I think that the above responses are excellent and so just wanted to add to the expertise that's already been shared.
I think the concentration on questions is a good area; in recruitment I often find that good – sometimes excellent - candidates undersell themselves, both on their CVs and in interview. Many I speak to think that they will 'talk too much' when, so often, they don't talk enough!
An exercise I like to do is to break delegates into pairs and give them lots of interview questions on separate cards which they lay face down in front of them; they then pick them up at random and answer the question they see to their partner. This develops their 'question arc' and is also very useful for practising the STAR technique.
When working with younger, inexperienced candidates I really do as Kevin suggests and ask them what the skills they would like to work on are. This brings up subjects that many more experienced people might not think of. Examples I’ve had are: ‘Do I sit down first in the interview room or wait for them to ask me?’; ‘What if I don’t know the answer to the question?’; ‘What if I say something wrong, can I go back later and change my answer?’; ‘What do I wear?’ My point is that introverted and/or inexperienced candidates have very basic needs which often don’t get picked up in sessions.
My own shameless plug. I asked over 30 of my recruitment contacts from around the world why people get turned down for interviews and turned their answers into a book called ‘40 Interview Icebergs’, which you can find here:
Can I add a phrase which was delivered as part of a sales pitch which my wife was recently attending. When she asked the presenter whether he used the sales management software he was proposing for her department, he replied: "Oh yes, we eat our own dogfood."
Sometimes delegates can have more fun with pictures.
You could ask delegates to form groups of 3 - 4 and ask each of them: 'What is the purpose of a Manager?' (Be careful here as many people start to think of their 'responsibilities' not purpose). This should help focus them on the reason why their role exists.
Once they have decided their purpose you then ask them to construct a visual metaphor that would represent their thoughts; this will be a drawing on a flip chart sheet.
Once all groups have completed the task then you can have an 'Art Gallery' session when each group must interpret what the other groups' drawings are trying to communicate. People always have fun with the images and, occasionally, quite profound things emerge from the pictures.
The good part of this exercise is that the images stay in people's heads much longer than just a list of words on a flip chart and you, as the trainer, will find yourself constantly going back to the images in later sections of the course.
Prepare yourself for the look of horror when you state that they will draw their metaphors. It's a grown-up thing...
I'd like to share a technique I use which is the reverse of the conventional wisdom that I was originally taught.
I was told that, when facing a challenging situation (perhaps a presentation to a large audience or delivering a subject that was very new to you) you should spend time envisioning yourself doing it successfuly and, hey presto!, success would be yours!
Somehow that technique never quite cut the mustard for me...
I prefer my own method, and it has a great - and energising - effect on me. Beforehand (usually before people start to arrive), I envision what might go wrong: PowerPoint fails, audience has me for breakfast, I completely 'dry up', etc.
I then contemplate the disappointment and imagine how this 'failure' is making me feel.
Then I tell myself, "But now you have the chance to put it right!" I take this 'second chance' with all guns blazing and go out there and do the performance I really WANTED to deliver.
I ask the delegates to break into triads (One coach, one coachee and one observer)and coach each other on something which is real. It could be a difficult individual they are dealing with currently back in the workplace; some delegates choose a personal organisation issue; sometimes its coaching them to break a personal habit.
The beauty of it is that the coachee behaves realistically rather than 'playing the role' so often encountered in a role play.
A nice idea I very occasionally use - depending on the team spirit / sense of fun of the team I'm working with - is to sellotape a sheet of A4 paper to each delegate's back and to ask everyone to write on each other's sheet what they like most about that person. Delegates can only read the comments after the workshop is over. It often leaves delegates with a nice 'glow' after the day is over.
I'm careful where I use this but it's never failed me yet!
...talking to Ralph and Kate at Progressive Training Services?
You can contact them on 0208 866 4400; they have a stock of videos and other training materials from which you can choose the most appropriate one for your appraisal workshop.
They have been invaluable to me when putting together a training programme and often make me aware of material I otherwise may not have considered. They are based in West London (should you be close by and able to drop in) and will let you view any titles you may be considering puchasing - or they send material to view in the office.
I am conducting research into Mentoring on behalf of a well-known university and would love to talk to you about your experience of it in your organisation.
Would it be possible for you to email me at [email protected] in the first instance, so that I can provide more details confidentially?
My discussion replies
Hello Judith
I think that the above responses are excellent and so just wanted to add to the expertise that's already been shared.
I think the concentration on questions is a good area; in recruitment I often find that good – sometimes excellent - candidates undersell themselves, both on their CVs and in interview. Many I speak to think that they will 'talk too much' when, so often, they don't talk enough!
