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commander exam > Leading at a Higher Level > Flashcards

Leading at a Higher Level Flashcards

1
Q

Leadership

A

is defined as the capacity to influence others by unleashing their power and potential to impact a greater good

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2
Q

Serve First

A

lead second

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3
Q

Trustworthiness

A

do the right thing

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4
Q

kenship

A

value compassion humility and abundance

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5
Q

Ken Blanchard mission statement

A

Unleash the power and potential in people and organizations for the greater good

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6
Q

Dialogue

A

value conversation and encourage thinking

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7
Q

Ownership

A

take personal responsibility for keeping and company streamlined

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8
Q

focus and clarity

A

set clear goals and act to achieve them

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9
Q

Getting the D4

A

Value high level performance and competence

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10
Q

Those that will brag about your company

A

raving fan customers

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11
Q

HPO’s

A

High performance organizations are enterprises that over time continue to have high results

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12
Q

SCORES S=

A

Shared information and open communication

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13
Q

SCORES C=

A

Compelling vision

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14
Q

SCORES O=

A

Ongoing learning

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15
Q

SCORES R=

A

Relentless focus on customer results

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16
Q

SCORES E=

A

Energizing systems and structures

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17
Q

SCORES S=

A

Shared power and high involvement

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18
Q

Leadership is the engine

A

if becoming a HPO is the destination

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19
Q

Lack of clear vision for everyone to serve

A

the biggest impediment blocking most managers from being great leaders.

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20
Q

Disney has four rank order values

A

safety
courtesy
show
efficiency

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21
Q

Characteristic of a good leader

A

ability to mobilize people around shared vision

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22
Q

leader ensures the vision becomes a reality

A

how the vision is created
how its communicated
how its lived

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23
Q

Empowerment requires a major shift in attitude, the most crucial place that this shift must occur.

A

In the heart of every leader

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24
Q

Resistance to empowerment

A

managers who fill threatened

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25
Q

Most powerful way to share information

A

Organizational learning

26
Q

To become effective in using SLII you should master three skills

A

Goal setting
Diagnosis
Matching

27
Q

Its common for one manager to supervise

A

25-75 direct reports

28
Q

People should become partners with?

A

Their leaders

29
Q

One of the key elements of a HPO is essential to self leadership

A

Individual learning

30
Q

Three skills of leadership

A

Challenge assumed constraints
Activate points of power
Be proactive

31
Q

When you use the “I need” phrase

A

its a position of strength

32
Q

D1

A

Enthusiastic beginner /low competence high commitment

33
Q

D2

A

Dillusioned Learner/Low to some competence low commitment

34
Q

D3

A

Capable but caution/Moderate to high competence variable commitment

35
Q

D4

A

Self Reliant achiever/High competence high commitment

36
Q

Establishing an Effective Performance Management System consists of three parts:

A

1) Performance planning: During this time leaders agree with their direct reports about the goals and objectives they should be focusing on.
2) Performance coaching. Leaders do everything they can to help direct reports be successful.
3) Performance review. A manager and direct reports sit down and assess the direct report’s performance over time.

37
Q

Forced distribution curve

A

where a certain percentage of your people must be average or less.

38
Q

There are four steps in the Performance Management Game Plan (first three steps are the same as the three skills needed to be an effective SLII leader):

A

1) Goal setting ensures people are clear about the task they are responsible for.
2) Diagnosis is where the leader and direct report individually diagnose the direct report’s development level for each of the goals agreed on.
3) Matching ensures the leader provides the kind of behaviors – a leadership style – that the direct report needs to perform the task well and, at the same time, enhances his commitment.

39
Q

Delivering

A

the appropriate leadership style. Performance is what triggers a change in leadership style.

40
Q

Dealing with decommitment

A

a change in motivation or confidence – is one of the biggest challenges facing managers.

41
Q

80/20 rule: Eighty percent of the results that leaders need to get in working with their people come from about

A

20% of the leadership activities they could do.

42
Q

According to research, _____ is the single most powerful motivational tool in a leader’s tool kit.

A

Goal Setting

43
Q

One of the biggest obstacles to productivity improvement is the problem of

A

unclear organizational expectations and accountability.

44
Q

That habitual practice by managers leads to the most commonly used management style in the United States:

A

leave-alone-then-zap

45
Q

“seagull management

A

When someone makes a mistake, seagull managers fly in, make a lot of noise, dump on everyone, and fly out.

46
Q

SMART.

A
  • Specific and measurable
  • Motivating
  • Attainable
  • Relevant
  • Trackable and time-bound
47
Q

Of all the keys of the One Minute Manager

A

One Minute Praisings are the most powerful

48
Q

You should set aside at least ____ hours a week for cheering people on.

A

2

49
Q

A One Minute Apology

A

begins with surrender and ends with integrity.

50
Q

A One Minute Apology

A

begins with surrender and ends with integrity.

51
Q

Trust is the foundation on all healthy relationships. Studies show that productivity, income, and profits are positively or negatively impacted depending on the level of trust in the work environment. Only __% of workers strongly agree that the trust their senior leaders to look out for their best interests.

A

7%

52
Q

__% of respondents indicated they had left an organization due to trust issues, citing lack of communication and dishonesty as key contributing factors

A

59%

53
Q

ABCD Trust Model

A

Able
Believable
Connected
Dependable

54
Q

Damaged trust

A

is when a breach of trust is so severe that the relationship is strained to the breaking point, or breaks completely.

55
Q

The following is a five-step process to begin rebuilding the relationship and restoring trust

A

1) Acknowledge and assure. Acknowledge there’s a problem and assure the other person your intention is to restore trust.
2) Admit
3) Apologize
4) Assess. Invite feedback
5) Agree to future positive behavior

56
Q

Coaching

A

is a deliberate process using focused conversations to create an environment that results in accelerated performance and development.

57
Q

Like coaching, mentoring is a one-to-one process. There are three primary concerns people have about getting involved in mentoring:

A

1) Time
2) Fear
3) Confusion

58
Q

There are two aspects of working with someone in a mentoring relationship: Essence is all about sharing heart-to-heart and finding common values. Form is about structure – how you will work together

A

Essence, Form

59
Q

The MENTOR Model: six guidelines for an effective mentoring relationship: MENTOR

A
  • Mission
  • Engagement
  • Networking
  • Trust
  • Opportunity
  • Review and renew
60
Q

Twelve thousand male Swedish workers were studied over a 14-year period. Workers who felt isolated and had little influence over their jobs were ___% more likely to have a fatal heart attack than those who had greater influence in decisions at work and who worked in teams.

A

162%

61
Q

We define a ____ as two or more persons who come together for a common purpose and who are mutually accountable for results.

A

Team

commander exam (10 decks)

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