Difficulty : Outing a friend colleague as being underperforming to my immediate superior has not been a great feeling. Due to certain circumstances I have avoided in confronting them personally and upfront (due to their underlying anger issues and egoistic tendencies)

EMPATHY Framework in bringing up the issue :

E : Firstly, I have questioned about how my immediate superior has felt with the team synergy or energy of the kitchen team. Additionally I have asked if there was any negative comments in regards of the members.

M : acknowledged that the particular colleague has proven they can do certain things and I commended on that.

P : However, the colleague has gotten feedback from the rest of the team as being ‘selfish’ with tasks (meaning doing task that would gain him praise and neglecting other mundane yet essential tasks)

A : This has made the team synergy to be imbalanced. To the point that complaints such as ‘ I don’t prefer to work with him because in the end we still have to complete his task for him while he does only one job i.e coordinating events)

T : I did not believe at first till I myself encountered. If the colleague had planned more properly and not just ‘tunnel visioning’ in doing tasks that brings him attention for promotion, I believe i would be more inclined to help out. (Keeping in mind that I have my own tasks to fulfill)

H : After bringing this up, I seeked help and advice from my immediate supervisor as I might be the only one feeling strongly about removing the said colleague.

Y : (PS. Now that he has tendered resignation,) I can’t help but feel responsible for this. Should I have been more concerned of his situation, I would have known earlier that he was aiming for a promotion and is not being recommended. I could have spent more time understanding the situation and giving advice, should he ever brought this up to solve together as a body.

Ultimately, it was sad to hear the news of his departure. However, not all will stay together forever as paths eventually separate inn the future.

I understand that people may interpret things differently based on their emotions, tone, or personal experiences. What feels normal or harmless to me might be taken differently by someone else. By being more mindful of others’ perspectives and feelings, I can communicate with more care and clarity.

E: Eye Contact

When I’m speaking, do I see people’s faces, their eyes, to try to read if they truly understand me? Sometimes people avoid looking directly when I’m earnest, and I wonder if that lack of eye contact leads them to mishear or misinterpret what I say.

M: Muscles of Facial Expression

My facial expressions—do they match what I intend to communicate

When people misinterpret me, I reflect that perhaps my face is showing more tension or frustration than I realise, which may feed their misunderstanding.

P: Posture

Is my body open or defensive when I speak?

I might lean away, or have a closed posture when I feel vulnerable. That might send signals that I’m unapproachable or upset.

Those signals might lead people to assume more negativity in what I say than I intend.

A: Affect (Expressed Emotion)

What emotions am I showing when I speak

Do I sound hurt, angry, defensive, or fearful?

Sometimes I feel bad when others twist my words—maybe I carry anxiety or caution, and those affect my words even before I speak.

T: Tone of Voice

Do I raise my voice, speak sharply, or sound curt—especially when I’m trying to clarify something or protect myself

By being aware of my tone, I can try to modulate it—stay calm, measured, maybe softer when I’m trying for clarity.

H: Hearing the Whole Person

Do I try to understand not just what the other person is saying but also why they misunderstood?

Considering their perspective: maybe they have biases, or maybe past experiences make them more likely to twist words; maybe they have heard only part of what I said.

Y: Your Response

Given all this, how do I respond?

I can try to respond with clarity: restate what I meant in simpler terms, correct misunderstandings kindly rather than defensively.

E: Over the past two months, our team has worked hard to ensure operations run smoothly. We try to plan deliverables on time, implemented improvements in our workflow (e.g. weekly meeting, training), and handled an issue with manpower. (MC, staff clearing leave, negative feedback due to not consistency with the products/service) It is getting better.

M: I believe the team is motivated by wanting to do their best to support the company’s mission. We value quality and reliability. For me, seeing the team perform under pressure gives meaning means showing commitment, showing that middle management can be a bridge between frontline and strategic goals. The feedback from top leadership matters because it indicates what the company needs for the next phase of growth or to stay competitive. It isn’t just about doing tasks, but also about pacing and anticipation.

P:My team’s perspective: They likely see gaps in speed of execution, in proactiveness (not just reacting to issues but anticipating them), maybe in risk exposure (e.g. what could go wrong, and how we are preparing), and perhaps in innovation / showing how we’re not just maintaining but pushing forward.

A:Communicating risk better .Being transparent about what might go wrong, and what we’re doing to prevent it

Speed and agility in decision making (we have some inertia due to layers of approval)

T:Doing operational duties well is necessary but not sufficient.Leadership appreciates not just reliability, but forward motion.

H:Weekly foresight session: set aside time every week to think about risks, opportunities, and what leadership is likely to want ahead.

Y: I want to improve strategic thinking and anticipation; to become better at upward communication; to lead not just execution but also initiative.