How to prevent feed-forward conversations from turning awry

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Question 1 of 6

1. Question
25 point(s)
What was the ‘style’ or means that Amit’s manager – the manager depicted in situation 1 in the podcast lesson – had been using IN THE PAST, when conducting reviews?
- a. Using motivational inputs
- b. Making people feel valued and cared for
- c. Yelling, threatening, fault-finding
- d. Choosing those whose performance can get better and working with them one-to-one
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Question 2 of 6

2. Question
25 point(s)
How does the podcast depict Amit responding to his manager as a result of his manager’s past behaviour?
- a. His motivation increases and he begins to perform better
- b. He feels valued and his bonding with his manager improves, which then reflects in better performance
- c. Amit’s ‘numbers’ improve because his manager has taken the time to identify what is causing poor performance and then finding a means to plug that gap
- d. He distrusts his manager’s intentions and he responds sarcastically to his manager’s invitation to have a E4C2 conversation
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Question 3 of 6

3. Question
25 point(s)
What input does the lesson mention managers can use to deal with cases like Amit’s, when in the past the manager’s review meeting style had been all about fault-finding, but now is seeking to conduct an E4C2 feed-forward conversation, but the team member doubts the manager’s intentions?
- a. Force the team member to have an open E4C2 conversation
- b. Threaten to report the team member to one’s own boss – the team member’s super boss – if she/ he is not agreeing to an open, honest E4C2 feed-forward conversation
- c. Allow the person time to experience the new you, one, who has decided to stop being the abusive, threatening sort of manager, but has decided to be a facilitator, facilitating the team member improve performance
- d. Gently instruct the person to stop being negative and be open to you. After all, we must all forget our past and look to the future.
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Question 4 of 6

4. Question
25 point(s)
Now, you, as manager, have been tasked with getting people to perform, no matter what. Which of the following, as stated by the lesson, would be THE MOST APPROPRIATE FIRST RESPONSE by the manager, in a situation where the team member expresses that they had a genuine reason to underperform?
- a. (In a gentle, polite voice) “Suresh, we are professionals, and you must understand that we are to perform, no matter what. So, illness cannot be an excuse for underperformance”
- b. (In a gentle, polite voice) “Suresh, I can understand that you did not perform because you were unwell for more than a week, last month”
- c. (In a strict voice) “That is not an acceptable reason for underperformance. We are being paid to perform, not to sit at home with our feet up
- d. (In a strict voice) “So what? You had been unwell for a week. But you still had three weeks more to perform. So, why did you not work harder later?”
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Question 5 of 6

5. Question
25 point(s)
The gentleman, in the light blue shirt, (to the right side of the image) is the manager, who is having a feed-forward conversation with this team member. He appears:
- a. Comfortable, attentive and ‘open’ to what the person on the left is saying
- b. ‘Closed’ and opposed/ hostile towards what the person on the left is speaking
- c. ‘Open’ and friendly, because he is listening to the person on the left
- d. It is hard to tell what he is thinking or feeling
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Question 6 of 6

6. Question
25 point(s)
E4C2 feed-forward conversations should be conducted:
- a. In a team huddle
- b. In small groups
- c. In private (one-to-one)
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How to prevent feed-forward conversations from turning awry

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