Coaching & Leadership Pipeline Flashcards
7 cards from real CPM practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Coaching & Leadership Pipeline flashcards as text
A manager coaches a team member who repeatedly misses deadlines despite agreeing to action steps. Which coaching adjustment is most appropriate?
Answer: Explore possible obstacles and co-create an accountability structure with the employee
When coachees don't follow through, effective coaches examine barriers collaboratively and build practical accountability mechanisms.
Which of the following best describes the 'will' phase of the GROW coaching model?
Answer: Securing specific commitments to next steps and timelines
The Will phase converts insights into committed action by establishing what the coachee will do, by when, and how they will be accountable.
An organization's leaders are technically excellent but consistently fail to develop their teams. This pattern most likely indicates a problem with which pipeline element?
Answer: The transition from managing self to managing others was never properly made
When leaders skip the mindset shift required at the first passage, they continue to value personal output over team development throughout their careers.
When a manager coaches using an 'ask, don't tell' approach, what primary benefit does this deliver to the employee?
Answer: It builds the employee's capacity for independent thinking and self-reliance
Asking questions instead of providing answers develops the employee's own analytical capability and ownership of solutions.
A CPM candidate is asked to evaluate a new manager who spends most of their time doing individual work rather than managing the team. What pipeline concept explains this behavior?
Answer: Failure to transition work values from individual contributor to manager
New managers who haven't updated their work values still believe individual output is more important than enabling others, reverting to doing the work themselves.
Which feedback model is most structured for developmental coaching conversations in a workplace setting?
Answer: SBI (Situation, Behavior, Impact)
The SBI model provides clear, behavior-focused feedback by separating what happened from its impact, reducing defensiveness.
What distinguishes high-potential employees from high-performing employees in a leadership pipeline context?
Answer: High potentials demonstrate the ability and aspiration to grow into significantly larger roles
High potential is defined by future capability — the aspiration, ability, and engagement to succeed at roles of greater scope and complexity.