As a leader of a team, you are in charge of setting the annual goals your team must achieve for the next year. You want to set the bar high, but you also want to create buy in from the team on these foals, so they work to achieve them. How should you approach this with your team? *

1. Write down the specific goals you think make the most sense and deliver them to the team

2. Let the team set an easy goal they can quickly achieve to boost morale

3. Take a cote for each team member and let them decide what the specific goals should be

4. Give the team ownership of the goals while pushing the team to achieve the highest standard, in accordance with your commander's intent

You receive guidance from your leadership at company headquarters that the company is planning to implement a bold new strategy to expand into a new market opportunity. This will require your team to refocus its mission to better support the company's new strategy. But you aren't quite clear about the company's new mission and the end state they are hoping to achieve. How do you handle this? *

1. Contact your boss and protest that you weren't involved in the planning process for the company's new strategy.

2. Don't ask questions so as not to offend the egos of your senior leadership

3. Ask questions up the chain of command for clarity so you can better understand the commander's intent of the new mission and the end state your leaders hope to achieve

4. Follow orders to the best of your ability and execute

You are working on a plan that requires support from another department in your company, in order for you and your immediate team to be successful. You have had some trouble getting the necessary support from this department on previous projects. How should you approach the other department to ensure they understand the plan and get you what you need to accomplish your mission?

1. Talk to your boss and have the boss direct the other department to support you so that they understand it is mandatory and give you what they need

2. Devise a detailed plan with specific direction for each key task you need the other department to execute and provide it to them

3. Present the other department your plan at a multi-department meeting with senior leadership present so they don't have an opportunity to push back

4. Let the other department know what your intent and desired end state is and ask them how they think they could best support

An overly broad and ambiguous mission results in

1. Ineffective execution

2. A lack of focus

3. Mission creep

4. All the above

The most important part of a brief for any plan is to explain

1. The purpose and end state or Commander's Intent

2. Specific tasks that each member of the team must accomplish

3. Contingency plans for the things that are likely to go wrong

4. The team must win at all costs, no matter the consequences

If you have questions during a briefing about the mission, the goal, the end state or specific tasks you are assigned to accomplish, you should *

1. Refrain from asking them in a public forum to not embarrass yourself

2. Ask for clarification in a tactful and professional manner in front of the group

3. Make a joke at the presenter's expense so they understand that not everyone gets it

4. Ask for clarification, but only in private conversation with your immediate boss

Senior leaders should strive to deliver all aspects of the brief to their team so that the team understands who is in charge. True or False? *

1. True

2. False

During the planning process, a leader can most add value by *

1. Allowing the team to plan without any oversight so as not to stifle their creativity

2. Getting down into the intricate details of the plan to ensure everything makes sense

3. Letting the team plan the details and observe from a detached perspective in order to more easily see mistakes or gaps that need to be tightened up

4. Get at least eight hours of sleep the night before

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