Professional Development Exercise #3

Please choose the best answer to each question. At the conclusion of this exercise you will receive detailed feedback that you may print for your records.

To begin, please enter your first name, last name and CM Number or C.A.M. number. (CMAR certificants, please enter "CMAR" in place of a CM or C.A.M. number).

First Name:		Last Name:
CM or C.A.M. number:

A survey conducted by the Center for Creative Leadership (CCL) found that one third of high performing employees have careers that plateau or derail because:

	they lack motivation
	they lack business acumen
	they lack concentration
	they lack emotional competencies

A casual workplace, offering a flexible work schedule, and holding infrequent face-to-face meetings would appeal most to which generation of employees:

	nexters
	gen xers
	boomers
	veterans

An employee with excellent technical skills and expertise, but undeveloped interpersonal skills, is unlikely to:

	experience interpersonal conflict and frustration
	use his/her technical expertise ineffectively
	influence morale and affect turnover
	enable a high functioning and harmonious team

Generation Xers tend to be unimpressed by authority because:

	they are part of the “me first” generation
	they lack common courtesies like respect
	they view all persons as equal
	they grew up watching many authority figures fall from grace

In order to manage effectively, managers should understand the differences between generational groups of employees. Accordingly, a manager should anticipate resistance when a gen xer is:

	requested to routinely work overtime
	asked to participate in an electronic staff meeting
	informed of a change to a casual dress policy
	put on a “flexible” work schedule

Strategies to get the most out of high performers include all of the following except:

	getting employees fired up about business objectives
	keeping high performers in the loop by inviting them to high level business meetings
	letting high performers do their own thing from the start without any interference
	building an environment of loyalty, trust and integrity; then getting out of the way

Organizations are constantly looking to hire high performers, yet few have the management structure to benefit from them. How can an organization get the most out of their high performers?

	reward them with management responsibility
	design a unique career path to challenge the high performer
	treat them consistent with all other employees
	let them self-manage to their highest level of competence

Success in management is dependent on:

	a confluence of skills and talents and a commitment to grow
	changing your personality to fit the desires of your staff
	adhering to an established profile based on successful managers from the past
	following the teachings of Drucker, Mazlo and Covey

Interpersonal skills can best be assessed, without bias, by:

	asking questions
	observing interactions with others
	assessment testing
	role playing

Interpersonal skills depend on four fundamental characteristics. They are:

	self-awareness, sensitivity to others, self control, and self sufficiency
	self awareness, self management, self control, and self sufficiency
	sensitivity to others self control, self sufficiency, and social intelligence
	self awareness, sensitivity to others, self control, and social intelligence

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