Quiz - DigitalQuestionnaire

You have a meeting with your team and a lot of colleagues are upset about a new change in role distribution. They want to stay in their current positions or work in different departments based on their own preference.

You listen to all the reasons and try to find a middle ground, while explaining why experience in all departments is essential.
You say they should just follow the decision without explaining anything.
You talk to each individually to understand their feelings and perspectives.

There is a team project and you forget to do a part of your work, causing a negative effect on the outcome and the external business partners.

You do not believe that it was solely your fault and decide not to address it.
You speak to the team and to the outside partners, accepting responsibility for the situation and working to find common solutions.
You accept that there are some benefits to making mistakes and learn from them.

You have a presentation coming up and you are afraid you are not up for the challenge and will fail. The fear is of the big audience.

You decide to skip the presentation and avoid being embarrassed.
You seek support from others, practicing your presentation in front of them beforehand and get used to being out of your comfort zone.
You decide to view this challenge positively and view any mistakes as a learning opportunity.

There is a long-term task ahead to complete, but the team is very unmotivated as it requires a lot of administrative work and they do not understand why it is necessary.

You break down the goal into easily tangible and achievable targets.
You try to motivate team members by explaining the big-picture impact of the whole project.
You complete this task only because you feel like you must.

A diverse group of colleagues is discussing the new logo. Some people have very different opinions than you. You are trying to explain the advantages of your idea. Some start saying that the other ideas are stupid.

You think that every person should have a chance to explain why their idea is valuable.
You react very emotionally and start talking about why someone else’s idea is not good.
You decide to surround yourself only with colleagues who have the same opinion.

You are leading a team comprised of people with different interests on a joint project. However, work is proceeding too slowly as they did not make the decision to work on this project by themselves. To achieve results, you must engage everyone.

You organize a teambuilding activity to unite the team.
You collect ideas from all team members on how to improve cooperation and together you plan for improvement.
You organize a meeting of the informal leaders (influencers) in the team to discuss improving team spirit.

The team is about to participate in a big project. It is your responsibility to ensure that everyone knows what their tasks are and performs them in a timely manner to achieve the results. How will you communicate the plan for the allocation of specific tasks?

To encourage engagement, everyone can choose what task they want to complete.
You allocate the tasks according to your own view and present the distribution to the team.
You talk to each group member individually and assign him/her the task they feel most comfortable in completing.

You love your work and the project subject and you are happy with your assigned tasks. You expect the same from your team, but you do not see the same enthusiasm and the performance is not at the required level.

You organize individual meetings with everyone on the team to find out what inspires them and to negotiate appropriate assignments.
You collect the whole team and tell them how you feel when you work on this project.
At a team meeting you call a brainstorming session during which everyone can share what inspires them and how they can use that to achieve their goals.

One of your colleagues made mistakes that have affected the work of the entire team and he/she is very discouraged. You are familiar with the previous work of this colleague and you know that he/she can do better.

In the next project, you offer him/her tasks in which he/she feels more secure.
You comment on his/her mistakes and his/her strengths and encourage him/her not to despair.
You talk to him/her about what to develop within himself/herself and help in this direction.

Your colleague has contributed significantly to the implementation of a difficult and complex task by working independently.

You talk to him/her in an individual meeting and express your gratitude.
You assemble the colleagues who carried out the project together with him/her and you praise him/her in front of them.
You send an email to the entire team in which you share your recognition and evaluation of the work done by your colleague.

You are involved in a group project. Some tasks in it are unknown to you, whereas others are very familiar as you already did them earlier for other projects.

You take responsibility only for the tasks you know how to do.
You ask questions about the unknown tasks and depending on your own understanding of the level of difficulty, you take on the other tasks alone as well.
You take responsibility for the unknown and difficult new tasks, and while taking care of them you ask questions and read additional books/resources to complete the tasks for the group project.

The manager presents the market problem and gives the group a task to prepare company advertisements with creative suggestions to solve this problem.

You look at examples of previously created advertisements, take one as a template and quickly add on some small changes.
You only present a new idea to the group, not participating in the further implementation process.
You think about something completely new/original, experimenting with everyone’s ideas in the advertisement creation process together with the group.

The team leader explains that the aim of the company will change and asks the group to take on a new assignment.

You say it is an additional task (meaning it is outside of your job description) and ask why you have to do it. Then you suggest the hiring of new employees/students/staff to do the new job.
After long discussions, you agree to modify your own approach to the task based on the preferences of the leader and the new requirements.
You can see a place for your own self-growth, so you agree with enthusiasm to be responsible for the new task based on the preferences of the leader and the requirements of the situation.

There is a team project and you believe that you have one of the best ideas of how to work in the most effective way.

You work the way others have suggested, keeping your opinion to yourself.
You suggest new and more efficient ways of working, but the group disagrees so you stop suggesting anything.
You regularly suggest new and more efficient ways of working.

Your colleague faces a difficult and complex task. You do not know how to solve this task, but you think that you could inspire him/her to master it.

You do nothing, because you think that it is his/her task.
You offer your opinion of how the task could be solved and try to help him/her.
You encourage him/her by giving different ideas of how the task could be solved and you’re there to help at every step of the way.

You have a meeting with your team and some of them disagree with a few of your previous decisions and point of view. A discussion starts.

You do not become defensive when criticized and you try to make them understand your decisions.
You don’t like the situation and you explain why you took the decisions.
You don’t like people who question your decisions openly. You mention this whenever you have the chance.

You must deal with an employee who is upset with you.

You allow him/her to express his/her feelings and reasons and try to reach a consensus.
You allow him/her to express his/her feelings and reasons, but you explain very clearly that there are some issues that cannot be agreed upon.
If the employee does not say anything to you, you don’t address the issue.

You receive a complaint from an important client concerning your sales department.

You apologize and tell him/her you will find out what has happened and get back with an answer.
You apologize and explain that you are having technical problems with your company software (which is not true, this is an excuse).
You apologize and explain that you have been having lots of problems with your employee’s behaviour in the last months and you will talk to them.

You believe there are some tasks that can be improved on in some departments.

You call for a meeting with the people involved and open the discussion for improving task performance.
You mention the issue in the coffee machine area and expect the people involved to take the initiative.
You call for a meeting and tell the people involved what to improve and how to do it.

The quality of an employee’s work begins to rapidly decline.

Before other employees bring up the issue to you, you speak with the employee to try to understand the cause of the decline.
Other employees are bringing up the issue to you, so you have to get involved and ask about the decline.
You are not involving yourself in any issues until you receive complaints from other employees and clients.