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Management Quiz: Are You Ready To Lead The Team You Inherit?

National Other
National Other
August 3, 2016 Alec Berkman, Bisnow

We’ve all been there—accepting a new position and acquiring the moniker of “newbie” for the first few months. But have you ever inherited a new team? Assimilating into a new role can become even more complicated when you add leading a team to the mix.  Bisnow and Regus teamed up to bring you this deceptively short, utterly comprehensive and wickedly challenging four-question quiz that will assess your leadership prowess. Are you prepared for the challenges of leading a new team? Take our quiz to find out!

1

You have just been hired as a new director and plan to restructure the composition of your team by reassigning roles. What is the best way to approach the situation?

You have just been hired as a new director and plan to restructure the composition of your team by reassigning roles. What is the best way to approach the situation?

Set up a separate meeting with each person on your team, asking what responsibilities they want. Then assign roles based primarily on their feedback and personal desires, so they have a sense of ownership over their work.
Evaluate each person’s performance based on last year’s end-of-year review, then hold a team meeting to publicly announce everyone’s new roles, so everyone knows the new set of responsibilities each team member has been given.
Holistically assess the group dynamics. Then drill down and analyze each individual’s past performance, identifying their strengths and weaknesses. Finally, have a conversation with each about what their career goals entail and what their growth path at the company looks like.
Reach out to your predecessor and ask which employees deserve a promotion. Fire the rest.

YOU'RE CORRECT!

Your approach should encompass the team’s past, present and future, with a performance review, team analysis and individualized goal-oriented discussion, respectively.

YOU'RE WRONG!

Your approach should encompass the team’s past, present and future, with a performance review, team analysis and individualized goal-oriented discussion, respectively.

2

A dispute arises between two of the managers that report to you. They have opposing ideas regarding how best to improve overall employee morale. What is the best way to handle the disagreement?

A dispute arises between two of the managers that report to you. They have opposing ideas regarding how best to improve overall employee morale. What is the best way to handle the disagreement?

Let them duke it out. It will eventually lead to greater cohesion if you don’t step in, and you are busy enough without having to intervene in such a petty argument.
Hear both managers out and then come up with a solution that encompasses the best ideas of both. This establishes you as a leader.
Tell each manager to impose their individual ideals on their own teams, and use the situation as an experiment to determine whose style is more effective. Then implement that style globally.
Don't implement either manager's suggestion. That way neither becomes bitter. Besides, morale couldn’t possibly be low with the bottom line looking this great!

YOU'RE CORRECT!

Not only will you improve the team by synthesizing the best ideas of both, you’ll also demonstrate that you are a receptive and engaged leader.

YOU'RE WRONG!

Not only will you improve the team by synthesizing the best ideas of both, you’ll also demonstrate that you are a receptive and engaged leader.

3

As the new SVP, you have heard pernicious whispers about the lack of confidence your new team has in your ability to run the division. What is the best way to handle these toxic attitudes?

As the new SVP, you have heard pernicious whispers about the lack of confidence your new team has in your ability to run the division. What is the best way to handle these toxic attitudes?

Encourage feedback by setting up an “anonymous” online form for employees to express their criticisms. This will be cathartic for them and allow them to vent online, hopefully sucking some of the negativity out of their real-life interactions with one another. Then address their concerns at monthly staff meetings.
Ask around to see exactly who said what about you and befriend them. Wear a guise of amiability while never forgetting their initial attitude toward you. Keep your enemies close…
Prove your value to the team by developing and implementing new initiatives that will have significant impact on the firm’s growth. Win confidence with competency.
Address your employees and let them know you heard the rumors about yourself. Assure them you are striving every day to improve and will get to the bottom of the issue, sucking out the venom.

YOU'RE CORRECT!

Rather than targeting individuals and addressing the problem directly, as you may be tempted to do, buckling down to establish a solid track record will go further, and prove you are above petty rumors.

YOU'RE WRONG!

Rather than targeting individuals and addressing the problem directly, as you may be tempted to do, buckling down to establish a solid track record will go further, and prove you are above petty rumors.

4

You notice that your team is not meshing well, collaborating effectively or working together seamlessly, your vision for your division. What do you do?

You notice that your team is not meshing well, collaborating effectively or working together seamlessly, your vision for your division. What do you do?

Cut all funding for activities because investing in human capital is clearly a waste. Allocate resources toward more immediately productive ends. This is not punitive; it’s practical.
Take the employees to a spa for some collective pampering. People’s affinity for bonding will be enhanced by the endorphins, oxytocin, anandamyde and phenylethylamine flooding their systems. The physical release will break down psychological barriers inhibiting cohesion. (It's science.)
Identify the points of friction and design a no-frills retreat tailored to addressing these. It may not be the cushiest, most pleasant experience, but it’s the one with the highest ROI.
Let the process happen naturally. These things take time, and trying to force friendships is ultimately counterproductive.

YOU'RE CORRECT!

Deploying a results-oriented approach shows that you’re committed to cultivating your team while protecting your bottom line.

YOU'RE WRONG!

Deploying a results-oriented approach shows that you’re committed to cultivating your team while protecting your bottom line.

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Contact Alec Berkman at alec.berkman@bisnow.com