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WorksheetsHuman Factors
Total questions: 77
Worksheet time: 39mins
FM meets with affected departments at the beginning of a remodeling project to gather input. What is the most likely outcome of this action?
Departments will be more receptive of future changes.
Relationship of FM with department heads will be strained.
Occupant resistance to planned changes will increase.
Management will increase project budget and timeline.
In response to requests from tenants in a multi-tenant high-rise office building, FM develops small canteens or lounges on each floor that can be used by all tenants for lunch and informal meetings. This is an example of FM contributing to occupants' need for:
social belonging.
physiological needs.
self-actualization.
esteem.
FM ensures that all FM staff complete training in the use of personal protective equipment required to respond in case of chemical spills in the facility. Facility managers conduct surprise checks to ensure that all staff members can demonstrate proper use. In terms of the dimensions of comfort, this is an example of:
satisfying the need for self-esteem among FM staff.
providing for physiological comfort needs.
contributing to employees' feeling of safety.
reducing job satisfaction by reducing staff responsibility for job performance.
A facility manager implements an "FM Staff Member of the Month" to honor employees who have exceeded job requirements. The employee receives a lunch and a special parking spot for the month. What will be the most likely effect of this program?
It will probably violate local labor contracts.
This recognition will enhance the honored staff members' self-esteem and sense of worth.
Divisiveness among staff members will grow.
It will have little impact on encouraging staff to act above and beyond their job descriptions.
In its values statement, an organization commits to employee development and promotion from within. How will this affect FM personnel strategies?
The quality of performance in supervisors and managers will decline.
Employee supervision levels will be decreased.
Training budgets will be increased.
360° performance appraisal methods will be used for all staff positions.
In response to theft of facility assets and occupant belongings, a facility manager implements a new policy that FM employee lockers can be opened and checked at any time. The manager describes the change during a regular staff meeting, provides a written copy of the new rule and ensures that everyone understands it. Was this change implemented in an effective way?
Yes, staff was informed and allowed time to ask questions.
In part. The rule should have been introduced at a special, not regular, meeting.
Not entirely. The manager should have explained the reasons for the new rule.
Not at all. This change violates employees’ need for self-esteem.
Which of the following statements about comfort is correct?
Comfort includes emotional aspects.
Adequate working conditions are a compliance, rather than comfort, issue.
The effect of physical comfort on worker productivity is debatable.
FM can affect only the physical comfort needs of occupants.
An efficient workplace is one in which:
workspace supports occupants’ job performance.
space use conforms to minimal levels required for compliance with laws/codes or labor contracts.
workspace used is optimized from a cost perspective.
facility processes satisfy occupants’ expressed needs.
An effective workplace is one in which:
facility systems functions as designed.
occupants identify with the organization.
the workplace enables occupants' performance.
space use is optimized from a cost perspective.
Which of the following challenges should be anticipated and overcome when a telecommuting/telework option is introduced in an organization?
Favoritism towards telecommuting employees
Resistance from older workers to working from home
Skepticism among managers and supervisors
Overly detailed policies that hinder telecommuting/telework
A facility manager is under pressure to fill a position by promotion, but cannot find a current staff member who has the necessary qualifications. The manager promotes the employee who is rated as best in his current job. What is the most likely outcome of this personnel move? The promoted employee will:
feel more motivated by the promotion and rise to the challenge.
experience considerable stress in the new job.
do a poor job in the new position.
trigger resentment from coworkers.
Which of the statements about productive and creative workplaces is correct?
Space that exists only for socializing should be decreased.
Workplace quality is the most important factor in employee job satisfaction.
Knowledge industries need collaborative space rather than quiet, reflective, individual space.
Facility aesthetics can affect productivity.
Which of the following is an example of positive ergonomic workplace practices?
Floor padding on hard floors of work areas
Workstations designed for average-sized occupants
Open space design that enables contact and collaboration
Job rotation
Which of the following statements about indoor environmental quality (IEQ) is correct?
There is no proven correlation between IEQ and productivity.
Inclusion of IEQ performance in a building’s sustainability is debatable.
IEQ includes aesthetic factors.
The most important influence on a facility’s IEQ strategy is regulatory.
The majority of occupant complaints about facility comfort concern:
temperatures levels.
indoor air quality.
light and glare.
noise and vibration levels.
