Emotional Intelligence

Traditional training teaches tools, tasks, and procedures, but rarely explains why people behave the way they do. This video introduces Twennie’s approach to emotional intelligence, showing how fear, pride, belonging, insecurity, and other emotional drivers quietly shape decisions, conflict, and habits at work. By examining the “why” behind behavior—rather than ignoring emotions or defaulting to HR-approved responses—you gain the ability to change how situations feel and how you respond to them. Understanding emotional logic doesn’t weaken performance; it strengthens it by addressing the real

In consulting, progress often starts with an uncomfortable sentence: a client pushes back, a leader challenges you, or new information disrupts your plan. The What To Do When You’ve Been Told series focuses on those moments. Each video breaks down a common statement or situation that catches consultants off guard and walks through how to respond thoughtfully rather than reactively. The goal isn’t perfection or compliance—it’s maintaining credibility, protecting outcomes, and making smart decisions under pressure when circumstances change.

Being told you’re “not a team player” is rarely about teamwork alone. It’s often a vague signal that expectations, boundaries, or priorities are misaligned. This video breaks down what that statement usually means, why it’s so destabilizing, and how to respond without becoming defensive or over-accommodating. You’ll learn how to ask the right questions, clarify what’s actually being asked of you, and reframe the conversation in a way that protects your credibility, your workload, and the outcome everyone claims to want.

When someone says you have an “edge” to your personality, it’s often a blurry mix of feedback about tone, directness, boundaries, or how you show up under pressure. This video breaks down what that comment typically means, why it can be so destabilizing, and how to respond without becoming defensive or over-correcting. You’ll learn how to ask clarifying questions, separate style from substance, and choose adjustments that protect your credibility while keeping your voice and standards intact.

“ You’re too nice” can feel flattering—and confusing—because it rarely means kindness is the problem. It often means people experience you as hesitant to set boundaries, slow to escalate issues, or unwilling to deliver hard messages when stakes are high. In this video, you’ll learn what that comment typically signals, how to ask clarifying questions without sounding defensive, and how to keep your empathy while adding firmness. The goal isn’t to become harsh; it’s to stay respected, protect outcomes, and lead with both warmth and authority.

“You take everything too personally” is often a signal that emotions, tone, or feedback conversations are getting tangled—but it’s usually vague and unhelpful on its own. This video breaks down what people may actually mean when they say it, how to separate legitimate feedback from deflection, and how to respond without spiraling into self-doubt or defensiveness. You’ll learn practical questions to ask, language to use in the moment, and small adjustments that preserve your credibility while protecting your confidence and the working relationship.

“So-and-so doesn’t like you” is one of the most destabilizing messages at work because it’s vague, secondhand, and loaded with social risk. This video helps you avoid the two common traps: panicking and people-pleasing, or becoming defensive and retaliatory. You’ll learn how to clarify the source and impact, decide whether it requires action, and address the situation professionally if needed. The focus is on protecting your credibility, keeping the work moving, and handling workplace dynamics without letting rumor or personality politics run your decisions.

“You’re a micromanager” is usually a signal about control, trust, and communication—not just personality. Sometimes it means you’re stepping into details because expectations aren’t clear; other times it means your team feels watched instead of supported. This video breaks down what micromanagement typically looks like in real projects, how to identify the specific behaviors causing friction, and how to respond without getting defensive or swinging to the opposite extreme. You’ll learn practical ways to set outcomes, create check-in rhythms, and maintain quality while giving people real owner

When someone tells you “you need to learn to let go,” they’re usually reacting to how you handle ownership, delegation, or uncertainty—not your commitment to quality. This video unpacks what that phrase can mean in real workplace contexts: unclear roles, over-checking, rescuing others, or holding responsibility without sharing authority. You’ll learn how to ask clarifying questions, decide what truly must stay in your hands, and set delegation structures that protect outcomes. The goal isn’t to stop caring—it’s to lead with trust, boundaries, and sustainable control.

Rage at work rarely comes out of nowhere. It’s usually the result of chronic powerlessness, unclear expectations, disrespect, or psychological unsafety that builds over time. This video is for employees who feel that simmering anger—whether they express it outwardly or swallow it quietly. We’ll unpack what workplace rage actually is, why it’s so common in high-pressure professional environments, and how it can quietly derail your reputation and health if left unaddressed.

Rage at work doesn’t appear out of thin air, and it’s rarely caused by “difficult people.” For leaders, rage is almost always feedback about how power, accountability, safety, and fairness are functioning fora team. This video helps leaders recognize the workplace conditions that quietly generate rage, even in high-performing, well-intentioned environments. We’ll examine how leadership behaviors, structural decisions, and unexamined norms contribute to anger that eventually surfaces as disengagement, conflict, or burnout.

This template identifies common sources of workplace frustration—like unclear authority, shifting expectations, and lack of psychological safety—and provides a structured way to discuss them productively. Instead of focusing on blame or individual behavior, it helps teams recognize patterns, externalize problems, and create shared language around difficult experiences. With guidance for both employees and leaders, it supports more constructive conversations, reduces emotional escalation, and encourages practical improvements.

This template guides teams through a structured process to integrate play into workplace culture over time. By identifying personal play preferences and experimenting with playful activities, teams explore how enjoyment, creativity, and meaning can enhance productivity and wellbeing. The framework encourages collaboration, reflection, and gradual cultural change, linking play to outcomes such as engagement, innovation, and mental health.