An exercise I like to do is to break delegates into pairs and give them lots of interview questions on separate cards which they lay face down in front of them; they then pick them up at random and answer the question they see to their partner. This develops their 'question arc' and is also very useful for practising the STAR technique.
When working with younger, inexperienced candidates I really do as Kevin suggests and ask them what the skills they would like to work on are. This brings up subjects that many more experienced people might not think of. Examples I’ve had are: ‘Do I sit down first in the interview room or wait for them to ask me?’; ‘What if I don’t know the answer to the question?’; ‘What if I say something wrong, can I go back later and change my answer?’; ‘What do I wear?’ My point is that introverted and/or inexperienced candidates have very basic needs which often don’t get picked up in sessions.
My own shameless plug. I asked over 30 of my recruitment contacts from around the world why people get turned down for interviews and turned their answers into a book called ‘40 Interview Icebergs’, which you can find here:
http://www.amazon.co.uk/Interview-Icebergs-Sail-Around-Them/dp/1908293195/
Good luck with your session!
Michael
I really enjoyed your list, Mark, and have forwarded it to a couple of Sales Directors whom, I know, will enjoy it. This subject is dear to my heart as you'll see in a recent blog at: http://www.mhconsult.com/blogs/level-playing-fields-and-hymn-sheets
Can I add a phrase which was delivered as part of a sales pitch which my wife was recently attending. When she asked the presenter whether he used the sales management software he was proposing for her department, he replied: "Oh yes, we eat our own dogfood."
Best wishes
Michael Heath
Hi Alice
Sometimes delegates can have more fun with pictures.
You could ask delegates to form groups of 3 - 4 and ask each of them: 'What is the purpose of a Manager?' (Be careful here as many people start to think of their 'responsibilities' not purpose). This should help focus them on the reason why their role exists.
Once they have decided their purpose you then ask them to construct a visual metaphor that would represent their thoughts; this will be a drawing on a flip chart sheet.
Once all groups have completed the task then you can have an 'Art Gallery' session when each group must interpret what the other groups' drawings are trying to communicate. People always have fun with the images and, occasionally, quite profound things emerge from the pictures.
The good part of this exercise is that the images stay in people's heads much longer than just a list of words on a flip chart and you, as the trainer, will find yourself constantly going back to the images in later sections of the course.
Prepare yourself for the look of horror when you state that they will draw their metaphors. It's a grown-up thing...
Michael
Your initiative is such a good idea, Rus...
I'd like to share a technique I use which is the reverse of the conventional wisdom that I was originally taught.
I was told that, when facing a challenging situation (perhaps a presentation to a large audience or delivering a subject that was very new to you) you should spend time envisioning yourself doing it successfuly and, hey presto!, success would be yours!
Somehow that technique never quite cut the mustard for me...
I prefer my own method, and it has a great - and energising - effect on me. Beforehand (usually before people start to arrive), I envision what might go wrong: PowerPoint fails, audience has me for breakfast, I completely 'dry up', etc.
I then contemplate the disappointment and imagine how this 'failure' is making me feel.
Then I tell myself, "But now you have the chance to put it right!" I take this 'second chance' with all guns blazing and go out there and do the performance I really WANTED to deliver.
Perverse - but gives me results every time!
Michael
"Managers manage detail; leaders manage Change."
Michael
Colette
I ask the delegates to break into triads (One coach, one coachee and one observer)and coach each other on something which is real. It could be a difficult individual they are dealing with currently back in the workplace; some delegates choose a personal organisation issue; sometimes its coaching them to break a personal habit.
The beauty of it is that the coachee behaves realistically rather than 'playing the role' so often encountered in a role play.
Michael
A nice idea I very occasionally use - depending on the team spirit / sense of fun of the team I'm working with - is to sellotape a sheet of A4 paper to each delegate's back and to ask everyone to write on each other's sheet what they like most about that person. Delegates can only read the comments after the workshop is over. It often leaves delegates with a nice 'glow' after the day is over.
I'm careful where I use this but it's never failed me yet!
...talking to Ralph and Kate at Progressive Training Services?
You can contact them on 0208 866 4400; they have a stock of videos and other training materials from which you can choose the most appropriate one for your appraisal workshop.
They have been invaluable to me when putting together a training programme and often make me aware of material I otherwise may not have considered. They are based in West London (should you be close by and able to drop in) and will let you view any titles you may be considering puchasing - or they send material to view in the office.
Jackie
I regularly help organisations develop competencies and would be happy to confidentially share the approach I use with you.
You can either email me at [email protected] or call me on 07979 963 353.
Michael
Sally
I am conducting research into Mentoring on behalf of a well-known university and would love to talk to you about your experience of it in your organisation.
Would it be possible for you to email me at [email protected] in the first instance, so that I can provide more details confidentially?
Michael