Publicis Groupe Assessment Tests

Publicis Groupe Situational Judgement Test

1. Question 1 of 10

   You are a train conductor. Your service has been delayed ninety minutes by a fault, the train is crowded and you have been answering the same questions for an hour. A passenger who will now miss a connection tells you loudly that you are useless and that the railway has ruined his evening. Passengers nearby are listening. You can check onward connections and the operator has a written delay compensation scheme. Which response below would be most effective, and which would be least effective?

   1. Explain that the delay was caused by a technical fault outside your control and that you have been doing your best for everyone on the train for the past hour.
   2. Tell him that abuse of railway staff is not acceptable and that you will not discuss his connection until he speaks to you civilly.
   3. Acknowledge that he will miss his connection, check what onward services are running for him, and explain how to claim under the delay compensation scheme.
   4. Apologise and tell him the station staff at the destination will be able to help him with his onward journey and any compensation claim when he gets there.
   Show the answer

   Most effective: C. Acknowledge that he will miss his connection, check what onward services are running for him, and explain how to claim under the delay compensation scheme.

   Least effective: B. Tell him that abuse of railway staff is not acceptable and that you will not discuss his connection until he speaks to you civilly.

   A: Personalises the conflict: it defends your own performance in front of a listening carriage rather than dealing with his missed connection, which invites him to argue about you instead.

   B: Escalates the confrontation: it makes his manner the condition of getting help with a missed connection, in front of a full carriage, which turns a service failure into a stand-off and leaves him with no information at all.

   D: Passes responsibility to others: you can check the onward connections from where you are standing, and telling a passenger to sort it out at the end of the journey leaves him with nothing for the next hour.

   The most effective response is to acknowledge that he will miss his connection, check what onward services are running, and explain how to claim under the delay compensation scheme: the useful things are what trains exist and what he is entitled to, and both are within your reach on board. It beats telling him the station staff at the destination can help with his onward journey and any claim, because you can check the connections now, and sending him on leaves him with nothing for the rest of the journey. It beats explaining that the delay was a technical fault outside your control and that you have done your best, because defending your own hour answers his insult rather than his problem, in front of a listening carriage. The least effective response is telling him you will not discuss his connection until he speaks to you civilly: it makes his manner a precondition for information he needs, in public, which escalates a service failure into a confrontation and leaves him with no help at all. That is worse than explaining the fault, which at least explains, and worse than referring him onward, which at least points somewhere. The principle: under personal criticism, give the person the concrete things that still help them, and leave your own defence out of it.

2. Question 2 of 10

   You work on reception at a hairdressing salon. A client arrives for a colour appointment she booked six weeks ago. You can see the booking was entered for next Tuesday, not today, and the stylist she wanted is fully booked. The client has taken the afternoon off work. Another stylist has a gap in an hour and is qualified to do the colour. The salon manager is on the floor. Which response below would be most effective, and which would be least effective?

   1. Apologise, explain that the booking was entered for next Tuesday, and offer to move her to the first available appointment with her usual stylist later this week.
   2. Apologise and book her straight into the gap in an hour with the other stylist, since she has taken the afternoon off and this is the only way she gets her colour done today.
   3. Explain that the appointment is in the system for next Tuesday and that the salon is fully booked today, and ask her to come back as originally booked.
   4. Apologise for the booking error, explain that another qualified stylist has a gap in an hour, and offer her that appointment or a rebooking with her usual stylist, whichever she prefers.
   Show the answer

   Most effective: D. Apologise for the booking error, explain that another qualified stylist has a gap in an hour, and offer her that appointment or a rebooking with her usual stylist, whichever she prefers.

   Least effective: C. Explain that the appointment is in the system for next Tuesday and that the salon is fully booked today, and ask her to come back as originally booked.

   A: Solves the diary and not the customer: she has taken this afternoon off and there is a qualified stylist free in an hour. Rebooking her solves the diary and wastes her afternoon.

   B: Substitutes own judgement for the customer's: she chose her stylist when she booked, and deciding for her that any qualified colourist will do takes that choice away without asking.

   C: Ignores the customer's actual need: it treats the diary entry as the whole answer when the salon made the error, and sends her home having lost an afternoon's leave with nothing offered. Nothing is done about a problem the salon caused.

