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Successful Meetings

Welcome to this fifth module, focused on ensuring that any formal or informal meetings, interviews or presentations you might undertake (whether they relate to hobbies, interests, charity activities, job applications, paid or unpaid work or other roles etc) are undertaken in a professional and structured way to generate the outcomes you are seeking

Tackle the module in bite size chunks, don’t feel the need to do everything in one go. Allow plenty of time to digest and apply the information covered

The module includes helpful ‘Activities’ for you to complete, it is strongly recommended that you undertake them to get the most out of the content and the key learning points

Allow yourself time to reflect and take on board the advice, key messages and suggested tasks in the programme to enable you to move forward with your active retirement plans

This module will enable you to

Prepare for the three main types of meetings you may potentially be participating in

Interviews – e.g. for part time paid or unpaid jobs or charity/volunteer roles

Informal/informal meetings – e.g. related to work, charity activity, interests/hobbies

Presentations – e.g. to groups across a range of possible situations and scenarios

Understand key body language principles and how to apply them in discussions

Ultimately, to enable you to perform well and achieve whatever it is that you are seeking

Key interview technique principles, whatever the paid or unpaid circumstances, include

Fail to prepare, prepare to fail – structured preparation is essential, avoid 'winging it'

You only get one chance to make a first impression – get it right right from the off

Listen carefully to questions – it is crucial to ensure you provide the information sought

Stay in control of yourself in discussions – you are in charge of what you say and do

Use positive body language and eye contact – much info provided is non-verbal

Respond to questions, don’t answer them – like school maths, show your 'workings '

Respond to questions in the first 'golden' minute – when interviewers are most listening

After interviews, review what you have learnt and keep improving your performance

Understand, recognise and respond to the eight groups of interview questions

Using the STAR model to prepare your evidence – Situation, Task, Action, Result

Let's now have a look at some of these principles in a bit more detail

The STAR model provides a simple and effective way to prepare your evidence when responding to interview questions

Situation – spend as little time as possible providing the background to your evidence, just enough to provide context

Task – explain the task but don’t dwell on it, give enough info for the audience to understand what you did

Action – provide a clear visual picture overtly explaining what you did to make a difference and to make it happen

Result – ensure you articulate and demonstrate the qualitative, quantitative and other measures of your success

All questions fall into one of eight groups of questions

Let's have a look at each group of questions and how to prepare for them

Also, you can access a bank of interview questions across all eight of these groups of questions by CLICKING HERE

'Opening' questions

Are asked at the beginning of the interview, usually after the introductions

Are often asked to settle you in and relax you – in reality they’re a vital stage

Your response is your first impression – and you only get one chance to make it

Interviewers’ subsequent judgements are influenced by your first impression

Your preparation needs to highlight what you most want them to know about

Briefly mention a few key skills, strengths, experiences and qualifications

Focus on what is important to the listener and most likely to differentiate you

Example ‘Opening' questions include

Please summarise your career

Tell me a little bit about yourself?

Talk me through your experiences

'Can you do it' questions

Are about providing strong evidence of your ability and expertise to your audience

Prepare STAR responses for every skill, strength or experience you are projecting

Research information to identify their key needs and how you can meet them

Include academic and professional qualifications in your responses if relevant

Present evidence that proves you can get the task(s) done better than others

It’s a big exercise, but the most straightforward group of questions to prepare for

Your key message to the interviewer(s) – ‘I did it for them and now I can do it for you’

Example 'Can you do it' questions include

What evidence do you have that you can complete this project on time?

Describe a difficult assignment you have managed and how you made it a success

What has been your proudest achievement and why was it so?

'Will you do it' questions

Focus on motivators and drivers and also what de-motivates you too

Spend time identifying past motivators that have enthused you professionally

For each one, prepare STAR examples that give a clear visual picture

Identify past de-motivators and show how you have turned them around

Show energy and enthusiasm in your body language and vocal tone

Example 'Will you do it?' questions include

What is it about this project that particularly interests you?

Describe a time when you felt highly motivated and explain why it was so

What aspects of this assignment would you find difficult and why?

'Will you fit' questions

Look at personality, character, relationships and how you relate to people

Include preferred management style and your spectrum or range of styles

Use successful past relationships e.g. colleagues, bosses, customers, etc

Demonstrate how the relationship worked and will now work in the new opportunity

Prepare STAR examples that give a clear visual picture of how you will fit

When expressing values show how they fit with the organisation’s culture and values

Example 'Will you fit?' questions include

Describe, with examples, how like to get things done and why that works for you

How would you ensure positive relationships with other colleagues on this project?

Describe an example where you have successfully managed a difficult relationship?