Which of the following statements about the effect of a facility’s level of cleanliness on occupants and the organization is correct?
Expectations of cleanliness are subjective and depend on the facility’s business and culture.
There are no accepted standards for assessing the cleanliness of a facility.
Only new facilities can achieve consistently high levels of cleanliness.
Cleanliness is primarily a matter of hygiene, minimizing the possible transmission of infections.
A facility manager has located new space for the sales and marketing division, but the most efficient use of space calls for an open workspace rather than separate offices. The department heads are resisting this move because they are convinced that employees need the quiet and privacy of offices with doors. Senior management is firm about containing costs. What solution could the facility manager offer?
Team rooms will be included in each work area to minimize noise from ad hoc meetings in cubicles.
Open workspace designs are by nature noisy. Occupants will gain offsetting social benefits.
A white noise or sound masking system could provide speech privacy.
FM can implement policies restricting noise from personal phones or other devices and training focused on raising awareness of loud conversation.
Many employees at Company X are now working from home. When employees work onsite, they use whatever desks are available. What are the likely effects of this change on occupant wellness?
Occupants may be exposed to more infections.
There will be fewer ergonomic challenges in this arrangement.
Employee stress levels will increase.
Employees will be more likely to use employee assistance programs
Senior management wants to assign half of the organization’s employees to alternative work strategies and is willing to invest in the equipment and technology to support employees who opt to work from home. FM is asked for an opinion. Which of the following pieces of advice will be most useful to management in implementing this plan?
Select employees to participate in this option very carefully.
Do not expect to see much decrease in facility space allocated to workstations.
Make the offer only to the organization’s younger workers.
Anticipate decreased productivity.
A company that designs and manufactures water filtration and treatment systems has outgrown its space and asked FM to locate new space. FM wants to find a facility that will offer more quantity but also more quality space. One candidate facility has a significant amount of open space but few traditional offices for senior and line managers—fewer than the company has now. Would this be a good choice for the company?
No, the facility needs to separate noise-producing areas from those that need quiet concentration.
No, line manager performance will be compromised by the loss of private offices.
Yes, today’s organizations need fewer, closed areas.
Yes, it could support collaboration between design, operations and sales.
Which of the following statements about trends in workplace space use is correct?
Workforces are becoming more uniform.
Workspace area assigned to managers is decreasing.
Facilities are enlarging footprints to offer more amenities.
Occupants need more space to work and develop ideas alone.
In a factory area, workers assembling small sensing devices complain of headaches towards the end of their shifts. The facility manager assesses the area and notes that the lighting primarily comes from banks of fluorescent lighting, positioned above the assembly areas, well above the workers’ heads. The light is very bright and reflects off work surfaces. Which of the following tactics to improve lighting should the facility manager recommend to Operations?
Use overhead lighting to provide ambient light and install task lighting for each worker.
Paint the area’s walls and floors a bright color that will reflect and maximize the amount of available light.
Increase the amount of natural light entering the work area.
Decrease the number of overhead lamps and lower the ambient light level in the area.
A facility manager and HR have created a proposal to install exercise equipment in unused facility space. Senior management is focused on "bottom line" financial performance issues and is reluctant to invest, seeing exercise as the employees’ personal responsibility. What is the best argument to persuade senior management to fund this project? The investment could:
could have a positive economic impact on the organization.
increase facility assets.
increase space utilization metrics.
improve the organization’s public image.
A facility manager researches occupant complaints into "stuffiness" and "odors," and notes that the complaints begin to arrive in her office mid-morning and then grow in number until the end of the work day. What might be an effective tactic in addressing this indoor air quality problem?
Install operable windows (i.e., windows that can be opened manually) in problem areas.
Increase velocity of airflow.
Increase supply of outside air at the beginning of the door by scheduling an overnight purge of facility air.
Increase volume of outside air intake during the day.
A facility manager audits a major facility construction project. One contractor is managing four subcontractors working on various aspects of the project. The facility manager observes a worker using a welding torch in an unsafe manner. What recourse does the facility manager have in this case?
Provide safety training to the worker immediately.
No recourse since the worker is employed by a subcontractor
Require the subcontractor to discipline the worker.
Require the contractor to enforce safety rules as stated in the work agreement.
