Appraisal
Training Exercises and Resources

This is a powerful exercise that can help managers to understand what their team thinks of the organisation’s structure. Such structures are used by companies in order to communicate their vision with staff on how the company is managed so the whole company can work together as a well-functioning team.

Any such structures may be subject to change. This could be because of market change, new products, new competitors, new vision, new management and so on. It is important to educate the team about the new organisational structure and this is when this exercise comes in handy.

The aim of this exercise is to find out what the team thinks of the company or organisation as a whole. It is simple to execute and if carried out well, it can be quite powerful. It is the kind of exercise that delegates remember for quite some time to come.

This exercise is ideal for change management, team building and understanding how various parts of an organisation communicate and interact with each other. You can customise the exercise to explore how the organisation already works or how it should work.

This exercise is ideal for delegates who work together or are part of the same organisation. Ideally someone from the management team should also be present during this exercise to listen in and take notes on what delegates share.

Certain behaviours in a team can affect the trust between the team members and if not addressed properly will have dire consequences. It is essential for a team to self-reflect and to evaluate its own performance systematically and without friction. Examples of trust reducing behaviours are:

• Withholding or hiding information for competitive advantage
• Rushing ahead and jumping to conclusions without listening to others
• Not taking responsibility for actions
• Finger pointing and blaming
• Being more self-centred than team-centred
• Bringing down an idea proposed by another team member just because it’s not yours
• Stealing a clever idea presented by a team member and pretending that you came up with it on your own, sometimes even in front of the other team member
• Not accepting that you didn’t know something and pretending that you know it all
• Sabotaging somebody else’s performance so that they don’t look good, by not being present, withholding support and by being negative
• Constantly moaning about things not being good or right, but not doing anything about it

The following exercise helps the team to see what it thinks of itself in a safe environment. The beauty of this exercise is that team members can voice their concerns anonymously.

This exercise is ideal for a group of people who know and have worked with each other.

This exercise is designed to make the coachee think about potential liming views and beliefs. Through a systematic step by step process, you first help the coachee see what these beliefs are and then gradually lead them to see how they can be limiting. Often, such limiting beliefs are the root cause of many unwanted behaviours. They manifest themselves in thoughts and in actions. This exercise helps to go back to the root cause of issues and aim to address them.

It is best to run this exercise on an individual basis such as in a coaching or mentoring session. Before embarking on this exercise, create a safe and trusting environment where the coachee feels comfortable sharing their weaknesses with you.

We are what we repeatedly do. We are also what we repeatedly think. If you think about something 200 times a day, you come to believe it to be true. If you think you are poor, unhealthy, socially unskilled or out of shape and repeatedly tell yourself this, then you come to strongly believe in them, irrespective of whether they are true or not.

The power of positivity is well known, so much so that it has become a large field as Positive Psychology. Nevertheless, most people don’t think enough of what they are good at or have and instead are focused much more on lack of stuff, problems, negativity, shortfalls and inadequacies.

This negativity seems to have been exaggerated by the culture of comparison which has been fuelled by social media. Awareness of an idealistic and exaggerated lifestyle of others consumed through social media can make us feel average at best or a lost cause.

We need to fight back. For this, we can use a powerful technique known as positive affirmations. The aim is to turn something negative into positive and consciously reinforce it in your mind until it becomes a thought habit. Gradually you get to eliminate the negative language altogether.

This exercise is ideal for courses covering emotional intelligence and motivation.

One of the primary reasons behind lack of motivation is regretting the past. When you are down, it is easy to question your past decisions and how they have let you down. Sounds kind of logical to look back and examine the past, right? May be somehow there is a clue there that would help. It is a tempting approach, except that this backward looking action can be quite damaging to current life.

This article offers insights on how to eliminate strong feelings created by regret, while exploring some significant findings over the past three decades. This is followed by a very effective exercise that consists of five primary actions helping to systematically manage the strong emotion of regret.

Examining regret is rather personal and this exercise is designed to be carried out in private. Hence, as a trainer, you don’t need to run this exercise in a group or during a course. To run as an exercise, do the following:

• First, brief the delegates about regret and how it can be handled. Let them know about the research presented here and lead them to question assumptions.
• Walk through the systematic 5-Action exercise and help delegates see what they need to do during each step. They can then complete the exercise in private to achieve best results.

This 5-Action exercise on regret is ideal for courses on emotional intelligence, motivating people, stress management, performance management and appraisal.

This is a powerful exercise that helps delegates see if they have been efficient as far as their own goals and ambitions are concerned. Sometimes, people need a reminder that they could be getting carried away chasing unimportant tasks and errands at the expense of those that matter more. This exercise elegantly highlights this and can lead to some deep reflection on where people are in life and why they do what they do.

Is there such a thing as a good career or a bad career? Is there such a thing as a good hobby or a bad hobby? Such choices are often very personal so can we really say what is good for people and what is bad? Probably not, but we all know that these days a lot of people desire “success”. It seems that with success comes a lot of happiness affecting all areas of life. It is not the only way to gain happiness but it certainly can lead to it. Success is not always about careers or jobs; it can be about anything in a person’s life; it could be success in raising good children, success in gardening, success in being a likable person, success in being the first to achieve a feat, success in being good at a given skill, success in being useful to society or simply success in being happy and getting the most from life.

With the concept of success and happiness comes options and choices. We all need to make decisions about what careers to get into, what hobbies to engage in and what to spend our finite time on. The decision means that, yes there is such a thing as a good or bad choice that can in the long run influence your happiness.

Some people seem to excel at this. They make all the right choices and it seems that the world goes out of its way to accommodate their desires. How come they succeed so well? Perhaps on further examination we can discover the underlying principles that help one make good choices.

As an example, let’s consider an episode in the life of Arnold Schwarzenegger’s. No one can dispute that he had an extraordinary life so far and with his universality and fame, it is certainly worth examining his life to see how his decisions and interests has shaped his life.

A woman massages dummy ears with embedded super sensitive binaural microphones. Another presenter uses her nails on a wooden box to create a tapping sound. Someone squeezes shaving foam between her fingers and captures the sound effects. Another has discovered a jelly like toy in some toy store and is experimenting with it to see what sounds in generates.

This is ASMR and it stands for Autonomous Sensory Meridian Response. Search for “ASMR” online and especially on YouTube and you will be given thousands of videos offering you one form or another of stress-free relaxation. Video creators are hard at work churning one video after another and the world doesn’t seem to get enough of them. Many viewers tend to watch a favourite video over and over again or ask for specific variations and expect the creators to respond. What is going on?

The answer is simple; because watching these videos or listening to them makes people “happy”, “relaxed”, “euphoric” and “destressed.” The term ASMR was coined as early as 2010 but it has become ubiquitous thanks to the internet and how sub-cultures and societies form around common needs.

The mainstream media is now picking up on the phenomenon. It is not always sound either. There are videos where presenters move their fingers in front of the camera, effectively in front of your face and this leads to a hypnotic and mesmerising effect. Why people watch such videos?

This activity can be used for coaching skills or making conversations. The basic principle behind the activity is simple and the aim is to provide an easy structure to follow. Use this activity where you need to get delegates to talk to each other about a given topic or a topic of their choice. It is also useful for mentoring or life coaching. You can also use it to get the delegate practice questioning and listening skills.

This exercise is ideal to explore role models and the importance and significant of having one. Instead of trying to explain directly how useful role models are, the exercise takes an indirect approach by simply getting delegates feel excited about their role models or feel the excitement of others when they talk about theirs. Such discussions can inspire the participants to look more closely at role models and if they have not thought of one so far, choose one during the exercise.