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 must announce a process change to frontline staff, managers, and IT in one 15-min slot.(Required) Send one dense deck in advance and read the highlights in the meeting. Keep it high-level only; details cause confusion. Ask each group to share how they do it now, then schedule a second meeting. Open with "why", give 2-3 tailored examples, and point to a 1-page takeaway per audience. A stakeholder vents for 3 minutes. Your move:(Required) Acknowledge feelings, end the call to save time. Ask them to email details. Summarize essence + confirm emotion + check accuracy, then propose options. Offer immediate solutions to show value. Energy is low before a creative session.(Required) Start with a quick, upbeat prompt and a small early win; then ideate. Push through the agenda. Assign ideas offline. Cancel and reschedule. You're anxious before a high-stakes presentation.(Required) Power through; adrenaline helps. Name the feeling, do a brief reset (breath/visualization), rehearse opener, and refocus on message. Read the slides verbatim to reduce risk. Ask to shorten the slot. You have 10 minutes with a VP on a stalled project.(Required) Walk through every slide quickly. Ask what the VP wants to see; build slides later. Lead with outcome, blockers, 2 options with trade-offs, and your recommendation. Send a long memo afterward. Active ListeningA peer criticizes your plan in a meeting.(Required) Defend your work immediately; strong stance shows confidence. Ask the facilitator to move on. Acknowledge their point, ask for one example, and propose reviewing data together after. Go quiet to avoid escalation. You assign a complex task.(Required) Send the instructions in email only. Ask them to recap next steps in their own words; correct gaps. Schedule a long training session. Ask, "All good?" and move on. A direct report says: I'm overwhelmed and the deadline is unrealistic.(Required) We can't miss this. Work late today and I'll ask for help tomorrow. I hear you're overwhelmed; what changed since last week? Everyone's swamped - please do your best. What tasks are blocking you? Let's list them and see what can move. Conflicting messages about priorities are circulating.(Required) Redirect questions to HR/Comms. Say nothing until senior leadership clarifies. Share what's confirmed/unknown, how decisions are being made, and when you'll update. Reassure the team to "keep calm and carry on" without specifics. In a design review, two people stay silent.(Required) Ask for written input after. Invite alternatives: "What might we be missing?" wait 60-seconds for thinking time. Call on them directly by name. Assume they agree - silence is consent. Emotional IntelligenceA strong contributor becomes curt near deadlines each month.(Required) Warn them about tone. Assign fewer critical tasks. Avoid them during crunch time. Note the pattern, explore triggers, co-design coping tactics/scheduling tweaks. Half the team is remote; two people dominate.(Required) Schedule a follow-up for remote folks only. Let it flow; better to keep momentum. Use round-robin prompts, chat check-ins, and timeboxes; capture decisions visibly. Ask dominators to hold thoughts until the end. The team agrees verbally, but nonverbals look uneasy.(Required) Ask leaders only if they have concerns. Pause and say, "I'm sensing hesitation - what concerns haven't surfaced?" Take the "yes" and proceed. Send a survey later. After a listening session, issues repeat next week.(Required) Close the feedback channel until you can respond. Remind people you're listening and need patience. Share 2 actions taken, 1 in progress, and when the rest will be reviewed. Ask managers to filter complaints. Two departments are clashing over hand-offs.(Required) Ask for email threads and decide yourself. Convene a short session: map workflow, define RACI, agree on next-step pilot. Enforce the current SOP and warn both sides to comply. Let leaders resolve it offline; too many voices slows decisions.
