All Flashcards
(363 cards)
1
Q
The fire service by tradition is
A
transactional command style
2
Q
Problems most encountered in firehouses are
A
based on a misunderstanding of why people do what they do - their motivations.
3
Q
Performance problems are most often the end result of relational issues that include:
A
How fire service personnel interact and feel toward one another.
The level of trust they have for their supervisor.
The degree of satisfaction and pride they have for their jobs.
The degree to which fire service personnel feel appreciated and encouraged.
4
Q
Gallup study found 4 things the best managers know:
A
people don’t change much.
It is a waste of time to try to put in what was left out.
They should attempt to draw out what was left in.
That is hard enough.
5
Q
Conventional wisdom about management may be
A
contributing to a variety of workplace problems
6
Q
Most personnel problems in the fire service are the result of
A
personality clashes - the types of problems the transactional (command) style of leadership is least equipped to handle.
7
Q
Personality alone is not what puts behavior in motion - _______ does
A
motivation
8
Q
Workplace symptoms that require coaching:
A
under-performance, miscommunication, diminished morale, poor leadership, poor fellowship, lack of clarity in the department's vision, unclear performance objectives.
9
Q
_______ are often the source of misunderstanding, frustration, and conflict among fire service personnel.
A
Different motivations and thus behaviors
10
Q
Top 12 things that make for a “great” workplace:
A
A good relationship with immediate supervisor.
The opportunity to utilize talent and/or do what one does best.
A feeling that the job is important.
Clear expectations.
Materials and tools to do the job.
Giving/receiving praise/recognition at least twice per month.
A feeling that the supervisor cares about us as people.
Someone to encourage development and progress on a regular basis.
Opinions seem to count.
Associates are committed to quality work.
Having a best friend at work.
Having the regular opportunity to learn and grow.
11
Q
Coaching is based on the following 7 edicts:
A
All behavior has a purpose.
This purpose (motive) must be understood before good leadership and coaching can occur.
These motives and resultant behaviors are “privately logical.” They may not make sense to the observer, but make perfect sense to the individual.
Changing behavior requires understanding why people do what they do.
Most people will follow orders and do what is minimally necessary, but will only excel when their needs are met.
People are drawn to great departments, but leave their superior officers. If they don’t leave physically, they will leave mentally.
Personnel problems in fire service are due mostly to ineffective supervision and the fire culture itself.
12
Q
Constructive leaders employ the 4 I’s:
A
Idealized influence
Inspirational motivation
Intellectual stimulation
Individualized consideration
13
Q
The single most significant need in the fire service is for fire officers and firefighters to be able to:
A
work together more effectively.
14
Q
There is no skill that can improve the fire service more than:
A
listening.
15
Q
______ is the best teacher
A
experience
16
Q
Most behaviorial issues in the fire service and in city government are ________ rather than technical skills.
A
management problems
17
Q
Effective officer coaching must be both _____ and _____.
A
strategic
individualized
18
Q
To engage and motivate individuals, officer coaching must be tailored to
A
their needs and aspirations.
19
Q
To deliver service results, coaching must be tailored to the
A
strategy, vision, and values of the department.
20
Q
The key to achieving service results and better morale is officer coaching that is ______.
A
strategic, that focuses on service/operational objectives as well as individual needs
21
Q
The most important and direct benefit of good executive coaching is the development of
A
highly effective future leaders.
22
Q
Another outcome of effective officer coaching is
A
retention of highly effective firefighters.
23
Q
A new hire can accomplish only ___% as much in the first 3 months as an experienced firefighter.
A
60%
24
Q
Constructive officer coaching produces more effective leaders who facilitate firefighter
A
job satisfaction, competence, morale, and citizen satisfaction necessary to drive better service and reduce costs.
25
Before the process begins, the coach must define the strategic context, which involves addressing these critical questions:
What are the key operational and service challenges facing the department?
What service goals are targeted by the department?
What core values best define a common framework for how service results are achieced in your department?
What leadership skills, knowledge, and abilities have been critical for success in the past? What is required for the future?
Does the department have proven methods to attract, develop, and retain required talent?
26
The actual officer coaching process can begin once the ______ has been mapped out
strategic context
27
The _______ is the personal component of the coaching process.
strategic context
28
The common goal of all coaching:
to make you better at something, either tangible or intangible.
29
Coaching is both a ____ and a ____.
opportunity and risk.
30
Coaching with fire service personnel is both an _____ and _______.
obligation and a responsibility of leadership.
31
Coaching is an
ongoing process
32
Coaching if properly conducted can have a most positive change in the _____, ______, and ______ of the client.
life, attitudes, and behavior
33
An effective coach must lead by
example.
34
Successful clients are those who are willing to
listen, observe, learn, and grow from the example of the coach.
35
The 4 P's include:
Preparation Prevents Poor Performance
36
A person becomes a ________ through persistent effort and interaction with the client over a considerable amount of time.
coach and role model
37
Coaches possess a common core set of skills, which includes:
```
empathizing
nurturing
teaching
organizing
responding
inspiring
networking
goal setting.
```
38
The ability and willingness to ______ are central to coaching.
empathizing.
39
Empathy is in many respects the ______ in practice.
Golden Rule
40
The _____ is a superb guiding principle for all coaches.
Golden Rule
41
______ encompasses a caring attitude, emphasis on development, and an understanding of the "law of the harvest."
Nurturing
42
_______ and ______ are the areas most in need of nurturing.
Relationships and leadership ability
43
A lack of nurturing can be seen as the coach being unwilling to
learn what motivates the client, and to develop a degree of co-ownership of his/her aspirations.
