65 Skills Challenges

We all know first impressions count. However, building rapport isn’t just about being friendly - it’s about creating trust, warmth and understanding. When this happens, collaboration becomes easier and conversations flow more naturally. Fortunately, it’s a skill anyone can learn with a bit of practice. It comes down to being curious, empathetic and adaptable: noticing others’ cues - such as tone, pace and energy - and matching them respectfully in any situation, from everyday conversations to high-stakes meetings.

When things are going well, it’s tempting to keep doing what you know works. However, teams that excel at continuous improvement don’t just react when things go wrong – they also ask what can be learned when things go right. They foster environments where feedback, experimentation and shared learning feel safe, expected and valued. So how can leaders create those conditions – and what can teams do to turn good performance into great?

Performance development reviews (PDRs) are meant to be a constructive checkpoint, not just a box-ticking exercise. They provide an opportunity to reflect on achievements, discuss challenges and plan for the months ahead. Yet many people – both employees and managers – find the process daunting.

For appraisees, it can be tricky to ask for honest feedback, especially if you’re unsure how it’ll land. For managers, giving and receiving feedback can feel uncomfortable when you’re expected to have all the answers. But in reality, feedback is a two-way street: it’s about growth, clarity, and keeping individuals and teams on track.

Conflict is inevitable in any workplace; we have different backgrounds, attitudes, approaches, expectations and priorities. And the way we handle these situations can make all the difference. Constructive conflict resolution isn’t about avoiding disagreement; it’s about managing it well. And, when approached thoughtfully, conflict can even lead to better ideas, stronger relationships and improved outcomes.

Acts of kindness are rarely about delivering a grand gesture. It’s the smaller actions, not conducted in the public eye, that show someone you really are thinking of the other person, and not yourself.

There should always be room for kindness in the workplace. People who care about others build strong and trusting relationships and achieve more. Being aware of the needs of your colleagues, regardless of their position in the company, is the first step in enabling space for it.

How do you agree effective performance objectives that inspire action? By making them clear and emotionally engaging. While vague goals lead to unmeasurable outcomes, effective written objectives result in positive engagement, clear direction, accountability and a desire to achieve. Well written objectives also mean there is a shared and agreed understanding of intended outcomes.

Do you suffer from imposter syndrome? If you do, you’re not alone: research shows up to 50% of us sometimes feel like a fraud at work - and it can affect anyone, irrespective of gender, age or experience. Imposter syndrome is that nagging feeling of self-doubt where you question your abilities or worry you don’t belong, despite evidence to the contrary. It can show up in a variety of ways - anything from feeling like you’re not good enough to perfectionism - which may stop you from achieving your full potential.

Do you believe your skills and talents are traits you’re born with and can’t change? Or do you think anyone can increase their intelligence and abilities – even things they’re not ‘naturally’ good at – through dedicated effort, learning and perseverance? The former suggests you might have a fixed mindset; the latter a growth mindset.

Questions are powerful communication tools. Different types of question are useful in a range of work situations to explore problems, discover information, develop empathy and improve working relationships.

Questions enable you to:

• Probe evidence of past behaviour in an interview situation

• Enable someone to think through a problem or task in a coaching situation

• Encourage dialogue in a performance feedback situation

• Find out what you need to know in an onboarding situation

• Promote a culture of diversity in an inclusion situation

• Explore how you can help, in a customer service situation

• Encourage curiosity in a learning situation

The seven sections below relate to different work situations when it’s useful to ask questions. For each section, identify good examples of questions to ask. Indicate your answers by clicking the relevant boxes. There may, or may not, be more than one correct answer in each section.

A well-structured interview is key to a fair and effective hiring process. Gain valuable insights and make informed decisions by creating a positive environment where the candidate performs at their best. Clarity is important. When you ask focused questions and set clear expectations, candidates can demonstrate their true capabilities, enabling you to make accurate evaluations and stronger recruitment decisions.

Authenticity at work is about striking a balance between being real and being appropriate. While it’s natural to act more strategically at times, regularly concealing views or personality can lead to disconnection and disengagement. When authenticity is supported, it strengthens communication, trust and collaboration - boosting individual engagement, team performance and overall business success.

Microaggressions are apparently small but nonetheless hurtful behaviours that create significant problems in the workplace. They can lead to misunderstandings, discomfort and diminished morale.

Often arising from unconscious bias and not necessarily from malicious intent, microaggressions sometimes stem from a clumsy desire to connect with others, which causes unintended harm.

By communicating calmly and openly about sensitive topics and responding thoughtfully when experiencing or witnessing micro-aggressive behaviour, you contribute to a more inclusive and respectful workplace where each person feels valued and understood.