The Grand Quiz

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I. Building High Performing Teams

In the Module ‘Building High Performing Teams’, you understood that teams evolve through four stages, namely:

The Coming Together Stage
The Falling Out Stage
The Settling Down Stage
The High Performing Stage

You saw the concept in action in the case study, “The Call of the Kara”, where Rana leads his team successfully through all four stages and emerges victorious, whereas Masira fails at leading his team through its natural evolution.

You also know that progress through the four stages in rarely ever a straightforward process. Teams can fluctuate between stages and sometimes go from Stage 4 to Stage 2. When this happens, do not get discouraged. Recognize that this is a natural part and parcel of team evolution, and work with the team to take them to the next stage.

A. Now, match the Characteristics and Observed Behaviors of team members to the correct stage in the test below:

(Please note that you must choose all possible correct options to earn the points for this quiz. Missing out any correct option, or choosing any incorrect option will lead to you not earning any points on the quiz.)

Sort elements

Coming Together
Falling Out
Settling Down
High Performing

"-Team members display visible excitement and eagerness – Team members are very focussed only on themselves, and observe power dynamics"

"- Uncertainties crop up on goals, rules etc. – Team members jostle for position, and disagree on things openly – Competition and unhealthy conflict surfaces, cliques and factions form, and there may be power struggles"

"- Team members feel welcomed and accepted, and trust between them grows – Cohesion develops. Unity grows. Team members feel less threatened and respond to each other's successes more warmly than before – Hostile, unhealthy conflicts subside, team members discuss issues and opinions openly, asking questions and are willing to be questioned in return"

"- Team unity is very high, and team members focus on achieving high goals, progress and innovation – Team members tend towards being independent, where they work with minimal supervision from the leader – The team will make most of the necessary decisions by themselves"

Correct

Incorrect

Question 2 of 13

2. Question

B) With regards to ‘Building High Performing Teams’, match the leader’s role to the correct stage in the test below:

Sort elements

Coming Together
Falling Out
Settling Down
High Performing

"- Provide Clarity, and be Directive in Communication – Ensure a great start – Be prepared to answer lots of questions"

"- Play the role of a Coach, and encourage team members to be a part of the problem and solution – Make team members feel they are heard, and get them to focus on goals – Be willing to compromise. Initiate conflict management sessions."

"- Adopt a facilitative approach. Facilitate smooth cross team work relationships and synergy – Continue improving team relationships – Facilitate greater successes through helping team members grow in skill and knowledge"

"- Adopt a delegative approach. Delegate as much authority as possible – Allow the team to function on auto-pilot – Focus on succession planning"

Correct

Incorrect

Question 3 of 13

3. Question

II. Developing Assertiveness Skills for Leaders

In the first half of the module, ‘Developing Assertiveness Skills for Leaders’, you first explored the conflict management continuum where you learned that Passive Behaviour and Aggressive Behaviour form two ends of the continuum, with Assertive Behavior being right in the middle. You then saw what explored what Assertiveness was, what it involves and how it was demonstrated.
A) Now, match the Behavioral Characteristics with the correct behavior in the test below:

Sort elements

Passive
Aggressive
Passive-Aggressive
Assertive

"- Failing to stand up for oneself, even when one's feelings, needs and rights are violated – Giving in to unfair terms and requests – Avoiding eye-contact and speaking with hesitation in long, indirect sentences"

"- Trying to control others using fear and threats – Being rude, sarcastic and dismissive – Expressing opinions as facts. For e.g. ""Everybody thinks you're stupid"""

" – Sullenness, moodiness – Behaving graciously and being friendly on the surface, while trying to undermine the other subtly – Deliberate, repeated failure to accomplish a requested task"

"- Expressing one's feelings openly and respectfully – Providing detailed feedback and constructive criticism in an open, helpful manner – Separating the person from the behaviour. For eg., being able to recognise that saying ""You behaved in a rude manner"" is very different from saying ""You are a rude person"""

Correct

Incorrect

Question 4 of 13

4. Question

IV. Conflict Management Skills for Leaders
In this module, you learned about the different styles of conflict, namely:
• Directing – High focus on own agenda, and low focus on relationships
• Avoiding – Low focus on own agenda, and low focus on relationships
• Harmonising – Low focus on own agenda, and high focus on relationships
• Compromising – Medium focus on own agenda, and medium focus on relationships, and finally,
• Cooperating – High focus on own agenda, and high focus on relationships.

