Interviews are wonderful opportunities to have conversations with new people and expand your team. By asking candidates questions and having them share stories about their past, we feel more confident about relying on them in future scenarios. Now over the past decade, traditional interviews have changed and evolved. We are able to screen for candidates more effectively, connect with people virtually, and are constantly finding new ways of identifying ideal candidates for job opportunities.

Unfortunately, while the way we interview might have evolved, the types of questions we ask haven’t really changed. We’ve relied on asking “traditional” interview questions that aren’t always phrased in useful ways. People often don’t know how to answer these questions because they aren’t worded in a helpful manner. That’s why I recommend rephrasing interview questions to be more direct so that they actually address the real concerns of the interviewer.

For example:

Outdated: Tell me about yourself.
Updated: What are you passionate about and how has that fueled your career journey?

Outdated: Why are you qualified for this position?
Updated: What experience and skill sets do you have that you’ll be able to leverage in this role?

Outdated: What is your greatest strength?
Updated: Where do you feel your expertise lies and what types of projects or tasks do you feel the most confident about?

Outdated: What is your greatest weakness? 
Updated: What skill set are you still working on? What are you doing to improve it?

Outdated: Tell me about a time you failed.
Updated: Are you able to learn from your mistakes? What lessons have you learned and how do you apply that to future scenarios?

Interview questions open up avenues for deeper conversations. However, many questions need an update. By actually asking the purpose of the question, it helps candidates be more direct which can facilitate a more engaging and useful discussion.

Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

Good managers set clear expectations for their teams, and good teammates work to meet those expectations. This balance ensures a productive event.

Some expectations however, are so consistent that people forget to bring them up. That includes coming to a meeting and actively listening, brainstorming ideas during a discussion, or thinking through potential issues when a new project is being pitched. Managers assume that teammates will always arrive and actively participate. What we forget is that since people are busy, we tend to focus on what is top of mind.

This can create a quiet misalignment in meetings. A teammate may arrive at a meeting “prepared to give an update,” and once that update is over, they might start to mentally check out. That’s because people tend to focus on what task they have been assigned, while managers may be expecting more than what is explicitly listed in the agenda.

Since people are often overwhelmed and juggling various projects, it can be helpful to remind people that their role in a meeting extends beyond a singular task. They are there not only to give an update, but also provide feedback on the quarterly reports, and actively participate in the discussions.

Quiet expectations are often muted by louder action items. Therefore, if you’re trying to improve team participation at meetings or events, it can help to share these expectations out loud. Doing so can realign the team and encourage more active collaborations.

Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

People want to connect with their audiences. That’s why presenters spend time mapping out their talking points and preparing smooth transitions. However, even when the presentation is going well, someone might ask a question.

Now it’s great when someone asks a question, because it means they are engaged. But it can be hard for some presenters to jump back into their talk if their previous transition is interrupted. That’s why it can be helpful to have a few phrases to get back on track and connect ideas into a smooth cohesive story.

The best phrases to use in this scenario are ones that leverage connections such as: And, Another, In addition to, Also

In practice, this might sound like:

• And that leads me to…
• Another topic we want to cover…
• In addition to that…
• Now that we’ve discussed _____ we can also address…

Even if the question was unrelated to the current topic, or doesn't easily connect with the next idea, using connection phrases will make the presentation more cohesive so it’s easier to jump back on track.

Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

At various events and conferences, a panel of experts is often invited to share their thoughts with a group. This can be a great opportunity for people from a variety of backgrounds to share their stories and answer questions. Since the panel often includes people with different sets of expertise from varying companies, it’s important to have a moderator that can facilitate the discussion. As a moderator, it can be helpful to think through the following before your next panel event:

1. Prepare before the event

Many hurdles and awkward moments can be avoided when proper planning is put in place ahead of time. That’s why it might be useful to:

• Give an outline to the speakers ahead of time so they know their speaking order, what questions to prepare for, and how the event will run.
• Let the speakers know what advice or tips the audience would be interested in. Or, feel free to let the audience write in questions ahead of time to help guide the discussion.

• If you know there are a few speakers who might ramble or talk too much, don’t have them start the discussion. Instead, let the most concise person begin so they set the pattern of how long the answers should be.
  