44
The key to effective nurturing is to maintain a balance between
protecting the client and weaning them away from their dependence.
45
Only an actively engaged coach can know the client enough gauge the appropriate mix of
sheltering and weaning.
46
A central aspect of coaching is the process of
teaching.
47
Coaches ______ their clients first, and foremost.
teach
48
Coaching is _______ in its fullest, most developed sense.
teaching.
49
The most effective teaching method is ____
a common sense approach known as direct instruction.
50
The best results come from teachers who:
organize the material into logical, step-by-step, building blocks units of manageable size;
correct student's errors immediately in a calm and nurturing manner;
frequently review all previously covered material and relate it to the current lesson;
include generous amounts of practical exercises on which students can flex their developing muscles;
often test students' comprehension, formally and informally, and give them detailed feedback on their progress.
51
To give the client the best possible chance to learn, the coach should provide a mixture of the following approaches:
reading
shadowing
listening
and doing
52
It is a good idea to provide a written handout that defines all of the key terms and acronyms in _____ verbiage.
layman's
53
The _______ method of questions and answers is a very effective way to teach.
Socratic
54
The _______ is an excellent way to test a student's progress, quickly, frequently, and informally, and provide crucial early warning of problem areas that require more attention from the coach.
Socratic Method
55
The Socratic Method is:
asking their clients questions and, based on their answers, assessing the need for either additional questions or further instruction
56
It is absolutely essential that coaches
periodically review previously presented material with their clients.
57
All successful teaching programs include frequent
reviews of previous lessons, with logical ties to the areas currently being studied.
58
______ is an important component of learning
repetition
59
People internalize new information best when the material is presented in _______ and at _____
```
multiple ways (reading, observing, hearing, and doing)
and at multiple times (reviewing).
```
60
The teaching purpose of coaching/mentoring should be _____, rather than structural.
cultural - personal development is the first priority
61
_____ and ______ are the two essential things that clients are looking for in this aspect of coaching.
credibility and competence
62
THe ________ is essential, both in preparing an effective coaching program and in building the protege' into a more effective individual.
systematic, methodical approach
63
By developing a _________ before beginning the coaching process, a coach gains the ability to gear every effort in that direction.
desired end state
64
______ and _______ are a vital part of a good teaching/coaching program.
Organization and planning
65
If you neglect to ________ your efforts, you are unlikely to achieve the best results.
organize
66
Similar to a good checklist, an ______ provides some assurance that major components will not be inadvertently left out or given inadequate attention.
outline
67
One significant lesson all coaches should teach their clients is
organizational skill
68
Coaching is a
communicative process
69
The primary customer in any coach-client relationship is the
client
70
The coach must respond on _______ throughout the coaching process.
multiple communication levels
71
A responsive coach does not merely react, but is
proactive
72
True coaching encompasses an element of
inspiration
73
______ is the key to the most fundamental, core level transformations.
Inspiration
74
______ is one way in which leaders differ from managers.
Inspiration
75
Probably the most significant factor contributing to one person's ability to inspire another is
integrity
76
The coach must have, and perceive to have
integrity
77
______ is vital to effective functioning in the real world.
Networking
78
Coaches/Mentors must show how to use, cultivate, and keep a ______ flourishing, now more than ever.
network
79
First, an integral part of the organizational aspect of coaching is to
set goals.
80
The coach should carefully establish some tangible goals to achieve with the client
very early in the relationship with the client
81
The goals should be
```
worthwhile
specific
attainable
measurable
and have a timetable
```
82
The ______ will be the target for everything that is done - the end towards which all efforts are directed.
goals
83
A coach must also teach
proper goal setting techniques
84
A major challenge of contemporary departments is to nurture the talent and interest of all personnel so that the needs of both ____ and ______ are met
the employees
| the public
85
The ______ rank is a natural springboard for coaching
fire officer
86
The main qualification is that a coach must have _______
some skill, knowledge, or ability beyond that of the client.
87
The primary non-acedimic qualification for coaches is the desire to
see peple break out of unproductive patterns, manage change, learn new skills, embrace new roles in response to change, and stretch into unfamiliar territory.
88
An organization's culture is the collective:
attitudes,
beliefs,
values,
behaviors that define "how we do things around here."
89
Truly effective leaders
Set clear direction for the department,
Role model the core values of the department
Coach people to alignment and optimal performance on the above
90
Another reason for using coaching comes from the fact that the fire service industry has witnessed
many management failures
91
A fire department will benefit from coaching by increasing
```
Cost Effectiveness
Flexibility,
Transfer of Learning
Mentoring
Skill Practice
Feedback
```
92
Less than ___% of stated objectives are remembered within 7 days of training. Within 60 days, there is less than ____% retention of stated objectives.
20%
| 5%
93
To retain information, training must be presented
more often
94
Coaching provides a much higher rate of transfer because the skills and knowledge are
targeted and immediately used on the job
95
Both coaches and mentors have the competence to pass on knowledge and skills through
example, inner authority, and dialogue
96
Certain benefits can be derived from team coaching that are not available in one-to-one coaching, namely
the opportunity to practice skills safely.
| practice new skills in a supportive environment prior to trying them out on the job
97
________ coaching teaches officers better communication skills, increases their understanding of personal style differences, delivers 360 degree feedback practices, and gives them experience in team building.
team
98
_____ provide an opportunity for members to receive feedback.
groups
99
_______ feedback is often more powerful than individual feedback.
Group
100
There are 5 different kinds of coaching
```
individual
pair
team
group
organizational
```
101
______ coaching indicates that a given set of learning objectives applies to only one person. It also lends itself to inner work that is related to self-efficacy, self-esteem, perceptual accuracy, and interpersonal attractiveness.
