Leading at a Higher Level

Question 1

Leadership

Answer 1

is defined as the capacity to influence others by unleashing their power and potential to impact a greater good

Question 2

Serve First

Answer 2

lead second

Question 3

Trustworthiness

Answer 3

do the right thing

Question 4

kenship

Answer 4

value compassion humility and abundance

Question 5

Ken Blanchard mission statement

Answer 5

Unleash the power and potential in people and organizations for the greater good

Question 6

Dialogue

Answer 6

value conversation and encourage thinking

Question 7

Ownership

Answer 7

take personal responsibility for keeping and company streamlined

Question 8

focus and clarity

Answer 8

set clear goals and act to achieve them

Question 9

Getting the D4

Answer 9

Value high level performance and competence

Question 10

Those that will brag about your company

Answer 10

raving fan customers

Question 11

HPO’s

Answer 11

High performance organizations are enterprises that over time continue to have high results

Question 12

SCORES S=

Answer 12

Shared information and open communication

Question 13

SCORES C=

Answer 13

Compelling vision

Question 14

SCORES O=

Answer 14

Ongoing learning

Question 15

SCORES R=

Answer 15

Relentless focus on customer results

Question 16

SCORES E=

Answer 16

Energizing systems and structures

Question 17

SCORES S=

Answer 17

Shared power and high involvement

Question 18

Leadership is the engine

Answer 18

if becoming a HPO is the destination

Question 19

Lack of clear vision for everyone to serve

Answer 19

the biggest impediment blocking most managers from being great leaders.

Question 20

Disney has four rank order values

Answer 20

safety
courtesy
show
efficiency

Question 21

Characteristic of a good leader

Answer 21

ability to mobilize people around shared vision

Question 22

leader ensures the vision becomes a reality

Answer 22

how the vision is created
how its communicated
how its lived

Question 23

Empowerment requires a major shift in attitude, the most crucial place that this shift must occur.

Answer 23

In the heart of every leader

Question 24

Resistance to empowerment

Answer 24

managers who fill threatened

Question 25

Most powerful way to share information

Answer 25

Organizational learning

Question 26

To become effective in using SLII you should master three skills

Answer 26

Goal setting Diagnosis Matching

Question 27

Its common for one manager to supervise

Answer 27

25-75 direct reports

Question 28

People should become partners with?

Answer 28

Their leaders

Question 29

One of the key elements of a HPO is essential to self leadership

Answer 29

Individual learning

Question 30

Three skills of leadership

Answer 30

Challenge assumed constraints Activate points of power Be proactive

Question 31

When you use the "I need" phrase

Answer 31

its a position of strength

Question 32

D1

Answer 32

Enthusiastic beginner /low competence high commitment

Question 33

D2

Answer 33

Dillusioned Learner/Low to some competence low commitment

Question 34

D3

Answer 34

Capable but caution/Moderate to high competence variable commitment

Question 35

D4

Answer 35

Self Reliant achiever/High competence high commitment

Question 36

Establishing an Effective Performance Management System consists of three parts:

Answer 36

1) Performance planning: During this time leaders agree with their direct reports about the goals and objectives they should be focusing on. 2) Performance coaching. Leaders do everything they can to help direct reports be successful. 3) Performance review. A manager and direct reports sit down and assess the direct report’s performance over time.

Question 37

Forced distribution curve

Answer 37

where a certain percentage of your people must be average or less.

Question 38

There are four steps in the Performance Management Game Plan (first three steps are the same as the three skills needed to be an effective SLII leader):

Answer 38

1) Goal setting ensures people are clear about the task they are responsible for. 2) Diagnosis is where the leader and direct report individually diagnose the direct report’s development level for each of the goals agreed on. 3) Matching ensures the leader provides the kind of behaviors – a leadership style – that the direct report needs to perform the task well and, at the same time, enhances his commitment.

Question 39

Delivering

Answer 39

the appropriate leadership style. Performance is what triggers a change in leadership style.

Question 40

Dealing with decommitment

Answer 40

a change in motivation or confidence – is one of the biggest challenges facing managers.

Question 41

80/20 rule: Eighty percent of the results that leaders need to get in working with their people come from about

Answer 41

20% of the leadership activities they could do.

Question 42

According to research, _____ is the single most powerful motivational tool in a leader’s tool kit.

Answer 42

Goal Setting

Question 43

One of the biggest obstacles to productivity improvement is the problem of

Answer 43

unclear organizational expectations and accountability.

Question 44

That habitual practice by managers leads to the most commonly used management style in the United States:

Answer 44

leave-alone-then-zap

Question 45

“seagull management

Answer 45

When someone makes a mistake, seagull managers fly in, make a lot of noise, dump on everyone, and fly out.

Question 46

SMART.

Answer 46

- Specific and measurable - Motivating - Attainable - Relevant - Trackable and time-bound

Question 47

Of all the keys of the One Minute Manager

Answer 47

One Minute Praisings are the most powerful

Question 48

You should set aside at least ____ hours a week for cheering people on.

Answer 48

2

Question 49

A One Minute Apology

Answer 49

begins with surrender and ends with integrity.

Question 50

A One Minute Apology

Answer 50

begins with surrender and ends with integrity.

Question 51

Trust is the foundation on all healthy relationships. Studies show that productivity, income, and profits are positively or negatively impacted depending on the level of trust in the work environment. Only __% of workers strongly agree that the trust their senior leaders to look out for their best interests.

Answer 51

7%

Question 52

__% of respondents indicated they had left an organization due to trust issues, citing lack of communication and dishonesty as key contributing factors

Answer 52

59%

Question 53

ABCD Trust Model

Answer 53

Able Believable Connected Dependable

Question 54

Damaged trust

Answer 54

is when a breach of trust is so severe that the relationship is strained to the breaking point, or breaks completely.

Question 55

The following is a five-step process to begin rebuilding the relationship and restoring trust

Answer 55

1) Acknowledge and assure. Acknowledge there’s a problem and assure the other person your intention is to restore trust. 2) Admit 3) Apologize 4) Assess. Invite feedback 5) Agree to future positive behavior

Question 56

Coaching

Answer 56

is a deliberate process using focused conversations to create an environment that results in accelerated performance and development.

Question 57

Like coaching, mentoring is a one-to-one process. There are three primary concerns people have about getting involved in mentoring:

Answer 57

1) Time 2) Fear 3) Confusion

Question 58

There are two aspects of working with someone in a mentoring relationship: Essence is all about sharing heart-to-heart and finding common values. Form is about structure – how you will work together

Answer 58

Essence, Form

Question 59

The MENTOR Model: six guidelines for an effective mentoring relationship: MENTOR

Answer 59

- Mission - Engagement - Networking - Trust - Opportunity - Review and renew

Question 60

Twelve thousand male Swedish workers were studied over a 14-year period. Workers who felt isolated and had little influence over their jobs were ___% more likely to have a fatal heart attack than those who had greater influence in decisions at work and who worked in teams.

Answer 60

162%

Question 61

We define a ____ as two or more persons who come together for a common purpose and who are mutually accountable for results.

Answer 61

Team