Leadership 2 Corporals Course Questions with correct Answers (Graded A)

Coaching - Answer- is defined as a process of ongoing observation and encouragement for a Marine's personal and professional growth. It occurs on a daily basis and provides informal feedback, documentation, and communication of goals focused on the development of the Marine. While Marines carry out tasks, coaching is applied to improve the efficiency and effectiveness of their work and simultaneously develop subordinate leaders confidence and knowledge base. The true value of any training is the change in behavior that should result from learning. Performance is not so much about what you know as it is about what you do with what you know. Performance Pyramid - Answer- Provides a simple framework that effectively guides the coaching process and employment of coaching skills Coaching is a three stage process where the coach employs three core coaching skills: - Attitude - Knowledge - Skills Stage one of Coaching Process - Answer- Raise awareness. During this stage, the coach helps the Marine create a vision of their goal in terms of what they want to achieve, why they might want to achieve it, and how they intend achieve it. Throughout the process, the emphasis is on guiding the person towards finding their own solutions to their own performance problems. Raising awareness is about encouraging the person to think for themselves for the purpose of self-education. Stage two of Coaching Process - Answer- Generate responsibility. During this stage, the coach challenges the person to take action to make their goals reality, while ascertaining their readiness to do so. Generating responsibility is about improving self-motivation. Stage three of Coaching Process - Answer- Facilitate performance. This stage is accomplished by supporting the Marine in dealing with the challenges of making their goal a reality for the purpose of self-actualization. The principles that guide this stage are: - Autonomy: the Marine has professional freedom to choose the course of action they feel best meets their needs in accomplishing their goals. - Responsibility: the Marine is responsible for the choices they make. - Accountability: the Marine is accountable for what they do and the results they get. These principles enable Marines to own the process and the product of their success. Vision - Answer- Help your Marines to visualize their goals. Challenge - Answer- Challenge your Marines to take the necessary action to achieve their goals. Support - Answer- Support your Marines throughout the process of achieving their goals. Open-Ended and Closed-Ended - Answer- Ask open-ended questions like: "What do you think?" or "How do you think we should approach this?" •Open-ended questions can be used to invite a free response from subordinate leaders without revealing the senior's point of view. -Ex: "How is work going?" or "Why do you think that approach didn't work?" Asking closed-ended questions will lead to a yes or no answer like: "Did you take the test?" • By itself, the question leads no further. It may point the way to another question. For example, if the answer is yes, the next question might be, "Did you pass?" •Questions that begin with who, what, or when can be closed-end questions. They can be useful in getting the facts, but they begin to create the atmosphere of a cross-examination if they dominate the discussion. Broad and Narrow - Answer- Broad questions, like open-ended questions, begin with broad framework. For example: "Where do you see your leadership development in the next few years?" These questions are used to gather information and become more effective as your subordinate leaders become more comfortable with you. Use these questions to solicit how your subordinate leaders think about certain subjects. For example: "I'd like to hear more about your past experience leading Marines," or "How did you become involved in the company's leadership development plan?" •Narrow questions, like closed-ended questions, are used to focus the subordinate leader's attention on a specific topic. Closed-ended questions provide detailed information, verify accuracy, and clarify understanding. They can be used to recall facts, or choose options from a list. For example, "You mentioned that you wanted to start an in-depth study on leadership development. Would you prefer coaching, counseling or mentoring?" Closed or narrow questions are effective in getting agreement or commitment. For example, "How many hours per week do you think you can devote to this reading?" Rhetorical and Hypothetical - Answer- Rhetorical questions are asked to make a point without the expectation of a reply and are often answered by the speaker. For example, "Isn't that window display effective?" or "What sort of impact do you think such a recommendation can have? Well, I think...." Rhetorical questions are primarily statements in disguise. •Hypothetical questions are designed to explore possibilities in an imaginary scenario. They are helpful when trying to decide between a number of choices. Examples of Hypothetical questions are: - What might happen if...? - What would you do if you were in my shoes? - What are the potential benefits if...? - What is the worst that might happen if...? Leading and Interrogative - Answer- Leading and interrogative questions suggest, hint, or exclude many other possible answers. For example, if you were testing your Marines on leadership, a leading question might be, "Which leadership trait is associated with the way a Marine carries themselves?" This is a leading question because it pointed the Marine in the direction of the answer (one of the leadership traits) and eliminated many other possible answers (anything other than a leadership trait). Scaling Questions - Answer- The core coaching skill employed to facilitate performance