You also discovered your own preference of style, and your own Storm Shift patterns, if you had one, wherein your conflict management style changed when things were calm and when situations escalate. We discussed how there were no good or bad styles – and saw how every style was useful in a certain set of circumstances, and completely ineffective in a separate set of circumstances. The moral of the story was to be able to switch styles as per the circumstance, not as per preference. That said, we agreed that Cooperation was generally a good style to use at a place of work, and we taught you a model to do that too.

A) Now, in the assessment below, match the conflict management style with the correct scenarios when they are most useful.
(Please note that you must choose all possible correct options to earn the points for this quiz. Missing out any correct option, or choosing any incorrect option will lead to you not earning any points on the quiz.)

Sort elements

Directing
Cooperating
Compromising
Avoiding
Harmonising

– an emergency looms – there is no time for give-and-take discussion – you are sure you’re right, and being right matters more than preserving relationships – the issue is trivial and others don’t really care what happens – weaker parties need to be protected from stronger ones – principles are at stake and must not be compromised, regardless of cost

– the issues and relationships are both significant – long-term ability to work together is important – a creative outcome is important time and energy are available for discussion – reasonable hope exists to meet all concerns

– getting a quick settlement matters more than exploring all possible options. – working together is important, but time or resources to Cooperate fully are limited – when settling on some solution, even if less than ideal, is better than a complete stalemate – when efforts to Cooperate will be misunderstood as Directing

– the issue is trivial – the relationship is insignificant – time to talk is limited and a decision can be delayed for now – you have little power to openly resist an opponent but you don’t want to actively go along with their wishes

– keeping others happy is the most important goal – expressing your wishes may bring retaliation from others and you have no means to protect yourself – you really don’t care about the issue – you are powerless and have no wish to block the other person

Correct

Incorrect

Question 5 of 13

5. Question

B) In the assessment below, match the conflict management styles with the correct associated costs of overusing it.
(Please note that you must choose all possible correct options to earn the points for this quiz. Missing out any correct option or choosing any incorrect option will lead to you not earning any points on the quiz.)

Sort elements

Directing
Cooperating
Compromising
Harmonising
Avoiding

Inequality, resentment, reduction in trust, loss of cooperation. In time, others display lower self-motivation, atrophy of gifts, diminished self-respect, or depression.

Fatigue and time loss, distraction from more important tasks, analysis paralysis. Used for many trivial issues, people weary of "too much processing".

Mediocrity and blandness, possibility of unprincipled agreements, likelihood of patching symptoms and ignoring causes. Everyone gets a little, but no one is really happy.

Frustration for others who want the engagement of Problem-solving. Dependency on others. Denies others the benefit of confrontation due to acceptance of unhealthy patterns or behaviors that ought to be challenged

Periodic explosions of pent-up anger, “long stretches of cottony silence punctuated by terrifying explosions,” slow death of relationships, residue of bad feeling. Stagnation, dullness, declining interest and energy. Loss of engagement and accountability.

Correct

Incorrect

Question 6 of 13

6. Question
V) Driving Change! How Leaders can be the Ambassadors of Change
In this module, you learnt about the Leader’s Role in Driving Change and Making Change stick. You went through a case study called ‘Home Improvement’ that had ‘divestiture’ as a theme, if you remember. We trained you with an 8-step change management module, (based on John Kotter’s book, ‘Leading Change’) that specified in detail how change should be managed, what works and what doesn’t.