   The most effective response is to apologise for the booking error, explain that another qualified stylist has a gap in an hour, and offer her that or a rebooking with her usual stylist: the salon made the error, she has lost an afternoon to it, and there is a real option available. Setting out both routes lets her weigh her time against her preferred stylist. It beats booking her straight into the gap with the other stylist, because she chose her stylist deliberately, and taking that gap for her makes the decision on her behalf. It beats offering only the first available appointment with her usual stylist later this week, because that ignores the afternoon she has already given up and the qualified stylist sitting free. The least effective response is quoting the diary for next Tuesday and asking her to come back as booked: the salon entered the wrong date, and this answers by sending her away with nothing when an appointment was available. That is worse than the rebooking, which at least rebooks, and worse than taking the gap for her, which at least gets her colour done. The principle: when your organisation caused the problem, put the real options in front of the customer and let them choose.

3. Question 3 of 10

   You work at a self-storage facility. At 4pm a customer arrives to collect belongings before the site closes at 5pm and needs her unit unlocked, which takes ten minutes. Your manager has asked you to complete the monthly unit occupancy report before you leave; it takes half an hour and is due tonight. A delivery of packing boxes also needs signing for at some point today. Which response below would be most effective, and which would be least effective?

   1. Unlock the customer's unit first so she can start collecting before the site closes, then sign for the delivery and complete the occupancy report.
   2. Tell the customer that the site is closing shortly and ask her to come back tomorrow, so that the report and the delivery can both be dealt with properly.
   3. Start the occupancy report since it takes half an hour and is due tonight, and unlock the unit once you have made a start on the figures.
   4. Sign for the packing box delivery first while the driver is waiting, then unlock the unit and do the report before you leave.
   Show the answer

   Most effective: A. Unlock the customer's unit first so she can start collecting before the site closes, then sign for the delivery and complete the occupancy report.

   Least effective: B. Tell the customer that the site is closing shortly and ask her to come back tomorrow, so that the report and the delivery can both be dealt with properly.

   B: Ignores the customer's actual need: she has arrived within opening hours for a ten-minute job, and she is turned away so that tasks with the whole evening available can be done first. Refusing access during opening hours is a service failure, not a priority call.

   C: Delays the decision: the site closes at 5pm, so the customer's ten minutes has a hard limit and the report has all evening. Starting the long job first risks her losing her access entirely.

   D: Acts on assumptions without checking: the delivery has no stated deadline beyond today, while the customer's access ends when the site closes. Treating whoever is physically present as most urgent is not the same as judging it.

   The most effective response is to unlock the customer’s unit first so she can start collecting before the site closes, then sign for the delivery and complete the occupancy report: the site closes at 5pm, which fixes her window absolutely, and ten minutes of it is all she needs. The report has the rest of the evening and the delivery has the rest of the day. It beats starting the occupancy report because it takes half an hour and is due tonight, since that risks her losing access when a ten-minute job would have preserved it. It beats signing for the packing box delivery first while the driver waits, because the delivery’s only deadline is today, while hers ends when the doors do. The least effective response is asking her to come back tomorrow because the site is closing shortly: it turns away a customer who arrived inside opening hours for a ten-minute task, so that jobs with hours of slack can be done first. That is worse than the other two, which sequence badly but still serve her. The principle: serve the person whose window is about to close, then do the work that can be done at any point before the deadline.

4. Question 4 of 10

   You are a chef de partie in a restaurant kitchen. The new sous chef has changed how your section plates a dish, and does so by calling corrections across the pass during service in front of the whole brigade. The dish is fine either way. Service is suffering because you are second-guessing yourself. There is a quiet hour between lunch and dinner service. The head chef is in most afternoons. Which response below would be most effective, and which would be least effective?

   1. Raise it with the head chef this afternoon, explaining that the sous chef corrects you across the pass during service and that it is affecting your section.
   2. Answer him across the pass next time and explain that the section has always plated it the other way, so the brigade hear both sides at the same time.
   3. Speak to the sous chef in the quiet hour between services, tell him the corrections across the pass are affecting your section, and agree how he will raise changes in future.
   4. Say nothing and plate the dish whichever way he last asked for, since the dish is fine either way and challenging a new sous chef during his first weeks would not go down well.
   Show the answer

   Most effective: C. Speak to the sous chef in the quiet hour between services, tell him the corrections across the pass are affecting your section, and agree how he will raise changes in future.