Individual Coaching
102
______ coaching can form a partnership that maximizes the strength of their relationship or help the two people gain direction in their departmental mission.
It can be a powerful way to help a leader and one of his or her supervisors to strategically plan for departmental or team improvement
It provides a process for dealing with conflict.
Pair Coaching
103
______ Coaching refers to a department or smaller segment of a department in which the members have regular contact with each other and share common goals and mission.
Team Coaching
104
These groups may be composed of managers or supervisors of the various departments, various emergency management units, or an organization composed of fire chiefs from around the state.
Group/Shift Coaching
105
________ Coaching recognizes that behavior is explained by motivation and emotional factors, not simply rational reasons that are implied with the traditional transactional leadership approach.
Constructive Coaching
106
______ always present challenges to the team coach.
Intact teams
107
An effective _______ must possess skills and knowledge in the psychology of group development, family dynamics, and conflict management.
team coach
108
The goal of ______ is usualy educational or visionary in nature and membership varies more frequently than does the membership of intact teams.
Groups
109
_______ is becoming more vital function in today's fire departments.
Succession Planning
110
The roles of fire officers who are involved in career coaching within fire departments include:
```
Creating succession plans for the organization
Facilitating personal insight
Educating
Action Planning
Counseling
```
111
Understanding ______ is a must, especially for managers and supervisors who, sooner or later, will direct the activities of culturally diverse employees
cultural differences
112
_____ theory is a theory of personality development, as well as a theory of psychology.
Alderian
113
Coaching is intended to:
Help clients perform to their personal best.
Help departments create and hold a competitive advantage through high performing employees.
Create an atmosphere of ongoing learning through mutual accountability and feedback at all levels of the department.
Instill the spirit of service to one another and to the community at large.
114
What challenges do coaches face?
Challenges can be those that require _____, meaning that a behavior, action, or attitude has been designated as problematic and needs to be corrected.
Or, the challenge can be _____ meaning that the coaching is used to forestall a problem or build strength toward a targeted goal.
Remediation
| Proactive
115
Most rotten behavior is created or at least maintained, by an ongoing,
cyclical system of interactions
116
People do what they do because ______ within the context of other people.
it works
117
Feedback loops can be ____ or _______.
negative or positive
118
_________ Feedback loops reduces deviation or change. _____ feedback loops amplify it.
Negative
| Positive
119
The role of the _____ is to establish and create a setting of mutual respect, dialogue, inquiry, and of goal setting on the way to performance improvement.
coach
120
In coaching, the bottom line is ___________ enhancement and, to the extent possible, targeted changes are measured.
performance
121
The goal of coaching meetings is to facilitate alternative possibilities and experiences for:
Helping fire officers see the influence of their immediate sphere of influence - the system.
Helping fire officers learn how to positively impact the system, given the reality that challenges are systemically influenced.
Helping officers overcome what they are doing that gets them the responses they do NOT want.
122
The quality most people desire in leaders is _____, grounded in respect, and the number 1 value they look for in a leader is _______.
credibility
| integrity
123
Both coaching programs and relationships fail due to a variety of causes and problems, which can be categorized into:
Contextual
Interpersonal
Procedural
124
Contextual problems for schemes relate primarily to issues of _____,.
clarity of purpose
125
Clarity of purpose within the relationship is critical for _______ the relationship.
energizing
126
Two Schools of Coaching:
Traditional -
| Developmental-
127
United States-originated, involving a considerable level of sponsorship or hands-on help, tapping into the authority or influence of the senior partner, with a focus mostly on career progress and primarily a one-way learning experience.
United States-originated, involving a considerable level of sponsorship or hands-on help, tapping into the authority or influence of the senior partner, with a focus mostly on career progress and primarily a one-way learning experience.
United States-originated, involving a considerable level of sponsorship or hands-on help, tapping into the authority or influence of the senior partner, with a focus mostly on career progress and primarily a one-way learning experience.
______ School of Coaching - United states originated, involving a considerable level of sponsorship or hands-on-help, tapping into the authority or influence of the senior partner, with a focus mostly on career progress and primarily a one-way learning experience.
Traditional School of Coaching
128
_____ School of Coaching - much more of a two-way learning partnership, with the expectation that the client will do things for hi or herself, with the focus more on developing the less experienced person's capability, and owing its origins more to European experience.
Developmental school of coaching
129
______ problems for coaching programs arise from the reactions of people, who are not included in the pairings, for example, the client's direct supervisor or peers.
Interpersonal
130
_____ problems arise from the ay the coaching program or the relationship is managed.
Procedural
131
A core skill for a coach is to recognize when to lead and when to enable the client to
lead discussions.
132
Coaches and clients should be matched based on
Client's preference
Coach's preference
Personality Assessment
133
How to avoid major pitfalls?
```
Preparation
Selection
Training
Process Ownership
Post-Training Support
Measurement
```
134
The most successful in=company coaching programs train both___
the coaches and clients
135
Training coaches alone raises the success rate to around ____%
65%
136
Training coaches and clients and educating officer coaches about the program, pushes the success rate above ____%
90%
137
_____% of the coaching programs do not meet one or more of the following criteria:
Achievement of a clear business purpose
Achievement of most clients' personal development objectives
Learning by most of the coaches
Willingness of both parties to engage in coaching again and many coaching programs and relationships meet NONE of these.
