Phase 2 · Module 4
Use these scenarios for team coaching sessions, 1:1 debriefs, or certification preparation
Scenario 1
Situation
An employee — Devon — has been 10–20 minutes late to work three times this week and has a pattern of lateness over the past month. Other team members have noticed and are starting to comment. You have not addressed it yet.
Your Task
Use the PODC framework to have a clear, fair, and documented conversation about attendance.
Step-by-Step Guidance
Plan: Gather facts first — dates, times, pattern. Do not rely on memory. Pull timesheet data.
Organise: Choose a private location. Block 20 minutes. Have your notes but keep them aside — this is a conversation, not a hearing.
Direct: Open clearly. "Devon, I want to talk about attendance. I've noticed you've been late on Monday, Wednesday, and Friday this week, and there's a pattern over the past month. I want to understand what's going on."
Control: Let Devon respond fully before you explain the impact. Listen for any underlying issue — childcare, transportation, health.
If there is an underlying issue: "I hear that. Let's talk about what we can do to support you — and also what needs to change."
If no compelling reason: "I need you to be on time consistently. It affects the team and our clients. This is a formal expectation."
State the expectation clearly: "Starting Monday, I need you here by 8:00 AM. I will check in with you weekly."
Document: Date, what was discussed, what was agreed, your next check-in date.
Facilitator Debrief
The PODC framework prevents the most common difficult-conversation mistake: going in reactive and unprepared. Planning and organising before directing and controlling means you arrive calm, factual, and fair.
Key Principle
PODC: Plan → Organise → Direct → Control. Never skip the first two steps.
Scenario 2
Situation
Two of your team members — Alex and Brianna — are in open conflict. They sit near each other, exchange sharp words in meetings, and others are taking sides. Both have separately complained to you about the other.
Your Task
Manage the interpersonal conflict using direct communication, not avoidance.
Step-by-Step Guidance
Meet with each person separately first — never mediate before you understand both perspectives.
In each meeting: listen fully, do not share what the other person said, and do not validate attacks on the other person.
Ask each: "What outcome would you need in order for this to work?"
After both meetings: identify what is factual (behavior) versus interpretive (motive).
Set expectations clearly with each person: "Regardless of the disagreement, the behavior in meetings needs to stop. That is a firm expectation."
If appropriate: bring them together with a clear structure. You facilitate. Ground rules: no interrupting, no personal attacks, only behavior-based statements.
In the joint meeting: "The goal is not for you to like each other. The goal is for the team to function. What do you each need to do differently?"
Document each conversation. If behavior does not change after the joint meeting, escalate to HR.
Facilitator Debrief
Conflict avoidance by managers is one of the most common and most damaging leadership failures. The longer you wait, the more sides solidify and the more the team culture erodes. Early, calm, direct intervention is always better than a delayed crisis response.
Key Principle
Conflict is normal. Escalation is a choice — and your choice to avoid it is itself a choice with consequences.
Scenario 3
Situation
Your employee Camille applied for a senior role and did not get it. She was the internal finalist. You have to tell her. She is going to be devastated. You feel terrible about it.
Your Task
Deliver difficult news clearly, compassionately, and in a way that preserves the relationship and Camille's motivation.
Step-by-Step Guidance
Do not delay. Tell her as soon as you know — every day she does not hear is a day of false hope.
Meet in person or via video — never deliver this news by email.
Be direct immediately — do not cushion so much that the message gets buried: "Camille, I want to share some difficult news. The senior role has been filled by an external candidate."
Let her react. Give her space to feel it. Do not rush to the silver lining.
When she is ready: "I want to talk about what comes next — because I believe in your growth here."
Give specific, honest feedback about what would strengthen her candidacy next time.
Ask what she needs: "What would be most helpful for you right now?"
Do NOT make promises about future opportunities that are not within your control.
Follow up within the week — not to check the box, but because you mean it.
Facilitator Debrief
How managers deliver bad news defines the relationship more than almost any other interaction. Directness, speed, and genuine follow-through tell the employee whether they can trust you with their career.
Key Principle
Compassion and directness are not opposites. The most compassionate thing you can do is be honest — clearly and quickly.