E-Tray Exercises (Prioritisation) Flashcards

You have received a complaint email from a member of the public that is abusive in tone but raises a legitimate concern. How should you respond?

Answer: Address the legitimate concern professionally, noting that abusive language is unacceptable

Legitimate concerns must be addressed regardless of tone. Acknowledging the concern whilst noting that abusive language is unacceptable is the professional standard.

Your inbox has a mix of tasks. Which would you delegate to a junior colleague? A) Drafting a minister's briefing note. B) Compiling statistics for a report. C) Deciding on a policy response. D) Attending a senior stakeholders meeting.

Answer: B — compiling statistics is an appropriate delegation

Compiling statistics is a task that can be clearly briefed and completed by a junior colleague without risk. The other tasks require judgement or authority at a higher level.

You receive an email asking for the same information that was sent in a previous email two weeks ago. What is the most efficient response?

Answer: Reply with the information again and note where it was previously sent

Providing the information again with a brief note about the previous email is efficient, helpful, and avoids frustration. Ignoring or rebuking the sender is unhelpful.

You realise that an email you sent yesterday contained an error that could mislead a stakeholder. What do you do?

Answer: Send a correcting email promptly and apologise for the error

Prompt correction is essential to prevent decisions being made on wrong information. Honesty requires you to own the mistake and correct it directly.

You have a task list of 10 items and three hours remaining in the day. You cannot complete all 10. What is the best approach?

Answer: Prioritise by urgency and importance, complete the highest-priority items, and communicate delays on others

Rational prioritisation maximises the value of your remaining time. Communicating proactively about tasks you cannot complete avoids surprises and allows others to take action.

You receive a request from a senior official outside your chain of command to provide data urgently. Your own manager is unavailable. What do you do?

Answer: Help where you can and inform your manager as soon as they are available

Being helpful to senior officials is reasonable but your manager should be kept informed. Refusing outright or withholding information unnecessarily is not the professional response.