A project manager on a hybrid programme senses rising frustration from a normally calm team lead during a planning session: shorter replies, a tenser tone, and withdrawal from the discussion. Nothing has been said openly. Applying emotional intelligence, what should the project manager do FIRST?
- ASpeak with the team lead privately to acknowledge what the project manager has noticed and understand what is driving the reaction. Correct
- BContinue the session as planned and review team sentiment at the next scheduled retrospective, where issues are meant to be raised.
- CRaise the change in the team lead's demeanour with the wider team so the group can address the tension together and openly.
- DNote the behaviour and wait to see whether it recurs before acting, to avoid over-reading a single off day.
Why A is correct: Reading the cue and checking in privately reflects social awareness and relationship management; it surfaces the concern early and shows respect, which is the emotionally intelligent first step.
Why B is wrong: Deferring to the retrospective respects the cadence, but ignoring a live emotional signal lets frustration build; emotional intelligence calls for noticing and responding to cues as they appear.
Why C is wrong: Naming the behaviour in front of the group feels transparent, but airing one person's emotional state publicly is likely to embarrass them and escalate the tension rather than defuse it.
Why D is wrong: Avoiding an over-reaction sounds measured, but passively waiting misses the chance to address a concern while it is small and signals to the team lead that their state went unnoticed.