  
  

2. Plan the opening

The opening of an event is critical since it sets the tone for the entire discussion. In order for it to run smoothly it’s good to think about:

• The opening moment. Figure out what you want to say about the importance of the event and why the panel is here.
• Decide if you want to introduce the panel or if you think they should introduce themselves. If they introduce themselves, be sure to give them guidance on what information to share in that opening moment.
• Make sure everyone has a chance to speak early, so the event doesn’t go too long with one person dominating the narrative.

3. Facilitate the Discussion

Facilitating engaging discussions is an art and there are a few things to consider for each individual event.

• What opening question/s would be good to get the discussion going? I recommend having the facilitator ask each person the same question, or tailor one question to each speaker so that everyone can speak at the start.
• Decide if and when to open up questions to the room. If no one has a question right away, in order to give people time to think you could say, “While everyone is thinking…” and then ask another question.
• Always have back up questions in case the audience is too shy to ask anything. You want to keep the discussion going.
• If you notice one speaker is dominating the narrative, direct a question to a speaker that hasn’t spoken up in a bit.

4. End on a Positive Note

It’s important to make sure the event ends in a good way. That’s why it can be helpful to be aware of a few key pitfalls including:

• Don’t try to squeeze in one last question if there are only a couple of minutes left. If the last question was answered well and it would be a good note to end on — end it. You never know if the next question asked might be a negative one and it’s better to end on a positive note if possible.
• If you’re running over time, have a phrase to use to wrap everything up. Sometimes saying, “It's great to have so much interest in this topic. Since there’s a lot more we could cover, I encourage everyone to continue chatting and brainstorming during the breaks and lunch. I want to also take a moment to thank our speakers. Let’s give them a round of applause!”.
• If the last question was a bit complex or negative, instead of ending right away, I recommend adding in a positive recap of things shared. For example, “I really appreciate everyone coming in today. I know I’ll be thinking about X and ways to apply it after this. Thank you all!”
  
  

Moderating a panel is an honor. In order to make the most out of the opportunity, try keeping these ideas in mind before your next event.

Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

People can find great opportunities at networking events. However, sometimes it can be taxing to deal with large crowds, figure out how to start conversations with strangers, and transition to various topics. Many people end up feeling depleted because they’ve used up their energy as they attempt to showcase their skill sets and put themselves out there. If you feel a drain of energy, it’s probably because you’re exhausted from continuously trying to connect without feeling that the effort paid off. 

That’s why I suggest changing your goal at a networking event. Instead of trying to find “connections” that help you, focus on trying to help others.

Chances are, other people are also searching for connection. It’s simpler to go to an event and try to help other folks have a nice time. Try introducing yourself to a group because it makes it simpler for someone else to introduce themselves. Ask questions so that others have a moment to open up. Follow up on people's stories so they have more opportunities to share. Then, once the conversation starts, it’s much easier to share your own stories and passions.

Connections and great relationships often start when people get help from someone else. That’s why it’s great to help others feel more comfortable and give them chances to shine. It’s something that people remember and appreciate.

So when you go to your next networking event, instead of worrying about yourself, focus on helping the people around you. It’s a great way to make a positive impact at your next networking event.

Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

Great leaders do their best to empower their team. That’s why managers often bring in speakers to share their expertise. While inviting experts to speak is a great first step, to maximize these training opportunities, there are a few key ways leaders can elevate the group’s learning environment.

1. Start by sharing their interest in the workshop

A leader sets the tone for an event. So if a leader seems particularly interested in a workshop or talk, it adds energy into the room. The best introductions I’ve seen are when a director kicks off a session sharing what they’re looking forward to or why they are excited about the upcoming material. Too often, training events are seen as mandatory events that people feel obligated to attend. But when the head of a group or organization shows genuine interest and involvement, it sets a far more positive tone from the start.

2. Model active participation

I have always been impressed by leaders when they model the behavior they are expecting from their teams. When a leader is engaged, the team will notice. It’s one thing to tell people to pay attention and it’s another when a supervisor shows the team how to engage. Whether the manager asks the speaker a thoughtful question, takes notes, actively participates in breakout sessions, or just highlights a helpful tip, modeling active participation is a wonderful way of getting a team to be present and fully absorb the tips shared in a training session.

