"I saw an opportunity to outsource an agency that performed well in our industry, better than the agency we were using. After I backed up my suggestion with hard data, my boss decided not to pursue it. He had greater confidence in the agency we were using, saying that they'd explored the option before, and it would cost too much time and resources to get that agency up to speed with the unique vision of our brand. Although I disagreed with their decision, I respected their reasons."

"A new supervisor was transferred to our department. They were on the fast track and cycling through several departments as part of their training. It was clear they were more interested in rubbing elbows than building relationships with their team. There was a lot of micromanaging with little check-in and many tirades when they didn't get the results they wanted but didn't communicate. I asked that supervisor if I could get a quick performance review and have it delivered by two supervisors instead of just them. When the three of us sat down for this review, the new leader was rather scathing, demanding more output from me since I was the clutch player for the team. Let's just say I was the QB. This didn't go well with the other supervisor, who called them out for expecting me to perform their job for them. This turned into a three-way discussion, and I was suddenly playing mediator. I objectively broke down the situation, spelling out where things were unclear in the department and explaining that the team wasn't sure most of the time what goal we were shooting for. Then there were a few private meetings over the next few days between them, and that individual's leadership style improved. I was careful not to point fingers or throw anyone under the bus. I felt a little bad, but considering the circumstances, it was the best I could do for the team."