Just to refresh your memory, the 8-steps in the change management module are:

Step 1: Increase Urgency
Step 2: Build a Guiding Team
Step 3: Get the Vision Right
Step 4: Communicate for Buy-In
Step 5: Empower Action
Step 6: Create Short-Term Wins
Step 7: Don’t Let Up
Step 8: Make Change Stick

A) Now in the assessment below, match the correct step with what strategies work in that step.
(Please note that you must choose all possible correct options to earn the points for this quiz. Missing out any correct option or choosing any incorrect option will lead to you not earning any points on the quiz.)
Sort elements
- – Creating a compelling story. – Never underestimating how much complacency, fear, and anger exists. – Creating the vision.
- – Showing enthusiasm and commitment to help draw the right people into the group. – Modeling the trust and teamwork needed in the group
- '- Trying to see – literally – possible futures. – Visions that are so clear that they can be articulated in five minutes or written up on one page. – Visions that are moving – such as a commitment to serving people.
- – Developing a communications strategy. – Keeping communication simple and heartfelt. – Speaking to anxieties, confusion, anger, and distrust.
- – Finding individuals with change experience who can bolster people’s self-confidence with “we-won-you-can-too” anecdotes. – Recognition and reward systems that inspire, promote optimism, and build self-confidence. – Feedback that can help people make better decisions.
- – Early wins that come fast. – Wins that are as visible as possible to as many people as possible. – Wins that are meaningful to others.
- – Aggressively ridding yourself of work that wears you down-tasks that were relevant in the past but not now, tasks that can be delegated. – Looking constantly for ways to keep urgency up. – Using new situations opportunistically to launch the next wave of change.
- – Telling vivid stories about the new organization, what it does, and why it succeeds – Making absolutely sure you have the continuity of behaviour and results that help a new culture grow
- Step One: Increase Urgency
- Step Two: Build the Guiding Team
- Step Three: Get the Vision Right
- Step Four: Communicate for Buy-In
- Step Five: Empower Action
- Step Six: Create Short –Term Wins
- Step Seven: Don’t Let Up
- Step Eight: Make Change Stick
Correct

Incorrect
Question 7 of 13

7. Question
B) Now in the assessment below, match the correct step with what strategies that do not work in that step.
(Please note that you must choose all possible correct options to earn the points for this quiz. Missing out any correct option or choosing any incorrect option will lead to you not earning any points on the quiz.)
Sort elements
- – Focusing exclusively on building a “rational” business case, getting top management approval, and racing ahead while mostly ignoring all the feelings that are blocking change. – Ignoring a lack of urgency and jumping immediately to creating a vision and strategy.
- – Guiding change with weak task forces, single individuals, complex governance structures, or fragmented top teams. – Not confronting the situation when power centres undermine the selection of the right team. – Trying to leave out or work around the head of the unit to be changed.
- – Assuming that linear or logical plans and budgets alone adequately guide behaviour when you are trying to leap into the future. – Overly analytical, financially based vision exercises.
- – Under communicating, which can easily happen. – Accidentally fostering cynicism by not “walking the talk”.
- – Trying to remove all the barriers at once. – Giving in to your own pessimisms and fears.
- – Launching many projects all at once. – Providing the first win too slowly.
- – Convincing yourself that you’re done when you aren’t.
- – Trying to change culture as the first step in the transformation process
- Step 1: Increase Urgency
- Step Two: Build the Guiding Team
- Step Three: Get the Vision Right
- Step Four: Communicate for Buy-In
- Step Five: Empower Action
- Step Six: Create Short –Term Wins
- Step Seven: Don’t Let Up
- Step Eight: Make Change Stick
Correct

Incorrect
Question 8 of 13

8. Question
In the second half of the module, ‘Developing Assertiveness Skills for Leaders’, you explored models to help you stay assertive in situations where you have to:
- Give generic feedback,
- Convey that you’re hurt
- Say No
- Handle Criticisms and Outbursts
B. Now examine the scenario below:

You are addressing Jarvis, your closest competitor for the next promotion, who keeps submitting incomplete details to you. Your work output depends upon Jarvis’s inputs, and so you have to stay back and fill in his blanks before moving on to your work. This is upsetting for you. Also, you suspect Jarvis is doing this purposely, to makes YOU look like someone who can’t manage time.

