In interviews, you are sometimes asked to give an example of how you have demonstrated that you are good at a specific competency. Other times you may be asked to explain how your skills have been useful to teams or organizations in the past. The principle is that the experience you have in specific competencies would have been demonstrated by situations you faced in the past.
It is these examples that the interviewer would be looking for when they ask you to provide your answer in the STARR methodology. Using this approach is your best way to give an example that clearly outlines for the interviewer how you faced a situation, recognized what you needed to do, took action, and achieved good results or outcomes.
The acronym represents 5 specific topics you need to cover in your answer and if you imagine that 5-star picture in your mind, you may be able to more easily formulate your answers and examples during an interview. It is always a good idea to prepare some examples you can think of before the interview, but you may sometimes need to come up with an answer you did not prepare. Hopefully, this picture and explanation help you succeed with that!
The STARR method works on these headings (in sequence) [it is an acronym for these words]
Situation (when, where, what setting)
Task (what you needed to do, which responsibility you took on)
Action (what you did, which way you used a personal strength or competency)
Result (what was the outcome of your action?)
Reflection (looking back at how it went, what did you learn from it – what went well and what would you do differently if you faced the same situation again?)
Starting at the top of the star with the letter S, which represents the Situation you were in. This relates to the time when you were able to demonstrate through your actions that you have good proficiency in a specific competency. Once you have completed describing the Situation, you move clockwise to the next letter T. Once you have covered the questions under the letter T, you move clockwise to the next letter, A for action. And so you continue until you finish by including answers to the questions shown under Reflection.
Each of the topics under the STARR letters in the graphic above shows some bulleted questions which will help you ensure you cover the key aspects of that particular term when it comes to your example. from the past.
Here is an example showing how using the questions under each of the topics in the STARR model can be useful in preparing your answers for interviews.
When you are giving examples, you have to be specific instead of staying with general examples, which is often not convincing to those listening to your answers. . Make a story out of your example and base it on some real event that happened in your past to highlight how you were able to demonstrate a specific skill. Using the STARR methodology makes your story more credible and easier for those listening to you to get a full understanding of the capabilities that you have successfully demonstrated in the past.
Business meetings or group events can be exhausting especially if they span several days and contain mostly sessions where presentations are made and do not have any or many interactive sessions. It can be challenging to keep meeting participants engaged and energized during such meetings and it is not uncommon to spot people struggling to keep their eyes open during long afternoon sessions. The first session after lunch can be especially tough and don’t forget the impact of jet-lag on participants from other time-zones.
The list which you can download above shows some activities that can be done with meeting participants to help them feel re-energized during a meeting. These short exercises are best done between agenda items and can take anything from 2 to 7 minutes to complete so they are not a major disruption to your planned agenda.
You would typically need an open space where participants can gather for these exercises. This space could be in the front between the projection screen and the first tables/chairs or it could be in the back of the room behind the last tables and chairs. It is a good idea to mention that you need this space when you arrange the set-up of the room.
As the leader of the meeting or the facilitator you should always have a few of these quick energizer exercises on a sheet of paper or in the back of your mind to use on the spot. When you notice that the energy and responsiveness of the group is dropping you should be able to quickly conduct an energizing exercise to revive the energy and the alertness of the group attending your event or business meeting.
Considering risks is a high priority for any project execution planning activity. It is important to also frequently re-assess during the project life-time. The project team should check the status of the risk plan against reality at various moments in time to ensure all risks are captured and accurately reflected along with mitigation or risk avoidance plans as required.
A risk plan is simply a plan that helps you identify where obstacles to successful outcomes could appear and what you could do about it. In some cases a potential risk can be avoided by taking some preventative actions in time. Some risks or obstacles could be things that can happen at any moment and some would only occur under specific circumstances. The project team should consider the key elements of the project plan – where would the project plan have the highest risk of failing if key milestones or achievements are not met? That is the starting point of the template that I am sharing with you.
The risk mitigation template shows you how to identify risks, identify the risk level of a possible obstacle to project success, determine what can be done to avoid or mitigate an issue/obstacle to success and of course select who exactly should take the actions in the event that the risk is realized or upfront as a preventative measure.
Just download the attachment and complete the sections in yellow for each of the key elements of your project plan. Then answer the questions as outlined at the top of each column for each of the key parts of your plan.
When you review the plan look at the elements that were rated as “high risk” that it could occur and also a “high impact” if that risk did materialize. Focus your attention more on those items, but it is also true that sometimes a “low risk” obstacle could have a high impact on the project so be sure to review every element of the risk plan when you do your regular risk plan checks.