40%
138
Much of the displaced aggression prevalent in the fire service may be attributed to
critical incident stress
139
Critical incident stress has a ____ effect
cumulative
140
Coaches need to be aware of potentially unresolved stress in fire officers and must
prepare to deal with it effectively
141
Most experts agree that _____, _______, and ______ about the incident soon afterward, help manage critical incident stress.
physical exercise,
a work routine,
talking
142
_______ for firefighters and the fire service family should be a top priority
Pre-incident education
143
Ins that can do you in:
Intolerance
Inflexibility
Indiscretion
Ineffectiveness - The worse of all the above
144
Those who treat employees with _____ are inviting legal action.
intolerance
145
One challenge to coaches is to ensure that _______ officers are replaced with officers who embrace change and can evolve with modern practice.
Inflexible
146
Nothing matches _______ when it comes to publicly ruining careers.
sexual misadventures
147
_______ does long term damage to the fire service and the career of the fire officer. It is a failure to perform, failure to do the job of planning, monitoring, and evaluating. They are unable or unwilling to do those things required to make the department function at its best.
Ineffectiveness
148
Managing ______ of the department consumes most fire officer's time.
the daily operations
149
The measures of effectiveness are:
planning
monitoring
evaluating
150
Outs that can force you out
Out of shape
Out of touch
Out of line
Out on a limb
151
Many fire officers have discovered that the solution to being out of date is simple -
learn to use the internet effectively
152
The primary lesson in local politics is to know when to
keep your mouth shut and your ears open
153
The 2nd shortest way out on a limb is to
defend an unpopular political position in a public forum.
154
Isms will get you every time:
Ageism
Sexism
Racism
Classism
155
A ___ is more stable than a dyad, but a ______ creates an odd man out
triangle
156
____ generated by anticipating or being the odd man out is a potent force in triangles
anxiety
157
_____ contribute significantly to the development of departmental conflict
triangles
158
Any two people in a relationship go through cycles of closeness and distance. It's when they are _____ that triangles are most likely to develop.
distant
159
One of systems approaches greatest contributions to coaching and organizational change is to stress the importance of
understanding people's behavior and performance within a social context.
160
Once you begin to view people within _______ their behavior will seem less strange and will come to be understood as an inevitable, even necessary aspect of the way they or an entire team interacts.
the sphere of influence of their social context
161
____ is an ally to the coach
crisis
162
_____ is the tendency for systems to remain the same
negative feedback
163
The first step in coaching was to _____
formulate an accurate hypothesis of the problem
164
Effective coaches do not _______ without conducting a broader more thorough analysis of these potential influences
form opinions too early
165
The sooner the coach can ______ the sooner the issue can be re-mediated
formulate a hypothesis
166
A _____ assumes a broader sphere of influence; that a person's behavior affects another person who, in turn, reacts and affects another and so on. The "real" problem is never the behavior of one individual although the challenge will be presented as such.
Systemic focus
167
____ teaches us that when we behave, we have an effect on others who, in turn, react further affecting the system, and so on.
Systems theory
168
From a _______ the real problem tends to be the way things get reacted to, not what is said, but the way things are said.
systems perspective
169
Most communication is
nonverbal
170
____% of our communication is non-verbal
80%
171
It is always a good idea to look at the ______ for the source of concern
highest level of influence
172
There are several different, but _____ work styles or behavior patterns common in people.
predictable
173
Many departments are turning to _______ and _____ for both firefighters and officers.
behavior assessments and personality trait testing
174
In the late '90's only ____% used assessments. Today, that figure is climbing to ____%
5%
| 45%
175
These assessments measure individual attitudes, values, personal interests, and behavior with ____% accuracy.
85%
176
Successful officer development programs first begin with ____
self-analysis
177
The Extended DISC identifies eight unique behavior patterns/styles people fall into:
Implementor -insures actual fulfillment by concrete measures
Conductor-guides, directs, manages, shows the way
Persuader-induces, argues others into opinion
Promoter-initiates and advances new growth, undertakings
Relater-connects, establishes relationships between people and events
Supporter-advocates, maintains, tolerates, defends
Coordinator-brings together, joins for a common goal
Analyzer-studies the factors of a problem/situation in detail to arrive at a solution
178
_______ also help individuals reduce conflict and get along better.
assessments
179
The conscious choice of _____ is one mark of an effective leader
behavior
180
There are 4 main goals that determine behavior:
power
fun
intimacy
peace
181
Drivers seek ________.
power and challenge
182
Influencers seek _______.
fun and excitement
183
Steadfasts seek
relationships and intimacy
184
Conventionals seek
quality and peace
185
____% of the employees who lose their jobs will lose them over personality conflicts. Only ____% will lose their jobs because they lack the technical expertise.
85%
| 15%
186
Successful fire departments are always illustrated by
successful relationships
187
______ is the key element for Driver-Driver relationships.
mutual respect
188
______ in a fire department sounds odd, but never the less, one of the most important issues to understand.
Intimacy
189
______ relationships are the most common and the most complimentary relationships among the styles.
Driver-Conventional
190
The goal in the ______ is to develop:
1. awareness of which traits you should develop from the other personalities,
2. awareness of the motives, needs, and wants of all four of the basic personality styles,
3. flexibility in choosing appropriate stylerelated behaviors for given situations
change process
191
The self-centeredness of the _____ and the selfishness of the _____ presents certain fire service problems, namely that neither tend to give much that the other needs or wants.
Influencer - Driver
192
In a fire department, ______ and _______ have a most difficult time admitting their inadequacies.
Drivers and Influencers
193
The majority of fire service personnel are ____ and ______.
Conventionals and Steadfasts
194
In the fire service, the ______ - ________ relationship allows a great deal of closeness, more than any other of the personality combinations.
Steadfast-Influencer
195
The _______ style is prevalent in the fire service due to the emergency nature of the job and the opportunity to be admired.
