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

Leadership Fundamentals Video 1-12 Flashcards

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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
What are the main steps in effective delegation?
Provide clear instructions, clarify your role, and provide relevant resources.
26
Name the three key social roles in an effective team?
The spark, the comedian and the peacemaker
27
What can be signs of a team burnout?
People express feelings of no longer making a difference, a dip in team motivation and work engagement, low positive emotion and productivity
28
When a team is showing signs of burnout what is one effective strategy?
Slow down by identifying a deadline that can be pushed back
29
When not dealing with difficult employees what could be a consequence?
Unpleasant outcomes get worse if there are no negative consequences, bad behavior can be contagious and productive employees become distracted
30
What is one major step in mastering the goal setting process as a manager?
To collaborate with employees on their goals.
31
What are the four phases of successful conversation?
Build Up, Reflection, Conversation, Follow Through
32
What is ‘I Statements’?
Statements that clearly focus on the impact the other person’s behavior has on you instead of speaking on behalf of others.
33
What are the four levels of communication?
Verbal, Paraverbal, Nonverbal, Extraverbal
34
What is paraverbal communication?
It's how the words are used, fx shouting, tone, silence, interruptions.
35
When entering the reflection phase, what are some of the most important steps?
Review the facts, seek other data, question your assumptions, challenge your conclusions, revise your beliefs and take different actions.
36
When planning for a difficult meeting/conversation what five steps are essential for a successful outcome?
Set an objective for the meeting, create the right environment, plan for your triggers, plan for their triggers and organize your talking points.
37
When delivering bad news, what are some good guidelines?
Phrase the news as a statement and thus not a question, and be as accurate and clear as possible
38
What is the ‘upset gap’?
The gap between what we want and what we have – the size of the gap is proportional to the level of upset we feel.
39
When in the receiving end of a difficult conversation what could be some helpful techniques?
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.
40
Before any important discussion or meeting you should ask yourself what?
What do I want my listeners to think, to feel and to do?
41
Why shouldn’t you stay within a narrow repetitive range of vocal technique when delivering a message?
It can unintentionally lead listeners to think you lack passion for your message.
42
Mention some guidelines you can use to design your message for maximum impact?
Start strong finish strong, save your most important point for the end, make it simple and provide a roadmap.
43
When communicating with hierarchical seniors what is the most appropriate approach?
It is to build your credibility.
44
Navigating organizational politics will involve what?
Learning the culture, customs, systems and policies of your organization
45
If you want to become a better listener, what is the most important change you can make?
It is to slow down
46
When wanting to build stronger connections with others what type of questions can you ask?
Best case questions, descriptive questions and cause questions
47
Can you mention any ways to channel anxiety into excellence?
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
When being caught off guard in a communication what should your body language indicate?
That you are productively processing what was said and have a thoughtful response in mind
49
When giving and receiving feedback what are some of the most important components?
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
Define the elements in the GROW model
Goals, Realities, Options and Will
51
What are the cornerstones of great coaching?
Be curious, Let the employee lead, Coach the whole person
52
What are powerful questions?
Powerful questions are open-ended – that means they start with who, what, when, where, why, how
53
To become a better listener what could be a good strategy?
Be present, minimize potential distraction, give cues that you are listening and/or reflect what you hear.
54
What are the three key aspects to challenges?
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
What is delegation?
It is the process of asking another person to do a task, while still maintaining responsibility for that specific task.
56
Delegation is a very important interaction that lies in the intersection of which three things?
The delegator (you), the delegate and the organization
57
What are some of the benefits of delegation?
Better leadership, Increase employee retention, budget savings, productivity, manage workload.
58
What are the 4 phases of delegation?
Evaluation, Handover, Support, Debrief
59
In the handover phase, what are some of the most important aspects?
Clear goals, resources available and timeline.
60
What is autonomy?
