S1

The Case of the Insensitive Team Members

You are a project leader in a realty developer firm that has recently bagged a prestigious redevelopment project
worth 700 crores in the city's heart. Deadlines in such projects are critical because of the timelines committed to the
client, the increasing expenditure brought on by even minor delays, and the rate of inflation that can play havoc with
the expenditure projections.

The team is not a stranger to stress, and in fact, optimal anxiety does help deliver in highly stressful situations!

However, one member of your team is struggling more than the rest. He is also facing personal issues, and the
pressure of performing well has undermined his ability to withstand the standard strains of everyday living. He
shared that he was seeing the company therapist, and the sessions were going well. Yesterday you were surprised
that he had applied for a week's leave. When you contacted him, he stated that some people on his team had
stumbled upon the fact that he was seeing a therapist; and that he has been the butt of pantry jokes and watercooler
gossip ever since. A few unkind comments have come his way (as all gossip does), and he is now thoroughly
depressed.

You are shocked beyond belief. Your impression of your team was that the team is an empathetic lot. However, the
reality you now know is starkly different. Moreover, this team member is a veteran in handling big-ticket projects,
and you cannot afford to run the show without him by your side. You are also feeling scared that he may do
something drastic.

You must address this situation immediately for two reasons: emphasize that mental fitness issues are as common as
physical ailments and should be treated on par and that empathy is not just a choice but a part of the organizational
value system. It would be best if you sensitized your team for the sake of your colleague whom you deeply care for
and the organization's larger interest.

This issue is the first item on the agenda for your weekly meeting, which begins in a few minutes from now.

S2

Let us use CRM software, please!

You are the Customer Relationship Manager in a hotel called Royal Residency, which has a well-established
network of properties in over 16 tier-one and tier-two cities in India. Your organization is well-known for its robust
customer network, with many loyal patrons who have written rave reviews about the quality of service on social
media platforms. After the Pandemic, the business has picked up, and despite the stiff competition from rival hotel
chains in tier-one cities, you are doing well.

Lately, however, you picked up a few disturbing pointers from an "affinity meeting" conducted by the leadership.
These meetings were designed three years ago during the Pandemic to foster collaboration amongst people who held
the same designations across geographies. It meant that 24 Customer Relationship Managers had a candid online
discussion about issues they faced in their respective locales. The issues ranged from human errors in transferring
customer calls to the right personnel, delays in getting services over a call on busy days, instances of unpleasant
arguments with guests, and at least four occasions on which a rise in hotel tariffs was not communicated in time to
guests before they checked in.

You have been mulling over using CRM software for some time. And in light of what you heard in the meeting, you
are convinced it is time to use one. You have researched the software options available in the market and know that
these can be put to good use. A chatbot can address enquiries on the go; information updates can be fed into the
system so that the customer can receive prompt instantaneously if there is any change. Teams can be trained through
the software's Learning Management System to resolve complaints quickly, convey sincere apologies, and
implement required modifications to lessen the recurrence of the issue. There are many more advantages: a help-
desk ticketing system to track customer complaints, an automated self-serve experience for customers who would be
empowered to book a hotel room without human involvement, and a computerized system for transferring calls,
allocating rooms and attending to dietary preferences.

You know it will take all your persuasive powers to convince the Board that you need to spend resources buying the
CRM software. But you believe it will be a good investment, long-term. You will present your case to the Board in a
few minutes.

S3

Mumbai Beat magazine faced financial struggles, prompting the editor-in-chief to take action and reduce expenses.
With labour costs being a significant portion, it was decided to downsize the fifth floor, which housed the support
staff responsible for copy-editing and manuscript improvements. The recent implementation of AI-powered writing
assistant software has made their roles redundant, making it a logical choice to close the floor and save money.

As management planned the closure, rumours spread among the employees, creating anxiety and uncertainty. A
detailed plan was devised, involving meetings with the fifth-floor staff and providing information about new
positions or generous severance packages. The announcement would be made internally, followed by individual
emails, departmental meetings, and media statements.

However, the grapevine was active, and the fifth-floor employees caught wind of the plan. They took matters into
their own hands, circulating a message seeking support for an assistance fund. On Monday, tension escalated as the
employees arrived dressed in black, expecting the layoff announcement. The absence of official communication led
to emotional distress, with tears and consoling among the staff.

As the editor-in-chief, it is now your responsibility to address the situation.

S4

You are the social media manager of a women's magazine and looking for an assistant to join your team. You have
received many resumes, but every time you pick one, it's like déjà vu: Tier-I college, great internships, letters of
recommendation, etc. It's not bad, but it's precisely what your resume looked like. It's the same person over and over
again. You've been trying to find the right person for weeks now. Your social media numbers have plateaued, and
you believe it's because your department needs a new voice here.

A few weeks into this process and it struck you that usually, people who come in through HR are the ones who
know how to get their resumes to HR in the first place. You decide to go around HR to find your diamond in the
rough. As democratic as it gets, you choose to call on Instagram and Twitter. You received many responses, but one
candidate, Shanaya Chauhan, caught your attention. You decide to call her for an interview. On interacting with her,
you realize that her voice is a different entry point for your department; it's valuable, and her engagement rate is
enormous. You are pretty impressed by her performance in the interview and have decided to forward her
application to HR for approval. Much to your dismay, you learn that HR has rejected her application. "She doesn't
meet our company's college degree requirement," the email stated.

You find the reason bizarre. You know Shanaya is a better fit than anyone you interviewed with a degree. You
approach the magazine editor, and she is surprised to learn that such a policy exists. "Well, you're the only one who
knows who's right for your team. So, if you think she's worth fighting for, I'm all for it."

Later, you meet a board member close to you. He, too, believes that your points are fair. On further discussion, he
tells you there's a board meeting this afternoon, and he can buy you a 3-minute window to make a compelling case.
Address the board members now.
 S5

Dating apps provide thousands, if not millions, of new people to talk to daily. While it's a great way to connect with
others, constantly swiping left and right while trying to keep up with dozens of conversations can be exhausting.

You want to encourage people to look up from their mobile phones next month and instead engage with fellow
singletons in real life.

As an in-house dating app publicist, you propose a Bridgerton – themed singles party next month at Taj Hotel in
Bandra. To help your guests relax and get back into the swing of flirting in real life, you will be hosting a series of
interactive games and ice-breaker challenges. You can also check your zodiac sign compatibility at the event if you
meet someone special and feel like it's fate.

Your app is known for its female-friendly approach; once two people have matched, the woman has the power as
she is the only one to message first. In keeping with the theme, you want to invite the actress Kangana Ranaut as the
keynote speaker for the event. Fearless and bold is what defines her. The actress is truly one of a kind as she never
minces her words. However, you feel that the board members may oppose inviting Kangana Ranaut as she has been
in the headlines for all the wrong reasons.

Pitch the above idea to the board members in the conference room.

S6

It was a bright morning at UMS Banking Plc, the multinational bank headquartered in Mumbai, India. Three weeks
had passed since the initiation of Project Hawkeye, a mission-critical endeavour aimed at assessing, regulating, and
maintaining the quality parameters of international banking transactions. As the project leader chosen by the Vice
President of Operations, you have been entrusted with ensuring its success.

While the project progressed smoothly, a recent setback demanded your immediate attention. Reporting delays had
plagued the team for the past three days, causing a cascading effect on other work deliverables. With determination
and a desire to address the underlying issues, you assembled the entire team for an important meeting.

As the team members filed into the meeting room, their anticipation palpable, you stood at the front, ready to
address them. The room was filled with hushed conversations and expectant faces, all waiting to hear your words.

S7

It was an exciting day at the Insurance company's new IT wing as 30 talented individuals prepared to embark on a
transformative journey. As a one-month-old intern in operations, you had the privilege of extending a warm
welcome to these new joiners. With enthusiasm and pride, you took the opportunity to address the team and share
key aspects of their recent work environment.

In your address, you should highlight the unique work schedule of the IT wing, which typically runs from 02:00 PM
to 11:00 PM. This schedule maximizes productivity during peak hours and ensures a healthy work-life balance.

To ignite their motivation further, you should emphasize the possibility of international travel that awaits them upon
the project's success. The opportunity to collaborate with global partners, experience diverse cultures, and broaden
their horizons may resonate deeply with their aspirations. Hence, this prospect will be a tangible incentive, fueling
their dedication and drive to excel.

With a warm welcome and a compelling vision, you must set the stage for a motivated and inspired team.
 S8

The team members in your company have been performing exceptionally well, demonstrating their expertise and
dedication to their work. An exciting opportunity has arisen—an international conference in Paris, France, that
promises a week of learning, networking, and bringing back best practices to the company. However, due to limited
availability, only three members of your team can attend.

Breaking this news to your team requires careful consideration and transparency. Several parameters will be
evaluated when choosing the representatives To ensure a fair selection process. These parameters are designed to
assess the most deserving individuals who can make the most of the conference and contribute to the company's
growth.

The first parameter is the past three months' performance. This criterion focuses on recent achievements, such as
meeting targets, accomplishing milestones, and contributing to the team's success. Considering the current
performance, the selection process aims to identify team members who have consistently excelled in their roles and
are likely to make the most impact at the conference.

The second parameter is the customer satisfaction score. This metric reflects the level of satisfaction our customers
have experienced with the team's work. It serves as an important indicator of our ability to deliver high-quality
results and maintain strong relationships with our clients. The representatives chosen should exemplify the team's
commitment to customer satisfaction and the ability to represent the company well at an international event.

Lastly, a personal interview will be conducted with the shortlisted candidates. The interview aims to gauge the
individual's passion for their work and their potential to bring back valuable insights from the conference. This
parameter helps ensure that the selected team members are genuinely interested in attending the conference and are
motivated to implement the best practices they learn. It allows for a deeper understanding of the candidates' potential
contributions and their alignment with the company's goals.

The conference itself offers a fantastic opportunity for professional development and networking. It spans a week
and provides a company-paid stay at a luxurious 5-star hotel in the Paris. Attending this event can broaden the team
members' knowledge, expose them to global industry trends, and foster connections with professionals from around
the world.

While it may be disappointing for some team members that not everyone can attend, it's important to emphasize that
the selection process is highly competitive. The parameters used ensure that those chosen possess a combination of
recent outstanding performance, a track record of customer satisfaction, and the potential to bring valuable insights
back to the company.

As a leader, it's essential to convey this message with clarity and encourage all team members to continue striving
for excellence. Reiterate that there will be more opportunities for such events in the future, and their ongoing
dedication will be recognized and appreciated.

S9

As the Regional Manager of an international accounting firm, you prioritize professional etiquette. Not only does it
communicate respect to your clients, but it also instils confidence in your firm by showing that you and your staff
are aware of and able to meet the expectations of almost any audience. Earlier today, you took four employees to
lunch with an important client. You've done this for years, and it is usually an upbeat experience for everyone, but
today's lunch was a disaster. One of the employees made not one, not two, but three calls on his mobile phone
during lunch. Another interrupted the client several times and even got into a mild argument. The third employee
kept narrating sarcastic jokes about politics, making everyone at the table uncomfortable. And the fourth dressed
like she was expecting to bale hay or work in a coal mine, not having a business lunch in a posh restaurant. You've
already called the client to apologize, but now you need to coach these employees on proper business etiquette. You
have called a team meeting; this issue is the first on your agenda.

