Manager evaluation and team leadership · Core questions

1. 01
   If you were away from the team for a week, which important decisions would the team still make well, and which would stall? How would you close the gap?

   Why selected Check whether team mechanisms continue to work when the lead is temporarily absent.

2. 02
   A direct report openly disagrees with one of your decisions or raises concerns about your management. How would you understand the disagreement, assess its evidence, and decide what to change or uphold?

   Why selected Separate facts, impact, and management responsibility in conflict with a report.

3. 03
   How do you coach someone newly made a team lead to move from doing the work to leading others who do it? Where do they most easily get stuck, and how do you help?

   Why selected Set progressive responsibility and growth evidence for a new lead.

4. 04
   When you delegate a decision to someone on your team, how do you make clear the decision rights they hold, the context they get, and the situations that must be escalated?

   Why selected Align decision authority with context, boundaries, and escalation conditions.

5. 05
   A front-line lead who has run a core team for three years says they want to leave. What do you do in the first week, and what do you deliberately not do?

   Why selected Balance continuity, handoff load, and team support when a key lead leaves.

6. 06
   A lead who carries key responsibility may leave next year. How do you decide between developing someone internally, hiring externally, or a mix of both? How do you allocate succession opportunities fairly, and look after both those not chosen and those who step in temporarily?

   Why selected Compare internal development and external hiring fairly against responsibility needs and timing.

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