Nadya Koleva
Executive Director Operations and Events (Expo 2030 Riyadh) at Live Lab
I lead large-scale organizational transformation, aligning strategy, operations, and culture to deliver measurable results. For over 18 years, I’ve navigated complex, multi-stakeholder...
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- Leadership in High-Stakes Environments: Navigating complex challenges for effective decision-making
- Cultural Integration Strategies for Diverse Teams: Fostering unity in multicultural organizational settings
- Change Management Techniques for Executives: Implementing successful transformations across organizations
- High-Impact Coaching for Executive Women: Empowering female leaders to enhance their influence
- Project Management in Large-Scale Events: Delivering exceptional experiences through organized coordination.
Meet the mentor
Tricky Workplace Situation Handled
- One way to approach it is to collect evidence of "job well done" by Bernard, request a meeting with his superior and explain his value, backed up with the supporting data and documents. What I would advise Bernard to do next in that meeting is to ask, based on the facts, what is the growth that his boss sees for him, with actual steps. "if you keep up the good work in 3 months we would evaluate your position and consider you for this and that". There might be other opportunities on the horizon that the superior might see, once they realize the value of Bernard. I would not recommend speaking negatively of other team members, but just showing facts.
- A simple example that my team now uses is.. time. If they want to send an emotionally fueled email to a difficult client or a colleague I ask them to wait a bit, and then to read it back to themselves. 9/10 times they opt-out of sending it, and deal with the situation in a more productive way, or opting for a face-to-face chat.
- Show more self-confidence and be clear about my goals (sense of purpose).
- Be open, smile, ask questions, express interest, keep your confidence and passion (sparkle in the eye).
- I would say best approach is apology and immediate remification. Normally there are extra meals on board and the flight attendants can combine things to make a vegan meal. It won't be fully nutritious or balanced, hence there needs to be an apology, but also some service.
- Listen, acknowledge an issue, propose a solution, follow up on that solution. It's always important to listen without interruption at first, as interrupting might make the situation even more charged.
- I have dealt with the public and private sectors, including middle-eastern governments for over a decade. Being a supplier I have had many occasions to enhance my customer service techniques.
- Knowledge, credibility, emotional intelligence, clear communication, time management
- Set a clear communication channel where expectations are met, and then overshoot by adding extra communication, freebies, personal connection (such as a birthday card, or a thank you card after the project is done etc etc.). Collect customer feedback so that they know they are being listened to (And implement the feedback of course). Keep your customers engaged even after the transaction is over.
- Establishing a clear process of how the job should be done so that it leads down the funnel. And initiative - control the whole process.
- They want to look good in front of their supervisors/ end clients. They want to have a hassle-free experience. They want to be presented with options (even if not extremely different products, just small details being altered that lets them know that you though of them.)
- Train your employees on how to communicate with clients so that no matter who approaches the client the experience stays on the same level. Be ready to admit when you're wrong - the customer is always right, and that means no ego should go on the way of you admitting something went wrong. If communication is open, the chance for a customer to stick with you even after a challenge is much bigger (and that's one way of how loyal customers are made). Make sure that it's not just the product or the service that you're giving them but rather a full relationship - they should feel that you're enjoying what you're doing... they should connect to the story behind the product or the service.
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- In the type of business, I operate in we have extremely challenging clients. Big corporations, government clients, or middlemen that want to do the least work possible for the biggest possible profit. I need to be versatile in my communication approach but still deliver the same level that we are known for on the market. I would love to share that knowledge of becoming a chameleon in sales with others.
- In behavioural questions, the interviewer asks questions from the past experience of the interviewee. In a situational, it is more of a "what if" hypothetical
- The interviewer can see if people can think on their feet and under pressure if they are creative, but it can also indicate what they overlook.
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- The last interview I handled was for a project manager (nothing coming soon). In that interview I was interested to see how they react under stress (How would you handle a customer shouting at you), learning on the go (A customer is asking you something that you don't have the answer to, how would you react), team management (How would you deal with an unproductive designer with a looming deadline), and company knowledge (You are in front of xxx client. How would you pitch yyy service) . A fifth one, that I didn't answer but in heinseight I would have loved to: You made a mistake and noone noticed. What would you do.
