DLC202: LEADER DEVELOPMENT EXAM
QUESDTIONS WITH COMPLETE SOLUTIONS
Absolutely. While I develop a long-term plan for monitoring Campbell's progress, I have
to form a good action plan for him based on his mishap in Meran. What's the best way to do that, and what's the best way to track the progress of his development? - -You need to look at both the short and the long term goals. Base your plan of action on what the mistake was, and what the requirements are to improve. -Appreciate that, Sergeant. I couldn't have done it without your guidance. Being new to this and all, I just have a quick question about all this: What exactly does the Army consider good leadership? - -Leadership is the process of influencing people by providing purpose, direction, and motivation. -Hey, you two, come here! - -[Pulls SPC Cartwright aside.] You need to remember not to react so quickly, but remain calm under pressure. -I appreciate that, Sergeant. How can I best guide Private Campbell through the creation of a developmental plan? - -Start with a face-to-face counseling about what happened. Counseling, coaching, and mentoring are three ways to develop others on your team. -Is there a best approrach for assessing the developmental needs of others? What's your process, Sergeant? I was able to get past this situation, but I want to get better. What's the starting point? - -You need to know how they develop best; what are their strengths, and what areas need to be stronger? Observe them under different task conditions. -SGT Rencher arrives to find that SPC Cartwright has completed the inspections. SGT Rencher is pleased with what he sees and decides to pull SPC Cartwright aside to offer feedback. - -Good job, Soldier. Taking initiative in the absence of orders demonstrates solid leadership potential. -Sure, I'll let you know. Oh, and that reminds me of something I wanted to ask about. I want to do the right thing, but it's hard to find the time to deal with these guys' issues
and still keep up with my own priorities. Since I'm up for promotion, I'm a little concerned that I'm getting in over my head and I'm going to crash and burn. How do I balance all of this stuff? - -Leaders have the responsibility to create a positive climate, prepare themselves, and take the time to help others. -We talked about recognizing Soldiers' developmental needs. Can you recommend some specific methods for gathering that information? - -Observe on-the-job
QUESDTIONS WITH COMPLETE SOLUTIONS
Absolutely. While I develop a long-term plan for monitoring Campbell's progress, I have
to form a good action plan for him based on his mishap in Meran. What's the best way to do that, and what's the best way to track the progress of his development? - -You need to look at both the short and the long term goals. Base your plan of action on what the mistake was, and what the requirements are to improve. -Appreciate that, Sergeant. I couldn't have done it without your guidance. Being new to this and all, I just have a quick question about all this: What exactly does the Army consider good leadership? - -Leadership is the process of influencing people by providing purpose, direction, and motivation. -Hey, you two, come here! - -[Pulls SPC Cartwright aside.] You need to remember not to react so quickly, but remain calm under pressure. -I appreciate that, Sergeant. How can I best guide Private Campbell through the creation of a developmental plan? - -Start with a face-to-face counseling about what happened. Counseling, coaching, and mentoring are three ways to develop others on your team. -Is there a best approrach for assessing the developmental needs of others? What's your process, Sergeant? I was able to get past this situation, but I want to get better. What's the starting point? - -You need to know how they develop best; what are their strengths, and what areas need to be stronger? Observe them under different task conditions. -SGT Rencher arrives to find that SPC Cartwright has completed the inspections. SGT Rencher is pleased with what he sees and decides to pull SPC Cartwright aside to offer feedback. - -Good job, Soldier. Taking initiative in the absence of orders demonstrates solid leadership potential. -Sure, I'll let you know. Oh, and that reminds me of something I wanted to ask about. I want to do the right thing, but it's hard to find the time to deal with these guys' issues
and still keep up with my own priorities. Since I'm up for promotion, I'm a little concerned that I'm getting in over my head and I'm going to crash and burn. How do I balance all of this stuff? - -Leaders have the responsibility to create a positive climate, prepare themselves, and take the time to help others. -We talked about recognizing Soldiers' developmental needs. Can you recommend some specific methods for gathering that information? - -Observe on-the-job