3. End by sharing a favorite part

The end of a session is important. But since many days are packed with back-to-back meetings and important deadlines, people don’t often take the time to reflect on everything they’ve learned. Near the conclusion of a training event, most folks start to think about the next item on their to-do list. That’s why great leaders take the time to share what they’ve learned at the end of a session. They wrap up with their favorite take-aways and how they are planning on putting the tips into action. This not only helps remind the group of important tips shared throughout the workshop, it shows others that this information isn’t just meant to be heard, it’s meant to be put into action.
When leaders kick off the event by sharing what they are looking forward to, model active participation, and end by reflecting on the training, it creates a strong learning environment for the entire team.

Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

Great speakers take the time to guide their audience through their thoughts. It’s an art to deliver new information to an audience without overwhelming them. However, there are subtle things speakers do that can sometimes inhibit information from being easily processed. 

These include:
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1. Too many images or text at the start

When a new visual appears, an audience needs to have a moment to register it. During that opening moment, your audience might miss the first part of your sentence or message. You don’t want to begin with a visual that’s too distracting. You want to bring ideas up as you talk about them. Otherwise, the audience can look ahead of you and won’t hear your explanation of each point. That’s why I recommend animating your visuals as you go. When your audio matches your visuals, it helps people feel connected to you and your message.

2. Talking over slide changes

Many speakers start an idea and then continue to speak as they advance to a new slide. While the intention may be to keep up the momentum in a talk, it’s not always a useful tactic. That’s because an audience needs a moment to absorb a new visual, and if the speaker talks over that moment, the listener falls behind. Instead, it’s better to pause between slides. That way you give your audience a moment to connect with a new image, the speaker has a moment to slow down, and everyone can start the next slide on the same page.

3. Phrases that highlight the lack of time
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Time is talked about in most meetings and presentations. And although saying, “I know we don’t have a lot of time but…” might seem like a useful phrase, it actually makes it harder for your audience to pay attention. When people feel rushed, they don’t process information as well. That’s why I recommend avoiding mentioning “time” in a presentation. Instead, it’s better to highlight the main point and then move on to your next one.

Having your audio match your visuals, pausing between slides, and avoiding phrases that discuss time will help your audience stay focused on you and your message. 

Author: Bri McWhorter, MFA 
© Activate to Captivate, LLC

Managers, professors, and directors work hard to make sure their teams have positive experiences. When something creeps in that might affect these events people feel the need to acknowledge what’s lacking, and apologize. However, sometimes this apologetic nature can creep in too far, causing people to pay attention to what isn’t ideal about a situation. Instead of calling attention to a potential issue, it’s better to highlight something beneficial instead.

That’s why I recommend rephrasing the following:

Rephrase: I know it’s Friday, but thanks for coming anyway.
Say: Happy Friday everyone! This will be a great way to end the week.

Rephrase: I’m sorry we had to get an early start today.
Say: I’m glad we get to start the day together.

Rephrase: I know that was a lot of information, but hopefully it was useful.
Say: Since we have a lot to offer, we wanted to make sure everyone knows about all the services we provide. 

Rephrase: I haven’t had a lot of time to prepare these slides…
Say: Let’s use these slides to get the conversation started.

Rephrase: I hope this was a good use of your time.
Say: I had a wonderful time with all of you today.

People repeat information that’s given to them. So if you share something in a negative way, that’s how it will be remembered. Instead, help your audience by phrasing things in a positive light.

Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

People may give many speeches during their careers, but there is something special about giving a talk as you accept an award. It’s a unique moment to be asked to share what this honor means as you talk about the events that led up to this point. While folks may have an idea of what they’d like to highlight during their speech, how to start it can be overwhelming. I’ve found the best way to begin an award talk, is to start by reflecting on what this moment means. Reflection is a powerful tool and it can be used in a variety of ways.

That’s why you could open your talk with:

When I found out I got this award, I started to reflect on everything it’s taken to get to this point.

