Anonymous Answer

While working in my previous quality role, there were opportunities to skip out on testing to shorten up our timeline. As the voice of our customers within the department, it was up to me to hold others accountable and ensure that all required testing would be completed before we implement a solution. It would happen when our customers would give us a list of testing they believed we should perform, and our engineers did not fully agree with it. It was my job to explain the customer's reasoning of the importance.

Anonymous Answer

An employee was pushing to have an unprofessional example. Dynamic was very off when a 20-something-year-old kid telling a 60-year-old that I want them to think of a better way, improve through-put. Lost his temper on me. Wanted me to react. But I calmly said "Constructive convo." Since then, fostered his respect and have good relationships.

Anonymous Answer

Due to compliance procedures, onboarding a new customer might be slow as you need to gather different forms from the customer or information from Credit Risk, there are times when customers need their products straight away before being checked in our systems. At this specific time, a customer asked me to send them some products in a threatening way before the onboarding process was completed and I managed to explain to them the reason why the onboarding process was so important and tried to talk to colleagues in other departments to accelerate the process, contacting my customer 48 hours later to inform I could be pleased to take the order as we have moved forward with their registration in due time.

Anonymous Answer

Working in HR, I was approached by a manager who wanted to terminate one of his employees who was always coming in late. I discussed with the manager that we have a procedure that must be followed before a termination can take place. He was adamant that we terminate the employee because of the number of times she had shown up late. I looked at this as an opportunity to coach the manager on our policies and procedures and I discussed with him how he needs to begin coaching her and work with and begin the disciplinary process before proceeding right to termination.

Anonymous Answer

My old boss showed up to get a paper notarized by the administrative assistant. He called the Executive Vice President to tell him he was on his way to have his secretary notarize some paperwork. He stormed into our department and insisted that our executive VP told him to show him the 510(k) draft. My current boss was out of the office. I told him that my boss is not here and when he was back in the office he could show him the 510(k) himself but as long as he was not in the office I could not show any proprietary information since there was not an NDA signed and my current boss already hired a consultant to verify the 510(k) was drafted appropriately according to not set off any alarms for competitors. He accused me of being "Harsh" when I believe I was protecting the company and respecting the authority of my boss. Later I found out that the Executive Vice President did not say anything to him about looking at the 510(k). I could have let him look at it and avoid any other consulting fees, but at the same time, it was wrong to let someone off the street come in and look at our files without permission. I told my old boss if my current boss was here it may have been different, but since he is not here I cannot release anything company-related. I also told him that if you were still my boss I would do the same for you and protect you and the company in the same manner. He was okay with that. I told my current boss what happened and he was upset that someone came in and wanted to look at files without asking him. They have been friends and colleagues for decades and worked at ConMed together.