Influencer
196
Fire chiefs should put ____ in charge of teaching assignments.
Conventionals
197
________ are an incredible moodsetter for the department and every chief should strive to have at least one on staff.
Influencer
198
_____ believed that personality was formed by early life experiences. This "drive theory" believes that wer are "driven" by past events that exert their influence on each of us by pushing us along in an effort to reduce tension from the repressed memories of traumatic childhood experiences.
Sigmund Freud
199
Behavior can be understood from a much simpler framework, one that takes into consideration the following 2 precepts:
motives determine needs and wants
needs and wants determine behavior
200
In order to be most effective, the superior officer's/coach's approach should match the
specific needs of the subordinate
201
There is a high correlation between the subordinate's personality and the
style of coaching that is most effective
202
____ and ______ are more resistant to change, while ______ and _____ are initially more receptive to the change process
Drivers and Steadfasts
| Influencers and Conventionals
203
_____ and _____ are far more likely to successfully commit themselves to performance improvement strategies once their resistance is removed.
Drivers and steadfasts
204
_____ and _____ are more inclined to slip back into their old behavior patterns or feel unmotivated to complete the performance improvement process.
Influencers and conventionals
205
To sum it up don't give these styles what they want. Drivers and Steadfasts want immediate action and behavior modification, but they should get _______ instead. Influencers and Conventionals want a relaxed, attitudinal approach, but they should get ________.
a time consuming attitudinal adjustment instead
| a direct process, requiring commitment and behavior modification
206
______ refers to why the coaching conversation is occurring and what the goals and objectives are
purpose
207
When the coach fully understands the purpose of the coaching conversation, it is easier for him to decide such things as:
the direction that coaching should take,
what self-sabotaging patterns should be altered
whether the focus should be inner change or outer change,
which stretch goals should be established in order to stimulate growth
which coaching methods and techniques can aid in the process of performance improvement
208
The general purpose of all coaching is to help someone, or a group,
get better at something, so their performance is improved.
209
Fire service personnel sometimes fail to explore _______ factors that translate into ineffective performance as well as the available inner resources for coping.
Emotional
210
the ____ serves as a roadmap for the coach
purpose of coaching
211
The client and the coach must be clear about both the _____ and the _______.
general purpose of coaching
| specific purpose of each conversation
212
The coaching process can be broken down into 5 steps:
```
Careful Contracting
Comprehensive Assessment
Feedback and Action Planning
Active Learning
Reviewing and Sustaining Success
```
213
______ should take place before the individual coaching begins.
A contracting meeting for the purpose of defining expectations
214
Those who should attend the contracting meeting include:
the appropriate chief,
HR representative
and the person receiving the coaching
215
The objectives of the contracting dialogue include:
ID of success factors for a specific officer or team's current and potential role.
Agreement regarding confidentiality boundaries
ID of specific results expected
Confirmation that the chemistry is right
Clarity regarding roles and responsibilities
Agreement regarding milestones and timelines
Agreement regarding financial terms
216
The second step in the officer coaching process is the _____
assessment of each individual officer
217
______ are one of the best approaches to understanding the challenges facing the officer being coached. Another excellent approach is ________.
Face-to-face interviews
| Shadowing
218
The ultimate value of the _______ is that the results clearly illustrate areas of strength as wll as those requiring attention.
assessment process
219
The first order of business in an effective feedback session is to
revisit the agree-upon objectives and to review the ground rules.
220
Properly preparing the officers for _____ is key to ensuring their willingness to listen, accept, open up, and move into action planning.
feedback
221
During the feedback dialogue session the coach will continue to refer to ______ then compare them to current performance.
operations requirements,
leader attributes, and
expected service results
222
The aim is to work within a framework that directs the feedback toward
key objectives
223
The feedback session typically follows these stages:
Reaffirm ground rules and establish rapport
Review coaching objectives and service context
Describe how to interpret results
Give the officer opportunity to review results
Discuss surprises or frustrations
Highlight strengths
ID development needs
Agree on areas of improvement
Begin development-planning process
224
The action plan must focus on behaviors that contribute to specific business outcomes and includes:
Strengths, and why they are important in the person's current role
Development areas
Action steps required, or interventions needed in areas requiring improvement
The type of coaching style that will best suit the development process
Suggestions for active learning or experiential development suggestions
Ways in which direct reports, boss, peers, and others can help
A process for following up with key stakeholders
Key milestones
225
Once the action plan is complete, _____ will be invited to endorse it.
Key stakeholders
226
Active learning - Once the key stakeholders agree with the action plan, the coach guides and reinforces the developmental strategies, which can include techniques such as:
```
action learning
role-play
case study
simulation
video feedback
shadowing
and journaling
```
227
_______ is usually supported by a series of monthly meetings involving the coach, fire/officer, and key stakeholders.
Active learning
228
Approximately ___ months after the feedback session, an abridged version of the initial assesment is conducted to determine the impact of the process on the individual and the organization.
6
229
_____ is critical for the entire coaching process
follow-up
230
_____ a solution is the key to increasing in one's ability to think, understand, learn, choose, and make decisions-in other words self-trust, and self-reliance
co-creating a solution
231
There is more to coaching than solving a problem. The process for _______ is ultimately what gives the client the confidence to solve other problems as well
addressing a problem
232
_____ is arguably the most important phase in the coaching process.
Contracting
233
____ is important in the first phase of contracting
joining
234
Listening skills
Concreteness - inviting the subordinate to get more specific about the challenging issue
Empathy - your effort to show you understand the subordinate's concerns
Confrontation - pointing out discrepancies between what the subordinate is saying and what she actually does
Respect - having a deep belief that he or she has the capacity and the resources to handle and resolve the situation
235
Testing the fire officer's ability to take responsibility.
