For me, the biggest challenge has been that most people are looking for immediate work to be able to survive. Looking for a career, it far from their mindset. They need immediate work and, once they find it, they are not interested in coming back to go through the process of finding a "better job". 

This leader was able to keep morale high and have great participation from stakeholders. They spoke in a clear and easy to understand language, they admitted when they were wrong, and they set clear expectations. 

There have been many times when I served as an advocate for staff members to upper management. I would diplomatically "fight" for them and do my best to be their voice of reason. There were times I would assume I knew what they wanted or, I would assume an entire group felt the same way based off of a few conversations. I should have conducted proper research and obtained clarification before speaking on their behalf. 

Think of a time when you had to facilitate a difficult conversation with multiple stakeholders who had different perspectives. What happened? Would you have handled it differently in hindsight? What advice would you give someone in this position? What new strategies have you learned in this module that you plan to apply to future meetings with multiple stakeholders?

I've handled this type of situation both correctly and incorrectly. My biggest area that needed improvement was keeping control of the meeting. I learned strategies to quiet people down when there is excessive "side talking". I also learned when it is time to clearly state that it is time to move on from a particular subject and move forward. 

Developing your capacity as a leader as well as your domain knowledge in your role takes time and focus. Share your own tips and/or your burning questions for creating continuous growth.

Collecting feedback from frontline staff is crucial.