S10

You are the Vice President and Partner at a niche media consulting firm. It is a progressive, young, flat organization
boasting a result-oriented, warm and friendly culture. One unique initiative at the company is 'Fizzy-Fridays', a day
to unwind with a fizzy drink at work followed by some sporting activity like cricket, badminton, or table tennis. It is
the brain-child of the CEO, who wanted to foster a sense of camaraderie among the employees and change people's
perception towards work, making it fun. Of late, however, you have noticed people slacking off on Fridays and
pushing client deadlines. There have also been a couple of instances of unruly behaviour where people allowed
alcohol to get the better of them. You want to nip such behaviour in the bud and decide to address it in the next town
hall meeting before it gets out of hand.

S11

A recent policy announcement sent to General Managers by the HR department has got you worried. You manage a
strong team of investment managers at KBI Bank. Your team has been performing well, and the average age of your
team is 28. The bank's talent retention and attraction policies have held you in good stead, even during the economic
downturn when substantive raises were unforeseeable. One such policy is the subsidized low-interest car loans
offered to eligible employees. With the government encouraging the promotion of Atmanirbhar Bharat, KBI has
decided to tweak its internal policies to help Nation building. The car loans policy will now be limited to only
buying Indian-made cars. Many of your team members, especially the younger lot, have shared with you about their
first dream vehicle, and you know that none of them are aspiring for a Tata or a Mahindra car. The policy change
portends dampening employee morale, and you fear talent hawks waiting in the wings to poach. You have worked
hard to develop every member, and now they fit in as pieces of a puzzle. You wouldn't want anything to change the
current dynamics.

Address your team and announce the policy.

S12

You are the MD of a company that works in marketing, strategic PR and event management services. You have
clear hierarchies in the organization – VPs, group directors, account directors, account executives and below. All of
them work in a close-knit team environment. Still, surely you can see the environment of apprentices being
patronized by the seniors or the juniors huddling together during lunch hours in groups in awe of the seniors. Many
of the seniors have experience of 15+ years in the same organization and definitely a bouquet of top-notch clients
with whom they have built client relationships.

All was well till the company embraced the work-from-home policy. Most of your employees were sent home to
work, and suddenly, new practices were challenging. Over some time during this crisis stage, you noticed that the
junior team of young millennials are more agile in the changing environment and are swift in technological
adaptation. They also have shown transparent social media practices and use of digital platforms to help in new
business development, market research and client handling.

You believe that the millennial employees are your assets, and clearly, they are to be acknowledged and promoted
within the organization. You have been toying with this idea of creating a "Millennial Board", a platform where the
select top performers among the young group of employees can function as a board to develop guidelines for best
practices of performing in a digital world, swift adaptation and concrete steps to leverage social media for your
organization, not as a shadow board, but as a functional advisory unit.
You have broached the subject with one VP close to you. The look was pure horror as he suggested that the seniors
would never accept such an idea; you would have disgruntled employees and, possibly, mayhem.

Today is your day to address this issue in the town hall meeting. You are going ahead with announcing the
formation of a "Millennial board", but you have glimpses of tense reactions in your usually cheerful senior team.
How do you plan to tell the news to all? And how do you convey that the formation of the millennial Board will
benefit the company?

S13

You are a member of a business family that has done exceedingly well in healthcare and insurance. You had a very
close relationship with both grandparents as a young child. At the same time, you gained direct insight into the needs
of senior citizens through your dada and dadi; you attained insights through your mother about senior citizens living
away from their children. As your nana and nani grew older, you saw your mother becoming increasingly anxious
about their well-being. You have also had an insight into the changes in family dynamics due to concerns about
caring for ageing parents.

Quality of life in the silver years is essential to you. With your innate feelings of seva and gratitude, you have
special compassion and an affinity for older people. You want to create a service that would not only improve the
quality of life for senior citizens but also comfort their children, as they would be sure that their parents were being
looked after well. During your research, you discovered that the quality of services offered to senior citizens in old-
age nursing homes was deplorable. You plan to create a concept called "Silver Years" that includes hospitality,
serviced apartments, and health and wellness: all these services are close to other businesses run in your family. In
short, you would create a full-fledged service ecosystem for senior citizens, complete with daily housekeeping,
laundry services, concierge services and lifetime maintenance of each apartment.

