Level 1 exam — Business Management

Exam — toughened questions

15 questions: recall (20%) + scenario application (50%) + dilemma arbitration (30%).
Answer everything, then click Check: each explanation re-teaches the concept.
Indicative threshold: ≥ 80%.

1.1 · Recall

1. What are OKRs?

Payroll software for automating salaries A type of weekly check-in meeting An inspiring objective broken down into measurable key results An employment contract signed with each team member

SMART frames wording; OKR structures breakdown and alignment.

1.1 · Application

2. A goal imposed with no explanation…

Motivates as much as a goal explained in a meeting Is more effective because it saves time Has no effect on the team, good or bad Demotivates: only an understood goal motivates

The manager's first mission: giving clear, explained direction.

1.2 · Recall

3. What is delegating well?

Handing off chores nobody wants Entrusting responsibility with framework and adapted follow-up Controlling every detail of execution daily Letting everyone fend for themselves with no follow-up

Delegation grows team members and frees the manager.

1.2 · Application

4. Karim (experienced) and Lina (beginner) each get a task. Which follow-up?

Friday check-in with Karim, 5-min check-in every evening with Lina Controlling every detail for Karim as for Lina No follow-up: trusting both 100% Close follow-up for Karim, light follow-up for Lina

Follow-up is dosed to autonomy: light for the experienced member, close for the beginner. And definitely not the reverse.

1.3 · Recall

5. According to Herzberg, what motivates durably?

Pay alone, once high enough Working conditions, on their own Nothing: motivation cannot really be managed Intangible levers: meaning, autonomy, recognition

Pay is a hygiene factor: its absence demotivates, its presence does not motivate durably.

1.3 · Application

6. What is the most underused motivation lever?

Exceptional year-end bonuses Exemplary sanctions that show who decides Sincere, specific, regular recognition Monday top-down information meetings

It costs nothing and returns a lot — provided it is specific, not a vague "good job".

1.3 · Exclusion

7. Does money motivate durably?

Yes: the more you pay, the longer engagement lasts No: necessary at a fair level, not enough beyond that No: money has strictly no effect, ever Yes, but only as variable bonuses

Hygiene factor: essential at a fair level, not enough to create durable engagement.

1.4 · Recall

8. What is active listening?

Talking as much as possible to show expertise Answering fast to prove responsiveness Interrupting as soon as you understand, to save time Listening to understand the other person before reacting

Tools: rephrasing, open questions, silence.

1.4 · Application

9. Tense Karim: "I can't cope anymore, too many tickets". Best reflex?

Quickly redistribute tickets to show efficiency Fire closed questions to pin down the problem Rephrase, ask an open question, leave the silence Reassure cheaply: "it will sort itself out"

That is what reveals the real cause (double entry). Answering fast or spin shut dialogue down.

1.4 · Application

10. How do you announce hard news?

Say it clearly, honestly and early, with the why Wrap it in corporate speak to soften the blow Hide it until you have a complete solution Slip it in fast at the end of a meeting with no discussion

Transparency builds trust; silence destroys it.

1.5 · Recall

11. Which individual ritual is a key lever?

The morning coffee break taken together The company's annual all-hands meeting The one-to-one, a regular individual meeting The team offsite held once a year

Follow up, listen, grow each team member — cutting it "for lack of time" is a false economy.

1.5 · Application

12. What must an effective meeting close on?

A round where everyone tells their week Nothing: we leave when there is nothing left to say Scheduling another meeting to decide Decisions and actions: who does what, by when

Goal, agenda, held timing: a meeting produces decisions, not chatter.

Cross-cutting · Arbitration

13. Dilemma — Lina misses her turnaround KR but helped Karim all week. In a one-to-one, you…

Only discuss the missed KR to "hold direction" at all costs Recognize the teamwork, then reframe the KR with an action plan Only discuss the teamwork to "stay positive" in the review Silently lower the KR to avoid needless conflict

Arbitration: specific recognition (motivation) + factual reframing with a plan (direction). Neither all-hard nor all-soft — and never a silent lowering.

Cross-cutting · Arbitration

14. Dilemma — The weekly check-in drags (1 hour, 6 people). You…

Reframe it (30 min, timed agenda, who-what-when) and keep one-to-ones Cut it: rituals waste everyone's time Extend it to cover every topic fully in session Replace it with a long weekly email with no exchange

You do not cut the ritual that aligns, you frame it (goal, timing, actions). The one-to-one stays: cutting it is a false economy.

Cross-cutting · Arbitration

15. Dilemma — Stretch (ambitious) goal at 70% at quarter-end. You…

Sanction: a goal not met at 100% is a failure Drop OKRs: "this method does not work here" Celebrate progress, analyze the gap, reset direction together Hide the result from the team to protect motivation

A stretch at 70% can be a success — provided you said so at the start. Do not confuse committed (to deliver) with stretch (to aim for); transparency + analysis, never sanction or silence.

What's next?

Score ≥ 80%: move on to Level 2.
Score < 80%: re-read the explanations above — each re-teaches the concept — then redo the 48h challenges of the 5 sections.