during stage three of the coaching process is empathetic responding. Responding with empathy requires the coach to have a true understanding of the Marine's needs before choosing the best response to meet them. To respond with empathy, a coach must employ both constructive feedback and validated praise appropriately. To be constructive, feedback must be positively presented, build self-image, and confidence. To be validated, praise must be evidence-based, develop self-esteem, and motivate. CORE COACHING SKILLS - Answer- The core coaching skill employed to facilitate performance during stage three of the coaching process is empathetic responding. Responding with empathy requires the coach to have a true understanding of the Marine's needs before choosing the best response to meet them. To respond with empathy, a coach must employ both constructive feedback and validated praise appropriately. To be constructive, feedback must be positively presented, build self-image, and confidence. To be validated, praise must be evidence-based, develop self-esteem, and motivate. BUILDING TRUST - Answer- A byproduct of effective coaching is a leader's ability to gain trust and respect through their actions. To do this, a leader must: •Do what they say they will do. •Be fair-minded and strike a balance between ideal and reality. •Clearly communicate goals, vision, individual roles, and responsibilities. •Create a belief in the communicated goals and vision, and instill the confidence to achieve them. •Understand and develop the individual Marine before the skill. •Be honest, approachable, and passionate about developing your Marines. Trust is a state of mind. All of the above are actions. It's not our words that generate trust, but what we do. The real message is in our actions. Trust is a combination of trusting others and being trustworthy. Coaching should occur on a __________. - Answer- on a daily basis Counseling - Answer- Focuses on: - Creating an ingrained counseling ethic - Emphasizing the teacher-scholar or father-son relationship envisioned by General Lejeune - Effective means of communication between senior and junior Marines Counseling sessions keep Marines and their leaders directed toward effective individual performance, and thus toward increased unit readiness and effectiveness. Counseling sessions - Answer- Counseling sessions should occur within 30 days of the newly established senior and junior relationship. Follow-on counseling sessions - Answer- -For active component lance corporals and below occur at least once every 30 days. - For reserve component lance corporals and below not on active duty orders occur once every three months and during annual training. -For corporals through colonels occur approximately 90 days after the initial counseling session and subsequent sessions will occur every six months Event-related counseling sessions - Answer- Informal, unscheduled, can occur at any time, and can be initiated by either party. These sessions typically occur when the senior or junior sees a need to meet before the next scheduled follow-on session. Three D's - Answer- - Determine or identify the nature of the problem. - Discuss the impact of the behavior. - Develop a plan of action to correct the behavior or problem. TYPES OF COUNSELING APPROACHES - Answer- Directive- the senior analyzes the situation, develops a solution or a plan for improvement, and tells the junior what to do next. Nondirective- the senior asks questions, listens, and draws the junior out. The senior helps the junior analyze the situation and develop the solution or plan for improvement. Collaborative- approach uses directive and nondirective techniques. It offers the senior greater flexibility and promotes joint diagnosis. The junior and senior work as a team to diagnose and solve the junior's problem. PREPARING FOR A FORMAL COUNSELING - Answer- Review and evaluate performance. Define objectives: - Determine what the goal of the session is. - Have the subordinate provide input. Set the agenda. Schedule the time and place of the session. Which counseling approach focuses on the the development of a junior's ability to recognize and correct their own deficiencies? - Answer- Nondirective approach What are the three stages of the coaching process? - Answer- Raise awareness.,Generate responsibility.,Facilitate performance. Which of the following counseling approaches is senior centered, where the senior diagnoses the problem and offers a solution? - Answer- Directive approach Which of the following should be considered when you are conducting a counseling session? - Answer- Have an opening.,Use a guide.,Agree on a plan for improvement. Combat Operational Stress Control (COSC) - Answer- The program promotes mission readiness, preserves the force, and supports long-term health and wellness among Marines, Sailors, and their family members by empowering leaders in prevention efforts informed by evidence-based behavioral health science. Prevention efforts focus on employing the five core leadership functions of COSC: strengthen, mitigate, identify, treat, and reintegrate. These core leadership functions develop Marines individually to better carry out the unit mission. three main goals—prevention, identification, and treatment of stress problems arising from military training and operations. POST-TRAUMATIC STRESS DISORDER (PTSD) - Answer- The cardinal symptoms of PTSD are: - Re-experiencing the life-threatening event - Numbing of normal emotional responses to non-threatening life situations - Avoiding situations or people that may trigger uncontrollable recollections of the life-threatening experience - Excessive physiological activation, emotional intensity that is uncontrollable and inappropriate Often associated with secondary symptoms, such as: - Alcohol or drug abuse - Reckless or thrill-seeking behavior