Habitudes for Leading Others, chapters 1-2

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Question 1 of 22

1. Question
1. Have you completed all of the leadership reflection questions for both chapters one and two?
- A. Yes
- B. No
Question 2 of 22

2. Question
1. Have you completed all of the leadership reflection questions for both chapters one and two?
- A. Yes
- B. No
Question 3 of 22

3. Question
2. Which of these quotes best demonstrates “The Mirror Effect”?
- A. “He who hesitates is lost.”
- B. “Hey, Tim: Your intern sounds just like you!”
- C.”In order to be irreplaceable, one must always be different.”
Question 4 of 22

4. Question
2. Which of these quotes best demonstrates “The Mirror Effect”?
- A. “He who hesitates is lost.”
- B. “Hey, Tim: Your intern sounds just like you!”
- C.”In order to be irreplaceable, one must always be different.”
Question 5 of 22

5. Question
1. True or False: An organization’s atmosphere is the direct result of the employees’ work ethics and outlooks; it’s not usually the result of leadership.
- A. True
- B. False
Question 6 of 22

6. Question
1. True or False: An organization’s atmosphere is the direct result of the employees’ work ethics and outlooks; it’s not usually the result of leadership.
- A. True
- B. False
Question 7 of 22

7. Question
4. What does Dr. Elmore mean by “The Mirror Effect”?
- A. Leaders must “look in the mirror” and reflect on their personal qualities and character traits in order to improve themselves and their organizations.
- B. In order to see a leader’s true qualities, look at his or her followers. Those followers “mirror” the leader.
- C. Both A and B are aspects of “The Mirror Effect”.
- D. None of the above are aspects of “The Mirror Effect”.
Question 8 of 22

8. Question
4. What does Dr. Elmore mean by “The Mirror Effect”?
- A. Leaders must “look in the mirror” and reflect on their personal qualities and character traits in order to improve themselves and their organizations.
- B. In order to see a leader’s true qualities, look at his or her followers. Those followers “mirror” the leader.
- C. Both A and B are aspects of “The Mirror Effect”.
- D. None of the above are aspects of “The Mirror Effect”.
Question 9 of 22

9. Question
5. Why must leaders (teachers, parents, coaches, employers, team captains, student leaders) model the actions and attitudes they expect from those who follow them?
- A. People do what they see.
- B. The life you model will be the lecture that gets through.
- C. When a leader’s words and actions are inconsistent, the followers model the actions they see, not the words they hear.
- D. All of the above are reasons that leaders must model the actions and attitudes they expect from their followers.
- E. Only B and C are reasons that leaders must model the actions and attitudes they expect from their followers.
Question 10 of 22

10. Question
5. Why must leaders (teachers, parents, coaches, employers, team captains, student leaders) model the actions and attitudes they expect from those who follow them?
- A. People do what they see.
- B. The life you model will be the lecture that gets through.
- C. When a leader’s words and actions are inconsistent, the followers model the actions they see, not the words they hear.
- D. All of the above are reasons that leaders must model the actions and attitudes they expect from their followers.
- E. Only B and C are reasons that leaders must model the actions and attitudes they expect from their followers.
Question 11 of 22

11. Question
1. Re-read the segment about Paying the Piper (bottom of p.4through the last paragraph on p. 5). In the space at the bottom of page six, in approximately four sentences, explain a) how this tragic story demonstrates “The Mirror Effect” and b) what you will personally take away from this chapter. When finished, please mark done below.
- A. Done
- B. Not done
Question 12 of 22

12. Question
1. Re-read the segment about Paying the Piper (bottom of p.4through the last paragraph on p. 5). In the space at the bottom of page six, in approximately four sentences, explain a) how this tragic story demonstrates “The Mirror Effect” and b) what you will personally take away from this chapter. When finished, please mark done below.
- A. Done
- B. Not done
Question 13 of 22

13. Question
Chapter Two: Floods and Rivers
1. In many places, in many cultures, water symbolizes life, health, and hope. However, water can also be destructive. Which of the following best summarizes the “Floods and Rivers” image?
- A. When we live focused lives (like rivers), we can become powerful forces for good or for change. When we live scattered, overcommitted, unfocused lives, we can become destructive – even as we desire to do good.
- B. Like a river that keeps the water to itself, the leader who only focuses on himself or herself has a negative effect. But like a flood that spreads water and creates life, the leader that is involved in many activities becomes a life-giving force.
- C. Both floods and rivers have positives and negatives: it is up to us to decide which one we will be.
Question 14 of 22