A company assigns a risk management team—including managers from FM, HR and Security—to assess business continuity and security risks at a prospective site for a new factory. This site is located in an impoverished area with few industries, educational resources or healthcare facilities. The local population, which would provide the least skilled workers, is poor and mostly illiterate. Rates of theft and assault in the area’s towns are high. Domestic abuse and substance abuse problems are fairly common as well. HR is concerned about the level of violence in the community and that violence may spill over into the factory, in the form of worker fights or domestic abuse. Which of the following steps would be the most effective way to prevent this security risk?
Donate to local women’s shelters.
Implement and communicate a "zero tolerance" policy for workplace verbal and nonverbal violence.
Implement an Incident Management Team.
Install closed circuit video surveillance cameras on the factory floor.
A facility manager rewards staff with cash prizes when their units have accident-free months. What is the probable result of this tactic?
The use of safe work practices will increase in all units.
Some accidents may not be reported.
Staff will become more self-motivated about safety issues.
Collaboration among units may be hindered by competition.
A company assigns a risk management team—including managers from FM, HR and Security—to assess business continuity and security risks at a prospective site for a new factory. This site is located in an impoverished area with few industries, educational resources or healthcare facilities. The local population, which would provide the least skilled workers, is poor and mostly illiterate. Rates of theft and assault in the area’s towns are high. Domestic abuse and substance abuse problems are fairly common as well. Security is confident that it can control access to the factory property but is concerned about theft by employees. Which of the following steps would be the most effective way to prevent this security risk?
Administer random drug testing.
Support local substance abuse programs and clinics.
Ask HR to develop clear policies regarding employee theft, with substantial penalties.
Warn employees that their persons and lockers are subject to random searches.
A supervisor is told by a staff member that another member of the staff appears troubled. She is coming to work with visible bruises and her personality has changed to a more quiet and withdrawn mood. What should the supervisor do?
Dismiss the troubled employee as a security risk to the rest of the facility.
Advise the reporting employee to mind his own business. This is the employee’s personal issue.
Talk with the troubled employee and direct her to an employee assistance program.
Tell Security to increase vigilance at facility entrances.
What does it mean when an FM organization says that it has developed a "culture" of safety and security?
Desired behaviors are celebrated and promoted at group events.
Safe and secure practices are perceived as organizational norms.
Rules have been customized to flex to individual employees' ethnic backgrounds.
It no longer needs to pay specific attention to these issues when making decisions.
What is the first step in creating culture of safety and security?
Engaging senior management in promoting these values
Working with experts to conduct safety and security risk assessments
Planning ways to reduce risks to facility safety and security
Holding a safety and security event to raise occupant awareness
Which of the following statements about safety committees is correct? Safety committees:
enforce but do not develop staff safety policies
are composed of experts in risk management and occupational safety.
exist primarily to conduct formal after-incident investigations.
may be instrumental in identifying and assessing facility safety risks.
Which of the following security-related facility policies would address an organization’s vulnerability to unauthorized access to sensitive areas?
Screening protocols for job applicants
Rules and prohibitions about use of identification cards
Employee training on use of identification cards
24-hour video surveillance systems
The maintenance staff has a formal monthly meeting which always ends with a review of certain key safety rules. Despite these monthly reminders, at least three accidents a year can be attributed to someone not following these rules. What is the most likely explanation for this?
The rules are not appropriate to the work situations.
The safety message is not clear to staff members.
Managers are not screening job candidates appropriately.
Staff has stopped listening to the repeated message.
A leased facility with multiple tenants has never had an explicit safety and security program. A facility manager has received approval from the building’s owners to introduce a program. What is a logical next step?
Meet with tenant to identify likely risks and constraints.
Meet with the building’s lawyers to determine how these goals could be incorporated into the text of leases.
Install closed circuit video system at entrances and elevators.
Deliver presentations on anti-theft strategies for each tenant.
The electricity to a work area is not turned off and a maintenance worker narrowly avoids being electrocuted. What should the facility manager do?
File a "near miss" report.
Fine the worker for carelessness.
Nothing. No action is necessary since no injury occurred.
Report the incident to the facility’s insurer and worker safety boards.
A company assigns a risk management team—including managers from FM, HR and Security—to assess business continuity and security risks at a prospective site for a new factory. What would be the best source for information about security risks unique to that industry and facility type?
Walking tours of existing facilities.
Local police.
Focus group of supervisors in other facilities.
