I heard this term for the first time on the ASIST 2 day workshop in Brighton. A fellow delegate was a psychotherapist and used it to explain a technique used professionally.
When speaking with a client, she uses her ‘Internal Supervisor’ to highlight the occasions to dig deeper. If she found herself getting bored, was her client getting monotone and repetitive. Often people do this when they are trying to avoid the real issue. As she explained this, I realised we all have an ‘Internal Supervisor’ or ‘gut instinct’.
I must admit, I had never questioned my moods when listening to someone else but I will from now on. It’s a logical tool to use in supporting people to ensure we dig deep enough to get the entire story out.
Are you intone with your ‘Internal Supervisor’?
Over the three plus years I have been delivering Growing Talent, I’ve found it difficult to get new employers involved. They love the uniqueness and success rate – and the fact it’s free! – but rarely put their jobs forward.
Instead of sending our short factual information, I’ve been advised to try something more ‘sales’ themed.
So I’m going to try the following but would be grateful to hear any thoughts…….
“Want to be part of the solution to London’s unemployment?
Want to develop raw talent into a priceless gem?
Growing Talent is an inclusive, free facility for bringing the unemployed and employers with permanent roles together on a maximum 12 week programme to secure new talent confidently. This is not an apprenticeship scheme but a genuine initiative that has proven to be a success for many employers and job seekers.
Our website has films and case studies from employers and their new employees – www.growing-talent.co.uk.
In short, employers select potential new hires from a pre-screened talent pool and trains them in their vacant role. At the point of hire, both are confident on the match delivering sustained recruitment. Open to anyone over 18 from all social and academic backgrounds, Growing Talent delivers diversity automatically.”
It’s a difficult balance when meeting a potential new client between giving them too much insight to your expertise and not enough.
I have worked in employment for decades – well, 2 at least! and the mental health arena for 6+ years. So I think I’m a good judge of character – but am I?
Over the almost three years I have had my consultancy I’ve openly and readily shared by ideas and knowledge. This approach has gained good relationships with new clients.
A few months back, I was approached to meet with a software organisation who wanted to increase their training and support for their time challenged staff. We discussed various options and I left them with three pages of workshops I run, tasks and challenges as well as links to bespoke videos and websites.
My intention was to showcase my knowledge and the diverse tools I use. Unfortunately, with hindsight, I had actually left them with the tools to run something themselves!
After hearing nothing for a couple of months, I got in touch to discover they had put something together and would get in touch if necessary!
Of course, they haven’t got in touch.
What is the answer? I’m not sure there is an answer that covers all clients. Consultants need to show what they can do and will always risk their knowledge being used against them. Happily there is more integrity in business than this one particular organisation.
One happy thought I have is my knowledge is still helping their staff – even if I didn’t get paid for it!