Every plan has risks and great returns on investments are often associated with a higher level of risks. The objective is not to avoid risks completely since the ability to manage risks well and willingness to accept and manage risks can be a competitive advantage in the marketplace. This template can help you increase your awareness of risks and learn how to manage them throughout your project. Becoming better at risk management will make you a valuable project member and business partner.
This icebreaker works well with new teams or when you have had quite a few new members who recently joined a team. The time, materials and space requirements are very economical so this is easy to combine with team meetings. Running this exercise can help you lead a new team into the right discussions to break down barriers to trust among (new) team members.
This ice breaker is a simple exercise which requires very limited instructions to get started and completed.
The most valuable part of this exercise is most likely the debriefing questions you (as the facilitator) choose to use: (some options)
Did anyone see something on an advertising board that was surprising about team members?
What are the strengths you think this team has?
Where do you think this team could get into trouble (given these team members and what you now know about them?)
This exercise is fun to do and the creativity of your teams may surprise you!
I would recommend that you use this exercise as part of a series of exercises to help new teams succeed in the long run. The Team Effectiveness Snapshot can be a great follow-up tool to introduce to the new team to help them on their journey of trust building and achieving a high level of performance.
Brand-new teams typically work well since most of the team members are “playing nice” at first, but as the team moves through the various stages of team formation things can change. A lot of teams never make it out of the Storming phase so early introduction of team orientation, induction and assessment tools to help teams understand naturally occurring team dysfunctions can help them deal with these situations successfully. The advertising board icebreaker is a great way for teams in forming mode to break through the “niceness” and go a little deeper into the “who are you really” and “what do you bring to this team” discussion.
Teams or groups mostly get upset with each other due to ill-defined or badly executed processes or unclear interface issues between them. There are of course other reasons too, but whatever the cause inter-team upsets can cause an overall failure to achieve planned outcomes and a project/location not achieving targets.
This process that can be used to help two (or more) teams/groups work through their issues with each other and how they are impacting each other.
The process and activity is described in the document which you can download above. Estimated timing for each step of the process is also included. The timing is based on only two groups/teams working through the process. If you add teams/groups, do add additional presentation and discussion time to the combined portions of the process.
Each group or team have an assignment to work on independently and when the groups all gather together the results are presented and discussed in the larger group. The objective is to improve everyone’s understanding of exactly where things go wrong, what works and what does not work and how we will move forward with a new agreement of how we will work together.
The process requires at least one facilitator provided the combined groups comprise of no more than 18 people. If you combine more than two groups I would also consider having an additional facilitator to assist in the breakout sessions. The opening and closing sessions should be attended by one senior manager or executive that interfaces with all of the attending groups – to make opening comments to set the scene and establish the importance of the meeting and also to close off the event with encouraging and appreciative comments.
The process is flexible and it would be up to you, as the facilitator, to make judgment calls along the way. Looking at how you are doing on timing and how well the process is going you may choose to avoid the second breakout session and instead have that discussion in the combined-group setting.
This process may not work well if the inter-group/team dysfunctions have been going on for quite some time and the frustration levels are high. In such cases I would recommend that you prepare for the session by first doing a pre-session interview with all or most of the intended participants. That way you can prepare for an intervention having a clear understanding of the issues at hand and the mindsets of those that will be attending. This may cause you to choose for a more comprehensive intervention.
If more than one facilitator is involved, do make sure every facilitator is completely aware of how the process will work. This is especially important when you choose to make some changes along the way – i.e. skipping the 2nd breakout session in favor of a large group discussion on the same topic. It can be quite frustrating for groups/teams when they receive mismatched instructions from different facilitators for the activity they are to complete.
Some coaches like to use a tool to help someone they coach look at his or her own life and how things are going from a big picture perspective as opposed to just focusing on one specific aspect of someone’s life like their career success. The goal is to see how much balance there is across various areas in someone’s life. The template helps identify life values and then it helps as a check-up to do maybe once a year to see how things are going in terms of maintaining a balanced life.
People dealing with signs of burn-out may also benefit from using this kind of tool with their coach to see where their lives may not be balanced or may not be a good reflection of their values. Meaning that the choices they make in how they spend their time (for example) do not line up with the things that they care about the most.
Imagine your life looked like a pizza
The starting point is to imagine your life has segments or aspects that matter to you. Imagine there is a segment called Financial health which is important to you because you like to have nice new clothes and a nice car. So you would have to make sure you pay attention to being able to earn money so that you are able to buy those things that matter to you. Another segment may be friends – and it would be important to spend time with your friends or you may find they are less engaged with you. This is how one starts to identify what each of those “pizza slices” of your life may be.