   Least effective: D. Say nothing and plate the dish whichever way he last asked for, since the dish is fine either way and challenging a new sous chef during his first weeks would not go down well.

   A: Escalates prematurely: the sous chef is new and has not been told the corrections land badly, so the first he hears of it is from the head chef, over something a quiet hour could settle.

   B: Personalises the conflict: it takes a disagreement into the middle of service in front of the brigade, which is the very thing that makes the corrections difficult, and turns it into a public contest.

   D: Avoids the difficult conversation: it accepts that service keeps suffering because you cannot predict which version is wanted, and the reason for silence is the sous chef's newness rather than anything about the food.

   The most effective response is to speak to the sous chef in the quiet hour between services, tell him the corrections across the pass are affecting your section, and agree how he will raise changes in future: the substance is trivial, the problem is when and how the corrections are made, and there is a quiet hour built into the day for exactly this. Agreeing the process fixes the cause rather than the instance. It beats raising it with the head chef this afternoon, because the sous chef is new and has never been told the effect, so going above him first turns an easy conversation into a complaint. It beats answering him across the pass next time so the brigade hear both sides, because that repeats the mistake and adds an audience. The least effective response is saying nothing and plating it whichever way he last asked: it leaves service suffering indefinitely while you guess at which version is wanted, and the reason for silence is that he is new. That is worse than the other two, which raise it in the wrong place but do raise it. The principle: take the conversation to the person, at the moment of the day designed for it, and agree the process rather than arguing the instance.

5. Question 5 of 10

   You are a lettings administrator at an estate agency. On Monday you emailed a tenant confirming that a contractor would attend on Thursday morning to fix her broken boiler, and she has booked the morning off work. On Wednesday afternoon the contractor tells you he cannot come until Monday. The tenant has no hot water. Your branch manager is out on viewings until tomorrow. Which response below would be most effective, and which would be least effective?

   1. Ring the tenant today, apologise, tell her the contractor cannot come before Monday, and ask whether she wants Monday booked or would rather you look into what else can be arranged.
   2. Email the tenant to say the appointment is being rearranged and that you will confirm a new date once the contractor has come back to you with his revised availability next week.
   3. Leave the Thursday appointment in place and wait to see whether the contractor manages to fit her in after all, since telling her now would only worry her if he does turn up.
   4. Ring the tenant, apologise, and offer to find a different contractor who could attend on Thursday as originally arranged so that she does not lose the morning she has booked off.
   Show the answer

   Most effective: A. Ring the tenant today, apologise, tell her the contractor cannot come before Monday, and ask whether she wants Monday booked or would rather you look into what else can be arranged.

   Least effective: C. Leave the Thursday appointment in place and wait to see whether the contractor manages to fit her in after all, since telling her now would only worry her if he does turn up.

   B: Delays the message: it reaches her in time but withholds the two facts she needs to act on, the four extra days without hot water and the Monday date you already have, so she cannot decide about her booked morning off.

   C: Hides the problem / silent deadline slip: she has taken a morning off for a visit you know is not happening. Staying silent for the chance of being proved right costs her a day's leave and every option to plan. That is concealment, not optimism.

   D: Over-promises: you have no second contractor lined up and no authority from your manager to appoint one, so the call replaces a firm bad fact with a commitment you may not be able to keep.

   The most effective response is to ring the tenant today, apologise, tell her the contractor cannot come before Monday, and ask what she wants to do: she has a morning of booked leave riding on Thursday, so the news has to reach her today, in full, with the Monday date and a choice about what happens next. It beats emailing that the appointment is being rearranged, because a vague rearrangement withholds the two things she needs, how long she will be without hot water and the date you already hold, and leaves her unable to decide about her leave. It beats offering to find a different contractor for Thursday, because promising a replacement you have not found, and cannot authorise, risks a second broken commitment on top of the first. The least effective response is leaving the Thursday appointment in place to see whether he turns up: it is the only response where she takes a morning off for an appointment you already know will not happen, and it trades her time for the chance that the problem solves itself. That is worse than the vague email, which at least tells her something in time, and worse than promising a replacement, whose fault is trying too hard on her behalf. The principle: when a commitment you made is going to break, tell the person it affects while they can still act on it, and tell them what you actually know.

