Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

CBTs > Leadership Mush > Flashcards

Leadership Mush Flashcards

1
Q

[Effective leader]
How to achieve work/life balance?

A

Set aside time to disconnect from work.
Plan regular breaks into your working day.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

[Effective Leader]
How to delegate?

A

Nominate a task leader based on best use of available skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

[Effective Leader]
How to deal with difficult conversations

A

Acknowledge frustration- strengthens relationships

Don’t allow conversation to overly focus on minutia if there are more pressing things

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

[Effective Leader]
How to manage change

A

Communicate change effectively
Acknowledge concerns
Offer one-on-one if there are people struggling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

[Personal Effectiveness]
What are the 7 habits?

A

Be proactive (only concentrate on the things you can control)

Begin with the end in mind

Put first things first

Think win-win
(to win, don’t need others to lose)

Seek first to understand, then be understood

Synergise

Sharpen the saw
(Exercise / reading makes everything else easier)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

[Personal effectiveness]
What is the limit for focusing on a task?

A

Ultradian rhythm: 90 mins

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

[Leadership styles]
What are the three styles?

A

Crisis
(directive)

Change
(inspirational)

Dealing with problems
(facilitative guidance)

Being overly directive will reduce motivation
Being overly facilitative will reduce direction as staff not sure what to do

Experienced / Inexperienced
Expert / Novice

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

[Resilience]
Boomerang / Doomerang?

A

Bouncing back

Negative baggage, resentment, pain, harder to deal with new challenges

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

[Resilience]
Stress bucket- how do we stop it from overflowing

A

Drill holes in it
Positive, enjoyable things, hiking, sport, charity, worship

Water still comes but doesn’t overflow

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

[Resilience]
Name some key strategies (5)

A

Half-full / probortunities

Let go of the past

Personal vision

Self-discovery

Cope well with conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

[Resilience]
How to build confidence (4)

A

Past Acheivements
Strengths/Values
Managing the mind
Commit to success

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

[Resilience]
What does resilience not mean

A

Doesn’t mean endurance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

[Critical Thinking]
Aristotle quote

A

The mark of an educated mind is to entertain a thought without accepting it

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

[Critical Thinking]
How is foresight developed

A

Existing knowledge
Past experience
Intuition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

[Critical Thinking]
What is Socratic questioning?

A

Asking questions that lead to multiple directions.

Striving to learn what we don’t know through effective questioning and CT

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

[Critical Thinking]
3 Benefits of Critical Thinking?

A

Smarter + Time Saving
avoids info overload, filters conflicting info to find what is True, Important, Relevant

Improved Credibility

Independence

17
Q

[Critical Thinking]
7 characteristics

A

Open-minded
Analytical
Systematic
Inquisitive
Sensible
Truth-seeking
Confident in reasoning

18
Q

[Critical Thinking]
How to think critically? (8)

A

Open Mind
Questions
Observe Listen Analyse
Relevance
Balance
Aware of Bias
Take a Breath
Challenge Status Quo

19
Q

[Giving Feedback]
What must feedback be directly related to?

A

Behaviour

Outline the situation
Describe the behaviour
Describe the impact

20
Q

[Giving Feedback]
How to receive feedback

A

Listen, repeat what I heard
Ask for details
Show appreciation

21
Q

[Giving Feedback]
6 criteria

A

Giver is credible / trusted to recipient
Given with good intentions
Timing and circumstances important
Interactive
Message clear
Helpful

22
Q

[Giving feedback]
How to respond with grace?

A

Stop first reaction
(Interesting, why would you…)

Thank critic, even when rude
(win them over)

Learn from it, see positives

23
Q

[Emotional intelligence]
5 keys

A

Self awareness
Self regulation
Motivation
Empathy
Social skills

24
Q

[Effective delegation]
Are there risks to delegation?

How do we mitigate?

A

Yes, lack of skills, experience, status

but these reduce as the délégués become more efficient

Regular feedback
Encourage them to seek advice
Tell them to inform of any problems
Avoid blame, arrange feedback to prevent reoccurrences

25
Q

[Effective delegation]
What are the benefits?

A

More time
Reduces stress
Motivates others

26
Q

[Communicating with Respect]
6 Principles

A

Put customer first
Don’t just react
Pay attention
Respond appropriately
Keep it simple
Be trustworthy

No, but what can we do for you?

27
Q

[Communicating with Respect]
What are the 3 benefits?

A

Rapport
Understanding / Retention
Reputation

28
Q

[Communicating with Influence]
What are the three types, and how do you recognise

A

Audible- tild head
Visual- look up
Kinæsthetic- play with hands

29
Q

[Communicating with Influence]
What three things are effective communication?

A

Empathy

Mirroring posture, pace and pitch

Whole body listening

30
Q

[Communicating with Impact]
What is the rhetorical triangle?

A

Writer
Audience
Context

31
Q

[Communicating with Impact]
Why is it important to have a powerful introduction?

A

Capture attention

Hold it long enough to transmit message

Convince to read further

32
Q

[Communicating under pressure]
Why should you not put off difficult conversations?

Why should you plan them?

A

The other person may think that things are all fine, or it may let things fester, reducing credibility and rapport

Unplanned conversations can be fuelled by emotion, leading to regret

33
Q

[Communicating under pressure]
How should you introduce a difficult conversation?

A

Opening:
Sets tone, purpose, opportunity to reply, emphasise desire for solution

Your Side:
Key points, stick to them

Their side:
Allow time for response, reflect on it

Middle Ground

34
Q

[Communicating under pressure]
How should you communicate during a crisis? Before / During / After

A

Before:
Have a plan

During:
Prompt, clear
Effectively direct corporate strategy to staff
Keep open comms, anticipate assistance

After:
Review protocols,
Make sure team aware of changes

CBTs (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions