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