I should set up a caption competition for this one.
Video is an increasingly used and highly effective medium for learning. I’ve been developing a range of “how NOT to” videos with an old mate (and genius trainer) Spencer Holmes.
You can find out more about what we’ve been up to and get links to the videos here.
Here’s one showing how not to run a pyschometric test debriefing session. It makes the hairs on the back of my neck stand up just to watch it!
Here are a couple more in the same vein: one on Appraisals and one on Coaching. In both cases the idea is to weave these into a training programme (in the training room or remotely) and see how many “gaffes” the learners can spot. These can then be discussed and people know what to avoid. They are fun, and meant either as an energiser or an icebreaker.
There are two exercises in Questioning, just a bit of fun really, stuff you can try yourself at home or in a training room. The first is on Open Questions, the other on Closed Questions.
You may get a better sense of my style and energy from watching them, much better than you can from reading about me!
Really enjoyed this when I thought that I wouldn’t !
It really illustrates that psychometric testing should never be in the hands of lay people i.e. non psychologists. The implications of the scenes shot here from both a legal and ethical legal point of view are immense.
The issue I have is that the video seems to be designed to give line managers training in giving feedback for psychometric tests. Allowing this to happen is very bad practice. Feedback should always be gives by experts trained specifically in the instrument which they are using.
You make a very valid point Ian. As you rightly say, we should make it clearer that this video is designed for licensed practitioners, not for line managers. I will amend the information on YouTube to make that clearer. Thanks for pointing it out.
Hi Michael
Some ideas for performance coaching might include:
1. giving specific feedback about a particular behaviour that is affecting the team, and exploring options (coaching) for improvement
2. giving overall good feedback about the year’s work, and exploring stretch goals for the next performance cycle
3. setting performance expectations together, noting that the manager can and should be clear about standards
4. giving feedback in the moment, rather than waiting for a formal review – quick but meaningful
Do any of these sound good?
Hi Karen. Good thought! I will discuss with Mike. There are some “how to” videos on my YouTube channel (mikebrown007): just posted one on two approaches to Negotiation. Let me know some specific topics and we’ll see what we can do!
Thanks Michael for making these videos available – I will definitely weave them into the face to face training we deliver here on performance coaching. I was wondering whether you and Mike would consider doing a series of videos of what to do – ie some good examples of coaching, giving feedback etc, as it would be very encouraging for people to see how it can and should be done.