6. Question 6 of 10

   You are a production coordinator at a print and mail house. At 11am three things need you. A mailing of 20,000 renewal notices must reach the Royal Mail collection at 2pm or the legal notice period is missed. A colleague needs help fixing a jammed inserter on a different job. And your manager wants headcount figures for a meeting at noon. The renewal job needs ninety minutes of your attention. The headcount figures take fifteen minutes. Which response below would be most effective, and which would be least effective?

   1. Help your colleague with the jammed inserter first, since a stopped machine is costing time on the floor, then do the renewals and the headcount figures.
   2. Work on the renewals and the inserter together, moving between them, and do the headcount figures if the mailing is finished before the 2pm collection.
   3. Do the fifteen minutes of headcount figures for the noon meeting, then give the renewal mailing your full attention until the 2pm collection, and pass the inserter to another operator.
   4. Start the renewal mailing immediately and tell your manager the headcount figures will have to wait until after the 2pm collection.
   Show the answer

   Most effective: C. Do the fifteen minutes of headcount figures for the noon meeting, then give the renewal mailing your full attention until the 2pm collection, and pass the inserter to another operator.

   Least effective: B. Work on the renewals and the inserter together, moving between them, and do the headcount figures if the mailing is finished before the 2pm collection.

   A: Abandons own committed work: an unquantified machine fix is taken on ahead of a ninety-minute job with a 2pm legal deadline, which leaves no margin if the jam takes longer than expected.

   B: Splits effort so nothing finishes: a mailing with a legal notice period is left to compete for attention with a machine fault, which risks missing a deadline that cannot be recovered and is the most costly of the four outcomes.

   D: Splits the wrong thing: it protects the deadline that matters and sacrifices a fifteen-minute task that fits inside the margin anyway, so the manager goes into a noon meeting without figures for no gain.

   The most effective response is to do the fifteen minutes of headcount figures for the noon meeting, then give the renewal mailing your full attention until the 2pm collection, and pass the inserter to another operator: there are three hours, the mailing needs ninety minutes of them and has a legal deadline, and the figures are needed at noon. Both fit if the short one goes first, and the machine fault is work someone else can take. It beats starting the mailing immediately and telling your manager the figures must wait, because that protects the same deadline while needlessly sacrificing a fifteen-minute task that comfortably fits. It beats helping your colleague with the jammed inserter first, because taking on a machine fault of unknown length ahead of a legally timed mailing risks the one deadline that cannot be moved. The least effective response is moving between the renewals and the inserter and fitting the figures in afterwards: it lets a mailing with a legal notice period compete for attention with a machine jam, which is the most likely way to miss the collection entirely. That is worse than the other two, which mis- sequence but keep the mailing whole. The principle: check what actually fits in the time, protect the deadline that cannot move, and hand off what someone else can do.

7. Question 7 of 10

   You work on the technical support line for a broadband provider. A customer who works from home has had no connection for four days. Three engineer visits have been booked and each has been cancelled by the provider. She is calm but says she is losing income. The fault system shows an area problem with no fix date. Your team leader can authorise goodwill credits and priority escalation. Which response below would be most effective, and which would be least effective?

   1. Explain that area faults are outside the provider's direct control, that no fix date is available, and that she will be updated when there is news.
   2. Apologise, explain that the fault is an area problem with no fix date yet, and book a fourth engineer visit for the earliest available slot.
   3. Apologise, explain the area fault honestly, and ask your team leader now about priority escalation and a goodwill credit for four days without a connection.
   4. Apply a goodwill credit to her account straight away for the four days without service, and tell your team leader afterwards.
   Show the answer

   Most effective: C. Apologise, explain the area fault honestly, and ask your team leader now about priority escalation and a goodwill credit for four days without a connection.

   Least effective: A. Explain that area faults are outside the provider's direct control, that no fix date is available, and that she will be updated when there is news.

   A: Ignores the customer's actual need: it gives a customer losing income an open-ended wait and nothing else, when escalation and a credit are both available a few steps away. Offering only patience is a refusal of the remedies that exist.

   B: Repeats what has already failed: a fourth visit against an area fault will be cancelled like the other three, and it offers nothing for four days of lost income when a team leader could.

   D: Breaches confidentiality or process: goodwill credits are the team leader's to authorise, and applying one yourself reaches a fair outcome by removing the approval that governs it.

