Tips: Listen for the speaker's own choice, and then for anything the speaker adds to it.

Why the other options are wrong:

• Use the flexible model, and let trained peers replace managers as coaches.: In the flexible model, employees choose a manager, a trained peer, or both. Managers still hold quarterly planning conversations. Every employee would receive a quarterly planning conversation with a manager, then choose shorter monthly support from a manager, a trained peer, or both.
• Use fixed monthly meetings, since a set schedule makes neglect easier to see.: The speaker says a fixed schedule may help only if the safeguards are missing. It is a fallback, not the main advice. If those safeguards are absent, a fixed schedule may at least make neglect more visible.
• Use fixed monthly meetings, since coaching is a core management duty.: This is the senior leaders' view. The speaker prefers the flexible model. To these leaders, coaching is a core management duty rather than an optional kindness. I prefer this model because it separates access to development from constant managerial oversight.

Correct Answer: A coaching meeting could become an assessment that affects promotion.

Why this is correct: Uneasy employees fear that a meeting called coaching could become another assessment. Its notes might then follow them into promotion decisions.

Tips: Several groups have doubts about the plan. Keep each worry linked to the group that raises it.

Why the other options are wrong:

• The meetings could take supervisor time needed for other work.: Time is the concern of several managers, not of the uneasy employees. Several managers raise a different concern: time.
• Poorly prepared meetings could become a box-ticking exercise.: Managers make this argument about compulsory meetings. It is not the employees' worry. Managers argue that poorly prepared compulsory meetings could turn a worthwhile idea into a box-ticking exercise.
• Regular meetings could stop them from preparing to lead a shift.: A warehouse worker says conversations helped her prepare to lead a shift. Nobody says meetings would stop this. One warehouse worker says brief conversations with a former supervisor helped her prepare to lead a shift.

Correct Answer: The monthly meeting time needed, not counting preparation or follow-up.

Why this is correct: Twelve supervisors each have eight employees. Thirty minutes with each employee every month comes to forty-eight hours, before preparation or follow-up.

Tips: When a speaker gives a calculation, check exactly what it counts and what it is used to show.

Why the other options are wrong:

• The time already lost each month to errors and stalled projects.: Errors and stalled projects come from the senior leaders' reply. They give no number of hours. The senior leaders reply that development already consumes time through errors, stalled projects, and avoidable turnover.
• The monthly meeting time needed, counting preparation and follow-up.: The speaker says the forty-eight hours come 'before preparation or follow-up'. So these are not counted. A thirty-minute monthly conversation with every employee would therefore require forty-eight supervisor hours, before preparation or follow-up.
• The time needed each month to train peer coaches for the new model.: Peer coaches are part of the later flexible model. The forty-eight hours are about manager meetings. Every employee would receive a quarterly planning conversation with a manager, then choose shorter monthly support from a manager, a trained peer, or both.

Correct Answer: Open to their reasoning, but noting they cannot prove it would work here.

Why this is correct: The leaders say development already costs time through errors and turnover. The report accepts this point, but notes they cannot show the schedule would help at this workplace.

Tips: For attitude questions, focus on the speaker's own words about the group's claim, not the group's own wording.

Why the other options are wrong:

• Open to their reasoning, but noting the plan would take forty-eight supervisor hours.: The forty-eight hours are the managers' figure, given before the leaders reply. The doubt after the reply is about proof. A thirty-minute monthly conversation with every employee would therefore require forty-eight supervisor hours, before preparation or follow-up. However, they cannot show that the proposed schedule would reduce those problems at this particular workplace.
• Open to their reasoning, but noting employees fear the meetings would be assessments.: The employees' fear is a separate concern. The comment after the leaders' reply is about proof at this workplace. They worry that a meeting labelled coaching could become another assessment whose notes follow them into promotion decisions. However, they cannot show that the proposed schedule would reduce those problems at this particular workplace.
• Dismissive, saying development has nothing to do with errors or turnover.: The report does not reject their reasoning. It only says they cannot show the schedule would work here. However, they cannot show that the proposed schedule would reduce those problems at this particular workplace.

Correct Answer: Choose shorter monthly support from a trained peer.

Why this is correct: Every employee gets a quarterly planning conversation with a manager. After that, they can choose monthly support from a manager, a trained peer, or both.

Tips: When a plan has several steps, notice which steps are for everyone and which are a choice.

Why the other options are wrong:

• Skip the quarterly planning conversation with a manager.: The quarterly conversation is for every employee. It cannot be skipped. Every employee would receive a quarterly planning conversation with a manager, then choose shorter monthly support from a manager, a trained peer, or both.
• Ask a manager to refer them to an outside coach instead.: Referring requests is guidance for managers when they are not equipped to help. It is not an employee's way to avoid oversight. Managers would receive guidance on asking questions, giving usable feedback, and referring requests they are not equipped to handle.
• Choose monthly meetings with a senior leader instead.: Senior leaders are not part of the committee's monthly support. The choice is a manager, a trained peer, or both. Every employee would receive a quarterly planning conversation with a manager, then choose shorter monthly support from a manager, a trained peer, or both.

Correct Answer: If peer coaches were not given the time or support they need.

Why this is correct: The flexible model needs peer coaches with time and support. If those safeguards are absent, the speaker says a fixed schedule may at least make neglect more visible.

Tips: When a speaker sets conditions for a plan, think about what follows if a condition is not met.

Why the other options are wrong:

• If the senior leaders could show it reduces errors and turnover.: The leaders cannot show this, and the speaker never says proof would change the choice. However, they cannot show that the proposed schedule would reduce those problems at this particular workplace.
• If each supervisor were responsible for fewer than eight employees.: Eight employees per supervisor is part of the time calculation. The speaker never links a smaller number to a fixed schedule. The co-operative has twelve supervisors, and each is responsible for eight employees.
• If employees said the meetings felt developmental.: Asking employees privately is a check on the flexible model. It is not a reason to choose a fixed schedule. It should also ask employees privately whether the discussions feel developmental or evaluative.