Quiz following HR course, multiple-choice

1. Training plan
Tough/Difficult Conversations
-

2. Building Leadership Skills Training Plan 1
Document history summary
Status or comment Completed by
Jan 21, 2021 Create questions for Tough/Difficult Conversations Jim Piechocki

3. Building Leadership Skills Training Plan 2
CATEGORY: USHI-SUPPLY CHAIN PILOT
SUBJECT: BUILDING LEADERSHIP SKILLS
TOPIC: TOUGH/DIFFICULT CONVERSATIONS
Subject objectives
Business goal What is the business goal this subject addresses? How will success be measured?
Performance goal
(expected behavior)
What learners need to do and how will it be measured?
Target audience Who is the audience for this subject? What general age group would the target audience fall into (e.g.,
millennials, Gen X, baby boomers, cross generational)? What is the general education level of the target
audience (e.g., university, high school, etc.)? If education level is lower than at the University level, what is the
perceived reading level of the audience? Any other facts pertinent to the audience that should be reflected in the
content?
Learner motivation What is the benefit to the learners to learn this information? E.g. Increased incentive payout, reduction in
workload.
Micro topics Guideline for Topic Creation – Each topic should have 8-10 key learning points.
<List topics>
Discover Content not critical to the performance/behavior which can be added to Discover to support further learning
outside of the critical key learning points.

4. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 3
1.1. Tough/DifficultConversations
Learning objectives
● What learners should be able to demonstrate (in Axonify) after graduation of the Micro Topic.
●
Key learning points Behavior Level 1 Level 2 Level 3
1. Show courage by
raising difficult issues
to ensure theyare
addressed.
Label: Overcome fears of
asking tough questions.
Description: Be willing to
deliver difficult messages
directly to keep conflict
productive.
MC1 What mindset should you
have when delivering a difficult
message to another
Associate?
-Be brave
-Be vague
-Be careful
-Be afraid
Explanation:
To show others you are
focused on the solution, show
courage. Be brave during
tough conversations.
MC2 What could be a reason
an Associate might be
unwilling to admit to a
shortcoming to you?
-Loss of control
-Lack of training
-Lack of detail focus
-Appearance of lack of
competence
Explanation: It is important to
listen deeply to Associate’s
mindset to show them you
care about fixing the problem.
MA1 Which of the following
are don’ts when having
challenging conversations with
Associates? (Select all that
apply.)
-Be open minded
-Be aggressive
-Talk from the heart
-Be disrespectful
Explanation:
Avoiding being aggressive,
manipulative or disrespectful
during challenging
conversations helps keep
conflict a positive thing.
MA2 Which of the following
tips help you thrive during a
challenging conversation.
(Select as many as apply):
- Conflict does mean
being aggressive or
passive/aggressive
- Be clear on your
expectations
- Avoid standoffs and
know when to
compromise
COMPLEX/SCENARIO-
BASED
C1
You work with an Associate
who is a “horn,” always
dominating conversations with
negative comments. At a
meeting, the Associate
expresses a strong objection
to something another
Associate said. What should
you do to keep it positive?
-Find a middle ground
where both can agree
-Tell the Associate to calm
down and be quiet.
-Ignore the Associate and
focus on the meeting agenda.
-Reprimand the Associate and
tell him/her to get on the team.
Explanation:
Conflict does not have to be
all negative. Creativity and
innovation come from different
opinions. Try to find a “halfway
point between differing
opinions, no matter how
contentious or argumentative.
C2 An Associate is habitually
late for meetings or misses

5. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 4
MC3 When we face a
challenging conversation,
there is usually:
-No basis for any fears
-Something specific that we
fear happening
- A vague feeling not connected
to any specific fear
-A feeling of exhilaration from
the challenge
Explanation: Be aware of your
inner mindset, especially
stressors due to fear, to stay
focused on the outcome, not
the conflict.
MC4 A key skill for tackling a
challenging conversation is:
-Asking closed-ended questions
-Passive listening
-Being assertive
-Closed body language
Explanation: Courage under fire
is a key skill. Being assertive
shows Associates you are a
leader.
MC5 The acronym “FEAR” can
stand for False Expectations
Appearing:
- Real
- Regularly
- Rarely
- Routinely
- Hide your expectations if
you suspect they will
cause stress
Explanation: Key skills can
help you thrive during a tough
conversation by true
leadership skills.
MA3 “Let me ask about the
situation from your
perspective” is an example of:
-A challenging conversation
Don’t
-A calm way to manage
conflict
-A way to disarm an Associate
by masking your intentions.
-A tip for avoiding “he said-
she said” disputes.
Explanation: Asking, rather than
telling, emancipates you and
your Associates from the
darkness of conflict and
allows you to work together
to build a resolution.
them altogether. During a
discussion, you uncover an
issue with overscheduling, but
you encounter resistance
when you suggest an action
plan. What is the best solution
for helping this employee?
-Suggest an aggressive time
management training plan.
-Dismiss any reasons the
Associate has for his
tardiness.
-Avoid your own feelings and
cut the Associate some slack.
- Be brave and explain why
you have strong feelings
about scheduling.
Explanation: Leadership
begins with strength of vision
in the face of conflict and
despair.

6. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 5
Explanation:
2. Three practical tips can
help keep conflict in
perspective.
Label: Put conflict in
perspective with steps that
quickly resolve issues that
arise.
Description: Prepare yourself
for difficult conversations to
empower employees from
conflict.
MC1 Showing courage and
knowing where to compromise
avoids which of the following?
- Difficult conversations
- Having to say ‘No’
- Standoffs among
Associates
- Innovative solutions
Explanation: Courage and
compromise go together in the
struggle to overcome and
harness conflict.
MC2 In a dispute over work
schedules, Associates on either
side of the argument may not
have considered:
- The other person’s
point of view
- Their own benefit
- The company’s needs
- Their value Lowe’s
Explanation: It is easy to ignore
others, especially if their views
differ from ours.
MC3 What is another way of
saying, conflict does not mean
aggressive or
passive/aggressive behavior?
- Disagreement can lead
to a better solution if
handled properly
MA 1 Supervisors can keep
conflict in perspective by being
which of the following? (Select
all that apply.)
- Brave
- Clear
- Authoritative
- Obedient
Explanation: Great leaders are
bold and clear about their
opinions. Use this approach to
demonstrate leadership to
employees.
MA2 In a challenging
conversation, Lowe’s
Supervisors should be clear on
which of the following? (Select
all that apply)
- Their own point of
view
- Their expectations
- The procedures in the
Lowe’s Employee
Handbook
- The threat of
punishment or
termination
Explanation: Associates cannot
resolve conflicts if they do not
know where you are coming
from. Be laser-sharp to help
shape the actions and opinions
of Associates.
C1 In a challenging
conversation with an
Associate who disagrees with
you, you realize that she is not
listening to any of your advice
or suggestions. What should
your strategy be?
- Be aggressive and insist
that she listen.
- Repeat your
recommendation until
she listens.
- Terminate the Associate
immediately.
- Find a creative way, to
help her see the value
of your advice.
Explanation: How we present
ourselves during difficult
conversations comes directly
from how well prepared we are.
Creativity is often part of the
process.
C2 One of your Associates
makes an insensitive remark,
and this is reported to you. In a
conversation with the Associate,
he says he did not intend to
give offense. What is a
productive way to defuse the
tension and help the employee
see the problem?

7. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 6
- All forms of conflict are
counter productive.
- It is impossible to have
agreement 100% of the
time.
- Supervisors should
encourage conflict to
build teamwork.
Explanation: Conflict is an ally
when disagreement is handled
properly.
MC4: Creativity and innovation
come from which of the
following?
- Strict adherence to
procedures
- Distribution of power to
the masses
- Different opinions and
perspectives
- Hiring people who agree
with you
Explanation: Our economy is
built on multiple views.
Empowering change is a
tolerance of diverse ideas and
opinions.
- Write up the Associate
for violating Lowe’s
diversity and inclusion
policy.
- Praise the employee for
expressing his sentiment
clearly.
- Be brave and confront
the passive/aggressive
behavior, standoff or
not.
- Show courage, remain
calm, insist the
Associate recognize
his mistake, and refer
him to appropriate
training.
Explanation: A business culture
of innovation and service is like
a feather. It can be easily blown
away by the winds of adversity.
Preserve Lowe’s heritage of
tolerance and diversity at all
costs.
3. When we face
challenging
conversations, often
fear is behind them.
Label: When we are afraid, it may
be because of our internal
thoughts or expectations, not
the actual situation.
Description: Awareness of our
own internal fears and drivers
MC1 Fear of a negative reaction
during an Associate’s one-
on-one is an example of
which of the following?
- An internal fear
- An external fear
- An irrational fear
MA1: At home you avoid any
confrontation with your spouse
or children during difficult
conversations. Which of the
following underlying fears may
be the cause? (Select all that
apply.)
C1 The winter flu season has
left you short-handed, and
many of your Associates feel
overworked. What can you do
to make a staff meeting to
address their concerns more
productive?

8. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 7
can help keep challenging
conversations productive.
- Nonsense. Move ahead
without all this
psychobabble.
Explanation: The enemy of
growth and change is within us.
Recognizing fear is the first step
to overcoming conflict.
MC2 Why does overcoming
your fear of a negative
reaction during challenging
conversations lead to
greater productivity and
harmony at Lowe’s?
- It is a specific fear that
underlies difficult
conversations.
- It is a vague feeling we
must live with and
suppress.
- It can help Associates
like and admire you as a
person.
- It is not relevant at all to
a productive workplace.
Explanation: Abolish negativity
by recognizing your fears of
contrary reactions that impede
growth and progress.
- You are afraid of
wrecking the
relationship with your
spouse and children.
- You worry that your
spouse will turn off
ESPN.
- You are concerned
that your spouse has
ESL issues and you
may embarrass her.
- You fear rejection by
your spouse unless you
perform “honey-do’s.”
Explanation: To free yourself
from fear, recognize its power
over you. Habits at home are
windows into your behavior at
work.
MA2 During a performance
review with a difficult
Associate, you may encounter
which of the following inner
fears? (Select all that apply.)
- Rejection
- Aggressive behavior
- Confrontation
- Messing up
Explanation: Fears of rejection
and confrontation are powerful
drivers that can destroy all your
efforts. Isolate, resist and
overcome them using the
methods in this lesson.
- Be open about your
own fear of messing
up
- Conduct the meeting
professionally, same as
ever
- Reassure everyone that
their job is secure
- Offer advice about
health and well-being.
Explanation: Admission of your
fears is not weakness. It is a
brave move that encourages
Associates to share in the
solution of serious problems,
like absence from work.
C2 An Associate is caught
showing inappropriate images
on his mobile phone at work.
Your management refers him to
you for a meeting. How can you
start off the conversation in a
way that frankly addresses
corrects the behavior?
- Accuse the Associate of
disruptive behavior.
- Refer the Associate to
the appropriate section
of the Lowe’s Employee
Handbook.
- Threaten the Associate
with severe reprisals
unless he apologizes
and termination if it ever
happens again.

9. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 8
- Admit that you are as
embarrassed as he is
and will work together
with him on a
corrective plan.
-
Explanation: No employee
wants to disrupt the workplace.
Intercept disrespectful behavior
with an immediate response
and offer to work together with
the offender on a solution.
4. There are several ways
you can conquer your
fears and key skills that
can help you tackle a
challenging
conversation.
1.
Label: How to conquer your
fears and make difficult
conversations more positive
and productive for your
Associates.
Description: Fear is a mind-killer
and must be conquered to help
you move ahead in your
working relationships with your
Associates.
MC1 How can building rapport
help you tackle a challenging
conversation?
- Defuses tension by
eliminating barriers to
communication
- Allows you to hide your
expectations to get to
the truth
- Makes it easier to ease
out poor-performing
Associates
- Quickens the pace of
your promotion in the
eyes of Management
Explanation: The first step in
earning the trust of any
Associate or customer is
building rapport. This vital skill
helps break down walls that
hold us back.
MA1 Which of the following
are key skills for tackling a
challenging conversation?
(Select all that apply.)
- Active listening
- Asking open questions
- Controlling with
intimidation
- Asking closed questions
Explanation: Skills are learned
and expanded, not innate or
inherited. What have you done
today to prepare for adversity
with active listening and open-
ended questions?
MA2 What are questions you
can ask yourself to help
conquer your fears in a difficult
conversation? (Select all that
apply.)
- If the worst happened,
how much would it
C1 A romance between two
Associates turns ugly and
threatens to disrupt the
workplace. You face a difficult
meeting to resolve the issue.
What can you do to prepare to
help yourself stay focused on
the solution? (Select all that
apply)
- Write down a “worst
case” scenario for the
meeting.
- Consult your
manager/the Lowe’s
legal department about
your options, including
terminating both
Associates.
- Play out the meeting in
your mind as if the fear
isn’t present.
- Search for active
listening and conflict
resolution courses to

10. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 9
MC2 Why is asking open
questions a key skill for
handling difficult conversations?
- Saves time by asking
closed-ended questions
- Lets Associates see the
power you have over
their future
- Builds compliance with
Lowe’s employment
policies
- Extends rapport into
productive
conversations
Explanation: Open-ended
questions are more than a
technique. They are a process
of extending the Lowe’s halo of
trust around our Associates and
customers.
MC3 How are active listening
skills an asset when tackling
challenging conversations?
- By repeating back
what you heard
accurately, they show
Associates you heard
them.
- With canned scripted
answers, you let
Associates know you
are in charge.
- By having a process in
place, you suppress
conflict from Associates.
matter tomorrow or
next year?
- How have my fears risen
to bite me in previous
years?
- What actual evidence
do I have to support
my fear?
- If the worst happens,
how much can it affect
my career at Lowe’s?
Explanation: Just as Lowe’s
business is built on the success
of thousands of Associates and
millions of satisfied customers,
so are meeting results.
Overcome fears by focusing on
real-day-to-day interactions, not
inner fears.
help you prepare for
the meeting.
Explanation: Often our own
worst fears become more than
imaginary – they affect our
ability to lead in the workplace.
Actively face your fears, and
you can have greater success
working out challenges.

11. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 10
- By rehearsing your
meetings word for word,
you save time.
Explanation: Active listening
goes beyond simply nodding
and pretending you heard. It
involves deep understanding
that Associates will repay with
honesty, integrity and pride in
our great company.
MC4 What is a benefit of being
assertive?
-It cements your authority over
Associates on your team.
-It shows you have courage
and are passionate about
your point of view.
-It saves time by shutting down
dissenting voices.
-It creates fear and panic,
qualities of a respected leader.
Explanation: Bravery in the face
of adversity was a key trait of
our Founding Fathers. Asserting
your point of view binds you to a
heritage of progress.
5. There are five things
you can do to keep
challenging
conversations positive.
Label: Five things to try will aid
your success in handling
challenging conversations.
Description: It is important to
apply proven methods to
tackle tough conversations.
MC1 How can you justify
drawing a line between what
you can and cannot
compromise?
- Have clear reasons
why drawing your line
supports business
success
MA1 What should you say to
an Associate when a conflict is
not resolved the first time.
(Select all that apply.)
-“Let’s go over it once more to
fix this now.”
-“Not everything can be
resolved the first time.
C1 Two Associates are
constantly at odds in the heat
of the moment, and your
manager has asked you to
step in to resolve the issue.
What could be missing from
their interaction with each
other? (Select all that apply.)

12. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 11
- You are in charge. You
do not need to justify
your authority.
- Sidestep Associate
challenges by explaining
that upper Management
wants it this way.
- Base your thinking
around “He-said, she-
said”
Explanation: Business success
is a trumpet calling to all
Associates and Supervisors to
make the customer experience
at Lowe’s second to none.
MC2 What can you do if you
sense a conflict bubble?
- Burst the bubble right
away
- Use the time to calmly
discuss away
distractions
- End the conversation
immediately and without
explanation
- Ask, “Let me ask you to
do what is right for the
company, not what is
right for you.”
Explanation: Do not shrink from
bubbles. Welcome them and
use a calm, open approach to
take the air out of them and
move forward.
- “The facts show you are
wrong and I am right.”
- “Let’s both think about this
and meet again.”
Explanation: Some difficult
situations require more than
one meeting to find a solution.
Be patient and confident when
working with Associates.
MA2 Why is better to base
your thinking on facts than on
“He say, she say”
-Involves Associates in the
realities of a solution
-Puts Associates in their
place, which subordinate to
business
-Places the solution, not the
emotion, center-stage
-Creates a standoff that
unmasks the true culprit
Explanation: Learning is not
just an art, it is a science.
There is a psychology for
defusing emotion and making
the solution the core. Trust
Associates to take away
suggestions and empower
themselves to adopt a solution
at follow-up.
- Respecting each
other’s perspectives.
- Ignoring each other
instead of trying to
find out why they
differ.
- Understanding that
creativity and
innovation is often
born out of conflict.
- Basing opinions on
facts and figures
instead of personality
end emotion.
Explanation: Respect,
understanding, and distance
from emotion are the tools for
healing old wounds. Recognize
when Associates need help and
offer solutions that stress
empathy, balanced by strong
leadership.

13. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 12
MC3 Which of the should you
base your thinking around when
tackling tough situations?
- Feelings and emotions
- Stories in the news
- Business facts and
figures
- Guidelines from your
manager
Explanation: It is easy to say
you are helping Lowe’s
success. It is much harder to
actually do it. Business facts
and figures are the lens through
which we should look at tough
situations before tackling them.