You have been invited to explain your business idea to the family members who are a part of the Board of Directors;
independent Directors will also be present.

Frame a persuasive speech that will get them as excited about the idea as you are.

S14

Redeploying employees in other locations

You are the head of a manufacturing unit on the outskirts of Mumbai at Xylo Tyres, a well-known tyre
manufacturing company. It has made the difficult decision to shut down its operations for various reasons, such as
high labour costs, taxes, and market changes that demand newer technology. It is costly to roll out such hi-tech
operations in an old existing location. As a result, the organization needs to redeploy its workforce to other locations
where it continues to operate.

The organization understands the impact of the closure on its employees and aims to support them through the
transition. As an organization, Xylo is actively working on redeploying its workforce to other locations where the
company continues to operate. Many employees will be able to join the company's other production unit in Halol,
Gujarat. This latest greenfield facility is experiencing growth and requires skilled individuals to meet the increasing
demand for your products. The company is also expanding its distribution network in Coimbatore and Patna to
optimize its supply chain and improve customer service. There are openings for roles such as warehouse supervisors
and logistics coordinators. Your corporate headquarters in Gurugram has several departments that may have
positions suitable for employees with transferable skills. These departments include sales, marketing, finance,
human resources, and IT. You are responsible for communicating the closure, explaining the reasons behind it, and
assisting the affected employees in finding new employment opportunities within the organization.

Address the employees, encourage them to explore these possibilities, and apply for roles that align with their
expertise and interests.
 S15

Disregard for Company Resources

You are a Senior Manager in a strategy consulting division of Arrow, a leading consulting firm headquartered in
Hyderabad. The admin team has drawn to your attention that there has been a steep jump in overhead costs. After
looking at the data furnished, you realize that your team's excessive use of company resources can be detrimental to
the organization's efficiency, productivity, and financial health in the long run. Several team members incur
unnecessary travel expenses by choosing costly accommodations, transportation, or dining options. You also receive
complaints from other teams regarding some members reserving meeting rooms unnecessarily, resulting in the
unavailability of rooms when needed by other groups. There has been an excessive increase in the organization's
energy bill, and you need to sensitize team members. You have observed that many of them leave lights, computers,
or other electronic devices on when not in use, leading to unnecessary energy consumption. Establishing that the
organization has clear travel and expense policies outlining acceptable limits and guidelines would be best.
Encourage team members to only reserve rooms when they are genuinely required. Remind them to cancel bookings
if they are no longer needed. Encourage team members to power off devices when not in use and make energy-
saving practices part of the office culture. You are upset that they need reminders of what is considered good
organizational citizenship, especially when none are new joiners.

You have decided to express your displeasure while addressing your team.

S16

Addressing a Workplace Conflict

You are the Western Regional head in Mudra, a leading advertising agency. A situation has arisen that has led to
conflict between the sales and client servicing teams. The dispute stems from miscommunication, differing
priorities, and a lack of collaboration, resulting in client dissatisfaction and strained relationships between the two
teams. The conflict has created challenges in delivering exceptional service to your clients. It is crucial to address
this issue promptly and effectively to restore harmony, improve client satisfaction, and foster a collaborative work
environment. Upon investigation, it has become clear that miscommunication and divergent priorities have
contributed to this conflict. The sales team's focus on closing deals and meeting revenue targets may have
inadvertently overshadowed the client servicing team's responsibility to ensure excellent customer experiences and
ongoing client satisfaction. This misalignment has caused friction and strained relationships with your valued
clients. You must encourage a collaborative approach between the sales and client servicing teams. You understand
that there is a need for shared goals and metrics. You also realize that recognizing and rewarding individuals and
teams demonstrating collaboration and a client-centric approach will reinforce the desired behaviours.

Gear up to address the two teams so that they can overcome the challenge and create a stronger and more
cohesive organization.

S17

Implementing a New Technology

A software development company has decided to implement a new project management tool to streamline its
processes. You are the Manager who is tasked with addressing the employees about the upcoming change.