14. Question
Chapter Two: Floods and Rivers
1. In many places, in many cultures, water symbolizes life, health, and hope. However, water can also be destructive. Which of the following best summarizes the “Floods and Rivers” image?
- A. When we live focused lives (like rivers), we can become powerful forces for good or for change. When we live scattered, overcommitted, unfocused lives, we can become destructive – even as we desire to do good.
- B. Like a river that keeps the water to itself, the leader who only focuses on himself or herself has a negative effect. But like a flood that spreads water and creates life, the leader that is involved in many activities becomes a life-giving force.
- C. Both floods and rivers have positives and negatives: it is up to us to decide which one we will be.
Question 15 of 22

15. Question
8. How does IBM represent the “floods and rivers” image?
- A. At first, IBM was like a river – too small and focused to make an impact. But like the flood, the more IBM diversified and expanded, it gained greater and greater success until it became a computer and technology powerhouse.
- B. When IBM remained “a river” – focused on mainframe computers – they made close to $8 million a day. But the more they expanded, the more revenue they lost.
- C. Like the floods and the rivers, IBM had positives and negatives. As they expanded, they gave the world many amazing ideas, but their best product, like the river, was the mainframe computer.
Question 16 of 22

16. Question
8. How does IBM represent the “floods and rivers” image?
- A. At first, IBM was like a river – too small and focused to make an impact. But like the flood, the more IBM diversified and expanded, it gained greater and greater success until it became a computer and technology powerhouse.
- B. When IBM remained “a river” – focused on mainframe computers – they made close to $8 million a day. But the more they expanded, the more revenue they lost.
- C. Like the floods and the rivers, IBM had positives and negatives. As they expanded, they gave the world many amazing ideas, but their best product, like the river, was the mainframe computer.
Question 17 of 22

17. Question
9. Why is the “rule of leadership counter-intuituve”?
- A. While it might seem logical that more ideas or more products would lead to more opportunities for success, the truth is that – as our ideas, projects, or products expand – our vision and focus become blurry and scattered.
- B. Some people say that “less is more”. But they forget that the more products a company offers, the more vision and ideas a leader has, the more opportunities he/ she has to “gain market share”.
- C. We tend to think that “less is best”. Consequently, we forget that, as we become more and more involved in increasing numbers of activities and projects, we gain more respect and become more effective.
Question 18 of 22

18. Question
9. Why is the “rule of leadership counter-intuituve”?
- A. While it might seem logical that more ideas or more products would lead to more opportunities for success, the truth is that – as our ideas, projects, or products expand – our vision and focus become blurry and scattered.
- B. Some people say that “less is more”. But they forget that the more products a company offers, the more vision and ideas a leader has, the more opportunities he/ she has to “gain market share”.
- C. We tend to think that “less is best”. Consequently, we forget that, as we become more and more involved in increasing numbers of activities and projects, we gain more respect and become more effective.
Question 19 of 22

19. Question
10. How do 87 year-old Joe Fowler, Pearl Harbor, and Disneyland illustrate this leadership principle of “Floods and Rivers”?
- A. Because Admiral Fowler was able to multitask, working with the Navy in multiple places during and after Pearl Harbor, Walt Disney knew that he was the “flood” who could help their organization build an amazing theme park!
- B. Because Admiral Folwer had amazing experience with planes and ships, Disney knew that his flood of experience would help them with the physics of designing the world’s best roller-coasters!
- C. Because Admiral Fowler had razor-sharp focus during and after the bombing of Pearl Harbor, Walt Disney knew that he would have the focus needed to build a great theme park. Disney called on Fowler multiple times – bringing him out of retirement – to lead Disney’s company in building some of the most amazing theme parks in the world.
Question 20 of 22

20. Question
10. How do 87 year-old Joe Fowler, Pearl Harbor, and Disneyland illustrate this leadership principle of “Floods and Rivers”?
- A. Because Admiral Fowler was able to multitask, working with the Navy in multiple places during and after Pearl Harbor, Walt Disney knew that he was the “flood” who could help their organization build an amazing theme park!
- B. Because Admiral Folwer had amazing experience with planes and ships, Disney knew that his flood of experience would help them with the physics of designing the world’s best roller-coasters!
- C. Because Admiral Fowler had razor-sharp focus during and after the bombing of Pearl Harbor, Walt Disney knew that he would have the focus needed to build a great theme park. Disney called on Fowler multiple times – bringing him out of retirement – to lead Disney’s company in building some of the most amazing theme parks in the world.
Question 21 of 22

21. Question
1. In the space at the bottom of page 12, explain what your most powerful “take-aways” will be from this chapter. Mark “done” when finished.
- A. Done
- B. Not Done
Question 22 of 22

22. Question
1. In the space at the bottom of page 12, explain what your most powerful “take-aways” will be from this chapter. Mark “done” when finished.
- A. Done
- B. Not Done

Habitudes for Leading Others, chapters 1-2

Habitudes for Leading Others, chapters 1-2

Habitudes for Leading Others, chapters 1-2

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