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.IIH Leadership > Leadership Fundamentals Video 1-12 > Flashcards

Leadership Fundamentals Video 1-12 Flashcards

1
Q

What are 3 main areas of management skills?

A

Manage performance, manage people and manage the business.

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2
Q

What is one of the main objectives for a great leader?

A

To promote change and growth.

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3
Q

What is one important aspect of being a good leader?

A

To promote order and consistency within the business unit.

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4
Q

What is performance management?

A

Practices, policies, and procedures that guide and support an employee’s success at work.

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5
Q

What are “SMART” goals?

A

Specific, Measurable, Action Oriented, Realistic, Timely

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6
Q

What is clarity coaching?

A

Using expertise in the clarity process to facilitate another person in maximizing his or her own expertise and experience.

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7
Q

What are some of the benefits of clarity coaching?

A

It motivates and engages. It increases investment and accountability. It builds confidence.

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8
Q

Mention some of the top causes of disengagement?

A
  1. Efforts are not measured.
  2. Job is not as expected.
  3. Lack of sufficient feedback
  4. Overload of work-hours
  5. Lack of trust
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9
Q

What are the four phases of delegation?

A

Evaluation, Handover, Support and Debrief

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10
Q

What is micromanagement?

A

It is when a manager closely observes or controls the work of employees.

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11
Q

In order to establish stronger relations with your team you should avoid “BLAME” – blame is also an acronym for what?

A

Barely Legitimate Almost Meaningless Excuse

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12
Q

What is “purpose” in a work context?

A

It’s a positive sense of doing something that matters, adds value and makes you feel good when done. Think in WHW; Why do we do what we do, How do we do it, What is the result (as Apple, Google and other successful companies).

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13
Q

In order to enjoy work it is necessary to have purpose – mention some ways you, as a manager can provide purpose for the employees?

A

By thinking more flexible about how to fit people into roles. Maintain an open dialog with employees. Connecting people to the outcome they produce.

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14
Q

Why is it important that employees have positive emotions towards work?

A

It makes them more motivated, more productive and more creative.

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15
Q

When offering a needed apology in response to a conflict – what are the four important characteristics to include?

A

Be sincere, be specific and own the blame, be timely and strive for a solution.

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16
Q

Mention as many of the 5 key behaviors that can help you build trust with employees

A

Integrity, do what you say you will do, be helpful, get over yourself, admit your mistakes

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17
Q

Earning respect from employees has a lot of positive benefits; mention 2-3 behaviors that can help you earn respect.

A

Explain your behaviors and decisions, share credit for success, always stand up for your team and follow through on your word.

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18
Q

When speaking to be heard what are three useful strategies?

A

Know your audience, eliminate major verbal ticks and project strength.

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19
Q

When speaking in public and delivering a great presentation what are three important things to remember/do?

A

Know your audience, demonstrate emotions, and interact with the audience.

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20
Q

What is emotional intelligence?

A

The ability to monitor one’s own, and other people’s emotions, and to use that information to choose appropriate behavior.

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21
Q

What are the three major approaches to employee motivation?

A
  1. Goal setting
  2. Rewards & recognition
  3. Relationship & Environment
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22
Q

Effective goals are SMART, but what does it stand for?

A

Specific, Measurable, Aligned, Reachable, Time-bound.

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23
Q

What are the difference between recognition and reward?

A

Recognition refers to informal or formal public praise given to an individual or group – rewards are tangible materialistic things.

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24
Q

When in doubt whether or not to delegate tasks, what are three important questions to ask?

A

Do I have the time to delegate, is there someone willing and able to work and is the work of strategic character?

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25
Q

What are the main steps in effective delegation?

A

Provide clear instructions, clarify your role, and provide relevant resources.

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26
Q

Name the three key social roles in an effective team?

A

The spark, the comedian and the peacemaker

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27
Q

What can be signs of a team burnout?

A

People express feelings of no longer making a difference, a dip in team motivation and work engagement, low positive emotion and productivity

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28
Q

When a team is showing signs of burnout what is one effective strategy?

A

Slow down by identifying a deadline that can be pushed back

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29
Q

When not dealing with difficult employees what could be a consequence?

A

Unpleasant outcomes get worse if there are no negative consequences, bad behavior can be contagious and productive employees become distracted

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30
Q

What is one major step in mastering the goal setting process as a manager?

A

To collaborate with employees on their goals.

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31
Q

What are the four phases of successful conversation?

