Question 1 - What is the primary leadership style a Challenge Strategist should adopt to move the Team away from "Business as Usual"
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A. Authoritative Command
B. Passive Observation
C. Confident Humility
D. Bureaucratic Management
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Question 2 - During the Opening Session, why is the "Strategic Exit" (the Strategist leaving the room) considered the most important coaching intervention?
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A) It allows the Strategist to attend to other urgent business.
B) It signals trust and prevents the team from setting goals just to "please the boss."
C) It gives the Coach time to discipline the team privately.
D) It forces the team to elect a new leader immediately.
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Question 3 - When explaining the "Who" (team selection) during the opening, what criteria should be emphasised over job titles or seniority?
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A) Length of tenure in the organisation.
B) Political affiliation and rank.
C) Expertise, proximity to the problem, and ability to innovate.
D) Availability to work on weekends.
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Question 4 - Which of the following is an example of a "Leadership Gift" a Strategist might offer to remove roadblocks?
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A) A pre-signed data-sharing agreement between departments.
B) A promise to micro-manage the team's daily schedule.
C) A standard 5-year strategic plan document.
D) A verbal "good luck" without specific resources.
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Question 5 - What are the two specific deliverables expected by the end of the Start-up Workshop?
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A) A budget proposal and a list of grievances.
B) A SMURF Goal and a 100-Day Plan.
C) A press release and a steering committee nomination.
D) A theoretical framework and a literature review.
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Question 6 - In the Closing Session presentation, what does "The Ask" refer to?
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A) Asking the Strategist for a promotion.
B) Asking the Coach for more time to finish the workshop.
C) Asking for specific resources or "Leadership Gifts" needed to succeed.
D) Asking the other teams to take over the difficult tasks.
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Question 7 - What is the "Golden Rule of Feedback" for the Challenge Strategist during the Closing Session?
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A) Be realistically critical to lower expectations.
B) Err on the side of being overwhelmingly positive.
C) Focus on identifying gaps in the plan.
D) Remain neutral and offer no immediate opinion.
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