Company’s insurer(s).
A facility manager receives a complaint from a department head that a remodeling project in a nearby area is causing respiratory issues for some of the department’s employees. How could this problem have been avoided with minimum disruption to the project and the affected employees?
Require plans for managing dust/odor levels in the work agreement.
Educate occupants in advance about possible effects of the project.
Relocate the department temporarily.
Schedule an audit of the work site after work has been started.
Continuous feedback refers to:
the use of feedback during on the job training.
accumulating examples of the positive and negative performance to be used during performance reviews.
providing feedback as opportunities arise, rather than waiting for more formal occasions.
ensuring managers receive feedback from those above them and those they are responsible for managing.
Which of the following statements about effective feedback in on the job training is correct? Feedback should:
delivered only in a formal meeting.
focus only on behavior that needs to be corrected.
prioritize issues and corrections.
always start with something positive.
Which of the following would be considered a job characteristic?
Ability to understand others' perspectives
Good writing skills
Five years' experience in facility management
Experience in continuous improvement programs
Managers in an FM organization are highly skilled in facility technology and in managing to produce desired financial metrics. They are poor managers of people, however. What is one likely outcome in this organization?
High turnover among FM personnel
Enhanced recruiting opportunities through staff referrals
Poor staff work quality
Unmotivated managers
Which of the following statements about job descriptions is correct? A job description:
presents essential responsibilities performed by a group of employees performing similar work.
outlines the tasks performed by a specific employee.
includes development paths for a successful employee within the organization and training that must be completed.
lists characteristics that a successful employee in this position exhibits.
Succession training refers to:
recruiting outside candidates for FM management positions.
preparing existing employees to fill specific positions in the future.
ensuring FM employees are prepared if organizational strategies change.
onboarding new employees in the most effective and efficient manner.
When a manager prefers to hire people with her own background and work characteristics:
employee turnover will decrease.
there will be increased risk of litigation from disappointed applicants.
innovation will suffer.
performance levels will increase.
For which of the following employees would formal mentoring be an effective development tool?
Entry-level electrician who has been cited repeatedly for violating work safety rules
A maintenance coordinator who seems unsure about long-range plans
Newly promoted supervisor who has good technical skills but little knowledge about managing people
Young, high-performing manager-track employee with little organizational experience
A new employee comes from a disadvantaged background and because she feels different from her coworkers, she has been having trouble fitting into the FM organization. What should the facility manager do?
Socialization of new employees is not a managerial duty. The facility manager should do nothing unless the employee’s performance is a problem.
Conduct a counseling session and explain that this feeling may soon become problematic and undermine team function.
Assign a tenured and trusted employee to befriend the new hire and introduce her to other team members gradually.
Give the situation time to resolve itself.
Before an annual performance review/planning meeting, a facility manager notes to an administrator that there are few opportunities for advancement in the organization for the next couple years. The administrator comes to the meeting with an idea for a project on a current productivity problem. The project would give the administrator experience in conducting research and analysis and presenting solutions. How should the facility manager respond?
Point out that this would just be "make work" and would detract from FM productivity.
Propose instead that the administrator take an online course in a topic related to her current job.
Promise support and guidance.
The employee should not be taking this degree of control over development.
When the staff member experienced in using the organization's space planning system is busy on another project, a facility manager decides to outsource the task to a consultant rather than train other staff people to use the software. This manager is:
demonstrating a focus on short-term results.
outsourcing services from a strategic perspective.
exercising inappropriate priorities.
showing a high tolerance for risk.
In the Performance Management Cycle, the first step is to:
train employees to perform assigned tasks.
set expectations.
assess employees’ aptitudes and qualifications.
assess performance.
In a performance review meeting, a good employee expressed interest in learning more about using the facility building automation system to perform energy analytics. The manager and employee agreed to make attending a training seminar on this subject a performance goal. However, the FM budget is stressed now and does not include outside training, and another employee is on indefinite sick leave. What should the facility manager do?
Tell the employee that he will instead be cross trained in the responsibilities of the employee on health leave.
Find a way to accommodate the goal in a scaled back manner.
Tell the employee that the goal will be carried over into the next year.
Proceed with the expectations since an agreement is in place.