   The most effective response is to apologise, explain the area fault honestly, and ask your team leader now about priority escalation and a goodwill credit: the fault is genuinely an area problem, so honesty about the fix date is right, but she is losing income and the provider has two remedies available, both of which need the team leader who is right there. It beats booking a fourth engineer visit for the earliest slot, because sending an engineer against an area fault repeats what has already failed three times. It beats applying the goodwill credit yourself and telling the team leader afterwards, because the credit is hers to authorise and taking it bypasses the control rather than using it. The least effective response is telling her area faults are outside the provider’s control and that she will be updated when there is news: it tells a customer losing income to wait indefinitely and offers none of the remedies the provider has. That is worse than the fourth visit, which at least books something, and worse than the unauthorised credit, which at least compensates her. The principle: be honest about what cannot be fixed, and use every remedy your organisation actually has, through the person authorised to grant it.

8. Question 8 of 10

   You are an events coordinator at a conference centre. A client’s two-day conference starts on Thursday. On Tuesday you learn the main auditorium’s air-conditioning has failed and cannot be repaired before Friday. A smaller room could hold the delegates but only seated theatre- style, losing the exhibition space the client has sold to sponsors. The client’s events manager is contactable. Your operations director is on leave until Thursday. Which response below would be most effective, and which would be least effective?

   1. Ring the client's events manager today, explain the failure, set out the smaller room and what it would cost her in exhibition space, and agree the plan with her before anything is moved.
   2. Move the conference to the smaller room and email the client to confirm the change, explaining that the auditorium is unusable and this was the only workable alternative.
   3. Wait until Thursday when your operations director is back, so that the client is given a decision with the authority of the centre behind it rather than an incomplete picture.
   4. Leave the conference in the auditorium and say nothing, since the room may be tolerable in October and telling the client now would cause alarm about something that might not be a problem.
   Show the answer

   Most effective: A. Ring the client's events manager today, explain the failure, set out the smaller room and what it would cost her in exhibition space, and agree the plan with her before anything is moved.

   Least effective: D. Leave the conference in the auditorium and say nothing, since the room may be tolerable in October and telling the client now would cause alarm about something that might not be a problem.

   B: Substitutes own judgement for the stakeholder's: the client sold exhibition space to sponsors, so the trade between a cooler room and the sponsors' stands is hers to make, not yours to make and announce.

   C: Delays the decision: the conference starts on Thursday. Waiting for the director removes the client's last two days to tell sponsors, rearrange stands or find another venue.

   D: Hides the problem / silent deadline slip: it gambles a client's two- day conference and her sponsors on the weather, with the one person who could plan around it deliberately left uninformed. That is concealment, not judgement.

   The most effective response is to ring the client’s events manager today, explain the failure, and set out the smaller room and what it would cost her in exhibition space: she sold that space to sponsors, so only she can weigh a working room against losing it, and on Tuesday she still has two days to tell them or make other arrangements. Giving her the failure, the option and the cost lets her decide while deciding is still possible. It beats moving the conference to the smaller room and emailing to confirm the change, because that takes a commercial decision about her sponsors out of her hands. It beats waiting until Thursday when your operations director is back, because that consumes the client’s entire remaining planning time for the sake of internal authority. The least effective response is leaving the conference in the auditorium and saying nothing: it leaves a two-day conference in a room with no air-conditioning, tells nobody, and relies on the weather. That is worse than moving the room, which at least secures a usable one, and worse than waiting for the director, which at least intends to tell her. The principle: when a failure forces a trade-off that belongs to the client, give them the facts and the options while they still have time to choose.

9. Question 9 of 10

   You are an administrator at a bus depot. Checking driver records for a routine audit you notice that one driver’s medical certificate expired six weeks ago and has not been renewed. He is rostered to drive tomorrow morning. This is not your area; driver compliance sits with the traffic office, which has been short-staffed. The depot manager is on site today. Which response below would be most effective, and which would be least effective?

   1. Email the traffic office setting out what you have found so that driver compliance can pick it up through the proper channel.
   2. Leave it, since driver compliance is the traffic office's responsibility, they will have their own records, and the audit will pick it up in due course.
   3. Take it to the depot manager today, show him the expired certificate and that the driver is rostered for tomorrow morning, and let him decide before the roster runs.
   4. Check with the driver whether he has renewed his certificate and simply not submitted it, so that you do not raise a compliance alarm over a paperwork delay.
   Show the answer

   Most effective: C. Take it to the depot manager today, show him the expired certificate and that the driver is rostered for tomorrow morning, and let him decide before the roster runs.

