Week 9 Apr 11

What is the result of setting impossible or unrealistic expectations for others?

• High innovation and engagement
• Low expectations and laziness
• Burnout, apathy, resistance, or turnover
• Increased creativity and risk-taking

What kind of expectations create an empowering and high-performing culture?

• Realistic expectations
• Limited expectations
• Resigned expectations
• Unspoken expectations

What does the statement “Un-communicated expectations are pre-meditated bitterness” remind leaders to do?

• Hold people accountable no matter what
• Clearly communicate expectations before enforcing them
• Lower their standards
• Keep expectations internal to avoid conflict

Which of the following is not one of the five key metrics in the “Maximizing Team Performance” model?

• Communication
• Submission
• Relationships
• Alignment
• Capacity

What are the first two components that form the foundation of a healthy, high-performing team?

• Execution and Capacity
• Alignment and Relationship
• Communication and Relationship
• Capacity and Communication

What happens when teams focus only on Alignment, Execution, and Capacity, but ignore Communication and Relationship?

• They may get short-term compliance, but long-term engagement and health will weaken
• They become more agile and efficient
• Their culture becomes more casual and creative
• They automatically build trust faster

When using the Performance Diagnostic, what is the first thing a leader should assess when addressing a performance issue?

• Whether the employee is motivated
• If the person has the right skills
• Whether there’s an organizational or cultural issue
• If the person is in the wrong role

What question should a leader ask at the “Hands” level of the Performance Diagnostic?

• Are they emotionally engaged with their work?
• Have we provided the training or coaching they need?
• Are they a culture fit for the team?
• Do they understand the company values?

What does the “Heart” level of the Performance Diagnostic help leaders evaluate?

• Whether the role matches their personality
• Whether they are detail-oriented or strategic
• Whether the individual has the motivation and values alignment for the role
• Whether their manager has clear goals

What is the goal of using the Core Tool when leading others?

• To compare team members’ results
• To grow their self-awareness, emotional intelligence, and skills
• To make decisions faster
• To assign tasks based on personality alone