Judging on extrinsic and skill-based factors is a relatively objective and
straightforward exercise. Gauging softer traits such as will or attitude is
much, much harder, and takes one-on-one contact, attentive listening, and
careful observation. That's why it's important to approach a job interview more
as an attitude audition than a question-and-answer period around skills.
Here are ten key questions to help you better understand the intrinsic
"why" and "how" behind a person:
1. What is the talk-to-listen ratio? You want people who
are self-confident and not afraid to express their views, but if the
talk-to-listen ratio is anything north of 60 percent, you want to ask why. Is
it because this person is self-important and not interested in learning from
others — or just because he is nervous and rambling?
2. Is this an energy-giver or -taker? There is a certain
breed of people who just carry with them and unfortunately spread a negative
energy. You know who they are. Alternatively, there are those who consistently
carry and share a positivity and optimism towards life. There is a Chinese
proverb that
says that the best way to get energy is to give it. Energy-givers
are compassionate, generous and the type of people with whom you immediately
want to spend time.
3. Is this person likely to "act" or "react" to
a task? Some people immediately go into defensive, critical mode when
given a new task. Others jump right into action and problem-solving mode. For
most jobs, it's the second kind you want.
4. Does this person feel authentic or obsequious? There is
nothing flattering about false praise, or people trying too hard to impress.
Really good people don't feel the need to "suck up." Those who can
just be themselves are more pleasant to work with.
5. What's the spouse like? One of my business partners gave
me a great tip for interviewing a super important hire — go out with their
spouse, partner, or closest friend. We are known by the company we keep.
6. How does this person treat someone she doesn't know? At
the other end of the spectrum, observe how a person treats someone she barely
knows. This is what I call a "taxi driver or server test." Does the
person have the openness and yes, kindness, to have a real conversation with a
waiter at a restaurant or the driver of a taxi? Does she ignore them or treat
them rudely?
7 Is there an element of struggle in the person's history?
History matters. In our research for the book, Heart, Smarts, Guts, and
Luck, my co-authors and I found that around two-thirds of people who were
"Guts-dominant" — those who had the desire to initiate and the
ability to persevere so crucial in entrepreneurial ventures — had some
financial hardship or other challenges in their formative years. Early failures
and hardships shape one's character as much or more than early successes.
8. What has this person been reading? Reading gives depth, helps one understand
one's history, frames ideas, sparks new thoughts and nuances to existing perspectives,
and keeps you apprised of current events. It's a generalization, but the more
interesting people I have met tend to read a lot — it's a mark of intellectual
curiosity.
9. Would you ever want to go on a long car ride with this person?
This is a variant of the "airport test." Years ago at my first job, I
was told about the thought-experiment of asking if you were stuck at an airport
with a candidate, how would you really feel? In a similar fashion, is this the
type of person with whom you could imagine going on a cross-country drive?
10. Do you believe that this person is self-aware? My
colleagues and I believe the most important pre-requisite to great leadership
is self-awareness. Does this person have an intellectual honesty about who he
is and his strengths and weaknesses? Does she have a desire to learn and take
appropriate actions based on that awareness? It is usually a more difficult
question to answer than the rest — but look for humility, and congruence
between what the person thinks, says, and does.
Ask these ten questions about someone, or even a subset of them, and you'll be
on a path to being a better judge of people, and also, getting the right job
candidate.
Adapted from the Harvard Business
Review Blog.
1 comments:
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