The new tool will collaborate, breaking down communication barriers and enabling real-time collaboration. There
will be automation of repetitive tasks, intuitive workflows, and task prioritization features. The tool will centralize
project data and standardize processes. The new device is expected to provide real-time visibility into project status,
and automated notifications. A pilot phase with a select group of teams to gather feedback and fine-tune the tool's
configuration will be conducted before full implementation. You know that the employees are not happy.

Any change brings about resistance, and you need to deliver a compelling speech to communicate the benefits
of the new technology and address any concerns or resistance from the employees.

S18

Non-conformity of Rules

You are a project lead at Pinnacle, a leading IT company. During the past few weeks, it has come to your attention
that some team members have been deviating from the established rules and regulations that govern your project. As
the team lead, it is your responsibility to ensure that all team members adhere to these guidelines for the successful
completion of the project and to maintain a positive working environment. You have noticed that certain team
members have installed software applications on company computers without proper approval, potentially
compromising security, licensing, and compatibility. Some team members have not followed the established data
backup protocols, leading to the loss of critical project files and delays in recovering the information. Instances have
been observed where team members have shared confidential project-related information through insecure channels
or failed to use encrypted communication methods as mandated by the company's security policies. There have been
reports of team members discussing sensitive project information with individuals outside the team who are not
authorized to access such data, violating non-disclosure agreements.

You are highly concerned about the non-conformity of rules and regulations and how it will impact the
project and the overall satisfaction of the stakeholders. You have decided to address the team after much
deliberation.

S19

Restructuring in an Automobile Company

You are the factory manager in a manufacturing company, Spencer Motors. The automotive industry has faced
various challenges, such as shifts in consumer preferences, advancements in electric and autonomous vehicles, and
changes in global trade policies. These factors have led to market changes, including decreased demand for certain
types of cars and increased competition from new players in the industry.

As a result, your organization has been forced to restructure their operations by streamlining them to align with the
changing market dynamics, closing production facilities and downsizing its workforce. The downsizing has affected
various departments, including manufacturing, research and development, and administrative functions.

You have been asked to communicate the decision to the 56 people affected in your factory. You want to ensure that
they do not take this as a reflection on their performance and want to extend support in as many ways as you can.

Address the employees.

S20

Please switch on your videos!

You are the team lead for a prominent fintech consulting firm. After the Pandemic, many organizations shifted to the
old normal, i.e. offline work with all employees reporting to the office. Not yours, though. Your leadership team saw
the merits of flexible options and allowed a certain percentage of the workforce to work from home a few days of
the week, with specific days of compulsory reporting in person.

The result? You have a hybrid for meetings where some people join on Zoom from their homes.

Your team comprises 25 professionals –a mix of old and young. In the last few meetings, you have noticed an
increasing trend amongst the more youthful lot; they do not switch on their videos if they are working from home. It
is OK for routine meetings where you merely ask for updates or give simple instructions, but this is not done when
discussing an issue or wanting a buy-in for an important project deliverable. You are the kind of person who is
uncomfortable talking to a blank screen. You understand that people do not want to reveal their attire and
appearance when sitting in the comfort of their homes; sometimes, there are technical issues, too, with the
bandwidth and the connection. But professionally speaking, you believe your team must be ready and spruced up,
with technical problems sorted out if a meeting has been announced in advance. After all, we did convert our homes
into workplaces with virtual backgrounds, didn't we? You also suspect that some older team members disappear
mid-way through the meeting. It isn't very pleasant when you call on someone and do not get a response!

You had been mulling over these issues for quite some time now, but last week was a tipping point. A senior
member of your team gently requested everyone to switch on their videos, but only a few complied. Rather than
flagging this in a virtual meeting, you have decided to address this in an offline meeting today when everyone
reports to the office. You will be addressing your team in a few minutes from now.

