1. Individual analysis: Read these sets of statements on your own, without discussing them with colleagues. In each case decide, as the supervisor: 

• Which of the four statements is the best, and why? 

• What objective(s) you would have for this interaction – that is, what you would like to have achieved by the end? 

• What are the key issues relevant to the individual, team, and organization in this context?

• What is your behavioural plan for the meeting – that is, beyond the stated comment, what else will you say and do?

• A fifth response that you think is better than those suggested.

2. Syndicate discussion: Following your instructor’s advice on size of syndicate and timing, share your assessments, selections and, where appropriate, alternative responses, and attempt to reach a group consensus.

3. Plenary: Each group presents and explains its conclusions to the group as a whole.

4. Debriefing: Your instructor will lead a discussion of the implications of the different responses in each case, and of the key learning points from this exercise.

Situation A: ‘Yes, I do have a problem. I’d like to know more about what happened with the promotions last month. Charlie got the supervisor’s job in motherboard assembly and I didn’t even know he was interested. Why did you give the job to him? I would like to know more about what you think of my promotion prospects here. I’ve been doing this job for about three years now, and I’ve been with the company for almost five years. I haven’t had any complaints about my work. Seems to me I’ve been doing a pretty good job, but I don’t see any recognition for that. What do I have to do to get promoted round here?’

1. You’ll make a great supervisor, Bill, but give it time. I’ll do what I can to make your case. Don’t be discouraged, OK? I’m sure you’ll get there soon, you’ll see. 

2. So, you’re not sure about how the company regards your work here?

3. I understand how you feel, but I have to admit it took me five years to make supervisor myself. And I guess I must have felt much the same way you do today. But we just have to be patient. Things don’t always happen when we’d like them to, do they?

4. Come on, you’ve been here long enough to know the answer to that one. Nobody got promoted just by waiting for it to happen. Get with it, you’ve got to put yourself forward, make people stand up and take notice of your capabilities.

Situation B: ‘Can I ask you to do something about the calendars that Mr Johnson and Mr Hargreaves insist on displaying in their offices? They are degrading to women and I find them offensive. I know that some of the other secretaries who work on their floor feel exactly the same way as I do. I have to work with these men and I can’t stay out of their offices. Don’t we have a company policy or something? I’m surprised you’ve allowed it to go on this long as it is.’ 

1. You and some of the other secretaries find these calendars insulting? 

2. Look, you’re taking this all too seriously. Boys’ toys, that’s all it is, executive perks. Doesn’t mean anything, and there’s nothing personal behind it at all. You’ve no cause for concern. 

3. You’re right, I don’t like that either, but we’re talking about their own offices here, and I think that they have the right, within reason, to make their own decisions about what pictures to put on the walls, same as you and I do. 

4. I’ll see if I can’t get a chance to have a quiet word with them some time next week, maybe try to persuade them to move their calendars out of sight, OK? I’m sure they don’t mean anything by it. 

Situation C: ‘I’ve just about had it. I can’t put up with this kind of pressure for much longer. We just don’t have the staff to service the level of requests that we’re getting and still do a good job. And some of the people we have to deal with! If that old witch in administration calls me one more time about those files that went missing last week, she’s going to get a real mouthful in return. How come you let your department get pushed around like this?’

1. You’re not alone. Pressure is something that we’ve all had to endure at some time. I understand that, it comes with the territory. I think it’s about developing the right skills and attitudes to cope.

2. You’re right, this is a difficult patch, but I’m sure that it will pass. This can’t go on for much longer, and I expect you’ll see things start to come right at the end of the month.

3. Well, if you can’t stand the heat, I suppose you just have to get out of the kitchen. And please don’t refer to people who are senior to you in this organization in that manner ever again.

4. Let me check – this is not about Mrs Smith in admin is it? You’re saying the strain is such that you’re thinking of leaving us?