Once you have answered the questions and determined the total score for each segment in your life you can color it in to see a result like this example above. In this case the “friends” segment has a very high score in the result but another aspect like career has a very low score.
This template can be the basis for evaluating your “life set-up” and then you can work with your coach to discuss how balanced this is for you given your priorities in life. If you want to increase the outcomes in a specific area, simply start setting some goals in that area and then plan to follow through with actions to help achieve it.
Interpreting the results from this kind of tool is best done with someone who has experience in this area – like a coach. It is also easier to set goals and create a plan to meet them when you have someone to help you think it through. Holding yourself accountable to make sure you actually work on the actions you have planned can also be supported best by a trusted buddy or coach who can remind you what you had committed to take action on and highlight to you when you seem to be off-track.
Inbox exercises are often used when there is an evaluation of leadership/management style and skills or training in time management, judgment or decision-making. I believe the value of this resource lies in revealing the thought processes of an exercise participant. It reveals HOW the person going through the exercise reasons and reacts to typical tasks that they could face as a manager or supervisor.
While you can keep track of how many pages the person completed within the time provided or how many of the actions the person chose aligned with what is considered “correct” in your company (and desired company culture) the highest value (for me) is the coaching conversations that can be had around the reasons that the actions were chosen. These conversations can really help leaders understand their impact on others and improve their self-awareness as a result.
The exercise setup
The attached inbox exercise requires you to print out items and provide them to intended participants in the exercise. The first page describes the situation which you should share with the participant(s) as part of the exercise. The next two pages are then for your eyes only and they will help you to understand the set-up and what you, as the facilitator, should do with that particular exercise page. The section that follows behind the “Worksheet” page is provided to participants once the Q and A portion of the instructions discussion is over.
Once the participant understands the scenario the worksheets are handed out to him/her to complete. This is the inbox exercise and it is usually a timed exercise. Exercises include aspects like this:
If you choose to include priory setting as one of the test elements, consider using something like the Eisenhower/Covey matrix:
You can read more about it here : Priority matrix write-up If you decide to include priority-setting as an element, this approach will give you a better foundation for debriefing discussions.
You can use this exercise with a class of participants and then I would suggest you have each participant check the work of his/her neighbor once the exercise has been timed-out. Read out the action considered best for each of the incidents and assign a score for correct answers. Of course you can use your own judgment when some participants have similar answers/responses, but just worded it differently.
I prefer to use this with a small group of people who are in a coaching program. The results of their work can then be debriefed more fully with their coaches who can explore their responses deeper by asking questions around : how did they interpret the note/incident? Why did they choose that action? Did they consider other options? If so, which ones? How/why did they decide to select that particular action? How did the limited time impact their thinking and responses?
Leaders learn through reflection and an experience such as this inbox exercise is full of opportunities to reflect on own actions, choices and mindsets. The hardest part about improving one’s mindset or way of doing things, is gaining awareness of one’s own style or impact on others. The specific examples that come out of this inbox exercise is a very tangible basis for reflection with a coach and then choosing better ways in the future.
Starting a meeting or dealing with the after-lunch session involving a group of people often requires that you use some sort of ice breaking exercise or activity to help participants get to know each other better, have some fun and in many cases move around the room a bit. Most facilitators have their own set of ice breaking activities and exercises in their mind in case they need it. If you are new at it, you may need some inspiration and this post may be for you!
There is a list of questions you can download below. Use them and then you have a few ways to use them for ice breaking activities:
Use it to start the meeting and incorporate the introductions and capture expectations at the same time. Ask each participant to share his/her name, location, role, expectations for the session/day and then answer one of the questions on the list. (There is a reason to ask them to share their answer to one of the questions AFTER they stated their expectations – so you have time to write down their expectations on a flip-chart before the next participant starts sharing)
Use it at the start of the meeting. Ask participants to get up and move around the room while introducing themselves to others they encounter along the way. Sharing their answer to the question you gave the group and asking the other person to share his/her answer to the same question. Let them mingle in this way for about 5 to 10 minutes (depending on the size of your group). Ask them to return to their seats and ask a volunteer (or a few) to share the most surprising response they heard.
If the groupissmall (12 people or less). Ask each person to provide an answer to the question you selected on a post-in note. Collect all of them. Read out the answer and have participants try to guess who responded in this way. (Rules for this exercise includes that the writer of the answer cannot participate in guessing who wrote it).
