A man under you supervision complains against a decision you have made in assigning staff. You consider the matter to be unimportant but it seems to be very important to him. He is excited and very angry. The best way to handle this case is to:

• A. tell him to wait a few days and you will do what he wants you to do
• B. let him talk until "he gets it off his chest" and then explain the reasons for your decision
• C. show him at once how unimportant the matter is and how absurd his argument is
• D. refuse to talk to him because of his unwarranted behavior

Answer: (B)

When a subordinate is upset about a staffing decision, the best approach is to let him voice his concerns and feelings first, then explain the reasons for the decision. This combination of listening and then clarifying handles the emotional reaction constructively while still communicating the rational basis for the outcome. Allowing him to vent helps de‑escalate tension, shows respect for his perspective, and builds trust. After he has had his say, you can lay out the facts, policies, constraints, and objectives that informed the decision, making the process transparent. Approaches that dismiss the concern, dismiss the emotion as unimportant, or avoid the conversation only increase frustration and undermine your leadership.