Chapter 43. The Solid Impact of Soft Skills
Kim Z. Dale
Early in my career, a boss reprimanded me for being too calm. My calmness wasn’t exactly the problem. The true problem was my calm reaction to someone else’s lack of calmness and how that was perceived.
One of our key systems was down. I talked to the people who were actively working on it and was assured they understood the issue and how to resolve it. I was confident they would get the system back as quickly as possible. There wasn’t anything more I could personally do to help (or so I thought).
I returned to my office to work on other things when a big important manager whose team was highly impacted by the outage came in raging. Wanting to know what’s going on?! Wanting to know when will it be fixed?! Wanting to know why wasn’t i doing anything about it?!
I calmly (too calmly) told him the problem was being taken care of, which he interpreted as me being dismissive of his concerns. (To be fair, I probably was a tad dismissive. After all, people were working on the issue, and I had other things to do!) After a few choice expletives, he stormed off to complain about me to my boss who then summoned me to her office to yell at me about upsetting the manager.
For a while, I misinterpreted the moral of this story. I initially thought the lesson to be learned was to be sure to act sufficiently frenzied when there is a problem ...
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