Step 1 of 4 25% Name(Required) First Last Email(Required) Read each situation and choose the response that most closely reflects the way you would handle these types of scenarios.You have assigned a complex task. Do you…(Required) Schedule a detailed review meeting. Ask, "All good?" and move on, knowing they have accepted the responsibility. Send the instructions in email only. Ask them to recap next steps in their own words; correct gaps. Conflicting messages about priorities are circulating. Do you...(Required) Redirect questions to HR or Communications Department. Share what's known/unknown, how decisions are being made, and when you'll update next. Reassure the team to "keep calm and carry on"; updates will be provided when available. Say nothing until senior leadership clarifies. You must announce a process change that will impact all office and field personnel in one 15-min timeslot. Do you...(Required) Keep it high-level only; details cause confusion. Ask each group to share how they do it now, then schedule a second meeting. Send an overview email in advance and read the highlights in the meeting. Explain "why", give tailored examples, and provide a 1-page takeaway per department. A stakeholder vents for 3 minutes. Do you…(Required) Acknowledge feelings, end the call to save time and avoid escalating emotions. Offer immediate solutions to show value. Validate feelings, confirm accuracy, propose options. Ask them to email details. Half the team is attending a meeting remotely; two people are dominating the discussion. Do you…(Required) Use round-robin prompts, chat check-ins, and timers; capture decisions visibly. Let it flow; better to keep momentum. Ask those that are dominating the conversation to hold thoughts until the end. Schedule a follow-up for remote participants only. A direct report says: I'm overwhelmed and the deadline is unrealistic. Do you say…(Required) We can't miss this. Work late today and I'll ask for help tomorrow. Everyone's swamped - please do your best. I hear you're overwhelmed; what changed since last week? What tasks are blocking you? Let's list them and see what we can move. Two departments/trades are clashing over hand-offs. Do you…(Required) Enforce the current process and warn both sides to comply. Host a short meeting, map workflow, define responsibilities and next steps. Let leaders resolve it; too many voices slows decisions. Ask for email threads and decide yourself. A strong team member becomes agitated near deadlines each month. Do you…(Required) Avoid them during crunch time. Assign fewer critical tasks, so we don't over burden our strongest team members Recognize the pattern, explore triggers, and work together to create coping strategies. Warn them about tone and their responsibilities. You have 10 minutes with a Project Manager to discuss a stalled project. Do you…(Required) Define the solution, remove barriers, offer your recommendations. Walk through every item quickly. Send a long summary afterward. Ask what the Project Manager wants to see; send directions later. You're anxious before attending a 1-on-1 meeting. Do you…(Required) Acknowledge the feeling, breathe, and focus on the message. Ask for the shortest time slot. This will limit the escalation of your anxiety. Accept it is a necessary part of your role, and push through it. Take a deep breathe and stop thinking about the meeting until it happens. In a team meeting, two people stay silent. Do you...(Required) Assume they agree - silence is consent. Ask for written input from them after. Call on those specific team members directly by name. Invite alternatives: "What might we be missing?" Wait for responses. After a process review meeting, issues continue the following week. Do you…(Required) Ask managers to filter complaints. Hold feedback until you have something beneficial to share. Review actions implemented, what's in progress and when the rest will be reviewed. Remind people you're listening and patience is needed. Energy is low before a team meeting. Do you…(Required) Assign ideas for independent responses and feedback. Start with a quick, upbeat statement, changing their attitudes toward the discussion. Cancel and reschedule. Push through the agenda. A peer criticizes your plan in a meeting. Do you...(Required) Ask the facilitator to move on. Acknowledge their point, ask for an example, and propose reviewing data together after. Go quiet to avoid escalation. Deal with it at another time. Defend your work; a strong stance shows confidence and ability. The team agrees verbally, but some team members look uneasy. Do you…(Required) Send an email, survey or ask for feedback later. Pause and say, "I'm sensing hesitation - what are the concerns?" Ask only the leaders if they have concerns. Take the "yes" and proceed.