A distinguishing characteristic of ______ is that the focus of conversations is on the client's personal responsibilities for the present problem. Thus they tend to place responsibility on someone or something else, failing to explore inner resources for solving the present problem.
Constructive Coaching
236
The officer's greatest leverage for change is
his own response to the issue
237
the use of _____ is one of the most powerful coaching skills.
immediacy
238
It is during _____ that you give your own feedback and observations to the subordinate
initial phase of coaching
239
It is sometimes helpful to address the act of ____ directly through the use of immediacy
retreating
240
Once you and the subordinate officer have settled on a coaching contract, you need to
clarify goals for the contract
241
Focusing on ____ is essential
specific outcomes
242
It is important that the fire officers not confuse _____ with the department's outcomes, because fire officers and firefighters do it all the time.
personal goals
243
There are two kinds of goals fire officers need to work on:
service goals-getting external results
personal goals-what the officers have to do differently in how the conduct themselves in order to get the service results for themselves and their shift or battalion
244
The officer's personal goals, the challenges they face in pulling off the service goals, must follow the external _____
department's goals
245
The entire department gains credibility when the recipients of coaching link personal goals to
departmental service achievements.
246
Service goals and their measures can be organized into 3 areas:
Bottom line
Work Process
Human relation goals
247
_____ goals are the reason the department exists, to serve, educate and maintain a sense of community safety
Bottom line goals
248
______ goals address how the work is accomplished, from the beginning to the end of procedures, projects, and processes in order to achieve the bottom line goals.
Work process goals
249
____ goals focus on how people collaborate to accomplish both the bottom line and the work process goals
Human relation goals
250
As a coach, you need to strongly encourage the officer subordinate to identify a _______ for each department goal
measure
251
It is the coach's responsibility to ensure that the goal-setting conversation is _____ for best results, starting with the department's issues and sequencing to the officer's personal challenge to achieve results.
sequenced
252
This sequence links ______ results with ______ and with behavior changes in officers. This is vital in this age of fiscal accountability and public demand for services, they are vital for departmental success.
service results with shift behaviors
253
Throughout the coaching process, you can inquire about all three:
the department's results
the units results
and the officer's changes
254
______ goals are the toughest to measure
human relations goals
255
Without clear _____ neither the supervisor or subordinate officer is focused enough to choose the most effective course of action
clear goals and measures for those goals
256
Most officers in fire departments live in a _____ mode - act first, ask questions later, analyze things even later than that
fire-ready-aim
257
Goals are simple and obvious to understand, but difficult to____
pull off well and consistently
258
Fire officer ______ in seeking specific goals has more to do with their own reactions to doing the hard work of aiming themselves and their shift, of honing in on specifics
hesitancy
259
When officers connect _____ they also build in their own feedback system
improvements in their leadership to specific work goals
260
By the end of_______ a coaching contract would take shape and have specific goals and objectives.
the first meeting
261
To work with difficult personnel, grasp the GREAT 6 concept:
Get a contract to coach
Relationship before reprimand
Expect great performance
Analyze self as a possible part of the problem
Treat everyone as valuable
6 things a Coach/Leader can do about resistance to change
262
Getting a contract to work doesn't refer to anything written. Rather it is a verbal agreement between coach and client about
what the client needs in order to improve
263
Most "problem" personnel are merely attempting to counter-balance to life forces:
the need to be a unique individual and the need to belong, to be accepted.
This attempt to balance results in problematic workplace behavior
264
In most cases, the real work place symptoms are often unrecognized, usually undiagnosed and therefore
never addressed
265
People join organizations, but leave _______ supervisors
under-performing
mean spirited
unethical
uncaring
266
The coach is equally responsible for performance outcome. As a result, coaches must understand these two vital and complex issues:
Why some people do not perform up to their capabilities.
| How to create an encouraging environment that allows people to create and achieve according to their innate desires.
267
Coaching for _______ is the most challenging task faced by coaches and leaders today.
performance improvement, particularly those who underachieve or misbehave
268
6 things a supervisor can do to encourage an employee to change:
Lay out the desired behavior change in a calm, objective way.
Acknowledge the employee's ambivalence about making the change.
Continue to hold the person accountable for their job performance.
Confront the person on their resistance when you see it or hear it.
Put the ball in their court.
Celebrate success.
269
The ____ meeting between a superior officer and the subordinate is often the most important and usually the most difficult
first
270
One of the most important considerations for the first conversation is how to make the transition from the
traditional leadership style to one that initiates a coaching relationship.
271
It is important for all leaders to address ______ before doing anything else.
the obvious change in their style
272
There are 5 ways to begin a coaching relationship:
1. start with a brief statement about what coaching is and why it is important.
2. begin with a brief statement about coaching and then begin contracting.
3. begin with a brief, broad statement about coaching and then asking the client what his or her goals are.
4. start with a brief statement about coaching and then get a sense of the client's awareness of his or her role in the challenge.