Listed below are some feedback statements for Jarvis. Indicate through your choice which statement(s) best represent(s) the model used for Providing Generic Feedback:

(Please note that you must choose all possible correct options to earn the points for this quiz. Missing out any correct option, or choosing any incorrect option will lead to you not earning any points on the quiz.)
- a) “Jarvis, may I please ask you to submit complete details to me going forward? I can’t keep cleaning up after you. If you’re having trouble understand what to do, let me know, I’ll help you”
- b) “Jarvis, I have received incomplete details from you. We haven’t spoken about this before, but this is not the first time this has happened. Can we sit and discuss where the problem is, so that our work becomes more efficient?”
- c) “Jarvis, I have received incomplete details from you. We haven’t spoken about this before, but this is not the first time this has happened. It’s just that I have to keep staying back at work to fill in the missing information, and it affects the rest of my work too. Can we sit and discuss where the problem is, so that our work becomes more efficient?”
- d) “Jarvis, I have to keep staying back at work to fill in the missing information in your submission, and it affects the rest of my work too. Can we sit and discuss where the problem is, so that our work becomes more efficient? Else I’ll be forced to make a formal complaint against you. If I look bad, our bosses should know that it’s not my fault.”
- e) Jarvis, what’s with all the incomplete stuff you keep sending me? Yes, we’ve never spoken about this before, but this is not the first time this has happened. It’s just that I have to keep staying back at work to fill in the missing information, and it affects my work too. Please stop sending me incomplete data. Thanks.”
- f) Jarvis, this is about your work submissions. I have received them with incomplete details a few times now. It’s just that I’ve had to stay back at work to fill in the missing information, and it affects the rest of my work too. That’s not very fair, is it? So here I am, discussing it with you. Are you aware of these incomplete details I’m referring to? Can we sit and discuss where the problem is, so that our work becomes more efficient?”
- g) “Jarvis, this is about your work submissions. I keep receiving incomplete details from you. We haven’t spoken about this before, but this is not the first time this has happened. I have to keep staying back at work to fill in the missing information in your submission, and it affects the rest of my work too. Buddy, if this continues, I’ll have to explain this to my boss. We’ll both look bad and neither of us will get that promotion. So, first can we sit and discuss where the problem is, so that our work becomes more efficient?”
Correct

Incorrect
Question 9 of 13

9. Question
C) When it comes to Conveying that You’re Hurt or Upset, we taught you to use the AOA model again. Take a look at the communication examples below and indicate which of those statement(s) is/are best to use in the AOA model. We’re not looking for the AOA structure/format. We covered that in the previous question. We’re only looking at the nature of the statements here.

(Please note that you must choose all possible correct options to earn the points for this quiz. Missing out any correct option, or choosing any incorrect option will lead to you not earning any points on the quiz.)
- a) “When you rebuke me publicly, in front of my team members, like you did yesterday, you’re basically undermining me in front of my team, and they then take me lightly.”
- b) “When I am called nicknames, I feel like I’m being taken for granted, and I also feel deeply uncomfortable at that moment.”
- c) “When I am rebuked publicly, in front of my team members, like I was yesterday, you’re basically undermining me in from of my team, and they take me lightly.”
- d) “When I am rebuked publicly, in front of my team members, like I was yesterday, I feel undermined in front of my team, and they then take me lightly.”
- e) “When I am called nicknames, you give me the impression that you’ve taken me for granted, and you make me very uncomfortable at that moment.”
- f) When you call me by nicknames, I feel like I’m being taken for granted, and I also feel deeply uncomfortable at that moment.”
- g) None of the above
Correct

Incorrect
Question 10 of 13

10. Question
D) Next, we covered how to be assertive when it comes to Receiving Feedback or Handling Criticisms, Outbursts and Being Labelled Wrongly. We trained you with a model – you saw it in the online video.
Which of the following are elements of the Seeking Specificity model?

