Leadership & Change GSTRT Practice Questions (Page 4)

Questions 16–20

1. 16application · medium

   An organization is rolling out a new identity management system. The help desk staff, who will be most affected, are skeptical and have heard rumors that the system will automate their jobs away. The project manager needs to communicate the change effectively. Which approach is best?

   • APost a FAQ on the intranet and encourage staff to read it.
   • BHold a series of small-group sessions with help desk staff to explain the change and listen to their concerns.
   • CAnnounce the change at a large all-hands meeting and take questions from the floor.
   • DSend a company-wide email with a detailed technical specification of the new system.
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2. 17application · medium

   A security leader is planning to reduce the workforce in one department while expanding another due to a strategic shift. The leader is concerned about the ethical treatment of affected employees. What should the leader do to uphold ethical leadership during this change?

   • APrioritize the needs of the organization over the needs of affected employees without discussion.
   • BKeep the workforce reduction confidential until the last possible moment to avoid panic.
   • CAnnounce the change in a brief email and offer no further explanation or support.
   • DCommunicate the change transparently, provide support services such as outplacement counseling, and ensure the process is fair and respectful.
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4. 18application · medium

   A cybersecurity team has a culture of avoiding risk and sticking to established procedures. The team leader wants to encourage experimentation and learning to build a change-ready culture. Which leadership behavior would be most effective?

   • APraise team members who try new approaches, even if the outcomes are not perfect, and share lessons learned.
   • BReward only those who achieve perfect results with no errors.
   • CLead by example by personally taking on all risky tasks, shielding the team from failure.
   • DSet strict performance metrics that penalize any deviation from standard procedures.
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5. 19expert · hard

   A security director is leading a change to migrate from a legacy SIEM to a cloud-native solution. The project has a tight deadline and budget constraints. The director has used Kotter's model and is now in the 'generating short-term wins' phase. However, the team is exhausted and stakeholders are losing patience. What should the director do?

   • AIdentify and publicize a small, visible success that demonstrates the benefits of the new SIEM, such as a faster threat detection capability.
   • BReduce the scope of the migration to only the most critical use cases to save time and money.
   • CIncrease the frequency of status meetings to keep stakeholders informed of progress.
   • DSkip the short-term wins phase and proceed directly to consolidating gains and producing more change.
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6. 20foundation · easy

   Which technique is most effective for gaining buy-in from employees who are resistant to a change?

   • AIssuing a directive that the change is mandatory
   • BIgnoring the resistance and hoping it will fade
   • CInvolving employees in the change planning process
   • DOffering a one-time bonus to accept the change
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