Read this scenario below and answer the questions below: Connie works in the accounting department of a manufacturing company. She often complains to her family and friends that her coworkers do not like her and treat her differently than they do the other staff. She is not invited to lunch outings, and she notices that people walk away when she approaches. She considers herself a friendly, outgoing person and cannot figure out what she is doing wrong. Connie believes her coworkers may resent her because she is able to work well with all her clients and is skilled in accounts reconciliations, resulting in company savings of thousands of dollars each month. She is confident in her abilities and speaks proudly in meetings, providing guidance to her teammates about work issues. She enjoys sharing her success stories and has no apprehension about asking questions in meetings. She has been with the company longer than everyone, including her boss, and she often reminds him of the history of why things are done a certain way. Connie is confident that even if her coworkers are jealous of her abilities, her boss recognizes her value as an employee. However, when she receives her performance review, she is shocked by her supervisor's comments: Feedback has been shared with Connie several times on her engagement in team meetings. Connie constantly repeats points discussed and closed in meetings, which is a distraction for several analysts. It is evident that Connie is having a hard time following along in meetings, as points and topics are constantly being repeated for her to understand. Feedback has been shared with Connie on staying on point and not drifting off to other tangents. At times, Connie's body language, comments, and tone of voice during meetings seem aggressive and indicate that she disagrees with her manager. This has been shared with Connie and she has been asked to improve!"

Discussion Questions: 1. What went wrong? 2. How could Connie use the KEYS approach (Hint: this is in the textbook) to improve her communication interaction? 3. How can the KEYS process be a reflexive exercise for both Connie and her manager?