Description

 

Soft Skills for Managers

 

June 2026 Examination

Q.1 A newly promoted manager leads a 12-member cross-functional team working on a tight client delivery schedule. He mainly communicates through long emails and short voice notes. Team members rarely respond, tasks are interpreted differently, and rework has increased by 30%. In meetings, the manager speaks most of the time and quickly moves to the next topic without checking understanding. Junior members feel hesitant to ask questions because earlier clarifications were dismissed as “basic doubts.” Client complaints are now increasing. Identify the communication gaps and explain how the manager should correct the situation using communication and active listening practices. (10 Marks)

Ans 1.

Introduction

Effective communication is the backbone of successful team management, especially in high-pressure client delivery environments. When a manager fails to ensure clarity, invite feedback, and listen with genuine attention, the entire project workflow begins to collapse. In this case, the newly promoted manager is experiencing a textbook communication breakdown. His heavy reliance on one-way channels like long emails and voice notes, his tendency to dominate meetings, and his habit of dismissing questions have collectively created confusion, frustration, and a 30% spike in rework. This situation calls for a structured correction based on

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Q.2 During performance review season, a high-performing but sensitive team member reacts strongly to developmental feedback. He becomes defensive, interrupts the manager, and later sends an emotional message to colleagues saying he is being treated unfairly. Team tension rises and informal groups begin discussing management bias. The manager feels frustrated and considers issuing a formal warning for misconduct. Explain how emotional intelligence competencies can help the manager handle this situation constructively. (10 Marks)

Ans 2.

Introduction

Performance reviews are among the most emotionally charged conversations in any organisation. They test a manager’s ability to deliver honest feedback while preserving the relationship. In this case, a high-performing employee has reacted defensively, interrupted the manager, and escalated the matter by messaging colleagues about unfair treatment. The team is now divided, and the manager is considering a formal warning out of frustration. This is precisely where emotional intelligence, as outlined by Daniel Goleman’s framework, can guide the manager toward

Q.3A A hybrid project team works across three cities. Meetings are scheduled but attendance is irregular. Task trackers are not updated and team members assume others are responsible for shared deliverables. When deadlines are missed, everyone claims dependency on someone else. Frustration is increasing and collaboration is weakening. Using teamwork and collaboration principles, suggest how the manager should correct this situation. (5 Marks)

Ans 3a.

Introduction

Hybrid teams face unique collaboration challenges because physical distance naturally weakens accountability and informal coordination. In this scenario, irregular meeting attendance, unclear task ownership, and a persistent blame-shifting culture indicate a structural breakdown rather than individual failure. The manager must apply systematic teamwork and

 

Q.3B A manager starts each day with a plan but spends most of the time responding to instant messages, unplanned calls, and walk-in discussions. Important strategic tasks keep getting postponed. At month end, deadlines are missed and stress levels rise. Apply time management techniques to improve the manager’s effectiveness. (5 Marks)

Ans 3b.

Introduction

Time management is fundamentally about doing the right things at the right time, not simply doing more things faster. This manager’s daily experience is a classic case of urgency addiction, where reactive tasks such as instant messages, unplanned calls, and walk-in conversations consume the entire working day while genuinely important strategic work keeps getting postponed. The result is predictable: missed deadlines, accumulated stress, and declining effectiveness. Applying structured time management techniques can help the manager regain control and shift from