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NL110 Final > Optimizing Talents > Flashcards

Optimizing Talents Flashcards

1
Q

What is sensing (S-N)

A

gathers information through direct touch, 5 senses

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2
Q

what is intuition (S-N)

A

gathers information through relationships and patterns

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3
Q

what is thinking (T-F)

A

deciding through object impersonal logic

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4
Q

what is feeling (T-F)

A

deciding through personal values

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5
Q

what is Judging (J-P)

A

preference to have things planned out

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6
Q

what is perceiving (J-P)

A

preference to have an open and flexible schedule

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7
Q

what is a talent vs a strength

A

talent - naturally recurring
strength - consistent, near perfect, performance

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8
Q

how do strengths develop into talents

A

by using system 2 to refine strengths into system 1talents

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9
Q

4 domains of leadership strength

A
  1. executing - take an idea and make it a reality
  2. influencing - selling a team’s ideas
  3. relationship building - glue that holds team together
  4. strategic thinking - keep everyone focused on the future (what they could be)
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10
Q

what is the attachment theory

A

how childhood experiences affect and shape our experiences as an adult

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11
Q

4 types of attachment

A
  1. secure
    -positive view of self and others
  2. dismissive-avoidant
    -positive view of self, negative view of others
  3. anxious-preoccupied
    -negative view of self, positive view of others
  4. fearful-avoidant
    -negative view of self and others
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12
Q

what does SMART goals stand for

A

specific
measurable - how will you know?
attainable
relevant - contribute to personal growth?
timetable

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13
Q

coaching vs. mentorship

A

coaching - peers learning together
mentorship - mentee being guided by expert

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14
Q

3 core skills for effective coaching

A
  1. asking powerful questions
  2. active listening
  3. empathy
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15
Q

what does GROW model stand for

A

goal - what do you want to discuss
reality - what is happening that relates to goal
options - what are some possibilities for actions
will - what are next steps

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16
Q

4 essential qualities of effective followership

A
  1. manage themselves well
  2. committed to the organization/purpose/person
  3. build competence and focus efforts for maximum effort
  4. courageous, honest, credible
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17
Q

Robert Kelley’s 2 dimensions of followership

A
  1. measures to what degree followers exercise independent, critical thinking
  2. engagement
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18
Q

5 types of followers

A
  1. sheep - passive and uncritical
  2. alienated - critical and independent
  3. effective - critical and engaged
  4. yes people - engaged and uncritical
  5. survivor - smack dab in the middle
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19
Q

4 ways to influence others into effective followership

A
  1. redefining followership and leadership
  2. honing followership skills
  3. performance evaluation and feedback
  4. organizational structures that encourage followership
20
Q

course definition of integrity

A

“it requires the consistent alignment of action with values, standards, and obligations to which one has committed themselves.”

21
Q

Carter’s 3 steps of integrity

A
  1. discern right from wrong
  2. take action on what you believe
  3. say openly that you are acting on your understanding of right from wrong
22
Q

integrity is a goal vs. integrity is all or nothing

A

As a goal: can be developed or changed overtime but requires constant discipline and usage to complete
all or nothing: you either have integrity or you dont

23
Q

course definition of loyalty

A

the overt demonstration of integrity

24
Q

ethical dilemma vs. test of integrity

A

ethical: difficulty knowing what the right thing to do actually is
integrity: where right choice is obvious, but person struggles because of loyalties to a person/organization

25
Q

horizontal loyalty vs vertical loyalty

A

horizontal: those of similar rank
vertical: the organization

26
Q

what is servant leadership

A

thinking of yourself less, not less of yourself

27
Q

growth vs fixed midset

A

growth: belief that potential is limitless
fixed: belief that one’s growth is static and cant be changed in meaningful way

28
Q

what is reflective action

A

-two part process
-looking back at what happened and analyzing it, then explore lessons learned

29
Q

what is systematic refelction

A

the manner in which one chooses to practice reflection
-system 2 to reflect on system 1 - retrain
system 2

30
Q

definition of resilience (warrior toughness)

A

not just returning to where you are but being able to grow from it

31
Q

5 pillars of rescilience

A
  1. mindfulness
  2. physical and mental
  3. emotional health
  4. social support
  5. meaning and purpose
32
Q

4 responses to adverse events

A
  1. thriving - growth
  2. resilience - recovery
  3. survival with impairment - not able to bounce back
  4. succumbing - self destructive
33
Q

hardiness vs grit (warrior toughness)

A

hardiness - how one functions on a daily basis
-view obstacles as growth
grit - centers on specific, long term goal
-provides sense of identity

34
Q

what is mindfulness (warrior toughness)

A

100% present in the moment and nonjudgmental

35
Q

what is emtion

A

reaction/response to stimuli
action scripts preloaded and wired into our brains
system 1

36
Q

4 skills of emotional intelligence

A

*dominoes
1. perceive emotions - recognize
2. understand - why
3. accommodate - do something about
4. use - intention vs impact
-impact more important

37
Q

impact vs intention (emotions)

A

impact - the effect you actually have on someone
intention - the effect you meant to have on someone

38
Q

4 types of discipline

A
  1. delayed gratification
  2. taking responsibility
  3. dedication to truth
  4. balancing
39
Q

definition of discipline

A

a set of strategies to give system 2 mastery over system 1

40
Q

ownership “damn the exec” vs ownership of actions

A

“damn the exec” - taking ownership of the commands you give

41
Q

3 problems with “damn the exec” approach

A
  1. demonstrates lack of ownership
  2. subordinates may begin to view you as merely a puppet
  3. subordinates may question the validity of any decisions you make
42
Q

relationship between ownership, loyalty, and integrity

A

loyalty works hand in hand with ownership
-if you continue to pass on orders instead of
giving them, people won’t respect you as
much and wont be as loyal to you
integrity is seen by demonstrating proper ownership of your won commands

43
Q

what is dissent

A

speaking truth to power

44
Q

4 attributes for successful friend leadership

A
  1. humility - greater chance of connecting with group and achieving interpersonal success
  2. moral courage - willingness to place others needs before the leader’s
  3. professionalism and competency - professional in example
  4. realistic mindset - lead by supporting, aware of his/her roots, aware of temporary postion
45
Q

4 strategies for compelling vision

A
  1. develop a compelling vision
  2. communicate
  3. win over the group’s informal leaders
  4. confront swiftly and with a consistent approach
46
Q

Scott peck’s definition of love

A

the intentional effort to promote one’s own self for the purpose of nurturing one’s own of another’s spiritual growth

47
Q

Other definition of love

A

a feeling of affection for others

NL110 Final (3 decks)

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