Answer #1

“Rumor”
You can't stay silent in the face of unfounded rumors. Yes, it feels like Wolf is seizing control, but
let's face it — they’re always up to something.
While it may be tempting to ignore the rumor, thus denying a dubious bunch unwarranted
attention, to do so would only embolden Wolf. You've got to put emotion aside and carefully
address the rumor head on. Develop a simple, crystal clear message refuting the claim.
Most importantly, provide evidence of why and how the rumor is not true — which is the
only way to kill the lie in its tracks.
To address the rumor head on is an act of confidence, because the truth is on your side. You’re
also demonstrating to your people that all is well, and that there's no truth to what they
hear. They will take strength in your confidence and capacity to overcome whatever Wolf
dishes out.
BUOYANCY TIP: An unaddressed rumor is destabilising. Setbacks are inevitable, so always be
mindful of your real ambition, and that the eyes of the team are upon you.

Question #2
“Rumor Bonus”
In recent studies, employees were found to have a higher intention to transmit a harmful rumor
when the organization broke job-related promises. Believability of the rumor had
__________ effect.
“Rumor Bonus”
Answer
"B - No"
would have given you optimal points.

Question #3
“Presentation”
There is a debate as to how to conduct your future meeting with the board.You can go for a
clear, linear "laying out the facts"-style argument will get people on board or open with the
complete summary followed by a select handful of supporting facts.
Which presentation style is likely to be more memorable?
he optimal answer is
B - Laying out a summary supported by facts
No matter what you're presenting, your objective is always to move people. You can't rely on
facts in and of themselves to mobilize a decision in your favor. Instead, learn to think like a
litigator -- start with an emotionally laden, single-sentence summary of your case, support it
with several facts as compelling evidence, and then conclude with a rousing summary.
BUOYANCY TIP: An argument, not some sleepy recitation of facts, is memorable and persuasive.

Which of the following pitch structures makes for the most persuasive argument?

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 Emotional opening - detailed review of facts about the product - Q/A session
B
Emotional opening - detailed review of facts about the product - rousing summary
C
Emotional opening - handful of unassailable, compelling facts - rousing summary
D
None of the above
Answer
"C - Emotional opening - handful of unassailable, compelling facts - rousing summary"
would have given you optimal points.

Question #5
“Attack”
Your Director of Communications has drawn up an email response for you to send out in
response to a crisis.
When Should you send the email?
Answer
"E - Don't send"
would have given you optimal points.
The email is too hasty. Despite his good intentions, the Director of Communications has not
taken the time to fully assess the situation.
In times of crisis, you must always take action that is decisive yet prudent. A crisis sends
shockwaves through any organization. People immediately begin to wonder, "What does
this mean for me? What will happen? What if it all goes terribly wrong?”
Swift action is not the same thing as right action. Balance decisiveness with consideration and
analysis to ensure that you’re doing the right thing.
BUOYANCY TIP: Crisis is not an exception; it's a reality of life. Dealing with a crisis requires a
steady hand, a cool head, and a series of steps to ensure you are acting both decisively and
appropriately.

Question #6
“Attack Bonus”
In responding to a crisis, when should you sacrifice thoughtfulness for expediency?
A
If you know that the crisis will make people fear for their jobs
B
If there simply isn’t enough time to assess the situation
C
Never
D
Both A + B

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 Answer
"C - Never"
would have given you optimal points.

Question #7
“The Review”
Reeling from the shocking news of the Vroom decision to align with Wolf Industries, your
Interim CFO and Director of Marketing Strategy debate a response.
Who’s direction will you take?
“The Review”
Answer
"C - Both"
would have given you optimal points.

There is merit in both, but each on their own is too extreme. You can strike a good balance by
taking the best of both perspectives.
Most problems are not a singular event, but a confluence of several smaller events that consort
together. Somehow it all snowballs. We tend to focus on a singular item — usually the most
visible — but inevitably there is a bigger underlying issue.
BUOYANCY TIP: Keep an even hand, balancing demands for accountability with recognition that
things will go wrong at times.

