Deck 10: People With Coaching, Delegation, and Deliberate Practice

Question 1

An often overlooked responsibility of managers is to ______ so they make a bigger contribution to the organization, qualify for promotion, and enjoy successful careers.

A) foster the growth and progress of people's talents and skills
B) send memos
C) hold meetings
D) none of these

Answer 1

A

Question 2

Anitra has been in her job for three years now, and during her last performance review she told her supervisor, Carol Ann, that she would like to get a promotion. Carol Ann gave her several recommendations, such as volunteering to take on more complex projects and offering to get involved in a special problem-solving task force in their department. Carol Ann's actions are an example of:

A) Deliberation
B) Delegation
C) Coaching
D) none of these

Answer 2

C

Question 3

What are some of the things managerial coaching can correct?

A) performance problems
B) help the employee learn new skills
C) resolve a behavior that is inappropriate
D) all of these

Answer 3

D

Question 4

What are some things the coach should avoid because they will not help the employee learn and improve?

A) negative judgments
B) threatening comments
C) ultimatums about the employee's behavior
D) all of these

Question 5

Managers have many pressing responsibilities, and the opportunity to develop people often gets pushed aside in the pressure to complete other urgent work.

Question 6

When you delegate effectively, no one benefits.

Question 7

Managerial coaching is not an important skill for managers who take seriously the responsibility of enhancing the skills, performance, and career options of their direct reports.

Question 8

How do managers benefit from coaching?

A) improve their interpersonal skills
B) learn to delegate some of their daily tasks
C) neither of these
D) both of these

Question 9

Coaching has a different orientation than a traditional approach to management.

Question 10

Research shows that natural talent is directly related to achieving great success in any endeavor, whether it is golfing, scientific research, or management.

Question 11

The ______ can determine which skills are more important in each employee's job to help the individual develop appropriately.

A) leadership process
B) coaching process
C) deliberation process
D) delegation process

Question 12

Samuel has observed that one of his employees, Dani, is quite a perfectionist. She often spends far more time on individual tasks than she should because she's trying so hard to do them perfectly. Samuel knows he can't change this aspect of her personality, but he can teach her to recognize when something is "good enough." What key rule of coaching is he using?

A) Don't learn from mistakes.
B) Do what people tell you to do.
C) Don't try to fix people.
D) Don't be helpful.

Question 13

What is something both sports coaches and managerial coaches have to do?

A) win
B) make big profits
C) bring out the best in others rather than do the job themselves
D) all of these

Question 14

If the solution is simple and clear and the coach has the answer, it is often best to allow the employee to flounder indefinitely.

Question 15

What do people want from their coaches?

A) honest feedback
B) Learning own strenths/weaknesses
C) clarity about performance
D) all of these

Question 16

If, as a manager, you decide to become a coach to one or more direct reports, you will need to change your mindset from being a "doer " to being a person who "helps others do."

Question 17

The coach's role is to_________, observe, _________, and provide feedback.

A) criticize, invoke arguments
B) actively listen, question
C) do nothing, threaten
D) train, instruct

Question 18

When managers are able to delegate work, they give their subordinates the opportunity to grow, stretch, and learn new skills.

Question 19

Even if people have a foundation of self-awareness, understanding who they are and why they behave ineffectively, they still cannot achieve their goals.

Question 20

As the bond develops between a coach and coachee, a positive work culture is created where all employees improve their contributions to the employer.

Question 21

A coach needs to be _____ and ask skilled questions so the employee can arrive at an awareness of his or her own problem.

A) empathetic
B) harsh
C) absent
D) none of these

Question 22

What are some characteristics of traditional management?

A) person in charge telling followers what to do
B) directing and controlling behavior
C) judging employees' performance
D) all of these

Question 23

In reality, coaching is _____ a combination of the directive and non-directive coaching.

A) often
B) never
C) rarely
D) always

Question 24

The ________ approach may work if the individuals being critiqued can be motivated to improve, especially if they respect and value the manager's expertise and position.

A) collective
B) directive
C) non-directive
D) consultative

Question 25

A ______ coach encourages people to learn for themselves in order to improve performance and correct any weaknesses that prohibit them from becoming outstanding employees.

A) directive
B) social
C) non-directive
D) collective

Question 26

Once you have gathered information by observing, asking, listening, and collecting feedback from others, it's time to provide the valuable _______ to the coachee.

A) research
B) vision
C) feedback
D) pay raise

Question 27

When offering feedback, be honest, straightforward, and supportive. What are some things you should avoid?

A) being critical
B) being judgmental
C) don't make assumptions about motives
D) all of these

Question 28

The manager observes the employee, figures out what the person is doing wrong, and corrects the employee with statements and directives. Which type of managerial approach is this?

A) non-directive
B) directive
C) consultative
D) collective

Question 29

Now that Dani has agreed to accept some coaching from her boss, Samuel, they need to make a plan. What is the first thing they should do?

A) Discuss his or her future opportunities with the company
B) Discuss his or her downfalls
C) Discuss his or her goals and expectations of coaching
D) Discuss his or her pay scale

Question 30

The _________ that all living organisms share starts with action to feedback to synthesis and then to a new action.

A) circle of life
B) active listening process
C) adaptive learning cycle
D) managerial cycle

Question 31

When is the employee more likely to change an ineffective behavior?

A) once it is clearly specified
B) after punishment
C) immediately after pay is cut
D) once they calm down

Question 32

With this type of managerial coaching, the individual being coached has the freedom to think through the dynamics of the problem and come up with his or her own answers in a supportive environment.