Your questions

Towards the end of the interview, you will be asked if you have any questions

Prepare questions and listen during the interview for more questions to add

Ask questions that will help you to make an informed 'buying’ decision

Your questions are a 'double edged sword'

You need info to make your 'buying decision' if the opportunity is offered to you

What you ask and how you ask it must reinforce your other responses

Don’t ask if it contradicts your 'can you', 'will you' and 'will you fit' responses

If they’ve answered your questions, reinforce your key 'selling' messages

Negative questions

Designed to test self-awareness and seek evidence that you have learnt and changed

Sometimes used to test your reaction to pressure or hostility or aggression

With 'weaknesses' type questions, always respond in the singular as follows

Choose a past example that isn't in a critical or key area of the job on offer

Explain how you overcame it e.g. training, coaching , self-help etc.

Confirm that it is no longer an issue

Then stop speaking!

Negotiation questions, if it is a paid role you are pursuing

The only group of questions where it’s OK to respond to a question with a question

If asked about pay expectations, it’s OK to bounce it back e.g.

'Perhaps you could provide more details about the project content and duration?'

'Do you have a range of rates for this type of assignment and, if so, what is it?'

If they persist, it’s OK to give yourself 'negotiating room to manoeuvre' e.g.

'Depending on more project details, I’m looking for between X and Y'

'The opportunity to complete the assignment the most important issue for me'

If needed, links and information on salaries can be found by CLICKING HERE

Before the interview finishes, you need to ask a few questions so that you understand

What the ongoing selection decision making process is for the assignment/project

What, if any, further selection stages there are and, if known, any timings for them

If there are no further stages in the selection process, you should

Ask for clarification, if you don't already know, of when a decision is likely

Check that they do not have any concerns about any of your responses

Take the opportunity, if appropriate, to reinforce your key messages

Also, you can access a bank of interview questions across all eight of these groups of questions by CLICKING HERE

Before the interview, research the

Original project advert, project description, person specification (if any) and any other documents and double check your response preparation

Skills, strengths, experiences, attributes or values they are looking for and make sure that you have prepared a strong STAR response for each of them

Organisation offering the opportunity – particularly information about their financials, range of products/services, culture and values

Interviewer(s) – it is useful (if possible) to know something about their current role, career background/progression and qualifications via LinkedIn etc.

Logistics – the route to get to the interview, timing of your travel to the interview, ensuring you allow plenty of time for possible delays

After the interview

Thank the interviewer(s) for giving you the opportunity to meet

Make notes a.s.a.p. afterwards of any key info or learning points

If appropriate, send a follow up email to reinforce key messages

Appearance

A clean and pleasant personal appearance is key

Know the dress code and wear appropriately

Better to be slightly 'over' than 'under' dressed

Be congruent, don’t make a 'fashion statement’

Breathing

Arrive early to avoid breathlessness or exertion

Controlling your breathing will help enormously

Breathing releases energy and reduces stress

Take a few slow deep breaths before the start

Exhale slowly to calm your nerves if you need to

Focus on breathing out slowly, not gulping in air

Head

Frequent smiling at the right times is a good positive

Even a nervous looking smile is better than none

Ensure facial expressions are consistent with words

Nod to agree when pertinent, but don’t overdo it

Tilt the head when relevant to indicate interest

Eye contact

Essential that it is regular and comfortable

Being genuine and sincere doing it is key

Little or no eye contact is a huge negative

If you struggle, look at their ear instead

Upper body

Shake hands firmly, with appropriate eye contact

Use your hands sparingly to express yourself

Keep your hands at, or below, elbow level

Find a natural, relaxed position for your hands

Don’t cross your arms – it indicates negativity

Lean forward judiciously and only as applicable

Lower body

Choose a comfortable leg position e.g. a low ankle cross under the chair

Fidgeting legs indicates discomfort or unease, so stick with one position

Sit back in the chair, not on the edge of the seat and don’t slouch either

If you receive a rejection after an interview

Don’t be disheartened, it isn’t personal, it is just a process

Remember, it means you are one step closer to a job offer

Send another application out a.s.a.p. afterwards to replace it

The only bad experiences are the ones we don’t learn from

Ask for feedback, so that it becomes a learning experience

If you don’t learn from the experience you may repeat it

In the event of receiving negative feedback

Accept the feedback at face value and don’t be offended or defensive

Take the information with openness and as an opportunity to learn

Take time to reflect and fully digest the information

See the feedback as a learning and growing experience

Be led by your thinking response, not emotions, during feedback

Ask for specific examples in an open and non-defensive way

You will successfully differentiate yourself from your other candidates by

Being better prepared than the other interviewees

Feeling confident with your preparation and your evidence

Listening to questions and responding rather than answering

Articulating your skills, strengths and achievements effectively

Using the STAR model consistently to present your evidence

Demonstrating good eye contact and positive body language

Focusing on the three key questions in the interviewer’s mind

Can you do it?

Will you do it?

Will you fit?

Prepare yourself the same way using the STAR model and the eight question groups regardless of any 'label' that is attached to the interview e.g.

