Group exercises are a common part of assessment centres. Employers use them to evaluate teamwork, communication, leadership potential, problem-solving, and the ability to perform under time pressure. Performing well requires preparation, self-awareness, and deliberate contribution without dominating or disappearing.
Here’s a clear, practical guide to succeeding in these exercises.
1. Observe and analyse quickly
Within the first few minutes, identify each participant’s natural style (e.g., confident speaker, analytical thinker, quiet observer, detail-oriented note-taker). Understanding the group dynamic early allows you to position yourself effectively and fill any gaps.
2. Contribute early but not first
Speaking second or third lets you acknowledge others’ points and build on them. This demonstrates listening skills and collaboration while still giving you visibility.
3. Focus on the brief at all times
Keep the task requirements and success criteria front and centre. Regularly reference time remaining, key deliverables, and any constraints (budget, resources, etc.). Assessors consistently reward candidates who stay task-focused.
4. Manage time proactively
Politely highlight time checkpoints (“We have 12 minutes left and still need to finalise recommendations”). This shows commercial awareness and prevents the group from running out of time on low-value discussion.
5. Include quieter members
Directly invite contributions from those who haven’t spoken much (“Sarah, you’ve been thinking about the customer impact—what’s your view?”). It demonstrates inclusive leadership and often improves the quality of the final output.
6. Build on others’ ideas
Use phrases like “Building on that…” or “To add to what James suggested…”. This reinforces collaboration and makes disagreement constructive rather than confrontational.
7. Summarise and structure regularly
Periodically recap agreed points and next steps. Toward the end, offer to summarise the group’s conclusions or create a clear presentation structure. Assessors value candidates who bring clarity and direction.
8. Take on a useful operational role if it helps
Volunteering to time-keep, note-take, or capture decisions on a flipchart is acceptable as long as you remain actively engaged in discussion. These roles give you control of the narrative without appearing to dominate verbally.
9. Balance assertiveness and humility
State your ideas confidently, but show willingness to adapt if better suggestions arise. Avoid interrupting, dismissing others, or repeating the same point.
10. Close strongly
During the final presentation (if there is one), ensure the group delivers a concise, logical summary that explicitly addresses all elements of the brief. Volunteer to start or conclude if it plays to your strengths.
11. Reflect afterwards
If there is a debrief or individual interview later, briefly reference what went well in the group and one specific thing you or the team could have done differently. This shows self-awareness and a learning mindset.
Key behaviours assessors consistently score highly:
- Active listening
- Clear communication
- Time and task awareness
- Inclusive leadership
- Calmness under pressure
- Ability to influence positively without dominating
Prepare by practising common assessment-centre tasks (business case studies, priority-ranking exercises, physical construction challenges) with friends or in front of a mirror. Familiarity reduces nerves and helps you focus on demonstrating the behaviours above rather than figuring out the format on the day.
Approach the exercise as a professional demonstration of how you operate in real meetings. Stay focused, add value at every opportunity, and help the group produce the best possible outcome. That combination almost always leads to a strong evaluation.