone’s perspective.
  3. Soliciting participation from all parties.
  4. Suggesting the solution/compromise that is acceptable to all parties win-win solutions
  5. Setting objective criteria to measure results
22
Q

If I characteristics of a good negotiator.

A
  1. Developing a well-planned and realistic commitments
  2. Solving problems and identify multiple solutions.
  3. Explaining concerns about each participants ideas.
  4. Asking for examples include location when necessary.
  5. Striving to understand differences from all points of view.
  6. Following through on commitments in communicating issues.
  7. Demonstrating active listening skills
  8. Being emotionally aware of oneself and others during the negotiation.
23
Q

Explain how to overcome objections

A
  1. Listening actively and suggesting win-win scenarios without aggression or becoming defensive.
  2. Developing possible alternative solutions in advance of potentially unpleasant conversations or conflicts.
24
Q

How to explain vision and strategy

A

Understand The vision, strategy, and policies of the support organization, then relate those objectives, operational level agreements OLA’s, service-level agreements SLA’s, and operational performance goals. use messaging that is appropriate for each audience i.e. executives, customers, end-users, and staff.

25
Q

List documents used to communicate vision and strategy.

A
  1. Vision statement
  2. mission statement
  3. strategic plan
  4. service level agreement SLA’s 5. operational agreement OLA’s
  5. service catalog
26
Q

Define what a stakeholder is

A 
Stakeholders any person or group that has an interest in the support organization such as 
executives/senior management, customers, 
peer management, 
employees, 
partners, 
contractors, 
suppliers, 
team/staff,

HDI IT Directors Certificatio (1 decks)

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