(Please note that you must choose all possible correct options to earn the points for this quiz. Missing out any correct option, or choosing any incorrect option will lead to you not earning any points on the quiz.)
- a) Manage your fight-or-flight response by slow deep breathing
- b) Use the phrase ‘I Hear You’, to communicate empathy
- c) Smile politely, make eye contact and leave the area without a word
- d) Use phrases like ‘Please calm down’ to manage the other person
- e) Use the strength of their own words
- f) Remind the other person that they are in an office, and that decorum must be followed, irrespective of how they feel. State that yelling has no place in a professional setup
- g) Seek exact details
- h) Apologise and take the blame, even if it’s not your fault
- i) Separate facts from Interpretations/Opinions
- j) Act as Desired (change behavior/reject feedback)
- k) All of the above
Correct

Incorrect
Question 11 of 13

11. Question
E) And finally, we covered how to be assertive when it comes to Saying No. We trained you with a model – you saw it in the online video, and we did these role plays in the classroom as well.

Now examine the scenario below:

A friend of yours has approached you asking to borrow your car, a sports Audi, for an important occasion. You hate lending your car out.

Listed below are some refusal statements for your friend. Indicate through your choice which statement(s) best represent(s) the model used for Saying No:
(Please note that you must choose all possible correct options to earn the points for this quiz. Missing out any correct option, or choosing any incorrect option will lead to you not earning any points on the quiz.)
- a) “Buddy, I’m sorry. I’m going to be honest with you. I don’t lend my car out to anyone, no exceptions. I’m sure you can understand where I’m coming from. Really sorry, once again.
- b) “I see how important this occasion is for you buddy, and I’m all excited for you too. Now, I won’t be able to lend my Audi out to you – it’s just not something I’m comfortable with. It’s nothing personal, I hope you can see that. Here’s what I can do for you. I happen to know a car rental service that let’s you rent out premium cars on a daily or half-day basis. They are not too expensive and they even throw in a driver for free. Can I give you that number?
- c) “Buddy, I won’t be able to lend my Audi out to you – it’s just not something I’m comfortable with.. Here’s what I can do for you. I happen to know a car rental service that let’s you rent out premium cars on a daily or half-day basis. They are not too expensive and they even throw in a driver for free. Can I give you that number?
- d. I see how important this occasion is for you buddy, and I’m all excited for you too. Here’s what I can do for you. I happen to know a car rental service that let’s you rent out premium cars on a daily or half-day basis. They are not too expensive and they even throw in a driver for free. Can I give you that number?
- e) How exciting, my friend. I’m sure you’ll make the most of this occasion. Listen, I cannot lend my Audi to you at this time, because it’s just not something I’m comfortable with. Here’s what I can do for you. I happen to know a car rental service that let’s you rent out premium cars on a daily or half-day basis. They are not too expensive and they even throw in a driver for free. Can I give you that number?
- f) “I see how important this occasion is for you buddy, and I’m all excited for you too. I’m not sure about my Audi. Here’s what I can do for you. I happen to know a car rental service that let’s you rent out premium cars on a daily or half-day basis. They are not too expensive and they even throw in a driver for free. Can I give you that number?
- g) All of the above
- h) None of the above
Correct