The level of independence a person has to complete a task.
61
Mention at least three of the eight levels of autonomy
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
Motivation are driven by three key factors – what are they?
Autonomy, Mastery and Purpose
63
What is your most important role in the support phase?
To serve as a coach and make sure the right resources are available
64
Fear of letting go most often leads to what?
Micromanaging
65
What are some of the advantages of the 360 evaluation?
It provides a broad perspective, its eye-opening to the employee and data is proof of unarbitrary decisions
66
When measuring employees always make sure your measures are what?
Reliable, Valid and Relevant
67
What is the goal of the competency model
It is to accurately demonstrate the elements of success for a given environment
68
When managing employee performance what is the primary goal?
Your main goal is to facilitate progress.
69
When developing an employee’s new goal, what should be the first thing you as manager consider?
It is always important to focus on the employee’s capability
70
When addressing an employee who has performed poorly, what is a suggested option?
To provide clear feedback.
71
What is BARS?
Behavioral anchored scales
72
When having one-on-one meetings what should be first on the agenda?
Follow up on action items
73
What is your most important role during a one-on-one meeting?
To serve the employee
74
When discovering that the person assigned to a task did not complete the task – what would be the most effective question to ask?
It could be “what stood in the way of completing this”?
75
When delegating your needs – what three steps should you go through?
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
What is an effective method of following up on delegated action items?
Create a reminder for yourself to follow up
77
Why should you always report the completion of an action item?
Because it builds trust.
78
What are the four steps to approach difficult employees with?
Observe, Gather data, Intervene, Monitor and follow up.
79
What negative impact can slackers have on your team?
Decrease productivity, hurt morale, encourage others to be slackers
80
What is an effective strategy when dealing with slackers?
Be direct and provide clear and exact goals.
81
What could be an effective strategy when dealing with coasting employees?
Remind them that they serve as role models for newer employees
82
What could lie behind a clingy employee?
Lack of skill or ability, Low self-esteem or confidence, Poor instructions from manager
83
Why should you deal with latecomers?
They hurt productivity, irritate timely employees, inspire others to show up late.
84
What is a good thing to do before confronting a dramatic employee?
To get support from the team and let them know you understand what is happening
85
Mention the three cornerstones of employee engagement?
Strong relationships, positive work culture and opportunity
86
What describe employee engagement?
Employees’ involvement with, commitment to, AND satisfaction with their work
87
Mention three ways in which you can make increase employee trust?
Act with integrity, be consistent and make transparent decisions.
88
Why is it important to maintain a high employee positivity at work?
It elevates morale, yields higher productivity and creates stronger talent retention
89
What are some of the benefits of autonomy?
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
Mention 1 or 2 ways a leader can provide autonomy?
Be mindful of your check-ins, Identify work the employees can completely own.
91
What is intrinsic motivation?
Motivation driven by enjoyment of the work itself
92
What is extrinsic motivation?
Motivation from outside of a person for instance pay.
93
When using recognition and rewards what is one main thing always to remember?
To connect the use of recognition and rewards with the production of excellence
94
Mention some of the ways to use non-monetary recognition and rewards?
Thank-you ceremonies, mentoring, job-rotation, perks.
95
There are two models for goals and goal setting – what are they?
SMART and BHAG
96
What are the three types of feedback?
Standard based, Informational and Emotional
97
What defines the culture of an organization?
The unique collective values, visions, norms, language, beliefs, and symbols.
98
Mention some important things effective feedback is?
Effective feedback is specific, descriptive and helpful
99
What could be signs of feedback seeking behavior?
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
What is ‘the positive sandwich’?
It is when you deliver negative news wrapped in positive news before and after.
101
When delivering critical feedback – what should you always remember?
When delivering critical feedback it is important to deliver feedback in one unique message.
102
Why should candor triumph civility when delivering?
Because it makes your employees learn and improve – civility doesn’t.
103
Describe the feedback process:
Observe => Prepare => Get feedback => Get reaction => agree on next steps => summarize

.IIH Leadership (13 decks)

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