Wal-Mart - Tactical Leadership Assessment Test

Tactical Tactical Leadership Leadership Assessment Assessment Test Question: 1 of 70 Another department’s supervisor fails to give you information that you you should have received. As a result, your department’s productivity has gone down. How do you handle the situation !al" !al" to the other supervisor a#out the situation and as" that he ta"e responsi#ility for the productivity decrease. $eet with the other supervisor and discuss the communication pro#lems that e%ist. &%plain to the other supervisor that his actions are #ad for the entire company compan y. Help the other supervisor see the pro#lems caused #y his mista"e. Question: ' of 70 (ne day, you overhear another department’s supervisor complaining a#out the )uality of your department’s wor". * *ou ou aren’t aware of any pro#lems with your department’s wor" )uality. +hat would you do in this situation ontact the other department’s supervisor and as" her if you can meet to discuss and solve the )uality pro#lems. -ncrease the )uality standards for your department’s wor" so that the other supervisor won’t have anything to complain a#out. $eet with the supervisor and tell her that your department is not responsi#le for the )uality pro#lems. +atch your department closely to ma"e sure that they are completing their tas"s correctly. correctly.

Tactical Tactical Leadership Leadership Assessment Assessment Test

Question:  of 70 *our manager has as"ed for your help to ma"e a decision on an important issue within '/ hours. !he outcome of this decision will have a direct impact on how your associates do their o#s. !he #est thing for you to do is: $eet with your manager and ma"e the decision together. all a meeting with your associates and discuss the issue with them as a group. +or" with your manager to reach a decision and then meet with each associate to discuss the outcome. As" your manager to present the issue at the ne%t associate meeting #ecause it will have an impact on the entire group. Question: / of 70 After finding out that you’ve made a potentially serious error at your o#, the most important reason for ta"ing action to correct it is #ecause if you did not: omeone else might find the error and improve their chances of #eing promoted a#ove you. *ou might get caught #y # y a manager and critici2ed for what you’ve done. *ou would feel guilty a#out it afterward. owor"ers might find out and thin" that you are a careless person.


Question: 3 of 70 *ou turn down an associate’s schedule re)uest. re) uest. He angrily points out that you granted the same re)uest to someone else. Although this is true, circumstances have changed since the previous re)uest. +hat do you do !ell !ell the associate that h he e must consider all of the circumstances of the situation. !ell !ell him that you would li"e to grant the re)uest, #ut your hands are tied. Apologi2e #ut tell the associate you will not change your mind. !ell !ell the associate that h he e should ta"e it up with your manager. mana ger.

Question: 4 of 70 5at, one of your associates, calls you aside after a meeting to complain a#out teve, an associate from another area whom she is partnered with to wor" on a set of tas"s. he feels that teve doesn’t listen to her input or ideas. As a result, 5at feels that teve has ta"en over all of the tas"s. !he #est response would #e to: 6iscuss 5at’s pro#lem with another associate from teve’s area and as" for that associates help in resolving the situation. !ell !ell 5at to stand up to teve and insist that he listen to her input. (ffer to meet with 5at and teve to discuss the situation.

Tactical Tactical Leadership Leadership Assessment Assessment Test $eet with teve and ma"e him aware of 5at’s concerns.

Question: 7 of 70 As a new manager, you receive several re)uests a month for help from others a#out tas"s which you used to #e responsi#le for in your old position #ut are not anymore. *ou *ou would address this situation #y: # y: ontinuing to ta"e on these re)uests along with your regular responsi#ilities. 8orwarding such re)uests directly to the person who has ta"en over your old position. $a"ing sure that those ma"ing the re)uests "now which tas"s you are and are not responsi#le for. etting up a meeting with the person currently in your old position to e%plain the tas"s in detail. Question: 9 of 70 *ou get an anonymous note that says one of your associates was seen ta"ing company merchandise to her car after a shift. !he note also says this person should #e # e stopped from stealing company property. !he #est thing you can do is:

Tactical Tactical Leadership Leadership Assessment Assessment Test !al" !al" with other associates a#out the pro#lem. +arn this person that she is #eing watched. o to the par"ing lot yourself and watch this person leaving wor". ;efer the incident to loss prevention or a mem#er of management.

Question: < of 70 *ou have received several complaints a#out a #out arguments #etween two of your associates, $ary and =ill. A new proect ust arose and #ecause $ary $ar y and =ill have the #est s"ills to complete the proect, you want them to wor" together. How would you approach this situation $eet with $ary and =ill together to discuss the pro#lems that e%ist #etween them. Approach $ary and =ill individually a#out wor"ing together on the new proect. $a"e $ary and =ill wor" together #ecause they are the #est group mem#ers for the o#. Assign separate tas"s to $ary and =ill and oversee them when they need to wor" together. Question: 10 of 70

Tactical Tactical Leadership Leadership Assessment Assessment Test A day after returning from a day off during a holiday, holiday, you find that Anna, one of your associates, has started ma"ing many mista"es and has stopped communicating with other associates. $any of the associates are personally concerned. +hat do you do &%plain to Anna that you understand how holidays can #e depressing and that you would li"e her to try to concentrate on the wor" at hand. 6iscuss the performance pro#lems and your e%pectations with Anna> then as" if she has any concerns. ;emind Anna that an associate assistance program is availa#le to help her with any personal pro#lems. -gnore the lapse in performance for now #ecause people go through high and low points and usually wor" through it on their own. Question: 11 of 70 *ou have #een following a complicated paperwor" process for months. +hen loo"ing through some old files you find a new page of process instructions you did not see #efore. !hese new instructions change the results of the process su#stantially. su#stantially. -t would ta"e you several days da ys to re?do the wor". +hat would you do 8ind out from another manager what he or she would do if this situation happened to them. ;e?do the wor" if it would not affect your current wor"load.