S 21

You head a financial institution with a progressive hiring policy and adopt affirmative practices such as hiring the
differently abled. Twenty-five employees with differing degrees of physical disabilities have been hired recently
across various branches. Their performance reviews and contribution to meeting targets and deadlines have been
reasonably good. Lately, however, you have been receiving complaints from a few of these employees concerning
the behaviour of their colleagues. The complaints suggest that their views in meetings are generally disregarded and
that they are considered second-class citizens or objects of charity. This attitude has given them a feeling of
inadequacy and insecurity. You are disappointed by the nature of these complaints as you believe that they should be
given respected status and be allowed to participate fully. After a few private meetings with the complainants, you
are convinced that you need to take steps to remedy the situation and put in place a policy that makes discrimination
based on disabilities liable for a penalty or a demotion. Before sending out a memo, you wish to address your
employees in the upcoming town hall. Draft your speech and deliver it.

S 22

You head a mid-size corporation with a team of managers reporting directly to you. In your recent interactions with
them, you realize that a lot of time that could have been spent more productively is wasted in meetings between the
managers and their teams. As a result, many junior executives are with other people – that is, in a meeting– more
than half of every business day. You realize you must resolve this issue as soon as possible to make a meeting
productive and less time-consuming.

You have called your team of seven and wish to make them understand the following steps:

1. Determine what meeting is appropriate and then stick to that format.

2. Terminate the meeting as soon as its purpose is accomplished.

3. Sum up the meeting and adjourn; do not raise another matter for discussion.

4. Write a short memo as a follow-up and spell out the deadlines discussed in the meeting. Address your team of
managers now.
 S 23

Communication on a significant project is suffering because several team members are in the habit of writing cryptic
or careless instant messages that often force recipients to engage in several rounds of follow-up messaging to
determine what the sender had in mind. Also, the team has members of several age groups; not all are as well-versed
with modern urban lingo as some of the newer members. As a project leader, you’ve spoken with these team
members about the need to write more precise messages, but they respond that careful planning and writing defeats
the whole purpose of instant messaging. You have called for a meeting to address this issue once more.

S 24

A key team member's performance has been consistently below expectations, affecting overall productivity. The
manager schedules a one-on-one meeting to discuss the performance issues in a supportive manner. They provide
specific examples of underperformance and outline clear, measurable goals for improvement. The manager offers
resources such as additional training, mentoring, and regular feedback sessions. They also create a performance
improvement plan with set milestones and check-ins. By demonstrating a commitment to the employee's
development and setting clear expectations, the manager aims to motivate the individual to improve their
performance and contribute effectively to the team.

S 25

After a significant project failure, the team's morale is at an all-time low. The manager acknowledges the
disappointment and arranges a meeting to address the team’s concerns. They provide constructive feedback on what
went wrong while highlighting what was done well. To lift spirits, the manager celebrates past successes and
recognizes individual contributions through awards and positive reinforcement. They also set smaller, achievable
goals to rebuild confidence and ensure early wins. By fostering a positive atmosphere and focusing on continuous
improvement, the manager aims to reignite the team's passion and drive for future projects.

S 26

An unexpected crisis, such as a major client threatening to pull out, requires immediate and decisive action. The
manager gathers the team to assess the situation and brainstorm potential solutions. They create a crisis management
plan with clear roles and responsibilities, ensuring that everyone knows what is expected of them. The manager
maintains open lines of communication, providing regular updates and feedback. By staying calm and composed,
the manager instills confidence in the team, motivating them to work together to resolve the issue quickly and
effectively.

S 27

The company is facing significant budget cuts due to a downturn in the market, and layoffs are inevitable. The
manager has to break the news to their team, knowing that it will cause anxiety and uncertainty. They hold a team
meeting to explain the situation transparently, emphasizing that the decision was not made lightly. The manager
offers support to those affected, including severance packages, outplacement services, and personal
recommendations. For the remaining team members, the manager focuses on maintaining morale by recognizing
their contributions and reassuring them about their job security. By handling the situation with empathy and
transparency, the manager helps the team navigate through the tough times.