If you have more time, you can do this: Give the group a question and ask them to first consider how they would answer it and write their own answers down on a post-it note. Then you ask them to walk around in the room and when they encounter another meeting participant, to guess what the other would have answered then have the other reveal how they really did answer the question. The other then guesses the first person’s response and again the first person would reveal how he or she really did answer that question. Encourage them to briefly discuss why they guessed the answer in the way that they did. It can get to deeper discussions about assumptions we make about people – whether we already know them or not. You can time the interactions and give them a signal when to move on to a new conversation participant to engage with around guessing each other’s answers. When everyone has completed the conversations you can debrief the group with questions like: How often were you right in what you guessed the other person would say? Did you learn anything surprising from those you talked to ? (aspects of his/her personality that you had no idea about?) How accurate do you think guessing is when it comes to how other people think?
Ice breakers can be really effective in breaking down barriers to making contact with people you have never met before at a meeting or training event. Yes, extroverts mostly don’t have any difficulties approaching and talking to strangers, but introverts often do. These kinds of exercises help everyone to get to know each other without feeling too inhibited during the initial contact moments.
It can be frustrating to try and figure out where things went wrong when the outcomes you had hoped for, did not work out. Sometimes it could be an object or piece of equipment that is not working well. It could also be a process that is at fault or perhaps it is human action or inaction that is causing the lack of performance.
This template helps one to work what you know and finding the facts in order to fix the issues that are stopping you from obtaining the right outcomes. This offers a better chance of discovering the root cause that is stopping you from achieving the planned good results.
After defining at the top what the problem is which you would like to solve, the worksheet takes you through a systematic process covering: The What, Where, When and How Big aspects are. Across the top moving from left to right on the columns, the worksheet has space to write down what you can see (what is observed) and it moves to any facts you are aware of which could relate to the observations, then writing down what the differences are between what you have observed and the facts until you finally arrive at the last column where you are able to narrow things down to the most likely causes that things are not working out with the problem you are trying to address.
It may seem tedious at first to complete the information indicated, but when the reasons or causes are less obvious this is a great way to summarize what you know about the situation in one place. We often know more than we realize and we simply need a way to put things together logically to spot the reasons behind a malfunctioning element in a failing piece of equipment or a process.
This tool can be used by an individual or in a group context. Sometimes it helps to have more than one person look at the same information and brainstorm through the elements shown in this template to get to the root cause(s). I also recommend that you retain a copy of this completed template to serve as a “lessons learned” to others. I believe each one of us and every company/team should continuously strive to learn to remain competitive and innovative (creative). Others may be able to solve future issues by reviewing your completed sheet for the issue you solved.
After a survey, a brainstorming session or a discussion it is often true that you end up with a long list of actions that should be put into an action plan. With many actions, maybe only a small number of people available to execute on those actions and possibly a small budget available for some of the actions, this could seem overwhelming. The important question is: How can you prioritize the actions so you can make the most of the available resources (people to work on them) and funding (available budget)? And on top of that make sure that the most important actions are completed first?
Rate all the projects or activities on two questions:
what is the level of impact on your company, project, company if you completed that project/activity? (high means it would me a very big difference (positively))
how hard is it to implement this? (referring to available resources, skills and knowledge needed, tools needed, funding needed) (very difficult means you have very limited resources and budget and this project or activity would need more than you have available right now)
Use the scores obtained to plot your planned projects or activities onto this graphic: (the graphic shows an example based on the table and ratings above)
Use the guide below to understand which of your projects or activities should be a high priority, low priority or medium priority with possible additional research needed.
One the one hand the question is: can you overcome what is difficult about that particular activity or project? Can you (for example) convince someone make more funding available if you present a very solid business case to highlight the value to the company or the project?
Or can you get more people to help? The other question to look into is whether the impact is really as low as you imagine? Speak to others to hear their views of how such a project or activity could possibly benefit more areas than you think. Perhaps the project is much more valuable than you think and it moves into the “green” quadrant meaning it should be a high priority for you to work on and complete.
If your dots appear in one of the yellow sections, you have some questions to ponder. If you can solve the question in each case you may be able to move that particular action into a different “zone” by changing the score. This means you are able to for example make it easier to implement by solving an issue which made it particularly difficult to implement. Or it could mean you realize the business impact is bigger than you previously realized because the company could gain a competitive edge if you implemented that particular action. Your final action plan for immediate focus areas should contain those actions which finally end up in the green zone on the legend.
Be sure to communicate the reasoning behind your high priority actions to the key stakeholders in the outcomes of the action plan. They may have additional insights to share which could further cause you to change the scoring of actions.
You can use the Action Plan posted here to capture the actions that you will implement, monitor status of and report on regularly.