Tactical Tactical Leadership Leadership Assessment Assessment Test $eet with your manager to e%plain the situation, then re?do the wor". @eave the old process results as they are, #ut change the process from then on. Question: 1' of 70 *ou have ust received feed#ac" a#out a#o ut the )uality of your department’s wor". *our *our department is a#ove the accepted standards for )uality. However, you you do see some pro#lems. As you review the feed#ac", you see that one associate, ;ic", causes most of the )uality pro#lems. How do you approach this situation 6iscuss the situation with ;ic" and ma"e plans to train him further yourself. uggest to ;ic" that he should sign up for additional training. As" a high?performing associate to watch ;ic" and help him when when he ma"es a mista"e. +ait to ta"e action #ecause your department hasn’t yet fallen #elow )uality standards.

Question: 1 of 70 *ou have recently #een given a new managerial assignment. hris, an associate in the group you now manage, applied for the position #ut did not get it. ;ecently, he told some of the associates that h e didn’t feel you were the right person for the o#. !he #est thing for you to do is to:

Tactical Tactical Leadership Leadership Assessment Assessment Test -nform your manager of the situation and as" him to spea" with hris. 5erform the o# you were assigned and hope that hris will eventually accept the situation. !ell hris that your manager appointed you to the o# and as" him to stop spea"ing negatively a#out you to the other associates. !ell !ell hris that you are sorry that things thing s did not wor" out o ut as he had hoped and that you would appreciate his support to help assure success. Question: 1/ of 70 *ou and your department have #een as"ed to solve a pro#lem. !he pro#lem is not difficult> in fact, you have come up with a solution on your own. *our *our supervisor has as"ed you to review the pro#lem pro# lem with your department and produce a solution at your ne%t meeting. !he most appropriate response is to: ;eview the pro#lem with the department and wait to see if they come up with the same solution you have. 5resent the pro#lem and your solution to the department and have them try to come up with a #etter solution. @et the department "now that you have a possi#le solution #ut that you want to hear their ideas first. +ait until after your department meeting to give your solution to your supervisor.


Question: 13 to '1 of 70 *ou have more responsi#ilities than you can handle on your own. *ou *ou need to delegate some tas"s to others. How effective would each action #e in this situation 13. 6elegate tas"s that will stretch the capa#ilities of those you delegate to. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective

omewhat &ffective

ery ery &ffective

14. 6elegate a tas" in phases, assigning the less ris"y parts first. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



17. larify e%pectations and limits for the tas"s #eing delegated. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



19. -dentify all tas"s that need to #e done and decide which can #e delegated. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



1<. 6elegate tas"s that you are not good at.

Tactical Tactical Leadership Leadership Assessment Assessment Test ery ery -neffective -neffective

omewhat -neffective


Beither &ffective nor


'0. Ceep close watch over delegated tas"s until you are sure they are #eing performed correctly corre ctly.. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



'1. Avoid delegating tas"s that will will ta"e you longer to e%plain than to do yourself. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



Question: '' to '9 of 70 *ou must prepare for a maor proect that you will lead within your facility. facility. How effective would each action #e in this situation ''. $a"ing sure your #udget e%actly matches e%pected tas"s, without e%tra funds. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



'. 6eveloping #ac"up plans for li"ely o#stacles. ery ery -neffective omewhat -neffective -neffective


Beither &ffective nor


Tactical Tactical Leadership Leadership Assessment Assessment Test '/. +aiting until you have all possi#le information #efore starting to prepare. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



'3. 5rioriti2ing proect tas"s to ma"e sure that easier tas"s are completed first. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



'4. ;eviewing similar proects for common pro#lems. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



'7. @imiting proect tas"s to what is possi#le with resources that are already on hand. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



'9. athering input from department associates a#out their preferred role in the proect. ery ery -neffective omewhat -neffective Beither &ffective nor -neffective



Question: '< to 9 of 70 -ndicate how much you agree or disagree with each statement.

Tactical Tactical Leadership Leadership Assessment Assessment Test '<. - particularly enoy solving pro#lems and thin"ing a#out new ideas. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

0. -n past o#s, - often suggested improvements to the way wor" was #eing done. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

1. - often don’t "now what to say to an upset cowor"er. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

'. - sometimes come to meetings unprepared. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

. - sometimes give up on proects when - get too discouraged from set#ac"s. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

/. - am a#le to understand people - wor" with very well.

