: Suppose an employee comes to you to discuss being troubled by something said by a coworker who is also under your supervision. Here’s the scenario: The employee, Elaine, reports that a colleague said, “Maybe you should retake the training.” View
: Drawing from the scenarios we observed in this course, what can be a very powerful way to see where gaps lie in another manager’s coaching skills? View
: When an employee brings you a problem, as a manager, which of the following is the best course to take? View
: As a manager who manages other managers, recognize that you will have to have conversations with your direct reports about their coaching skill. What is the only way you’re going to be able to do that? View
: True or false, when you are coaching other managers you should use different tools than those used when you are coaching employees under your supervision. View
: In the good example of coaching someone dealing with difficult colleagues, what did the manager do right? (Select the all that apply.) View
: In the non-example, when Elaine complained of difficult colleagues, which of the following things did the manager do wrong? (Select all that apply.) View
: You sit down with an employee for your monthly one-on-one. You ask how things are going with her, and she immediately launches into a diatribe about how another employee is making her life difficult by constantly missing deadlines, showing up late for work, and then chatting with his cubicle neighbors all the time. What are some ways you could respond to this? (Select all that apply.) View
: Which one of the following is a complete representation of the process you should follow to use the Feedback Loop correctly? View
: When you are coaching a formerly high performer with a performance gap, who is not resistant to learning, what kind of coaching model should be your primary approach? View
