Situation 2: Addressing a negative team influence
Leadership style: Democratic
Script
Context: A new employee is demonstrating negative behaviors that conflict with company
values and is influencing an apprentice. You hold a private conversation to address the issue
while maintaining a supportive tone.
Leader: Hi, thanks for making time to talk with me today. I just wanted to check in and hear
how things have been going for you these past few weeks. How are you feeling about your
role so far?
Employee: It’s been okay. I’m still getting used to everything.
Leader: That makes sense. Starting a new job and returning after a break can feel
overwhelming. Have there been any specific things that you’ve found challenging so far?
Employee: I guess I’m still figuring out how things work around here.
Leader: I appreciate you being honest. I’ve noticed that you’ve been trying to get involved
and contribute quickly, which I really value. At the same time, I wanted to ask how you feel
about your interactions with the team and our customers. Do you feel confident with the way
things are going there?
Employee: I’ve tried to be proactive but maybe I’ve said too much too soon.
Leader: Thank you for sharing that. It’s normal to want to prove yourself, especially when
you’re eager to settle in. I also wanted to check with you about the apprentice you’re working
closely with. How would you describe your working relationship with them?
Employee: We talk a lot. I didn’t think about how my approach might be affecting them.
Leader: It’s easy to overlook things when we’re focused on doing well ourselves. I
appreciate your willingness to reflect.
What do you think would help you feel more supported right now? Is there anything I could
do or provide that would make things smoother for you?
Employee: Maybe having someone to talk to regularly or guide me would help.
Leader: That’s a great idea. I’d be happy to pair you with a mentor from the team. They can
help you better understand how we handle certain situations and make sure you feel more
confident.
Would you also be open to having short weekly catch-ups with me, just to see how you’re
doing and raise any questions early?
Employee: Yes, that would really help.
Leader: I’m glad to hear that. I’ll set everything up and we’ll take it step by step. And if
anything else comes up, my door is always open.
Situation 4: Delegating to a high-performing team
Leadership style: Laissez-faire (with Democratic elements)
Script
- Context: Your team is consistently exceeding expectations and working well without
supervision. You believe they are ready to manage new responsibilities with greater
autonomy.
Leader: First, let me say I am truly proud of the work this team is doing. The numbers are
impressive, but the way you work together matters even more.
With how capable you are, I think we’re ready to take things further.
I will be supporting other departments more directly soon, and I believe this is a good time
for you to lead more of your own planning and decisions.
You will take charge of mentoring new staff, handling campaign ideas, and reviewing client
feedback.
I won’t be assigning roles. I’d like us to decide together how these responsibilities can be
shared based on each person’s strengths.
Team Member: Will you still support us if challenges arise?
Leader: Always. I’ll still be here, but I want you to take ownership. Let’s meet tomorrow to
structure this shift together.
Situation 5: Coaching an enthusiastic but detail-lacking employee
Leadership style: Coaching
Script
Context: A new employee is enthusiastic and productive but tends to overlook important
details in customer service and upselling. You decide to coach them through encouragement,
feedback, and clear development goals.
Leader: Thanks for making time to meet today. I want to start by saying that your attitude
and energy have really stood out. You’ve been on time, proactive, and quick to take initiative.
That’s exactly the kind of spirit we need in the team.
You’ve done a great job getting comfortable with the role, and I can see how much you care
about doing well.
Leader: Now I’d like to talk about how we can help you go further. I’ve noticed a few
moments where some important details were missed. For example, sometimes the product
wasn’t fully explained, or chances to suggest extra services were skipped.
Leader: This is very common for someone who’s working fast and wants to keep things
moving. The key now is building more attention to detail, especially when it comes to
customer consultation.
Leader: I’d like to set a short-term goal with you. For the next two weeks, I want you to
focus on clearly explaining at least one upsell or add-on in every customer interaction. Would
that be okay with you?
Employee: Yes, that sounds good.
Leader: Great. I’ll also sit in on a few customer conversations just to observe and give you
quick feedback afterwards. Nothing formal, just some coaching in real time.
Then, we’ll meet briefly once a week to go over a few examples together. Is that alright with
you?
Employee: Yes, that works.
Leader: Excellent. I think with a bit of focus on the details, you’re going to get even better,
really quickly. Let’s build on what you already do well and take it to the next level.
Employee: Thank you. I’ll try my best.
Leader: I know you will. Let’s get started.