Handling Relationships – Case Studies

Being able to handle emotions in relationships and the ability to influence and inspire
others are essential skills for teamwork and leadership. The real indicators of your
relationship management skills are the results you get and the problems you manage
to avert when working with other people.

Activity:

A)

You’re in a meeting in which your team is discussing the new work processes and
latest achievements when a colleague takes credit for work you did. What do you do?

1. Confront the team member right then and there. After all, you’re no pushover, and
it’s not fair that he gets the credit you deserve.

2. After the meeting, take the team member aside and tell him that you would
appreciate it if in the future, he would credit you when speaking about the work.

3. You don’t do anything. You hate conflict, and you know nothing would be gained
either by making a scene or by confronting the team member.

4. After the team member speaks, thank him for the work he did and give the group
more specific details about what you were trying to accomplish and the challenges
you overcame.

B)

A manager from another team has just called to complain about the work that your
team is delivering. He is angry and rude. What’s your response?

1. Tell him to take a long walk off a short pier. You don’t have to put up with ill-
informed nonsense.

2. Listen, repeat back to him what you hear he is feeling, and tell him you sympathise.

3. Explain how he’s being unfair. Help him understand that the work your department
is working so hard on will eventually help him and his department.

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4. Tell him you understand how frustrated his is, and offer a specific measure you can
take.

C)

A colleague enters your office upset over a rude phone call/e-mail he received from a
client. How do you go about calming him down?

1. Change the subject. Tell him a joke or a story, anything to get his mind off it.

2. Suggest that he might be overreacting.

3. Take him out for a cup of coffee and tell him about the time something like this
happened to you and how angry you felt, until you realised that the client’s anger
was in fact justified.

4. Tell him you understand. You know that the client is a real jerk.

D)

A discussion with a colleague has escalated into a full-blown argument, and you both
start trading personal insults that you certainly don’t mean. What do you do?

1. Suggest taking a 20-minute break before continuing.

2. Walk away.

3. Apologise, and ask that your colleague apologise too.

4. Pause, collect your thoughts, then restate your case as unemotionally as you can.

E)

You are asked to manage a new team on a one-off project. The team has discovered
a problem, but can’t come up with a solution. What do you do?

1. Draw up an agenda, and call a meeting during which you discuss the problem and
possible solutions.

2. Organise an offsite to help the team get to know each other better.

3. Begin by asking each person for ideas about how to solve the problem.

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4. Organise an informal brainstorming session over lunch. Encourage people to share
whatever solution comes to mind, no matter how wild.

F)

One of your team members has been promoted to a managerial position. You notice
that she appears unable to make the simplest decisions without seeking your advice.
What do you do?

1. Have an HR representative talk with her about where she sees her future in the
organisation. Maybe this position isn’t right for her.

2. Accept the fact that she does not have what it takes and find others to assume her
responsibilities until you can find a replacement.

3. Give her lots of difficult, complex decisions to make so that she will become more
confident in her role.

4. Engineer an ongoing series of manageable experiences for her, and make yourself
available to act as her mentor.

G)

One of your direct reports approaches you with a personal problem: His elderly parent
needs care and possibly placement in a nursing home. What do you do?

1. Tell him that you’re sorry and that he can come to you for advice or to commiserate
anytime.

2. Acknowledge that family problems often take a toll, and ask him to be open with
you if he’s having trouble completing his work so that you can find a way to lighten
his load during this difficult time.

3. Suggest that work affords an excellent opportunity for him to take a mental break
from his problems.

4. Tell him that the definition of a professional is someone who doesn’t allow his
personal problems to affect his work.

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