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Sasha Jattansingh
Commonwealth National Climate Finance Adviser, A&B, Trinidad and Tobago
Sasha is an environmental management and sustainable development professional with over 12 years of experience in the public sector, United Nations system and civil society sector in Trinidad and Tobago, Antigua and Barbuda and the Caribbean in project management, proposal development, policy development and evaluation, grants management, climate finance and capacity building and training activities.
Tricky workplace situation handled
By this mentor in various human skills
1
- Not being able to say no
- Yes
- No
- Sometimes
- I am worried that by saying no I will not be seen as highly competent and valuable
2
- 1. My team can be overworked since they have to take on additional tasks 2. My team can be overwhelmed by the tight deadlines and the amount of work 3. My team can get angry or resentful of the amount of work they have to do
3
- S - Strong interpersonal skills - I can relate to people at all levels; Excellent communication skills, both written and oral; Strong analytical mind since I am able to problem solve and find solutions; Able to multitask and manage different projects and teams W - Not being able to say no to others so I overload myself with too many projects and activities; Feeling shy speaking in front of large crowds O - Learning and using mindfulness techniques to help me understand my value and my time and knowing how much work I can take on at a time; Doing courses, trainings to improve my skills and knowledge in the field T - Precarious employment contracts which are short term so there is no long term employment stability. However being consistent in my performance and upskilling and training will make me prepared for the job market if needed
4
- Following up with team members for progress updates and being able to provide support to them as needed
- Knowing when and how how to adapt budget and schedules to meet goals
- Asking for feedback and inputs from team members and taking them into consideration when making decisions
- Fake it till you make it
- Being honest with team members while also acknowledging other people's successes and knowledge and skills on the team
- Listening to others and hearing what they are saying
5
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- I would ask them to do a personal SWOT analysis and determine what their personal strengths and weaknesses are and how this support and undermines them.
6
- This can happen from trying to manage and schedule full time and part time workers, handling changes such as vacation, bereavement leave and sick leave and dealing with peak sales periods
7
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- Be consistent with scheduling and create a schedule in advance (1 to 2 weeks in advance) Communicate openly with employees about schedules and any schedule changes Be transparent about scheduling and any scheduling changes that may arise Try and ensure that the best workers are even scheduled (and not overscheduled)
8
- You need to be committed to training and a training regime for a marathon. You also need to have persistence to overcome any challenges and to believe in yourself to finish the race.
9
- Marathon runner look at how come they came not how much further they have to go
- Marathon runners check their ego at the door
- Marathon runners keep moving forward even if things don't always go according to plan
- Marathon runners don't allow overwhelming feelings to paralyze them
- Be humble, committed, persistent and realistic
10
- Review the employee's performance issues to identify any issues and then set up a meeting with the employee to discuss their performance, career aspirations and brainstorm how to improve as any support they need
- Recall the good decisions and achievements you have made. Let your team know you have made a poor decision and ask for support to overcome this
- Remember things don't go according to plan but you will get through this will support from the team
11
- Grit is the ability to be comfortable with failure, be courageous and own their own power to persevere
12
- Being able to come to terms will the possibility of failure and understanding that this is part of the process and will help me to grow. This empowered me to be brave and have the courage to continue while also allowing me to understand my self and my strength and weaknesses better to get things done.
13
- I would let them know to not be afraid of failure and that this has helped me to overcome fears and apprehensions about myself and my abilities and what other people thing and I have been able to achieve my goals while also learning from my failures.
14
- Undermine your authority as the team leader Consistently doesn't carry out their responsibilities or tasks Has poor work ethic and a bad attitude e.g. gossip Is not a team player i.e. doesn't work well with others Resistant to new ideas and change
15
- Have a conversation with them and not interrogate them Be calm and professional Listen actively Be understanding and not confrontational Ask questions to the employee to fins solutions how to deal with the issue Offer constructive feedback about the situation
16
- Generally these steps do work but not always since it depends on the employee and whether they respective you as a leader and whether they believe that you are able to help deal with the issue. However, allowing the employee the space to raise issues without being penalised is beneficial and can be a starting point to finding solutions to the issue or to determine next steps about the employee.
17
- Other steps can be to not delay in having the first initial conversation with the employee, document all conversations and meetings with the employee and to ensure that you follow through with the proposed recommended actions.
18
- Dealing with difficult employees is something you cannot avoid or put off since performance issues and toxic work environments can get worse if not addressing early on. Remember to be professional and calm when dealing with the employee and actively listen to them and allow them the opportunity to tell you what their concerns and issues are. Be direct and ask questions to better understand the problem and offer constructive feedback. Come up with a solution together with the employee and remember to follow through and follow up on the issue.
19
- Email 2 since Brian provides positive reinforcement to his team about the good work they have been doing. He also is direct and informs them about the lower than expected sales performance for the year and requests a meeting to discuss with the entire team to review performance and brainstorm for the next year to improve performance.
20
- It depends on the communication channels and platforms utilised by the manager. Open communication platforms e.g. anonymous feedback boxes, online forms etc can allow employees to be honest and open about issues without fear of being victimised. Also to review issues and brainstorming sessions find solutions together can serve to build trust and cohesiveness in the team.
21
- Yes I agree because i have found that empathy and provided support to your team members when needed has helped to build trust and improve performance of team members.
- I wish I had a leader who would be supportive me and my ideas and interests for projects and the organisation instead of being told no. I would have appreciated understanding why these ideas were not feasible and how I could improve. I would also have like to havea leader who would be able to mentor/coach me on technical matters as needed to be able to improve my understanding instead of having to figure out things on my own.
22
- Mistrust amongst employees and team members Fear of being punished/losing their jobs Cronyism and nepotism I try to have open communication amongst my team both in a team setting and individually to understand the
