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Question 1 of 15
What are the elements of Vibe?
Coffee, chardonnay, and comedy
Clarity, Competency, and Chemistry
Vibe happens when talented people are in charge
Vibe is a feeling that comes and goes and cannot be influenced
Question 2 of 15
Which statement best describes how Personal Vibe impacts an organization?
Personal Vibe only affects direct reports.
Personal Vibe is static and personality-based
Personal Vibe tends to "trickle down" from the leader and shapes culture one relationship at a time
Personal Vibe is primarily determined by company policies
Question 3 of 15
Which Personal Vibe style is described as fast-paced, people-focused, enthusiastic, and story-oriented?
Producer
Arranger
Performer
Harmonizer
Question 4 of 15
What is the FIRST step a leader should take before engaging in a collaborative dialogue or meeting?
Ask for ideas from the team
Determine how decisions will be made
Clarify the purpose and the desired outcome or result of the discussion
Identify who will take notes and buy them a pen and paper
Question 5 of 15
According to the training, where you get "weigh-in" you get what?
Consensus
Productivity
Harmony
Buy-In
Question 6 of 15
Which behavior is considered a major Vibe-Killer in Collaboration?
Asking quiet team members to share
Stating the purpose of the meeting
F.A.E. aka: Fundamental Attribution Error (guessing motives)
Mining for spirited debate about ideas
Question 7 of 15
One of the two key beliefs required to become a Coaching Manager is:
Employees should respect you as the boss
Coaching should only happen annually during reviews
Your team has potential
Accountability should be handled by HR
Question 8 of 15
In the "Development Diamond" of training, which base do managers leave people stuck, creating frustration?
1st base - Orientation (Starter)
2nd base - Application (Rookie)
3rd base - Evaluation (Pro)
Home Base - Delegation (All-Star)
Question 9 of 15
Which phrase best represents effective walk-around coaching?
"What do you need from me to move forward?"
"Let me tell you what you did wrong."
"Why didn't you follow the process/policies?"
"Here's what I would have done differently?"
Question 10 of 15
What is the healthiest leadership approach to conflict according to the training?
Avoiding conflict whenever possible
Evoking conflict to force change
Willingness to lean into conflict and keeping it about ideas and strategies
Delegating conflict to HR
Question 11 of 15
When confronting poor performance or behavior, why is it important to lead with facts before emotions?
Emotions are irrelevant in leadership
It spreads up the conversation
Facts reduce defensiveness and keep the conversation corrective or developmental rather than personal
It prevents the need for documentation (This is never the correct answer)
Question 12 of 15
What is the PRIMARY goal of a confrontation conversation?
To correct behavior or performance and secure a commitment to change
To discipline the employee
To prove the manager is right
To document failure
Question 13 of 15
What is the main purpose of spending 90 seconds preparing before a meeting or conversation?
To (potentially) reduce the length of the meeting
To reduce confusion about priorities and decisions
To come to the best conclusions and outcomes
All of the above
Question 14 of 15
According to the 90-Second Advantage training, which habit is essential to productive conversations?
Talking more than listening
Avoiding disagreement
Clarifying decisions, commitments, and take-aways
Letting conversations end naturally
Question 15 of 15
Spending 90-seconds to plan your day means you are intentional about _____________?
Managing emails efficiently
Completing more tasks
Reducing meetings
Key conversations, priorities, and preparation for upcoming priorities