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The Helping Interview

The Helping Interview. The Seven “Qualities” are Represented in the Mnemonic: RENABBS ECLEPS (ree NABBS ee KLEPS). Advice for Community Action Case Managers By: Barry Nazar, D.P.A. Beware of R ole E xpectations.

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The Helping Interview

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  1. The Helping Interview The Seven “Qualities” are Represented in the Mnemonic: RENABBS ECLEPS (ree NABBS ee KLEPS) Advice for Community Action Case Managers By: Barry Nazar, D.P.A ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www. appliedmgt.com

  2. Beware of Role Expectations Roles and expectations about roles are inevitable, sometimes useful, but … • They can block interpersonal rapport • They can lead to false assumptions • They can distract helping objectives • They can lead to presumed failures ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  3. Helping is Not Active Behavior In the context of Helping Interviews … • Helping isn’t Doing for another • Helping is leading another to Switch from Defensive to Coping Routines • Helping is evidenced by strengthening the Coping skills of the other ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  4. Seek to Eliminate Blind Spots • Interpersonal transactions are hampered by … • Limited area of common understanding • Hiding information from the other person • Being unaware of things (about our self) that are clearly visible to others As the Helper, we want to form a relationship that is “collaborative,” but blind spots prevent this. ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  5. Johari Window for Helping Interviews ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  6. Anticipate anElement of Crisis • Often the initial helping interview will … • Precipitate from some calamity or escalation of hardship • Contain a load of pent-up emotions • Show resistance to rational overtures • Require considerable ventilation • Require assistance in structuring problems ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  7. Listening is Everything! The key to all the foregoing is to listen empathetically, which means … • Maintain a non-judgmental viewpoint • Encourage the other person to do the talking as much as possible • Display an active and curious interest in the other person and what they are saying • Build an “emotional bank account” before offering any advice ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  8. Helping Interviews have Phases The Helping process usually involves a series of interviews and these progress through Phases, such as… • Phase 1: Attentive Listening • Phase 2: Diagnostic Questioning • Phase 3: Prescription Rendering Interview strategy varies depending upon which phase is presently operative ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  9. Helping Has a Spiritual Foundation • Helping often presents challenges that test our core beliefs and motives • Helper believes Client is deserving, willing, and capable of overcoming problems • Helper has sufficient maturity that personal issues do not compound with the clients’ problems • Helper has sufficient perspective to allow client to discover or choose preferred solutions that might be different than the Helper’s personal model • Helper has personal resources to sustain physical, emotional, and spiritual well being ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  10. RENABBSECLEPS • Beware of Role Expectations as they may get between you and your client. • Helping is Not an Active Behavior it is accomplished by what the client does. • Work to eliminate Blind Spots so you can collaborate with your client. • Anticipate an Element of Crisis by allowing ventilation and creating structure. • Accomplish by Listening Empathically as this is the key to helping the client. • Pace yourself through the Phases that a helping process involves. • Prepare yourself Spiritually for the challenges that come with helping. ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  11. Other Considerations • Provide a place and amenities that make the client comfortable • Arrange and appoint room to reflect a positive message about your work and concern for others • Be on time for appointments • Be prepared if background work is necessary ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

  12. Other Considerations • Arrange to not be interrupted • Explain and apologize if you must be interrupted • Explain paperwork if filling out forms is necessary • Explain what and why if you must take notes • Arrange for backup resources/contacts for the client in case they need help and you are unavailable ©2006, 2007, 2008, The Center for Applied Management Practices, Inc., www.appliedmgt.com

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