A

Build Up, Reflection, Conversation, Follow Through

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32
Q

What is ‘I Statements’?

A

Statements that clearly focus on the impact the other person’s behavior has on you instead of speaking on behalf of others.

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33
Q

What are the four levels of communication?

A

Verbal, Paraverbal, Nonverbal, Extraverbal

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34
Q

What is paraverbal communication?

A

It’s how the words are used, fx shouting, tone, silence, interruptions.

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35
Q

When entering the reflection phase, what are some of the most important steps?

A

Review the facts, seek other data, question your assumptions, challenge your conclusions, revise your beliefs and take different actions.

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36
Q

When planning for a difficult meeting/conversation what five steps are essential for a successful outcome?

A

Set an objective for the meeting, create the right environment, plan for your triggers, plan for their triggers and organize your talking points.

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37
Q

When delivering bad news, what are some good guidelines?

A

Phrase the news as a statement and thus not a question, and be as accurate and clear as possible

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38
Q

What is the ‘upset gap’?

A

The gap between what we want and what we have – the size of the gap is proportional to the level of upset we feel.

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39
Q

When in the receiving end of a difficult conversation what could be some helpful techniques?

A

Ask curiosity questions, stay quiet and just listen and understand, don’t respond in the moment but listen and reflect on it afterwards, thank them before you leave.

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40
Q

Before any important discussion or meeting you should ask yourself what?

A

What do I want my listeners to think, to feel and to do?

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41
Q

Why shouldn’t you stay within a narrow repetitive range of vocal technique when delivering a message?

A

It can unintentionally lead listeners to think you lack passion for your message.

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42
Q

Mention some guidelines you can use to design your message for maximum impact?

A

Start strong finish strong, save your most important point for the end, make it simple and provide a roadmap.

43
Q

When communicating with hierarchical seniors what is the most appropriate approach?

A

It is to build your credibility.

44
Q

Navigating organizational politics will involve what?

A

Learning the culture, customs, systems and policies of your organization

45
Q

If you want to become a better listener, what is the most important change you can make?

A

It is to slow down

46
Q

When wanting to build stronger connections with others what type of questions can you ask?

A

Best case questions, descriptive questions and cause questions

47
Q

Can you mention any ways to channel anxiety into excellence?

A

Accept it as a natural human response, establish a pre-game ritual and/or direct your thoughts to what you associate with great performance

48
Q

When being caught off guard in a communication what should your body language indicate?

A

That you are productively processing what was said and have a thoughtful response in mind

49
Q

When giving and receiving feedback what are some of the most important components?

A

Ask for insights about what you have done recently, ask for insights about what you can do going forward and create comfortable conversations to invite feedback.

50
Q

Define the elements in the GROW model

A

Goals, Realities, Options and Will

51
Q

What are the cornerstones of great coaching?

A

Be curious, Let the employee lead, Coach the whole person

52
Q

What are powerful questions?

A

Powerful questions are open-ended – that means they start with who, what, when, where, why, how

53
Q

To become a better listener what could be a good strategy?

A

Be present, minimize potential distraction, give cues that you are listening and/or reflect what you hear.

54
Q

What are the three key aspects to challenges?

A

It has to take people to or past their current comfort zone, it has to include brainstorming to find an authentic, relevant action and it has to be accepted.

55
Q

What is delegation?

A

It is the process of asking another person to do a task, while still maintaining responsibility for that specific task.

56
Q

Delegation is a very important interaction that lies in the intersection of which three things?

A

The delegator (you), the delegate and the organization

57
Q

What are some of the benefits of delegation?

A

Better leadership, Increase employee retention, budget savings, productivity, manage workload.

58
Q

What are the 4 phases of delegation?

A

Evaluation, Handover, Support, Debrief

59
Q

In the handover phase, what are some of the most important aspects?

A

Clear goals, resources available and timeline.

60
Q

What is autonomy?

A

The level of independence a person has to complete a task.

61
Q

Mention at least three of the eight levels of autonomy

A
  1. Gathers Information,
  2. Explore
  3. Recommends
  4. Explore and decides
  5. Informs and take action
  6. Take action
  7. Reports only if failure
  8. Complete autonomy
62
Q

Motivation are driven by three key factors – what are they?

A

Autonomy, Mastery and Purpose

63
Q

What is your most important role in the support phase?

A

To serve as a coach and make sure the right resources are available

64
Q

Fear of letting go most often leads to what?

A

Micromanaging

65
Q

What are some of the advantages of the 360 evaluation?