   Least effective: B. Leave it, since driver compliance is the traffic office's responsibility, they will have their own records, and the audit will pick it up in due course.

   A: Delays the decision: it routes it correctly to an office you already know is short-staffed, with a driver rostered for the morning. Correct routing is not the same as reaching someone in time.

   B: Fails to escalate a genuine risk: a driver with no valid medical certificate takes a bus out in the morning, and the reason for silence is that a short-staffed office is presumed to have noticed what you have just found they did not.

   D: Acts on assumptions without checking: it takes the driver's own word on his fitness to drive as sufficient, which is exactly what an independent certificate exists to replace.

   The most effective response is to take it to the depot manager today, show him the expired certificate and that the driver is rostered for tomorrow morning: a driver without a valid medical certificate is due to carry passengers, and he is on site and can act on the roster. Taking it straight to him matches the urgency to the person who can change it. It beats emailing the traffic office so driver compliance can pick it up, because that leaves the outcome to a queue in an office you already know is short-staffed, with the roster running tomorrow. It beats checking with the driver whether he has renewed and simply not submitted it, because that substitutes his word for the independent certificate that exists precisely because his word is not the check. The least effective response is leaving it because driver compliance is the traffic office’s responsibility: it leaves an uncertificated driver on tomorrow’s roster on the assumption that the office which missed it will catch it. That is worse than the other two, which act slowly or wrongly but do act. The principle: when what you have found runs out tomorrow, take it to whoever can change tomorrow, not to whoever owns the filing.

10. Question 10 of 10

    You are an account executive at a marketing agency. In this morning’s client call your colleague Rachel presented a campaign idea as her own; you developed it and she knows that. The client liked it and the call ended warmly. You are annoyed. You and Rachel have to work together on this account for the next six months, and the next client call is in a fortnight. Which response below would be most effective, and which would be least effective?

    1. Send a follow-up email to the client summarising the campaign idea and the thinking behind it, so that your involvement in developing it is on the record.
    2. Raise it with your account director, explaining what happened on the call and asking her to make clear to Rachel that ideas should be credited to whoever developed them.
    3. Say nothing, since the client is happy and the campaign is going ahead, and make sure in future that you copy your account director into your ideas before Rachel sees them.
    4. Speak to Rachel privately today, tell her the idea was yours and that presenting it as her own is not something you are willing to repeat, and agree how you will each present work on the next call.
    Show the answer

    Most effective: D. Speak to Rachel privately today, tell her the idea was yours and that presenting it as her own is not something you are willing to repeat, and agree how you will each present work on the next call.

    Least effective: C. Say nothing, since the client is happy and the campaign is going ahead, and make sure in future that you copy your account director into your ideas before Rachel sees them.

    A: Personalises the conflict: it uses a client email to settle a credit dispute, which puts the client in the middle of something that is nothing to do with them.

    B: Escalates prematurely: Rachel has not been told there is a problem, so the first she hears of it comes from her director, on an account you both have to work for six more months.

    C: Avoids the difficult conversation: it swallows the grievance and replaces open working with quiet defensive paperwork for six months. Rachel never learns anything is wrong, so the pattern is free to repeat.

    The most effective response is to speak to Rachel privately today and agree how you will each present work on the next call: this is a two- person problem with a six-month working relationship attached, it needs saying once and clearly, and there are two weeks before that call. Speaking privately preserves both the point and the relationship. It beats raising it with your account director and asking her to make the credit rule clear, because Rachel has not yet been told there is a problem, and having her director raise it first makes a formal matter of something one conversation can settle. It beats sending the client a follow-up email summarising the idea and your thinking, because an email written to reclaim credit drags the client into an internal dispute they have no interest in. The least effective response is saying nothing and copying your account director into your ideas in future: it neither raises the issue nor resolves it, and replaces it with six months of defensive copying, so the behaviour continues and the working relationship quietly sours. That is worse than the other two, which raise it in the wrong place but do raise it. The principle: take a grievance to the person who caused it, once, in private, and agree what happens next time.