A) directive
B) behavioral
C) collective
D) non-directive

Question 33

________ is essential for coaching, because a change in behavior requires thoughtful intention and practice.

A) Mental preparation
B) Selfishness
C) Procrastination
D) Selflessness

Question 34

In an organization, an employee's _______ goals should relate in a meaningful way to both the needs of the employee and the needs of the organization.

A) development
B) outcome
C) personal
D) none of these

Question 35

Coachees are _______ to succeed at reaching their improvement goals when they are motivated and enthusiastic about what is expected.

A) not likely
B) more likely
C) less likely
D) none of these

Question 36

What can be defined as information about work or personal performance that enables a person to change his or her behavior?

A) compassion
B) accomplishments
C) coaching feedback
D) self-awareness

Question 37

When Samuel realized that his employee, Dani, was a perfectionist, he sat down with her and explained how her actions were inefficient and actually lowered her performance rating because she didn't accomplish all that she was expected to do on time. She was surprised, but she quickly understood his point of view. He asked her if she would like his help in learning to overcome this problem, and she welcomed it. This is an example of:

A) mutual agreement
B) time
C) commitment
D) openness

Question 38

When you act as a coach, ______ is essential.

A) active listening
B) being impatient
C) not paying attention
D) hiding your emotions

Question 39

Stage 1 is _____, which includes mental preparation, discussion and agreement with the employee (the coachee) to proceed, and setting broad goals.

A) engagement
B) implementation
C) agreement
D) planning

Question 40

What is the best first step for gathering information in the engagement stage?

A) Listen to the employee
B) Directly observe the employee's work performance
C) Ask open-ended questions
D) Provide feedback

Question 41

When delegating work as a method to develop employees, it is important to help subordinates be successful by offering the right mix of ________

A) support, guidance, resources
B) tasks, support, guidance
C) guidance, resources, difficulty
D) information, policies, resources

Question 42

What are some things you, as a manager, should not do once you've delegated a task?

A) Be critical
B) Give advice
C) Leave the completion date open-ended
D) all of these

Question 43

______ can be in the form of a one-time assignment or turning over a responsibility on an ongoing basis, making it a part of the employee's job description.

A) Deliberation
B) Coaching
C) Delegation
D) all of these

Question 44

Deliberate practice is designed specifically to improve ______.

A) flow
B) learning
C) performance
D) diligence

Question 45

Delegate the complete task to the employee and let him or her figure it out. ______ happens when people are pushed beyond what they think they can accomplish and end up succeeding

A) Learning
B) Rewards
C) Tasking
D) Failure

Question 46

Continuous ______ promotes motivation and improvement.

A) knowledge
B) focus
C) mental wandering
D) feedback

Question 47

How do you engage in deliberate practice?

A) Think really hard on the subject.
B) Tackle each task or activity with the explicit goal of getting much better.
C) Discover your emotional well-being.
D) Do lots of research on a subject and write an essay.

Question 48

When a coachee reaches a goal, what should you as the coach do to follow up?

A) Monitor that the goal is having a positive impact on the organization and the individual.
B) Work towards the progress of the next coachee.
C) Ensure that the coachee sets new goals.
D) Provide some type of reward.

Question 49

A deadline for the goal to be attained gives it priority. Having intermediate and ending dates offers:

A) measurable outcomes
B) clear structure
C) both of these
D) neither of these

Question 50

The way to coach someone to greatness, or to become a great manager yourself, is to focus on something called ________.

A) hard work
B) deliberate practice
C) enrichment
D) special language

Question 51

The ability to delegate is a sign of _______ but it can be difficult, especially for new managers.

A) leadership
B) daily production
C) role playing
D) negativity

Question 52

What does it mean to give employees enough authority to carry out the task?

A) It means allowing the employee to actively listen to the coach.
B) It means letting the employee develop a sign of leadership.
C) It means giving them the necessary resources and arranging cooperation from others.
D) none of these

Question 53

Deliberate practice involves __________.

A) obtaining immediate feedback
B) stretching yourself with specific activities and goals
C) concentrating as much on technique as on outcome
D) all of these

Question 54

When you delegate effectively, the employee gets to ______ and assume additional responsibility and your time is freed up.

A) learn new skills
B) consider options
C) strengthen projects
D) make tentative decisions

Question 55

_______ means identifying those things you're really bad at, determining difficult activities that can make you better, and then doing those activities over and over.

A) Delegation
B) Collaboration
C) Deliberate practice
D) Working

Question 56

When delegating, what should be communicated with the employee up front?

A) his or her responsibility
B) agree on an overall goal or outcome
C) create benchmarks to monitor progress
D) all of these

Question 57

The best coaching approach is to let the coachee ______ and then discuss the goal and the organizational implications with the coach.

A) set the goals
B) schedule the meeting
C) build trust
D) fail

Question 58

_______ of specific targeted tasks or activities identified with the coach is essential.

A) Repetition
B) Anxiety
C) Learning
D) Analysis

Question 59

Evidence shows that people need around ____ years of hard, focused work before reaching the level of world-class performance.

A) five
B) fifteen
C) twenty
D) ten

Question 60

If a manager doesn't ________, he or she is limiting an important potential means of developing employees.

A) deliberate
B) listen
C) develop
D) delegate

Question 61

What are the five elements of deliberate practice?

Question 62

What are some types of issues and goals that can be addressed in a coaching relationship?

Question 63

What are the two approaches to managerial coaching? Which is the best approach? Briefly describe each.

Question 64

Briefly explain what happens in the implementation stage.

Question 65

How does the overall organization benefit from the coaching process?

Question 66

List three differences each between the mindset and behavior required for managing versus coaching.

Question 67

Successful managerial coaching encompasses eight steps within three stages. In chronological order, list these stages and steps and then explain why each one is important.

Question 68

What is 360-degree feedback? Explain in your own words why it is a key tool for a manager.