A

It provides a broad perspective, its eye-opening to the employee and data is proof of unarbitrary decisions

66
Q

When measuring employees always make sure your measures are what?

A

Reliable, Valid and Relevant

67
Q

What is the goal of the competency model

A

It is to accurately demonstrate the elements of success for a given environment

68
Q

When managing employee performance what is the primary goal?

A

Your main goal is to facilitate progress.

69
Q

When developing an employee’s new goal, what should be the first thing you as manager consider?

A

It is always important to focus on the employee’s capability

70
Q

When addressing an employee who has performed poorly, what is a suggested option?

A

To provide clear feedback.

71
Q

What is BARS?

A

Behavioral anchored scales

72
Q

When having one-on-one meetings what should be first on the agenda?

A

Follow up on action items

73
Q

What is your most important role during a one-on-one meeting?

A

To serve the employee

74
Q

When discovering that the person assigned to a task did not complete the task – what would be the most effective question to ask?

A

It could be “what stood in the way of completing this”?

75
Q

When delegating your needs – what three steps should you go through?

A

Go through a one-to-one list, give specific descriptions of the expected results, give a clear who, what and when for each action item.

76
Q

What is an effective method of following up on delegated action items?

A

Create a reminder for yourself to follow up

77
Q

Why should you always report the completion of an action item?

A

Because it builds trust.

78
Q

What are the four steps to approach difficult employees with?

A

Observe, Gather data, Intervene, Monitor and follow up.

79
Q

What negative impact can slackers have on your team?

A

Decrease productivity, hurt morale, encourage others to be slackers

80
Q

What is an effective strategy when dealing with slackers?

A

Be direct and provide clear and exact goals.

81
Q

What could be an effective strategy when dealing with coasting employees?

A

Remind them that they serve as role models for newer employees

82
Q

What could lie behind a clingy employee?

A

Lack of skill or ability, Low self-esteem or confidence, Poor instructions from manager

83
Q

Why should you deal with latecomers?

A

They hurt productivity, irritate timely employees, inspire others to show up late.

84
Q

What is a good thing to do before confronting a dramatic employee?

A

To get support from the team and let them know you understand what is happening

85
Q

Mention the three cornerstones of employee engagement?

A

Strong relationships, positive work culture and opportunity

86
Q

What describe employee engagement?

A

Employees’ involvement with, commitment to, AND satisfaction with their work

87
Q

Mention three ways in which you can make increase employee trust?

A

Act with integrity, be consistent and make transparent decisions.

88
Q

Why is it important to maintain a high employee positivity at work?

A

It elevates morale, yields higher productivity and creates stronger talent retention

89
Q

What are some of the benefits of autonomy?

A

Strong felling of ownership, increased sense of purpose, a stronger obligation to get the work done on time and on budget, increased competitiveness, better employee retention

90
Q

Mention 1 or 2 ways a leader can provide autonomy?

A

Be mindful of your check-ins, Identify work the employees can completely own.

91
Q

What is intrinsic motivation?

A

Motivation driven by enjoyment of the work itself

92
Q

What is extrinsic motivation?

A

Motivation from outside of a person for instance pay.

93
Q

When using recognition and rewards what is one main thing always to remember?

A

To connect the use of recognition and rewards with the production of excellence

94
Q

Mention some of the ways to use non-monetary recognition and rewards?

A

Thank-you ceremonies, mentoring, job-rotation, perks.

95
Q

There are two models for goals and goal setting – what are they?

A

SMART and BHAG

96
Q

What are the three types of feedback?

A

Standard based, Informational and Emotional

97
Q

What defines the culture of an organization?

A

The unique collective values, visions, norms, language, beliefs, and symbols.

98
Q

Mention some important things effective feedback is?

A

Effective feedback is specific, descriptive and helpful

99
Q

What could be signs of feedback seeking behavior?

A

The wish to increase clarity of how you are as an employee are perceived. Learning new skills. Or to try to manage others’ impressions of you.

100
Q

What is ‘the positive sandwich’?

A

It is when you deliver negative news wrapped in positive news before and after.

101
Q

When delivering critical feedback – what should you always remember?

A

When delivering critical feedback it is important to deliver feedback in one unique message.

102
Q

Why should candor triumph civility when delivering?

A

Because it makes your employees learn and improve – civility doesn’t.

103
Q

Describe the feedback process:

A

Observe => Prepare => Get feedback => Get reaction => agree on next steps => summarize

.IIH Leadership (13 decks)

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