Tactical Tactical Leadership Leadership Assessment Assessment Test trongly 6isagree Agree

6isagree

Beither Agree Bor 6isagree

trongly Agree

3. - enoy discussing ways to change my o#. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

4. (nce - have achieved a goal, - set a new and more difficult goal. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

7. $y a#ility to understand the pro#lems of others has helped me deal with cowor"ers. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

9. -t ta"es me a lot of time to get started when - arrive at wor". trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

Question: < to /9 of 70 -ndicate how much you agree or disagree with each statement. <. - sometimes ma"e impulsive decisions at wor" that - wish - hadn’t made.


6isagree


trongly Agree

/0. - pay close attention to others facial e%pressions. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

/1. hanges in my wor" responsi#ilities have taught me a lot. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

/'. (ften - don’t complete all the tas"s - have started. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

/. - have good intuition a#out how to present myself to others at wor". trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

//. $any of the changes - have seen at wor" tend to cause more pro#lems than they solve. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree


/3. - have #een "nown to do far more wor" than other associates. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

/4. - feel uncomforta#le when - dont understand the reason for an important event. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

/7. At the end of each wor"day, wor"day, - ma"e sure my wor" wor" area is clean and neat. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

/9. -n the past, other associates treated me in ways that often made me angry. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

Question: /< to 39 of 70 -ndicate how much you agree or disagree with each statement. /<. - always seem to instinctively "now the right things to say or do to influence others.


6isagree

trongly Agree

30. +hen - see a pro#lem, - fi% it. trongly 6isagree 6isagree Agree



trongly Agree

31. - am not always a#le to focus on wor" - should #e doing. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

3'. - am not always good at sensing the motivations and hidden agendas of others. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

3. &ven if a tas" starts off #adly, #adly, - almost never get discouraged. discourag ed. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

3/. - am often surprised #y the emotions others display at wor". trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

Tactical Tactical Leadership Leadership Assessment Assessment Test 33. - rarely agree with changes made to my o#. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

34. - usually "now the right things to say to calm others. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

37. &ven when my wor" situation loo"s #lea", - do not #ecome sad or depressed. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

39. - prefer to stic" to the ways - have always done things at wor". trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

Question: 3< to 4/ of 70 -ndicate how much you agree or disagree with each statement. 3<. - fre)uently misunderstand the non?ver#al messages of others. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

40. - tend to avoid situations that present new pro#lems - cannot handle.


6isagree


trongly Agree

41. - rarely get angry with other associates for things they do. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

4'. - li"e going into new situations where - dont "now what to e%pect. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

4. $y previous supervisors have complimented my pro#lem?solving s"ills. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

4/. - "eep all of my files organi2ed so - "now where to loo" for information. trongly 6isagree 6isagree Beither Agree Bor 6isagree Agree

trongly Agree

Question: 43 of 70 *ou have found that the level of direction you desire the most regarding your wor" is:

Tactical Tactical Leadership Leadership Assessment Assessment Test lose supervision so that your responsi#ilities are clear. ome supervision so that you can as" for help when you need it. $inimal supervision so that you can chec" to ma"e sure your decisions are correct. Hardly any supervision so that you can act independently as much as possi#le.

Question: 44 of 70 -n past o#s, you have #een a#le to persuade other associates to go along with your ideas #y: tanding #ehind your ideas and staying confident in them. 5resenting the ideas in a dynamic, e%citing way. way. hanging your ideas to include others’ suggestions. !rying many different persuasion tactics until the other associates give in.

Question: 47 of 70 +hich role have you most often had in a group that was organi2ed to solve a pro#lem !he supervisor of the group.

Tactical Tactical Leadership Leadership Assessment Assessment Test A mem#er of the group. - have not #een involved in a group that was organi2ed to solve a pro#lem. Question: 49 of 70 +hat #est descri#es your e%perience providing advice and feed#ac" to others a#out wor"?related tas"s *ou have not yet gained e%perience doing this. *ou have provided wor"?related advice a dvice to co?wor"ers. *ou have provided wor"?related advice a dvice to direct reports. *ou have given constructive feed#ac" to direct reports a#out their performance. *ou have given constructive feed#ac" to direct reports and have esta#lished performance e%pectations. Question: 4< of 70 +hich of the statements #elow #est descri#es your e%perience in developing and trac"ing performance goals for yourself andDor for others *ou have not yet gained e%perience doing this. *ou have developed your own performance goals. *ou have developed developed your own performance performance goals them over time.

and trac"ed trac"ed

Tactical Tactical Leadership Leadership Assessment Assessment Test *ou have developed performance goals for yourself and others. *ou have have develo developed ped

and trac"ed trac"ed

perform performance ance goals goals for

yourself and others. Question: 70 of 70 +hen you have wor"ed on maor proects in the past, you have: 8ocused on parts of the proect that you "new already had a solution. 8ocused on parts of the proect where you could #e creative, even though it may ma"e the wor" product harder for others to understand. Esed your creativity for the most important parts of the proect. @imited your creativity so that the wor" product was easy for others to understand.

Wal-Mart - Tactical Leadership Assessment Test

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