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Join us for a workshop focused on equipping leaders with practical interview skills and strategies for improving performance through meaningful conversations. Gain confidence in conducting interviews and learn how to address performance issues effectively. The workshop will also cover leadership development responsibilities and long-term development planning.
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Welcome! Workshop Three6th July 2018Sandra Deane & Carole Swindells[Insert date][Insert tutor names]
Agenda 0930 – 09.45 Registration 09.45 – 10.30 Welcome and introductions 10.30 – 13.30 Interview Skills 13.30 – 1345 Lunch 1345 – 1530 Performance Conversations 1530 – 1600 Development planning/what next? 1600 – 1630 Final plenary and close
Agreed ways of working together Be ‘present’ – phones/laptops/tablets etc We are here until 4.30pm – please commit to be with each other until then Respect the requests for timeliness through the day Discretion Participation – fully and respectfully Be aware of the difference in the group What else??
4 Elements of the Assessment:- Completion of all online work & activities on the Virtual Campus Mandatory attendance at all 3 face - to - face workshops A minimum of two meaningful contributions in the discussion forum for each unit – a minimum of 24 contributions in total Submission of a 2,000 word reflective assignment at the end of the program
Objectives of the workshop Focus on moving forward as leaders and equipping you with practical skills to help them do that. Focus of the workshop is about interviewing and selecting the right people – and then raising their performance when its not optimum. Give you practical skills to help deal with difficult conversations in your environment, with a focus on improving performance Consider how leadership development responsibilities are important for development and performance improvements Increase your confidence when conducting interviews by learning practical skills to support you Consider your longer term development
Exercise 1 – in pairs ( 10 mins) 1. In pairs discuss “What have you been able to try/ change/do at work or in your practice because of learning from the program”? 2. Feedback from the large group ? 3. How we are planning to work together today ie am whole group / pm small groups
Exercise 2 –Unit 9 Recruitment & Selection How many of you have interviewed before? What do you think are the important considerations when interviewing ? Key Messages Tips? What did you find as the challenges?
Interviewing Skills On a scale of 1- 10 how would you rate your effectiveness at interviewing? What skills do you recognise in yourself that are either strong or need development that leads you to that assessment? What can you do about strengthening your skills and experience further?
Open Questions No Multiple Questions Use of Silence No more than 7 words W WWWW
“If we were meant to talk more than to listen, we would have 2 mouths and one ear” Mark Twain
Listening skills:- What makes it so difficult to listen when interviewing?
Skill 1- Listening SkillsHow effective are your listening skills?
Active Listening exercise:- Divide into pairs of A and B Person A talks to B about something A is very interested in (and feels happy to share) for 2 minutes. Person B is to sit absolutely stock still – no smiling, no facial movements, no sounds etc. Debrief - how did it feel, what happened to the talker etc, group to pair up and ask them. Then swap, but this time ask the listener to really pay attention and listen actively. Then at some point in the next minute – consciously break attention - check the phone, start looking elsewhere, be bored, get up and get their bag etc. then come back to listening again Debrief - how did it feel, what happened to the talker
Active Listening Exercise • Divide into pairs of A and B • A talks to B about something A is very interested in ( and feels happy to share) for 2 minutes. • B just listens • After 2 minutes B repeats back what was said • Repeat with B talking and A listening • Share your experience of listening
Deep Listening Evokes • Feelings of: • Being heard • Being validated • Releasing something inside • Something special’s just happened • It is this feeling that we are trying to evoke in our staff
Blocks to Listening • Rehearsing what to say • Being distracted • Boredom / disinterest • Judgemental • Your own agenda intruding • Hearing about something or people you know
Interview skills practice exercise – ‘team leader’ 3 roles:- Interviewer Interviewee Observer
Model For Giving Feedback • When observing Interviewer skills Practice: • What went well (WWW)? x3 • What would make it even better (EBI)? X1 • Be specific about Interview Skills Do differently? Specific, Succinct & Sincere
Improving performance through meaningful conversations Purpose:- To enable people to have difficult conversations with individuals where performance needs improving, using structure and feedback effectively. How happy are you with every aspect of performance from every one of your team ?
Developing skills for managing performance Consider the actions you’ve listed through the flip chart exercise. Where on the horseshoe do they fall? What as a leader do you need to do to be great at ‘pull’ ? What about push?
CEDAR model for the difficult conversation:- C for Context E for Example D for diagnosis A for Actions R for Review
C for Context: Set up the conversation by framing the need for the feedback session and the importance or impact the issue or opportunity is having. E for Example: Give clear, specific illustrations of what happened along with a clear indication of when it happened and where it happened. D for diagnosis: Explore the situation. Ask the person for their view of the situation and work together to explore what happened and why it went well / not so well. A for Actions: Again, the ideas should start from the person who is receiving the feedback. Depending on the nature of the feedback, they should explore actions they can take either to improve poor performance or to embed and replicate good performance. Resist the temptation to jump in. Let them resolve it themselves. R for Review: Ensure that the ideas or actions get put in practice by taking two key steps: ask the person to review the conversation and feedback given and then jointly set up a date within 2 to 3 weeks to review the situation and performance. Reference: Wildman 2003)
Example of a conversation using CEDAR:- (C)‘Colin, I wanted to talk to you about something. I’m a bit concerned that we haven’t been accurately reporting to the Board. I’m worried that this is having a negative impact on us as a team.’ (E): ‘I was briefed by the Finance Director that the last two reports to the Board contained errors, one (in May) in regards to the budget for the year and the other (in June) about overall project management spending. I understand that you had signed both of these off as complete. Have I understood the facts correctly?’
Example continued:- (D) ‘Do you know why the numbers reported were incorrect? Is there any context of which I am not aware? (A)‘What ideas do you have on how we might ensure the reports we issue are 100% accurate next time?’ (R) ‘You’ve suggested that we catch up again next week to go through the Quality Assurance process you’ve just suggested implementing, let’s agree a time and date for that’
Skills for managing performance and giving feedback Focus on the issue, situation or behaviour and its impact Stick to the facts and avoid expressing personal opinions Be specific and provide examples Avoid generalisations Ask open-ended questions Listen actively and check your understanding
Skills for managing performance and giving feedback Challenge your own assumptions and keep an open mind Adopt a constructive and supportive tone Use positive language such as “improvement” or “achievement” rather than negative words such as “failure” or disappointing” Focus on the future and improvement Check for understanding, ask the employee to summarise back to you the issues and actions What else?
Reflecting on the future……July 2019 Work on their own for 5 mins and think about what 12 months would look like July 2019 , your sitting at work one afternoon, taking a moment for yourself to reflect on what you’ve achieved. What difference have you made to the service you work in? how has your practice changed as a leader? What or who has helped you get where you are now? Make a few notes in your journal. In pairs share your thoughts and talk about what you’ve done in the present ie July 2019,, “I have done…” 6 months forward – walk to the middle of the room, ‘ So look at your final destination and where you are today. What will you have done by this stage in terms of your practice and development to get you to your successful point 12 months from now? Make notes and share with your partner. Return to the present ‘ walk to the end of the room opposite where they started. Have a look at the journey you’ve been on - the journey you will be taking over the next 12 months. What is it that you need to do in the coming days and weeks to set you off on that journey? What commitments do you need to make to yourself now? Who else do you need to involve at this stage? Make some notes in your journal and share with your partner
Remember……. • To complete ALL of your online Units • To complete ALL of your online meaningful contributions 2 / Unit • Submit your assignment for marking to qualify for the Leadership Academy Award • Deadline for submission is 24th September 2018 • Any questions?
