Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, October 16, 1994 TAG: 9410180005
SECTION: BUSINESS PAGE: F3 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Joyce Williams-Green suggests you consider, first, the make-up of the panel. Who is on the panel, what departments and positions are represented, what's the relationship between the job you seek and the departments?
Questions about panel composition should reveal the agenda and goals of the panel; every panel has a different agenda. Doing homework on panel composition will pay off in the interview.
Williams-Green, director of black studies at Virginia Tech, has frequently served on interview panels and recommends "preparing sample questions in two categories: those panel members are likely to ask, and those you should ask panel members."
She finds common questions asked by panelists include: "Why are you interested in this position; what are your strengths; what are your weaknesses?"
Williams-Green also sees panels asking two questions requiring advance thought: "What is your philosophy on the position or company's business; what two books have you read that have made a difference in your life?"
While Williams-Green finds that chairmen of panels try to place candidates at ease, successful applicants are those who create a more open discussion by asking panel members about themselves. Ask how their departments function and "how they would like to see this position interface with their department. This allows panel members to talk and takes tension off the interview."
Finally, Williams-Green offers a reminder, "Know you won't be able to answer all questions." Preparing for as many questions as possible will allow you to interview at your best. For questions you can't answer, respond honestly and offer to research the matter and respond later.
Q: Two of my employees are in constant conflict with one another. Their behavior disrupts the office.
A: A company relies on people working together to achieve its mission. As a result, write Tony Alessandra and Phil Hunsaker in "Communicating at Work," companies are a "built-in breeding ground for conflict as people disagree on what the common purpose is, how to achieve it, as well as how to achieve their individual goals within the organization."
The authors see the sources of conflict as responsibility levels, limited resources, conflict of interest, communication, increased interaction, and competition for rewards - whether promotions or your attention.
Talk with your employees, expressing appreciation for loyalty strong enough to take positions. Explain that conflict leads to productive growth if handled appropriately. To do so, they will be expected to abide by ground rules for conflict. The rules are simple.
Each employee will state feelings openly using "I" statements to identify the problem. For example, "I believe we need ...'' Each will listen to and appreciate the other's point of view. This means asking questions such as, "Tell me more about why you feel ...'' Each will make sincere efforts to show support for the other's viewpoint. Both will remain positive, looking for common ground and resolutions. Neither may discuss the conflict-in-process with other co-workers. Finally, they are to treat one another's ideas as equal.
Request to be present next time they address a conflict and coach them through the process. It's unreasonable to expect employees to change their feelings, but it is reasonable to expect behavior changes.
Q: I find overhead charts helpful, but my audience seems bored by them.
A: Good transparencies are effective visual aids, focusing audience attention and freeing speakers from lecterns and notes. Transparency frames with additional notes and prompts are even more liberating for the speaker.
Audiences are bored when they can't read a screen or when more statistics than are useful are provided. Remember that no one can pay attention for long periods of time, and few will remember more than a handful of points an hour after a presentation. Overheads should be used to reinforce key points you want remembered.
The best transparencies have only a few key words on them, have print large enough to be read at a distance, and have a sharp, legible image. Evaluate charts you're using and make sure they aren't crowded with too much information. Use handouts to supplement screen presentations dealing with numbers.
Once you've revamped your transparencies, ask a friend to sit in the back row and provide feedback on both transparencies and presentation. A candid evaluation is enormously helpful in improving presentation power.
by CNB