5. start in an unusual way that grabs the client's attention
273
_____ is a bit unusual and uncomfortable for people that have never done it before, but with a little prodding it is an invaluable tool
role-play
274
there is essentially one goal when role-playing and that is to
solve the client's present problem
275
We highly recommend utilizing a ______ prior to beginning any coaching relationship
personality assessment
276
Most leadership struggles stem from two sources:
personality style differences
| blind spots whereby people are not aware of the negative effects of their interaction on others
277
An important task for the coach during the first and second meetings is to
establish a positive tone for the meeting
278
Coaches must be sure that the _______ is clarified during the first meeting.
purpose of the coaching
279
_______ is particularly important if there has been no voluntary selection of coach and client
clarification
280
The purpose of coaching includes:
Preparation for a new position
Succeeding a ranking officer who is retiring
Correcting poor performance
Ongoing leadership training
Preparing for leadership following an operations positions
281
Coaches should clarify the purpose of the meeting at the
beginning of each meeting
282
During the first meeting, the coach should explain ______ throughout the life of the meetings
what his or her role will be
283
Coaches should clarify during the first meeting
how they plan to do things
284
The ______ of the coach is an important issue that should be discussed
attractiveness
285
______ refers to the level of respect and trust given to the coach by the client
attractiveness
286
____ means the topic being discussed during the meeting
content
287
_____ is the less visible qualities possessed by the client that include voice tone, trustworthiness, ethics, demeanor, congruence between spoken words and actions, warmth, etc.
process
288
It is very important that the coach explain to the client what _____ and _____ are, the differences between the two, and how time will be devoted to each area.
content and process
289
Be crystal clear about your
coaching motivation
290
Superior officers who _______ do tremendous harm to their overall leadership reputation.
misuse coaching or who lack awareness of their motives
291
_____ is by far the most important issue for establishing trust
confidentiality
292
______ sets the tone for the following meeting and can send the message that the client's learning is collaborative
wrapping up the meeting
293
Before entering the second meeting there are several important questions the coach should ponder:
What is the purpose of this meeting?
How should I followup on the client's thoughts from the first meeting?
Is the client feeling free to work or is he/she there because they feel ordered to do so?
Is our relationship conductive to work?
How should I open the meeting in order to set a working tone?
294
_____ continue to set the tone for the second meeting.
Coaches
295
Perhaps the most common error new coaches make is assuming that coaching meetings must
accomplish a task
296
It is important for the coach to understand that the ______ has much to do with what is discussed
way a meeting is opened
297
Specific skills are essential for good coaching
```
Active listening
Reflection
Silence
Clarification
Summarizing
Mini-Lecturing and Information Giving
Modeling and Self-Disclosure
Delegation
```
298
______ entails assessing and understanding not only the content of the spoken words of the speaker, but the voice and body language as well
Active listening
299
________ is to restate it, conveying that you understand the content, the feeling behind it, or both
reflection
300
The purpose of reflecting is
to help clients become more aware of what they are saying
to help clients understand themselves and their behavior
to help clients understand the connection between their behavior and their work performance
to help clients understand the impact of their behavior on others
301
The use of ____ clarifies and deepens the client's understanding and communicates that the coach is in tune with what the client is attempting to say
reflection
302
It is important to use reflection with another, odd skill known as
silence
303
_____ is a useful tool because you can use the client's discomfort to place responsibility on them to talk
silence
304
Little progress can be made until the client is doing at least ___% of the work
50%
305
______ means to pinpoint the key issues in the client's statements. It is important to use when the client's discussion is meaningless or rambling or when the client is confused.
clarification
306
_____ is a must for all coaches and involves pulling together the myriad of things clients talk about into a coherent, cogent statement that serves to focus clients' attention toward solutions. It is a good problem solving tool. It tightens the focus and allows the client to focus only on those issues that are relevant to the challenge at hand.
summarizing
307
A _____ does not stimulate a rehashing of what has already been said but is rather a stimulus for further exploration.
summarizing
308
_____ enables people to learn from you and from the discussion that follows.
Mini-lecturing and information giving
309
_____ is useful for getting clients to open up and helps to develop trust. One of the best ways to teach desired behaviors is by modeling those behaviors to clients
Self-disclosure and modeling
310
There are managerial functions you should never delegate:
```
motivation
training
team building
organizing
praising
reprimanding
performance reviews
promotion
```
311
Coaches who view_____ as a primary tool for change, and who hone this skill to perfection, stand a greater likelihood of success from one coaching engagement to another
themselves
312
Techniques are the tools, but human qualities are the supreme qualification of the good coach -
compassion
sensitivity
encouragement
313
Without _____ coaching is merely teaching
connecting
314
A powerful strategy for counteracting the self-defeating feedback loop between self-esteem and actions back to self-esteem is
confirmation
315
Confirmation can be either
positive or negative
316
Coaches _____ either the positive or negative qualities of their client
confirm
317
_____ is the one area where the client is allowed to step back an look at contributors to performance, not simply results, results, results, under any and all circumstances
confirmation
318
Arguably the most confirming method to have emerged in recent years and one designed specifically for ______ is Playback Theater
storying
319
_____ is most effective in team coaching
Playback Theater
320
Four easily recognizable goals include
power
influence
security
perfection
321
10 factors to help you achieve cooperation
```
Understanding the source of each person's motivation and why the do what they do
The ability to make other people feel important
The ability to be tactful and courteous
Self-confidence
A positive viewpoint
The ability to develop people
Giving heart-felt praise
Being open minded
Having genuine enthusiasm
Possessing good listening skills
```
322
The essential elements of effective pay systems are the ____ and _____.