- The most practical way that I use, when teaching people is "show it once and then let them figure it out". Learning on the go and allowing the mentee to ask questions that they find valuable is important. Of course, during the training, I would elaborate on some questions more, and emphasise on their importance. I would also find a way to present situations that require more from the person.
Tricky Workplace Situation Handled
- One way to approach it is to collect evidence of "job well done" by Bernard, request a meeting with his superior and explain his value, backed up with the supporting data and documents. What I would advise Bernard to do next in that meeting is to ask, based on the facts, what is the growth that his boss sees for him, with actual steps. "if you keep up the good work in 3 months we would evaluate your position and consider you for this and that". There might be other opportunities on the horizon that the superior might see, once they realize the value of Bernard. I would not recommend speaking negatively of other team members, but just showing facts.
- A simple example that my team now uses is.. time. If they want to send an emotionally fueled email to a difficult client or a colleague I ask them to wait a bit, and then to read it back to themselves. 9/10 times they opt-out of sending it, and deal with the situation in a more productive way, or opting for a face-to-face chat.
- Show more self-confidence and be clear about my goals (sense of purpose).
- Be open, smile, ask questions, express interest, keep your confidence and passion (sparkle in the eye).
- I would say best approach is apology and immediate remification. Normally there are extra meals on board and the flight attendants can combine things to make a vegan meal. It won't be fully nutritious or balanced, hence there needs to be an apology, but also some service.
- Listen, acknowledge an issue, propose a solution, follow up on that solution. It's always important to listen without interruption at first, as interrupting might make the situation even more charged.
- I have dealt with the public and private sectors, including middle-eastern governments for over a decade. Being a supplier I have had many occasions to enhance my customer service techniques.
- Knowledge, credibility, emotional intelligence, clear communication, time management
- Set a clear communication channel where expectations are met, and then overshoot by adding extra communication, freebies, personal connection (such as a birthday card, or a thank you card after the project is done etc etc.). Collect customer feedback so that they know they are being listened to (And implement the feedback of course). Keep your customers engaged even after the transaction is over.
- Establishing a clear process of how the job should be done so that it leads down the funnel. And initiative - control the whole process.
- They want to look good in front of their supervisors/ end clients. They want to have a hassle-free experience. They want to be presented with options (even if not extremely different products, just small details being altered that lets them know that you though of them.)
- Train your employees on how to communicate with clients so that no matter who approaches the client the experience stays on the same level. Be ready to admit when you're wrong - the customer is always right, and that means no ego should go on the way of you admitting something went wrong. If communication is open, the chance for a customer to stick with you even after a challenge is much bigger (and that's one way of how loyal customers are made). Make sure that it's not just the product or the service that you're giving them but rather a full relationship - they should feel that you're enjoying what you're doing... they should connect to the story behind the product or the service.
- In the type of business, I operate in we have extremely challenging clients. Big corporations, government clients, or middlemen that want to do the least work possible for the biggest possible profit. I need to be versatile in my communication approach but still deliver the same level that we are known for on the market. I would love to share that knowledge of becoming a chameleon in sales with others.
- In behavioural questions, the interviewer asks questions from the past experience of the interviewee. In a situational, it is more of a "what if" hypothetical
- The interviewer can see if people can think on their feet and under pressure if they are creative, but it can also indicate what they overlook.
- The last interview I handled was for a project manager (nothing coming soon). In that interview I was interested to see how they react under stress (How would you handle a customer shouting at you), learning on the go (A customer is asking you something that you don't have the answer to, how would you react), team management (How would you deal with an unproductive designer with a looming deadline), and company knowledge (You are in front of xxx client. How would you pitch yyy service) . A fifth one, that I didn't answer but in heinseight I would have loved to: You made a mistake and noone noticed. What would you do.
- The most practical way that I use, when teaching people is "show it once and then let them figure it out". Learning on the go and allowing the mentee to ask questions that they find valuable is important. Of course, during the training, I would elaborate on some questions more, and emphasise on their importance. I would also find a way to present situations that require more from the person.