Scenarios 1
Scenarios 2
Scenarios 3
Scenarios 4
100

Your manager gives you negative feedback.

Stay calm. Don't get emotional. Listen respectfully. Make a plan of action. 

100

You will need a day off for an event.

Put in your request weeks ahead of time. Make sure all outstanding projects or tasks are completed or properly reassigned. Be certain you have the time available to request off.

100

You feel overwhelmed with the workload.

Speak to someone: your boss, supervisor, manager, etc. Present data on the time it takes to complete tasks. Be sure to list all tasks that take up your time at work. Collaborate with others to "lighten the load."

100

You see a coworker disrespecting a customer.

Ask to coworker to "help with something else," and you step in to deal with the customer if possible. Get the manager and explain the situation.

200

You messed up someone's order.

Apologize. Offer to fix the order. Remain polite and professional.

200

You need a deadline extension.

Request one in writing/email. Meet with your boss or client to explain why the extension is needed and necessary. Follow through to meet the new deadline.

200

You finish a task early.

Review, revamp, revise where needed. If you have the time and can make it better, do it. Take the initiative and begin the next task or pick up other tasks that need to be completed.

200

You get sick and can't go in.

Call and let your boss know. Acquire any doctor's notes or paperwork the company needs, if necessary.

300

You are stuck in traffic and are going to be late.

Let others know. Offer solutions for anything you miss. 

300

You are being asked to do things that are someone else's responsibility.

Discuss the issue with your supervisor. Explain your job duties and explain how other responsibilities are being given to you. Address your concerns with HR if the boss is the one assigning you the new responsibilities.

300

You have extra time because you do all your work quickly.

Review your work. Ask for additional responsibilities. Find something the business needs completed and offer to work on that. Ask your immediate supervisor where you could be most helpful.

300

You did not finish your tasks for the day.

Inform your boss and/or team. Come up with a plan to prioritize your time to accomplish the most needed tasks first.

400

You don't agree with a coworker on a project.

Discuss your concerns respectfully. Clarify the points where you disagree. Seek solutions that involve collaborating or compromising. Bring it to the attention of someone in authority.

400

Your manager gives you positive feedback.

Be gracious; do not gloat. Show that you are thankful and appreciate the positive feedback.

400

You do not agree with your manager.

Speak with the manager directly, not to other employees. If the manager's actions are why you disagree, provide a statement in writing about your disagreement and why you disagree. If possible, collaborate with your manager to reach an agreement.

400

You need assistance with a task.

Ask for help.

500

You accidentally delete a file that was important.

Inform someone. Perhaps there is a way to retrieve the file. If possible, offer to make amends by recreating what you lost. Collaborate with others on a solution.

500

You need to give a presentation at work.

Plan, research, edit. Do not wait until the last minute to prepare your presentation. Make sure you stay on topic. Make the information as engaging as possible.

500

You see a coworker struggling with their tasks.

Ask the coworker what the main issue is. Help if it is appropriate to do so. Direct the coworker to someone who can instruct them or train them as needed. Follow up with the coworker to ensure they have been properly assisted.

500

Someone has disrespected you in the workplace.

Remain polite and professional. Be assertive in setting boundaries without being aggressive. Bring your concerns to your manager or their manager. Explain in detail the nature of the offence. Send an email to follow up with the manager so that there is documentation. 

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