Question #8
“The Review Bonus”
Which of the following is a central tenet of sound crisis management?
Downplaying the problem to prevent your team from panicking
B
Focusing only on explanations that seem immediately feasible
C
Reassuring the team that a solution exists, even if you don’t know what it is yet
D
Spending equal energy attacking the symptoms and the root causes of the problem
"C - Reassuring the team that a solution exists, even if you don’t know what it is yet"

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 Question #9
“Action”
A board member, who is still angered by the Vroom setback, is looking to assign accountability,
starting with Sasha, the CFO, who led the effort.
Should Sasha be held accountable, or should you assume full responsibility?
A
Good Job!
The optimal answer is
A – You
Sasha clearly has responsibility. However, using her as a scapegoat is not just unfair, it’s also
unwise.
Serious events are not isolated incidents; they are symptomatic of a bigger issue. From a place
of objectivity, you need to be able to spot incidents and evaluate them systemically; that is,
how might they be a result of a bigger, organizational reality?
Business history is littered with full-blown disasters that actually had plenty of warning in the
form of seemingly minor isolated incidents that went unattended.
BUOYANCY TIP: While entrusting your team is an important part of command, there are
moments when you must take charge and dig deeper.

Question #10
“Action Bonus”
If a leader uses employees as scapegoats:
A
The leader is managing the symptoms rather than attacking the root causes of the company’s
problems.
B
The leader is putting his/her own ego ahead of the growth of the company.
C
The leader is diminishing his/her ability to inspire the team.
D
All of the above.
The optimal answer is
D - All of the above.

Question #11
“Responsibility”
The board appreciates your taking responsibility for the communication breakdown that lead to
losing Vroom. They suggest that no attention be drawn to errors made in order to avoid any
disclosures that might cause embarrassment and to move quickly to new successes.
Do you agree with the board?

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 Answer
"B - No"
would have given you optimal points.
The demand economy in which we live is one of transparency. Leadership is now marked by
qualities of openness, authenticity and emotional intelligence. Admission of a mistake is no
longer viewed with shame, disgrace, or some measure of incompetence; it's a sign of
strength.
To be forthcoming about the error is to be humble, human, and solutions-oriented.
BUOYANCY TIP: A failure, when addressed with candor and openness, sends a signal of integrity
to all of your constituents, and more importantly, also cries out for solutions.

Question #12
“Responsibility Bonus”
In a study of major failures, scholars discovered a direct relationship between organizational
seniority and willingness to take personal responsibility for failure.
Good Job!
The optimal answer is
A – True

Question #13
“Investigate”
The Director of Communications suggests that a consultant (who the director knows personally)
should be brought in to investigate the failings in the Vroom deal.
Do you hire an external consultant to investigate or conduct the investigation internally?
"A - Internal"
would have given you optimal points.

As people settle into their operational roles, we can easily forget just how much talent we
actually have in a team. Everyday activities mask a mosaic of background, training, and life
experiences. While we tend to look outside for new perspectives, your people are capable
of much more than you imagine — you need only provide the opportunity for them to reach
for it.
BUOYANCY TIP: When you have the next team meeting, ask each person to share a fact most
people don't know about them. You'll be surprised at the huge reserve of talent and
perspective that is just waiting to be tapped in new ways.

Question #14
“Investigate Bonus”
For an emotionally intelligent leader, what’s the primary advantage of organizing an in-house
team to implement internal solutions?
A

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 Using an in-house team will save your company money in the long run
B
Opportunities for creative problem-solving generate pride, confidence, and buy-in amongst the
team
C
External consultants don’t know enough about the company to implement lasting solutions
D
All of the above
"B - Opportunities for creative problem-solving generate pride, confidence, and buy-in amongst
the team"
would have given you optimal points.

Level #4
Well done, you’ve completed
Overcoming setbacks, problems and competition
Remember This:
An unaddressed rumor is destabilizing. When setbacks come, and they will, be mindful of your
real ambition, and that the eyes of the team are upon you.
Issues involving impropriety must be handled firmly and with objectivity.
Dealing with a crisis requires a stead handy, a cool head and a series of steps to ensure you are
acting decisively, but correctly.
Strike a balance when seeking both counsel and strategy. Keep both the big and small picture in
mind, while demanding accountability and responsibility.
While entrusting your team is an important part of command, there are moments when you
must take charge and dig deeper.
As people settle into operational roles, everyone brings their background, talent, and
experience to the table. While we tend to look for outside perspective and skill sets,
especially when managing a team, your group is much more capable than you imagine.
When a failure is addressed with candor and openness, you send a signal of
integrity to constituents.

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