A facility manager recently promoted a very good mechanic to a maintenance supervisor post, but the promotion is not working well. The new supervisor has not achieved productivity goals and is also unhappy with his duties directing other workers. He protests that he wanted challenge but not this kind. He’s not a “people” person, and he doesn’t want to become one. What should the facility manager do?
Explore lateral positions that require expertise but not managing others.
Assure the employee that this is just a transition period, and he will grow into his new responsibilities with time.
Provide additional training in supervisory skills.
If a position is available, let the employee go back to his previous job.
What is the most likely outcome of interviewing for a FM position without having a job description for the position?
The diversity of the FM staff is more likely to increase.
Employer and employee expectations may be unrealistic.
New hires will be underqualified for the positions.
There will be a larger pool of candidates from which to choose.
Which of the following statements about managing employee performance is correct?
Stretch goals can permanently damage performance.
Once a new employee is proficient, the performance management cycle is complete.
Expectations in performance management are defined by the employee.
Even positive performance should be documented.
A property management firm's strategy is to differentiate its properties from competitors through upgrading facilities and providing tenant-focused services. Which of the following employee development tactics is consistent with this strategy?
Use a third party to manage tenant relations, so staff can focus on operations.
Train staff in customer communication strategies.
Reward staff for lowering cost of maintenance per square foot.
Pay for the property upgrades by keeping wages low and accepting higher turnover rates.
A facility manager ensures that although only one employee is assigned to maintaining and operating the facility’s emergency back up power system, at least two other employees become proficient in performing these tasks, in addition to their assigned responsibilities. This is an example of:
peer mentoring.
job rotation.
cross training.
job enrichment.
Which of the following statements about on the job training (OJT) is correct?
OJT can be planned or spontaneous.
Only highly skilled new hires should be trained on the job.
OJT objectives and procedures should be uniform for all employees.
OJT is most appropriate for teaching technical skills.
Because a project has missed its first milestone, a facility director meets with the project manager, who is new to the organization but experienced in this work. The project manager reluctantly admits that she has been having trouble securing the cooperation of other project members. They routinely fail to respond to emails or provide information in a timely manner. What should the facility director do?
Arrange for the project manager to receive training in basic project management skills.
Meet individually with the project team members to determine the source of the lack of cooperation and warn them about changing their behavior.
Warn the project manager that this job involves winning others’ cooperation, and that she will be assessed on her leadership skills.
Together with the project manager develop a strategy to build individual alliances with team members.
Because of social and political pressures, local government agencies are focusing more on compliance of businesses with regulations regarding the hiring of immigrant labor. How could an FM organization develop its employees to respond to this external change in conditions?
Shift recruiting efforts away from these groups.
Train supervisors in documentation requirements.
Train supervisors in cross-cultural competence and communication.
Exclude these workers from development activities.
A manager wants to motivate a staff member who has been discouraged by a lack of opportunity for promotions. So, when a new employee is hired, the manager assigns this staff member to the new employee as a peer mentor. What is the likely outcome?
The new hire will be "infected" by the older employee’s negative attitude.
The assignment will be perceived as an empty gesture.
This will be a win-win situation for both employees.
The assignment will make the staff member more discouraged because of the additional responsibility.
To appraise performance among employees in a particular job class, a facility manager distinguishes among employees by locating them individually at certain points along a curve that represents different levels of performance. What type of appraisal system is this facility manager using?
Graphic rating scale
Ranking
Behaviorally anchored rating scale (BARS)
Forced distribution
Which of the following statements about 360° feedback is correct? 360° feedback:
considers all aspects of an employee’s job performance.
is commonly used as a substitute for other appraisal systems for new employees.
uses evaluations from an employee’s superiors, subordinates and customers.
is used primarily for senior management positions.
An appraisal system that uses the critical incident method tends to ______________ than other methods.
require more training of evaluators
be more questionable from a legal perspective
favor high performers more
have more specific examples
The greatest challenge in managing employees who are high performers is:
managing resentment among other team members.
ensuring that they follow the same rules and expectations.
ensuring they have opportunities and remain engaged.
keeping issues of pay separate from performance reviews.
An organization has always conducted performance appraisal in an informal manner, often omitting appraisals for tenured employees and rarely documenting meeting details. It is now concerned about succession planning for its aging management layer. How could formal appraisal systems have helped?
are inherently more effective than informal systems.
are documented, unlike informal systems.
give managers more experience in problem solving.
could have identified potential candidates for succession training.
