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Exam > Workplace Gold Ch. 18- Clear Communications > Flashcards

Workplace Gold Ch. 18- Clear Communications Flashcards

1
Q

The clarity and effectiveness with which you communicate can:

A

affect what others believe about you and your character.

Communication clarity is a learned skill.

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2
Q

Done correctly, clear communication allows you to:

A

convey necessary instructions and expectations to subordinates, while avoiding hidden meanings.

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3
Q

(Blank) helps you hold employees accountable without appearing mean- spirited or vindictive.

A

Clear communication

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4
Q

(Blank) helps you convey appreciation in to form of recognition to your employees for doing a good job. (Blank) helps you build trust. (Blank) helps you influence your employees, and it is your influence that helps employees reach their maximum potential.

A

Clear communication.

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5
Q

The acronym C.L.E.A.R. may help you remember the essential elements of clear communication:

A
  • Conversations
  • Listen
  • Engage
  • Assertive
  • Relationships
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6
Q

The best way to show an interest in your employees is to:

A

ask them questions.

Ask them questions about things important to them and then ask follow up questions.

Follow up questions can make you a conversational expert.

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7
Q

Listen- It is important to take the time to:

A

pay attention.

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8
Q

Real listening requires effort. It requires you to hear what and how something is said, while:

A

observing the body language to help you better understand the message.

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9
Q

Real listening requires focused attention. Avoid looking at:

A

your watch, the clock on the wall, or the activity going on behind the person.

Focused attention means stop mulitasking.

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10
Q

Focus on your employees or focus on your task. Do not:

A

try to do both at the same time.

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11
Q

If and employee comes to you with a legitimate concern or complaint, do more than:

A

do more than just listen.

Listening is a great start, but some problems require action.

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12
Q

What is one of the most effective trust building strategies that a supervisor can undertake?

A

Engaging and interacting with employees

Best of all, it is entirely free. the only cost is a little effort and knowing how and when to engage.

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13
Q

One of the most critical skills of leadership is:

A

developing the mind-set that consistently engaging others is important.

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14
Q

Supervisors can start improving their engagement efforts by being open to:

A

informal conversations.

It is important to know that some of the most effective trust-building moments you will ever achieve with your employees will occur during casual informal conversations.

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15
Q

It is important to know that some of the most effective trust-building moments you will ever achieve with your employees will occur during :

A

casual informal conversations.

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16
Q

Look for opportunities to engage. Do not wait for:

A

employees to come to you.

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17
Q

Experienced supervisors take the time to do a little homework and refresh their memories as needed in preparation of both:

A

planned and accidental employee encounters.

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18
Q

(blank) communication style is the most preferred communication style in almost every leadership situation.

A

An Assertive communication style

Supervisors who are assertive communicators say what they mean and mean what they say.

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19
Q

Assertiveness allows for some flexibility with the parameters being that there must be no mistake or misunderstanding the message you are trying to relay, and the way you deliver that message should not:

A

demean or embarrass the subordinate.

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20
Q

(Blank) communication is the communication style supervisors should strive to use as much as possible.

A

Assertive communication.

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21
Q

(Blank) have learned to be more direct in getting to their point and cutting out fluff that weakens the message or creates misunderstanding.

A

Assertive communicators.

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22
Q

Skilled supervisors use (blank) to provide accurate and clear information, direction, and requests, and to minimize misunderstandings that are so common in supervisor/subordinate interactions.

A

assertive communication

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23
Q

Work relationships are built one individual at a time. It is important for supervisors to learn:

A

what motivates individual employees.

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24
Q

Relationship building at work requires that you learn what is important to your employees and then:

A

have discussions about those subject.

Ask questions and then ask follow-up questions.

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25
Q

Supervisors must attempt to discover what is important to their employees and then have (blank) conversations about that subject.

A

occasional

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26
Q

True or false?

Do not leave people out of your relationship building efforts.

A

True.

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27
Q

What is comes to your words and actions, make the same continuous relationship building efforts with all employees- even:

A

the ones you dislike.

It is called work for a reason.

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28
Q

There are employees who repeatedly undermine your leadership efforts, who talk about you behind your back, or whose personalities you find annoying. You should:

A

Continue trying to build a work relationship, even with those employees.

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29
Q

It is not required that you like every employee. What is required is:

A

that you treat them fairly, professionally, and respectfully.

30
Q

Three communication styles that cause supervisors countless problems are:

A
  1. Passive Communications
  2. Passive- Aggressive Communications
  3. Aggressive Communications
31
Q

(blank) hope and wish for things to happen. They use the words “I hope” or “I wish” when trying to suggest an employee behavior they desire. (Blank) typically ignore issues that have a potential for conflict.

A

Passive communicators.

