Discuss a time when you faced a challenging interpersonal experience. How did you navigate the situation and what did you learn from it?

Several years into my position as a project manager at a tech start up we realized there was a need to incorporate marketing into the planning process for any new product. We generally tried to meet customer needs, but were falling short in implementing designs that were customized for target segments. The marketing group began hiring and we were assigned a dedicated liaison to ensure a consistent line of communication between the experts in the product and the experts on the market.

Tricia joined us from a competitor and had years of experience in both areas. Her resume was impressive and both the project managers and the marketers were comfortable with her during the interview process. Once Tricia started working with me directly I realized that she handled her work quite differently than I did, and differently from what I expected from others in the company. While we were a nimble and fast moving group often discussing ideas on the fly in the hallway and deciding to implement, Tricia requested formal communication and reporting, insisting it was crucial to get her job done. At the same time, I found that I actively disliked interacting with Tricia because I needed to explain my projects twice, and sometimes three times, before she fully understood them.

I knew that Tricia’s job was crucial to making the right decisions in project management. I decided that my personal feelings about her were far less important than making sure she succeeded in the new role.

My first action to repair the relationship was to make sure that I refused to talk to Tricia behind her back to our co-workers. Then I set up time to have coffee with her and told her very concretely what was expected of her in our unwritten culture. She would not be perceived as “smart” if she asked for the same information several times, so either taking notes or asking for data in an email would be more successful. I told her about all of the issues we were facing – from incorrect product descriptions in marketing materials to non-user friendly designs – and asked for her expert opinion on how to improve the process.

Tricia responded positively to our meeting and started to seek me out when she had questions. I made it a policy to never treat her questions as silly, and tried to be as helpful as possible. My mentoring helped Tricia get up to speed within a month, and she was increasingly considered a very strong contributor. More importantly, we were able to resolve many issues between project management and marketing before they became crises.

I was proud of how I handled my issues with Tricia. In that situation I learned that keeping my personal emotions about a person separate from my professional conduct can lead to the outcome that is best for everyone. I could have easily gossiped and sabotaged Tricia, and I am glad that I was able to see the bigger picture and help her become a strong contributor. I learned that even colleagues I wouldn’t want to spend personal time with can be excellent teammates. I plan to take this approach while attending Wharton. With such a diverse class I know that I won’t immediately click with everyone, and yet I will always look for outcomes that drive success for the team.