Scenario 1 Veronica felt a lot of pressure from upper management to make her rec

Scenario 1 Veronica felt a lot of pressure from upper management to make her recruitment numbers for the month. This triggered knee-jerk reactions to over-involve herself in delegating work to her employees. Her conversations were short bursts and impersonal, which caused her to not deepen relationships and establish trust with her team. The result was that her team felt increasingly micromanaged and less engaged in their contributions. Explain the cause and effect of the urgency trap in this scenario. What changes can Veronica make to stop leading with an acute sense of urgency? What are your takeaways from this scenario? Does this sound familiar? If so, what can you do differently to alleviate self-inflicted pressure? Scenario 2 Kale was handed the following layoff schedule by upper management that he had to fulfill by certain deadlines. He adores his team and most of them have families to support at home. He currently has 100 employees; therefore, this is a 50% reduction in his total labor force and team. Kale must manage how he is going to ask the remaining employees to carry additional work due to the layoffs, and how to help these remaining employees cope with additional stress. Layoff Dates and Quantities Layoff Round and Completion Date Number of Employees that Must be Laid Off August 25 25 Employees Must be Laid Off September 25 25 Employees Must be Laid Off Is this scenario an urgency trap or is this a truly stressful scenario? How can Kale manage his stress and think through his communications using critical thinking? How can Kale use his emotional intelligence to show compassion to his employees in this challenging situation?