A passive communication style quickly erodes the morale of even the best employees. It also results in a loss of trust and respect for the supervisor.

32
Q

A passive communication style quickly erodes the (blank) of even the best employees. It also results in a loss of trust and respect for the supervisor.

A

morale

33
Q

Supervisors who communicate in a (blank) manner may avoid face-to-face conflict to give the illusion of a friendly, caring supervisor.

A

passive-aggressive

34
Q

The passive aggressive supervisor’s apparent passiveness, or even the occasional overly friendly image, serves as a cover for their (blank) mentality.

A

“get even later” mentality.

Passive- aggressive supervisors have even been known to pass problems to their supervisors anonymously in the form of unsigned written message and photographs.

35
Q

If passive- aggressive supervisors can be described in one word, that word would be:

A

manipulative.

36
Q

If passive- aggressive supervisors can be described in one word, that word would be: manipulative.

Occasional, passive-aggressive supervisors develop another disturbing skill. The can become:

A

masterful liars.

37
Q

Passive- aggressive subordinates have fine- tuned their passive- aggressive skills over several years. There is no (blank) for these subordinates.

A

miracle cure

*Your best protection is documentation.

38
Q

Passive- aggressive subordinates have fine- tuned their passive- aggressive skills over several years. There is no miracle cure for these subordinates. However, there are measure you can take to protect yourself. The best protection is:

A

Documentation.

39
Q

Supervisors who communicate (blank) do not care about the rights or feelings of others. Their communications may come across as being angry, loud, boisterous, and demeaning. Subordinates quickly realize the easist way to deal with an aggressive communicator is to avoid that supervisor.

A

aggressively.

40
Q

Supervisors who communicate aggresively do not care about the rights or feelings of others. Their communications may come across as being angry, loud, boisterous, and demeaning. Subordinates quickly realize the easist way to deal with an aggressive communicator is to:

A

avoid that supervisor.

41
Q

How can supervisors show interest in their employees during conversations?

A

By asking follow-up questions.

42
Q

According to Dale Carnegie, how can you become an interesting person?

A

By showing interest in others.

43
Q

What should supervisors avoid when listening to employees?

A

Multitasking

44
Q

Why is it important to listen actively to employees?

A

To understand the message better.

45
Q

What is a suitable response when engaged in a critical task and an employee needs to talk?

A

Schedule a later time to meet.

46
Q

Why is it important to take action on a legitimate employee concern?

A

To maintain the credibility of an open-door policy.

47
Q

What is one benefit of informal conversations with employees?

A

Building trust

48
Q

What should supervisors be aware of regarding casual conversations with employees?

A

They can occasionally go on too long

49
Q

How should supervisors handle inappropriately long casual conversations?

A

Balance conversations with work tasks

50
Q

What is a key strategy for building trust with employees?

A

Being open to job-related input and new ideas.

51
Q

How should supervisors respond to an employee’s new idea, even if it is not feasible?

A

Encourage them to bring more ideas.

52
Q

What type of encounters should supervisors plan to engage with employees?

A

Accidental or spontaneous encounters

53
Q

What is an effective way to show care for employees during brief encounters?

A

Talk about the topics important to the employee

54
Q

What is the best communication style for supervisors in leadership situations?

A

Assertive.

55
Q

What phrase do passive communicator’s often use?

A

“I hope” or “I wish”

56
Q

What is a common behavior of passive communicators?

A

Sending emails instead of addressing issues individually.

57
Q

What is a potential consequence of passive communication for supervisors?

A

Loss of morale and respect

58
Q

How do passive- aggressive communicators typically handle conflict?

A

By avoiding face- to -face confrontation but seeking indirect revenge.

59
Q

What is one key trait of passive- aggressive communicators?

A

Manipulativeness

60
Q

What is a crucial strategy for dealing with passive aggressive subordinates?

A

Maintaining thorough documentation.

61
Q

What can lead to employees avoiding an aggressive supervisor?

A

Public embarrassment and demeaning behavior.

62
Q

How do aggressive communicators often come across?

A

Angry, loud, and demeaning.

63
Q

What is a key feature of assertive communication?

A

Clear, direct communication without being mean.

64
Q

What should assertive communicators aim to remove from their communication?

A

Misunderstandings

65
Q

What do assertive communicators use to get their message across?

A

Neutral tone and body language.

66
Q

How do assertive communicators balance their communication?

A

By being direct but respectful.

67
Q

What is an essential element of building work relationships?

A

Getting to know individual employees.

68
Q

What should supervisors learn about their employees to build strong relationships?

A

What motivates them and their interests.

69
Q

Why is it important not to skip anyone in their relationship-building efforts?

A

To ensure fair and professional treatment for all employees.

70
Q
A

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