Which of the following statements about performance review meetings is correct?
Hold the meeting in a public place to decrease the chances of angry outbursts and to ensure witnesses.
Avoid disagreements.
Avoid arguing.
The person reviewing the performance should do most of the talking.
A supervisor is conducting a performance appraisal with a new employee, using general criteria such as "shows a good attitude" and "contributes to department goals." The employee objects to the overall rating. He argues that he thought he was fulfilling expectations. The discussion becomes heated and counterproductive. How could this have been avoided?
Use written appraisal methods and avoid face to face meetings.
Emphasize positive aspects of the employee's performance.
Train supervisors in anger management.
Use more specific performance criteria.
A supervisor has given a copy of the performance appraisal document to the employee so that the employee can prepare for the performance review meeting, and has set a date and place for the review. The supervisor then prepared his own copy of the appraisal document. What else could the supervisor do to prepare for the performance review meeting?
File documentation of what will be conveyed to the employee.
Nothing. The supervisor has done a good job of preparing.
Develop ideas for the employee’s career development goals.
Review the job description and performance standards.
A facility manager meets with a supervisor for a regular performance review. The discussion starts well, but when the manager identifies an area that needs improvement, the supervisor becomes defensive. The manager explained and stayed objective, moving on to other issues and goals. The supervisor, however, said little for the rest of the meeting. How should the facility manager have handled this situation?
The manager did as well as he could under the circumstances.
Offer additional evidence supporting the initial poor assessment, including comments from other supervisors and subordinates.
End the meeting immediately and document the supervisor’s behavior.
Focus on the supervisor’s response and try to restart the conversation.
An FM organization bases its performance appraisal only on short-range, measurable outcomes, such as the number of maintenance tasks performed each day or decreases in energy/water use. What is the likely outcome?
Appraisal will be perceived as more transparent and fair.
The system may unintentionally reward poor outcomes.
Employees will become less motivated.
The organization will see measurable improvement in its financial performance.
An HVAC operator has been doing the same job for more than ten years. He is neither the best, nor the worst employee in his group. He seems satisfied with average performance reviews and comfortable with his job. His manager has tried in the past to use job-related goals to initiate added effort, but work does not appear to be that important to this employee. What can a manager do in this case?
Reward the operator for loyalty and see if the extra attention motivates him.
Replace the operator with a younger worker.
Add personal stretch goals to his development plan.
Maintain the situation as long as performance remains acceptable.
48. Which of the statements about performance appraisal is correct? Performance appraisal:
primarily benefits the employee being appraised.
is used only for employees who have been in their present position for less than three years.
supports decision making by both the employer and the employee
is primarily used to determine or support pay decisions.
Which of the following is true about performance appraisal?
primarily benefits the employee being appraised.
is used only for employees who have been in their present position for less than three years.
supports decision making by both the employer and the employee.
is primarily used to determine or support pay decisions.
In a behaviorally anchored rating scale (BARS) appraisal system:
employees in a work unit are compared with each other in terms of their job performance.
appraisal is based on samples of actual performance.
an evaluator matches the employee's performance with a description that represents a level of task performance.
effective performance objectives are extremely important.
In a diverse workplace, one may see:
a tendency for a few workplace members to evolve as leaders.
a better understanding of customer perspectives and needs.
greater competition for organizational resources.
a greater reliance on standard solutions to problems.
FM has succeeded in creating a diverse and functional team of managers, supervisors and technicians. They represent different ethnic and educational backgrounds, genders, ages and experience levels. What is the most likely outcome?
Higher productivity
Hostile attitude toward FM senior managers
Low job satisfaction
Reluctance to support other team members
An FM director who oversees multiple leased properties has deliberately and over time assembled a diverse team of building managers. The team now includes one older woman, who rose through the ranks of FM and brings considerable and varied experience to her position. However, at staff meetings, she is reluctant to participate fully in discussions, deferring to the mostly younger and male fellow managers. When she does talk, she seems uncertain and qualifies her comments with statements like, “That’s just my opinion. I could be wrong.” What should the director do?
Offer special training in assertiveness for this facility manager.
Speak individually to the other managers and ask them to hold back in discussions.
Focus on what this individual brings to her job and don’t ask for more.
Encourage her more in the meetings to speak up and challenge other team members.