Incorrect
Question 12 of 13

12. Question
III. Critical Conversation Skills for Leaders

In the module, ‘Critical Conversation Skills for Leaders’, you explored models to help you conduct critical conversations in:
- Performance Related Conversations
- Non-Performance Related Conversations
You explored the model and it’s concepts in online lesson titled ‘A Model for Leaders to Handle Hard Conversations Effectively. We also did these role-plays in our classroom session. Now, take the assessment below
1. In the scenario below, a team manager is talking to a subordinate about their performance on the job. Which of the options presented is the best possible response containing an element or element(s) of the model you were trained with?
Team Manager: I feel you lack focus these days. You’re just not concentrating on the job and you get too easily distracted. What can we do to address this?
Team Member: Okay. Where is this coming from? I mean…what leads you to believe I lack focus and don’t concentrate?
- a. “Now look. I’d rather not throw a fuss over this. We both know what I’m talking about, and how true it is. All I’m asking is that you deal with it before it becomes a problem.”
- b. “Aw come on, man! Why do you people get so defensive over candid feedback? I haven’t sat around watching your every move and recording it like some field scientist. If I did, who knows what else might have come to light.”
- c. “I’m glad you asked. I have observed that you’re always very casual, even in the face of pressure when you should be pulling up your socks. Some of your peers have complained about it too, and I won’t take names.”
- d. “That’s a fair question. Firstly, I observe that you’re falling behind with your work lately. Look at the productivity scores for the past two weeks. The score sheets imply a declining trend, and your break times have been exceeded consistently.”
Correct

Incorrect
Question 13 of 13

13. Question
2. In the scenario below, a team manager is talking to a subordinate about their performance on the job. Which of the options presented is the best possible response. containing an element or element(s) of the E4C2 model you were trained with?

Manager: Sumeet, I want to talk about why your quality scores this month have dipped as compared to the last month.
Team Member: The workload is too much. The volumes are incredible. It’s all I can do to keep up. Then there’s the absenteeism in the team. I am handling the workload of two and a half people. You know that our team is understaffed. And I’m not the only one struggling.
- a. “I hear you, Sumeet. Yes, it’s an incredibly busy time for everyone on the team. And I’m aware that absenteeism is compounding the issue. Rest assured, it’s being looked at closely. For now, I just want to say that I’m not looking to pick on you or corner you. Rather, I want to explore what we could do to get it right in spite of our challenges. Quality dips equate rework, and we have no time for that. The peak volumes we have right now will last for three more weeks at the most, but if our quality scores aren’t up to the mark, we’ll have more trouble on our hands with SLA breaches. And that is more trouble than it’s worth, for all of us. So any ideas on what we can do differently?”
- b. “Sumeet, the key to all of this is positivity. You see…It’s never going to be a level playing field. Now or ever. We’ll need to expand the horizons of our mind and adopt a more entrepreneurial mindset. That’s the key to overcoming the confines that we are faced with at work. So quit complaining, and let’s get to it”
- c. “Yes, that’s the story of our lives, isn’t it? And it’s not that we live in a perfect world. So here’s what I want you to do. Double check all of your work, I don’t care how you manage it. We’ll need to do whatever it takes to get through the next three weeks. Brace yourself for long days ahead.”
- d. “So who says I picking only on you? I’m talking to everyone on the team. And everyone is belting out the same excuse as you, FYI. So, do you really want to go the same way as them, or do you want to grab this opportunity to prove your mettle? The next three weeks demand that we expand the horizons of our mind and adopt a more entrepreneurial mindset. That’s the only way to overcome our challenges. It should be smooth sailing from then on. ”
Correct

Incorrect

The Grand Quiz

The Grand Quiz

Quiz Summary

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Categories

1. Question

I. Building High Performing Teams

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2. Question

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3. Question

II. Developing Assertiveness Skills for Leaders

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4. Question

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5. Question

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6. Question

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7. Question

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8. Question

9. Question

10. Question

11. Question

12. Question

III. Critical Conversation Skills for Leaders

13. Question

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