Reduce repetition by having a different STAR example for each skill, strength or ability

But don’t worry if you end up using the same example or evidence more than once

Don’t feel intimidated by panel interviews

Focus on the person asking each question

Include the other panelists with eye contact

Prepare for remote interviews (e.g. Skype, Zoom, MS Teams, etc.) with practise runs with somebody to get comfortable with the format and the technology

To help with your interview preparation, a list of potential interview questions can be accessed by CLICKING HERE

Many of the interview technique principles we have already covered also apply when presenting, the key additional points to emphasise being

Prepare and deliver from the audience’s perspective – through their eyes – not yours

Make sure you understand what they need and how you can satisfy their needs

Research the audience, their issues and the opportunity you are pursuing

Produce professional hard or soft copy materials or slides as appropriate

Stick to any timing stipulated, don’t go over, it can be a major negative

Slow down your delivery, allow spaces and vary your pace as appropriate

Use eye contact, positive body language and strong voice projection

Keep watching for 'buying signals' and respond to them positively

Similarly, look out for any 'negative signals' and address them proactively

Have a clear plan about what you want to get out of the meeting

Slow down, allow spaces and vary your pace as appropriate

Bring your slides to life – don’t read them word for word

They will be relaxed and enjoy your presentation if you do too

When preparing the content of a presentation remember

Maximum one slide per two minutes – better still, fewer slides

Use as few words as you can to paint a clear visual picture

Use large easily readable fonts and simple key messages

Only use easy to understand and relevant diagrams and visuals

Be enjoyable and informative – entertain and impress

Mention features but focus on the benefits to the audience

Have a fifteen word core message – in case you get stuck

Invite them to ask question as you present or at specified stages

At the end of the presentation check

If there is anything that needs further explanation

If they have any concerns or issues and, if so, address them

That you know what any next decision making stage(s) are

Most of the interview and presentation best practice principles we have already looked at also apply when attending formal or informal meetings

In preparation for the meeting, it is imperative that you are clear about the key outcomes you want from the meeting

Prior to the meeting you need to gather as much information as you can about your target audience, what the purpose of the meeting is and what key outcomes you want to achieve

Spend as much time, particularly at the start of the meeting, asking lots of open questions and gaining a real understanding about what the other attendees want and are looking for

Use your very best listening, eye contact, body language and observation skills to make a connection with the audience

Proactively build rapport and empathy, doing so will differentiate you from other, probably more transactional, presenters

Be clear and overt about your values and how they mean that the audience can feel comfortable with you and trust you

Ultimately, it about building a picture and telling a story that builds rapport with your audience and enables you to achieve whatever the outcomes are your are seeking

Sometimes psychometric tests are used for part time vacancies, although they are less commonly used in relation to unpaid opportunities, but just in case they do crop up, lets have a look at some of the key aspects

Tests can be a single activity or, alternatively, a series of activities – sometimes called an assessment centre. Either way, the most common test instruments used include

Personality tests – assess typical behaviours, preferences, thinking and judgement

Ability tests – measure general or specific skills, strengths, capabilities and acumen

Aptitude tests – examine potential capacity to learn or apply key capabilities

Specialist tests – explore particular areas e.g. motivation, leadership, strategy etc

Case studies or in-tray tests – look at analytical, organising, prioritising types skills

Group or team exercises – probe interpersonal, relationship and social abilities

Top tips for managing whatever tests you might encounter include

Don’t panic – be calm, be methodical, be in control and don’t be afraid

Be clear – if possible, in advance, find out the test purpose and format

Be prepared – if they are using standard tests practice via online/books resources

Don’t rush in – on the day, allow time to acclimatise before 'diving in'

Follow the instructions – make sure you know the 'rules of the game'

Keep track of time – ensure you progress at a rate to complete the test

Pressure tests – be aware that some tests can’t be completed by design

Some tests – don’t have right/wrong answers, go with your 'gut reaction'

More information on psychometric tests and the opportunity to complete some sample tests can be found by CLICKING HERE

This module has enabled you to

Understand the key best practice principles surrounding formal and informal situations in one to one and groups situations for paid or unpaid roles where you might be

Being interviewed

Attending meetings

Delivering presentations

Prepare yourself, your evidence and content effectively, rigorously and thoroughly

Perform confidently in meetings to optimise the chances of achieving desired outcomes

Professionally handle any psychometric testing that you may be asked to participate in

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Successful Meetings

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All questions fall into one of eight groups of questions

Let's have a look at each group of questions and how to prepare for them Also, you can access a bank of interview questions across all eight of these groups of questions by CLICKING HERE

Before the interview finishes, you need to ask a few questions so that you understand

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What the ongoing selection decision making process is for the assignment/project

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What, if any, further selection stages there are and, if known, any timings for them

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If there are no further stages in the selection process, you should

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Ask for clarification, if you don't already know, of when a decision is likely

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Check that they do not have any concerns about any of your responses

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Take the opportunity, if appropriate, to reinforce your key messages

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