Business Practice

Jul 30, 2018

A collaboration between Chicago Booth Review and Chicago Booth’s Harry L. Davis Center for Leadership, Business Practice is a quarterly series designed to help professionals better deal with challenging conversations. Every quarter we post a hypothetical but not uncommon professional conundrum and ask you for your input on how to handle it. Once you've submitted an answer, you can read and rate other readers' answers; when we close the survey, we post an analysis of the answers we received and send each participant an email letting them know what others thought about their solution. By participating in Business Practice, you not only get the chance to rehearse for challenging encounters related to office politics, career strategy, and other topics, you also receive crowdsourced feedback to help improve your performance when it counts.


Delivering difficult feedback


The scenario: You manage a team of analysts at Trend Line, a market-research firm. Their role is to collect data on the restaurant industry and compile it in written reports. The reports are recognized as among the best in the business, in part because they are easy to read. Because of this, you value your analysts as writers as much as researchers.

You hired Stephanie as an analyst about six months ago, and several of her assignments have come due. She has mentioned that it was a joy to write the reports and that she is excited to get feedback from you. But there’s a problem: her prose is awful, almost unreadable. It has problems that go way beyond the stray typo.

This morning, she came by your office and asked how you liked the reports. You hardly knew what to say, so you asked her to come back in the afternoon to talk. She smiled, said yes, and bounced out the door.

What do you say to her when you meet?

Visit the survey to offer your response >>

Friction with a colleague


The scenario: Recently you joined a small software company in an engineering role. At your first all-staff meeting, Tom, a business-development associate, shares feedback from the company’s largest client, as well as an idea for a product enhancement based on the client’s needs. You ask several questions (you’re still learning the ropes) about how the enhancement might work, whether other customers have similar needs, and what the impact of the enhancement would be on other features of the software.

Afterward, Tom emails you: “What were you trying to do out there? I don’t know how it worked at your last job, but here you don’t make friends by wrecking other people’s presentations in front of senior staff. I’ll stop by your office after my next meeting to discuss.” You are caught off guard. How do you respond to Tom when he arrives?

Read George Wu's analysis of the answers we received. >>

Negotiating a new salary


The scenario: In your current job at LexCorp, you make $105,000—relatively low for your role and industry. You feel underappreciated and have started to look for other opportunities. After weeks of interviews, Wayne Enterprises has made an offer. All that’s left is to negotiate your salary.

You’ve done your research and have concluded that Wayne pays people of your experience and skills a wide range—between $115,000 and $160,000. Wayne is a better company than Lex, and anything in this range is more than you make now. You’d take any offer, but you obviously prefer to get the highest salary you can.

You set up a call with the HR director and make the requisite small talk for a few minutes. Then you bring up salary without saying anything specific. The HR director replies: “So, how much are you making at Lex now?” How do you respond?

Read George Wu's analysis of the answers we received. >>