Corporals Course: Leadership 2 EXAM QUESTIONS WITH A+ ANSWERS LATEST
UPDATE.
Terms in this set (35)
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.
Coaching
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.
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
Performance Pyramid
core coaching skills:
- Attitude
- Knowledge
- Skills
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
Stage one of Coaching Process
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.
, Generate responsibility. During this stage, the coach challenges the
Stage two of Coaching Process person to take action to make their goals reality, while ascertaining
their readiness to do so.
Generating responsibility is about improving self-motivation.
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:
Stage three of Coaching Process - 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 Help your Marines to visualize their goals.
Challenge Challenge your Marines to take the necessary action to achieve their goals.
Support Support your Marines throughout the process of achieving their goals.
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?"
Open-Ended and Closed-Ended
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.
UPDATE.
Terms in this set (35)
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.
Coaching
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.
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
Performance Pyramid
core coaching skills:
- Attitude
- Knowledge
- Skills
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
Stage one of Coaching Process
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.
, Generate responsibility. During this stage, the coach challenges the
Stage two of Coaching Process person to take action to make their goals reality, while ascertaining
their readiness to do so.
Generating responsibility is about improving self-motivation.
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:
Stage three of Coaching Process - 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 Help your Marines to visualize their goals.
Challenge Challenge your Marines to take the necessary action to achieve their goals.
Support Support your Marines throughout the process of achieving their goals.
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?"
Open-Ended and Closed-Ended
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.
