Exercise 13
Siga o passo a passo em cada seção.
Não vá para a próxima seção sem antes concluir a atual.
Em caso de dúvidas,
assista ao Vídeo Introdutório.
Confira as categorias do exercício caso queira identificar o conteúdo.
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1 - Listening
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Listen to the audios in the correct order.
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Use the notepad to keep track of your understanding.
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When satisfied, move on to next section.
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If having trouble to understand check the next section
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2 - Glossary
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Check the definition of the words highlighted.
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Each audio has one highlighted word.
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Go back to section one and listen again if needed.
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If satisfied, move on.
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TO STEP IN (a situation)
TO GET INVOLVED WHEN A SITUATION NEEDS SUPPORT OR INTERVENTION
The project was falling behind schedule, so the COO had to step in and realign the team’s priorities.
When negotiations started to break down, she stepped in to mediate before things got worse.
Audio 01
TO FUMBLE (under pressure)
TO DO SOMETHING CLUMSILY OR INEFFECTIVELY, ESPECIALLY UNDER PRESSURE
He was fumbling through the product demo, forgetting key points and stumbling over data.
During the Q&A, she fumbled with her words and couldn’t defend the proposal properly.
Audio 02
TO GLOSS OVER (a problem or situation)
TO GET INVOLVED WHEN A SITUATION NEEDS SUPPORT OR INTERVENTION
He glossed over the technical limitations of the tool and focused only on the benefits.
The consultant quickly glossed over the budget risks, hoping no one would notice.
Audio 02
TO TURN (a situation) AROUND
TO CHANGE A NEGATIVE SITUATION INTO A POSITIVE ONE
Sales were down last quarter, but we turned it around with a targeted campaign.
Despite the rocky start, the team turned the presentation around and impressed the investors.
Audio 03
TO DEBRIEF (after a meeting)
TO DISCUSS AND ANALYZE WHAT HAPPENED AFTER AN EVENT
After the product launch, we had a team debrief to go over what worked and what didn’t.
She scheduled a quick debrief to understand why the onboarding process failed.
Audio 04
TO SORT OUT (an issue)
TO FIX, CLARIFY, OR ORGANIZE A PROBLEMATIC OR UNCLEAR SITUATION
We need to sort out the delivery delays before they escalate.
I spent the morning sorting out access issues between the tech and compliance teams.
Audio 04
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3 - Transcript
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Check what was really said in each audio!
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Now is the moment to learn from your mistakes.
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Check what you misunderstood and reassure what you did understand.
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When done, move on to next section.
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AUDIO ONE
I had to step in during the final pitch to the client.
AUDIO TWO
Our sales lead was fumbling the numbers and glossing over key features.
AUDIO THREE
We managed to turn it around and secure the deal anyway.
AUDIO FOUR
Still, I need to debrief with the team and sort out what went wrong.
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4 - Walkthrough
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Watch the video and learn with the teacher!
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5 - Conversation
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With a friend or teacher, discuss the following questions.
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In a study by McKinsey, teams with leaders who knew when not to intervene showed 23% higher decision-making efficiency. The challenge isn’t just stepping in—it’s knowing the right moment, and trusting your people until it’s truly necessary.
When to Intervene—
and When to Let It Play Out 🧠
🎙️ Turn-Taking Talk
Take turns sharing a situation where you had to step in unexpectedly—or chose not to—and explain how that decision affected the outcome.
Start with one example, then let the other person respond with theirs.
💬 Discussion Questions
In your leadership style, how do you decide when to intervene and when to let your team handle it?
Have you ever regretted stepping in too soon—or too late? What would you do differently now?
What structures could help your leadership team recognize when someone should step in?