First-Time Supervisor Fundamentals Course: Communicating with your team

1. Question 1 of 15

   Which instruction is clearest?

   • A"Can someone deal with the drinks at some point today, whenever there is time?"
   • B"The cooler thing needs doing again, you know the one."
   • C"Please restock the front cooler with water and juice by 2 p.m., then tell me."
   • D"Just do what you did last week with the coolers and the other stuff, okay?"
   Show answer

   Answer: C. "Please restock the front cooler with water and juice by 2 p.m., then tell me."

   A clear instruction says what to do, when it must be done and how you will know it is finished.

2. Question 2 of 15

   Which item belongs in a shift handover to the next security supervisor?

   • AA list of what you ate on your break during the shift
   • BGossip about two staff members who were seen arguing
   • CA guard's personal opinion about the client's property manager
   • DThe east exit lock is broken, reported, and not yet fixed
   Show answer

   Answer: D. The east exit lock is broken, reported, and not yet fixed

   A handover passes on open problems and hazards so the next shift can act. Opinions and gossip do not belong in it.

3. Question 3 of 15

   After giving a new guard instructions for a lock-up route, how can you best check they understood?

   • AAsk them to explain the route back in their own words
   • BAsk "Got it?" at the end and accept a nod as a yes
   • CAssume they understood everything if they do not ask any questions
   • DRepeat the same instructions a second time, but more loudly
   Show answer

   Answer: A. Ask them to explain the route back in their own words

   Having the person explain the steps back shows what they really understood. A nod or silence proves nothing.

4. Question 4 of 15

   A cook is upset about the new kitchen schedule. Which action shows active listening?

   • ALet them finish, then sum up what you heard
   • BCheck your phone while they talk, so you can answer messages
   • CInterrupt to explain why they are wrong about the schedule
   • DPromise to change the schedule right away to calm them down
   Show answer

   Answer: A. Let them finish, then sum up what you heard

   Active listening means full attention, letting the person finish and checking that you understood before you respond.

5. Question 5 of 15

   Where and when should you correct a team member's mistake?

   • AIn private, soon after it happens
   • BIn front of customers, so it sinks in
   • CAt their yearly review, months later
   • DIn the team group chat, so everyone learns
   Show answer

   Answer: A. In private, soon after it happens

   Correcting in private protects the person's dignity, and doing it soon makes the feedback clear and useful.

6. Question 6 of 15

   Which is the most useful feedback for a guard?

   • A"Good job, I guess. Keep doing whatever it is you are doing."
   • B"Just write better next time and we won't have a problem."
   • C"Your report had every time and name, so the client could follow it."
   • D"Your reports are always terrible and nobody can read them."
   Show answer

   Answer: C. "Your report had every time and name, so the client could follow it."

   Useful feedback is specific: it names the action and its effect, so the person knows what to keep doing.

7. Question 7 of 15

   According to CCOHS, giving constructive feedback about work-related behaviour is:

   • AHarassment if the worker disagrees with the feedback
   • BA form of bullying, even when it is done politely
   • CAllowed only in writing, never in a conversation
   • DUsually not bullying, when done reasonably
   Show answer

   Answer: D. Usually not bullying, when done reasonably

   CCOHS says objective, constructive feedback and reasonable performance management are not usually considered bullying.

8. Question 8 of 15

   CCOHS says a typical safety talk (toolbox talk) lasts about how long?

   • AAbout 1 hour
   • BAbout 30 seconds
   • CA full shift
   • DAbout 5 minutes
   Show answer

   Answer: D. About 5 minutes

   CCOHS describes safety talks as short, focused meetings, usually about 5 minutes long.

9. Question 9 of 15

   What should a supervisor record after a safety talk, according to CCOHS?

   • AEach worker's home address and emergency contact person
   • BNothing, because safety talks are informal meetings
   • COnly the supervisor's name and the time the talk ended
   • DThe topic and content, worker feedback and attendance
   Show answer

   Answer: D. The topic and content, worker feedback and attendance

   Even informal talks should be recorded. CCOHS lists topic and content, feedback and attendance, which help show due diligence.

10. Question 10 of 15

    You need to tell your office team that next Monday's start time is changing. Which message is best?

    • AA short message with a clear subject, the change, the date and a contact
    • BA quick comment in the hallway to whoever happens to be around
    • CA message marked urgent that says a change is coming, with no details
    • DA long message that only mentions the change in the last paragraph, after other news
    Show answer

    Answer: A. A short message with a clear subject, the change, the date and a contact

    Put the key point first: what is changing, when, and who to ask. Everyone gets the same clear information.

11. Question 11 of 15

    Before talking with a server about repeated late arrivals, what should you prepare?

    • AA final warning letter already signed by you and the manager
    • BNothing, because it is better to speak from emotion in the moment
    • COther staff members' complaints about the server's personality and attitude
    • DThe dates and times they were late and the expected start time
    Show answer

    Answer: D. The dates and times they were late and the expected start time

    Facts keep the conversation fair and focused on the behaviour, not the person.

12. Question 12 of 15

    How should a difficult conversation with a team member end?

    • AAs soon as the worker gets upset, even if there is no plan yet
    • BWith a promise that the problem will never be mentioned again
    • CWith clear next steps and a date to follow up
    • DWith the worker signing a statement that admits they were at fault
    Show answer

    Answer: C. With clear next steps and a date to follow up

    Agreed next steps and a follow-up date turn the talk into a plan for improvement.

13. Question 13 of 15

    A cashier suggests a better way to set up the returns counter. What is the best response?

    • AIgnore it, because setting up the counter is not the cashier's job
    • BTell them all ideas must be sent to head office in writing first
    • CThank them, look at the idea and tell them what you decide
    • DUse the idea, but tell your manager that it was your own idea
    Show answer

    Answer: C. Thank them, look at the idea and tell them what you decide

    CCOHS recommends involving workers in decisions. Closing the loop shows you value their input.

14. Question 14 of 15

    A new dishwasher is still learning English. How can you make safety instructions clear?

    • ASpeak faster so the safety training ends sooner and they can start
    • BSkip the safety training until their English improves enough
    • CUse short words, show the steps and have them show you back
    • DHand them a long written policy in English and ask them to sign it
    Show answer

    Answer: C. Use short words, show the steps and have them show you back

    Showing the steps and having the worker show them back checks real understanding. Safety training cannot be skipped.

15. Question 15 of 15

    A hotel guest complains loudly at the front desk about a staff member. What should you do first?

    • AMove to a quieter spot, listen and get the facts before deciding
    • BIgnore the guest until they calm down and stop complaining
    • CTell the guest firmly that they are wrong, in front of the other guests
    • DPromise the guest that the staff member will be fired today
    Show answer

    Answer: A. Move to a quieter spot, listen and get the facts before deciding

    Moving aside lowers tension. Listening and getting the facts first is fair to both the guest and the worker.

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