balance and linkage
323
____ means that the pay system should never be allowed to get out of control
balance
324
___ means that there should be a clear and recognizable link between pay and performance
linkage
325
______ focuses on the connections between goal or objective achievement and performance
Expectancy theory
326
______ is the belief that people want to achieve things, i.e. to create stability, simplicity, and order in their environment
Gestalt theory
327
Job characteristics that contribute to motivation
```
variety
autonomy
Responsibility
Challenge
Interaction
Task significance
Goals and feedback
```
328
______ is the most vital leadership skill in the fire service today and one that coaches must develop
encouragement
329
Encouragers are described as people who listened without judging or condemning. They:
```
are effective listeners
focus on positives
cooperate
accept
use humor and hope
stimulate
recognize and reward effort
are interested in feelings
base worth on just being
```
330
Discouragers were described as people who were not effective listeners. They:
```
are ineffective listeners
focus on negatives
compete and compare
threaten and manipulate
use sarcasm and embarrassment
humiliate
recognize only well-done tasks
are disinterested in feelings
base worth on performance
```
331
______ is the key ingredient underlying all positive personal and professional relationships
encouragement
332
The goal of encouragement is to aid the individual to move from a philosophy of ____ to the more productive _____
i cant
| I will
333
Alfred Adler stated that people do have the capacity for constructive change in their lives and that this change is more likely to occur in a relationship with a person who is
encouraging
334
To encourage a person:
optimism - a sign of power and potential
permanence - the belief that things that cause negative or bad events in life are permanent
Pervasiveness - the tendency to catastrophize
Personalization - when bad things happen, you blame yourself
335
It is important that clients take a
self inventory - this identifies strengths, resources, and potential. It accesses and builds self-esteem
336
Discouragement is a result of high standards that contribute to the feeling that they are not quite enough. Some examples include:
Overambitious
Pessimism
Comparisons
337
Negative pessimistic thinking falls into the following 4 general categories
to always be right
to always be appreciated
to always be approved by others
to always be in control of oneself
338
The Extended DISC is an excellent tool for quickly identifying a person's
assets
339
The following skills are useful in encouraging and supporting clients:
Listen and attend to others
Clarify the message before talking with others
Use put-ups instead of put-downs
Respond reflectively, while continuing to stay with the other person's feelings
Look for similarities and places where you can universalize with the client
Give people honest feedback about how they are coming across to you
Encourage clients for their strengths, not their perfections
Help clients to see perceptual alternatives or more positive, effective ways they can look at the world
340
Agreement skills create a
bond
341
Two sources of similarities include
common struggles
| common interests
342
Getting people into a yes mood
practice questions that generate a yes response
343
Making we references
use we, our and us statements
344
Starting with and instead of but
and keeps both parties in agreement, rather than judge
345
Your client is more prepared to list _____ than _____
weaknesses
| strengths
346
Your ability to help them develop _____ is one of the most important skills for gaining long-term performance and harmony around the department
perceptual alternatives
347
Much discouragement is the result of two basic mistaken beliefs about self, others and life.
The first error is in the failure of people to face and accept reality as it is.
The second is in the failure of people to realize all of the possible alternatives still available to them once they face and accept that reality.
348
An encourager focuses on:
```
attempts
tries
any movement
beginnings
observing struggles
recognizing intentions
```
349
4 ways to help fire clients be goal oriented:
Assess what they do when they run into problems, then help them act, not catastrophize.
Help clients look at what they do, how they think, and how they feel.
Help your fire client get on course.
Help them to understand that, no matter the circumstances, we create our own experience.
350
THe Core of Leadership:
```
Vision
Integrity
Trust
Values
Vulnerability
Motivation
```
351
all motivation is
self-motivation
352
Help them think like a leader -
Assess your current attitudes and beliefs about self-responsibility - an excellent way to approach this challenge is "sentence completion"
Banish from your vocabulary the expression "It's not my job"
Refuse to indulge in confusion
Be committed to continuous learning
Over value in exchange for cooperation
Give the employees whom you supervise the resources to be self-responsible
Communicate clearly
Listen with full attention
Empathize with people
Focus on assets
Develop your clients alternative perceptions
Encourage team spirit
Recognize the power of conveying confidence in people
353
____ and ____ account for more than half of the workforce.
Baby boomers and Silent (veterans)
354
4 generations and their birthdates
Veterans (1922-1943)
Boomers (1943-1960)
Xers (1960-1980)
Nexters (1980-2000)
355
_____ make up the larges percentage of the population and workforce
Boomers
356
_____ do not work. They have little do to with performance improvement and even less to do with motivation.
Performance evaluations
357
10 reasons to use feed forward
We can change the future
It can be more productive to help people be "right" than prove the were "wrong"
Feed forward is especially suited to successful people
Feed forward can come from anyone who knows about the task
People do not take feed forward as personally as feedback
Feedback can reinforce personal stereotyping and negative self-fulfilling prophecies
Most of us hate getting negative feedback and we don't like to give it
Feed forward can cover almost all of the same "material" as feedback
Feed forward tends to be much faster and more efficient than feedback
Feed forward can be a useful tool to apply to managers, peers, and team members
358
____ can often be preferable to feedback in day-to-day interactions
feed forward
359
12 coaching skills:
Questioning
Contracting the work
Joining
Getting familiar with the client's challenges
Concreteness
Empathy
Confrontation
Respect
Testing the client's ability to own their part of the issue or objective
Encouraging clients to set measurable goals
Clarifying the purpose of coaching and/or coaching meetings
Verbalizing expectations
360
The most important coaching functions include____
sensitivity to others, giving full attention to the speaker, problem solving rather than blaming, and encouraging mutual communication.
361
Fire service personnel prefer to solve their own problems rather than
simply being told what to do and provided with the solutions
362
___% indicated that they view either advancement, job satisfaction, or overall happiness in their career as being closely tied to the chief
96%
363
Command staff place the greatest importance on those coaching functions that _______ whereas non-command staff place the greatest importance on _______. One tends to be task oriented while the other is relationship oriented.
directly improve performance
relationship elements including listening, attention to their ideas and input, encouragement and praise, and understanding the chief's likes and dislikes.