When I first started (this project, my career, learning this skill)... I never envisioned I would end up here.

I remember attending this conference early on in my career and seeing someone else get this award. I was so inspired by that person’s journey… and it’s amazing to be standing here today.

I never imagined I’d be up here accepting this award. I remember when I was first starting out I thought I would be…

Inspiration is unpredictable. You never know what you’ll be doing when an idea comes to you. I remember being in…

I may be the one getting this award, but I did not get here alone. There were some very important people I was lucky enough to work with, and it’s with their partnership that I am standing here today.

When I was younger, I always wanted to be… I dreamed of…

This is an amazing honor. And I have to say that getting here has been quite an adventure. When I think back on it, a few key moments really stand out.

If you have the rare opportunity to give a talk as you receive an award, try opening the speech by reflecting on what this moment means. It’ll help you connect with the audience as you share your important work.


Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

Certain phrases tend to get repeated often—in meetings, presentations, and everyday conversations. Over time, we start to echo them in our own communication, often without thinking.

But some of these familiar phrases are less effective than they seem — especially those that draw attention to what we don’t want people to focus on. When we highlight what’s not important, we risk distracting our audience from what truly matters. It's far more effective to guide their attention to the key points you want them to take away.

That’s why I recommend rephrasing the following:

Original: I won’t read this all to you, but…
Rephrased: I’d like to direct your attention to…

Original: You don’t need to remember everything here, but…
Rephrased: What’s important to remember is…

Original: I know there’s not a lot of time left, so…
Rephrased: Right now, I’d like to emphasize…

Original: I’m not going to go through all of this, but…
Rephrased: I’d like to highlight…

Original: I won’t discuss all of these details, but…
Rephrased: The main point is…

If you want your audience to focus, don’t draw attention to what you’re skipping. Instead, emphasize what matters. These subtle shifts in language can make your message more impactful and help your audience engage with the important details you’ve shared.

Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

Facilitators put time, care, and effort into crafting an engaging agenda. With so many moving parts, it’s a skill to keep everything moving and discussions on track. That’s why it’s good to be aware of various pitfalls that can undermine the energy and impact of an event. One of the most destructive patterns to be aware of is — the negative discussion spiral.

When there’s a packed agenda, people can get tired; and stress and fatigue are powerful emotions. If the conversation goes on long enough, it’s easy for a negative topic to be brought up. While there’s nothing wrong with discussing problems, it’s important to know that stressful topics can spark a reaction. Once that spark gets lit, it can be difficult to manage.

Now, just because something is negative, doesn’t mean it shouldn’t be discussed. It is important for charged topics to have space. However, as a facilitator, it’s crucial to be aware of when these conversations happen. While each agenda is going to have unique factors at play, the main thing to remember — is not to end your event in a negative spiral. That’s because the feeling people have at the conclusion of an event, is the feeling that lasts the longest.

If a negative spiral starts, it’s important for facilitators to be aware of the clock. If you realize there’s not much time left before the event ends, add a new question or reflection into the space. That way, there’s still time to pivot. If there isn’t a lot of time left, it might be better to diffuse the conversation by taking a moment to share a reflection or recap of the material covered throughout the entire day. Help bring people’s attention to the other parts that you actually want them to remember.

Timing is important. While discussions will fluctuate, you don’t want a negative topic to override an event. Be aware of the clock and always be sure to end an event in a thoughtful and impactful way.

Author: Bri McWhorter, MFA
© Activate to Captivate, LLC

In a meeting, a team may need to cover a wide range of topics. That’s why whoever is leading the meeting is responsible for keeping the discussion moving, ensuring everything can be addressed. But because projects are often complex, figuring out the best order for these topics can be challenging.

To manage these shifts, many people rely on transition phrases like:
On a completely different note…
Let’s switch gears…
We’re going to change topics now…

Sometimes, these transition phrases can be useful as they help reset the energy in the room. They give people permission to let go of the previous subject so they can refocus on something new.

However, when a team is already feeling overwhelmed and stressed about juggling various projects, these abrupt shifts might make things feel more scattered. Jumping between unrelated topics can max out people’s cognitive load and cause them to shut down. In these cases, using more connected transitions may be helpful. 

