As a relatively new manager/supervisor, I am gradually adapting to my new role: “becoming accustomed to resolving problems.” This week, I met with the always aggressive HR Manager. I chose to overlook his somewhat unprofessional ways and focused entirely on my objective: formal authorization. I explained that our delay in seeking approval was due to the “pilot phase”; I wanted to ensure the project’s viability, because I don’t want an “empty birthday party”. The HR Manager laughed, and now the initiative is formally recognized as part of the institution’s Training Program!

The session itself was awesome, we divided into two smaller groups to discuss “Hidden Gems of Santiago.” However, a new challenge emerged: The Conversation Lead considered stepping down, feeling his English wasn’t “good enough.”

We had a conversation, emphasizing that this role is not about proficiency; it is about professional development, leadership, and the capacity to mentor others. I even encouraged him to “steal this idea” and implement it somewhere else. If this project does not depend on me, its growth has to be natural.

Word of the Week:

To get someone on board: To persuade someone to support or participate in something. Usage: “I managed to get *The HR Manager on board by explaining the pilot phase strategy.”*