For example:
This leads us to our next goal…
On a related note…
Now that we’ve talked about _____, we can discuss______.

When our to-do list feels chaotic, even small connections between tasks can make a big difference. If your team seems stretched thin, try using connection-based transitions. They can help everything feel a bit more aligned—and a little less overwhelming.

Author: Bri McWhorter, MFA 
© Activate to Captivate, LLC

Networking events are great because they give people an opportunity to connect. They provide space for people to mix, mingle, and meet new folks.

However, networking events can also be intimidating, especially if you’re at an event alone. Part of this is due to the fact that sometimes it can feel impolite to interrupt a group of people talking. However, when we keep to ourselves, we end up missing the purpose of a networking event — to make new connections with unique individuals.

While it can be difficult to approach a new group of people, it’s easier when you have a few opening phrases to say. So at your next networking event, instead of worrying about what to say, try out these phrases instead:

• Hello. I thought I’d lean in to the “networking part” of this event and introduce myself.
• You all look like you’re having fun. Do you mind if I join you?
• Hello. I don’t know anyone here, do you mind if I introduce myself?
• Hi there. I’m _____. Are you having a nice time at the event?
• Hi. Do you mind if I join you over here where it’s quieter? I’m _____.
  

Networking events can be intimidating, but they are far more manageable when you have opening phrases ready to use when trying to connect with new groups of people.


Author: Bri McWhorter, MFA 
© Activate to Captivate, LLC

We often repeat the phrases we hear, which is why it's common to come to a meeting and hear things like:

"We have a lot to get through today.”
"We have a packed agenda this morning.”
"Let’s get started — there’s quite a few things to discuss."

These phrases are typically meant to encourage focus and productivity. Unfortunately, they’re not always effective. In fact, these phrases can unintentionally send the wrong message. Instead of creating an extra motivation, they often highlight what’s lacking — time.

Even though everyone has set aside time for the meeting, these phrases imply it’s still not enough. They emphasize how packed people’s days are, reminding them that even more effort is required.

It’s true a meeting may have a full agenda. But if the goal is to empower the group, it’s worth choosing language that supports that goal. To inspire and energize your team, it’s better to start in another way. I recommend opening with something positive like gratitude, excitement, or appreciation. For example:

"I’m so glad we had this time reserved to connect.”
"I’m excited to hear everyone’s updates on this project.”
"I appreciate you all coming today."

Be mindful of how often your language reinforces scarcity — especially around time. People already carry plenty of stress. That’s why it’s helpful for leaders to choose phrases that center on abundance and appreciation instead.

Author: Bri McWhorter
​© Activate to Captivate, LLC

Making a mistake is hard. It’s even harder when someone publicly points it out. Perhaps you misremembered a fact, reordered a timeline, or defined a term incorrectly, and someone stops you and brings attention to it. When someone calls out a mistake you made, I believe the best response—is to thank them. 

However, this has to be more than a quick, yet polite, brush-off in order to move on to your next point. Your response has to be genuine. If someone corrected a potentially foundational miscommunication, thank them for helping clarify your message. By pausing, thanking the person, and acknowledging the misstep, you show your colleagues a few things:

1. You can handle mistakes with ease

A great way to build trust on a team is by handling missteps graciously. For projects to succeed, we rely on being able to work well with one another, and part of that comes from feeling safe enough to step in when a mistake is made.

2. You are open to collaboration

Great teams work because they can share ideas. If one person can’t acknowledge another person’s help, then it’s not really a team atmosphere.

3. You are comfortable acknowledging issues
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Many issues in organizations are preventable, but sometimes people aren’t able to acknowledge when they mess up. This creates mistrust in the team, the project, and organization. It’s much better when you work with people who can admit mishaps to help avoid issues in the future.

When someone steps in to say you misspoke, they aren’t trying to point out how you failed, they are trying to help you succeed. Especially if it’s a foundational oversight, it’s important that someone corrected you early on. Real leaders are able to graciously acknowledge their mistakes. It helps build trust within the team and in your leadership capabilities.

​Author: Bri McWhorter
​© Activate to Captivate, LLC