Category Archives: Winning

The Interview—7 topic areas to include every time you conduct an interview

Your success is all about “the people.”  More specifically, your company’s success comes down to the employees you can attract, hire, train, grow, encourage, motivate, challenge, and retain.  In most service-based companies, 95% of the company’s assets go home every night.

Employees make all that customer stuff possible with the skills and work they bring to your company.

A huge step in the “people” process is The Interview.

I call that meeting you’re having with a potential job candidate a recruiting interview.  Why?  Consider what’s happening.  You’re attempting to recruit them to your company, and they’re attempting to recruit you into the belief that they’re the one you should select.

I’ve seen countless articles about ways to “ace an interview,” or “answer all the interview questions correctly,” or “how to control the interview process” from a candidate’s point of view.  To be fair, I’ve also seen a bunch of articles about ways for the interviewer to “put the candidate on defense with curve-ball questions,” or “ways to get the candidate to tell you about their true selves,” or “how to use the secret questions Google (or Apple, or any other successful company) uses in their interviews.”

The reality is that there aren’t any secrets to creating a perfect interview.  Each interview is as unique as the human beings involved.  Having said that, I always try to get the following questions or topics into each recruiting interview I conduct (not necessarily in this order):

  • I’ve seen your written resume.  Can you take a couple minutes and give me your verbal version?  Also, tell me how you found us, and why you’re here today.  I like this line of questions at the beginning because it gives the candidate open-ended questions to talk about their favorite subject (themselves).  It also lets me see what they prioritize or emphasize.  The answers to these questions usually lead to a series of follow-ups and propel the conversation in a way that most candidates find comfortable.

 

  • What do you know about our company and the position we’re trying to fill?  This one lets me know if they’ve done any research on my company.  At a minimum, have they looked at my company’s website for a few minutes?  They can also tell me about people they know who either work for my company or people who have told them about my company.  Do they have a sense of what makes this company special?  Do they know the company’s position in the marketplace?  What is their view of the company’s reputation?

 

  • Tell me about the training you received in your past positions.  How did your training process go?  What did you learn?  This line of questions gets to how “trainable” someone is.  It doesn’t matter if this is a 20-year veteran or someone who’s just out of high school or college.  Getting them to talk about how they learned their craft, obtained their skills, hone their knowledge, their favorite classes, who taught them, etc., provides a window into their trainability.  It’s also good in the interview to mention how important trainability is to you.  You like a person who knows they don’t know everything (since none of us do), and who has the humility to know it’s okay to ask for help.  This person will have to learn how to be successful within your company, regardless of their technical skill set.  The trainability factor is critical in evaluating a candidate’s fit for your company.

 

  • This position works independently.  You won’t have a manager or supervisor (or me) telling you what to do throughout the day.  Tell me about how you’ve worked independently in your past positions.  Do you consider yourself to be a self-starter?  Are you someone who takes the initiative and runs with it?  Tell me about a time when you took the initiative and delivered beyond the expectations of your managers.  This line of questioning is obvious, and often people answer these questions with what they think you want to hear.  It’s important to be thorough in this section of the interview and ask for examples.  How do they anticipate taking the initiative, or being creative, within your company?  It doesn’t matter that they don’t know anything about your environment.  Ask anyway.  See how they respond.  You’re looking to see how engaged and creative this person will be in your environment.

 

  • The “goals” questions…  These are so commonplace that they’re almost cliché.  But, they’re worth asking:  What are your goals with this position you’re applying for?  What do you think is an ideal role for you in a year, two years, five years?  How do you see this company fitting into your personal goals over the next 5 years?  I’m interested in their personal goals, the vision they have of their future, and what they see as their future self.  How does my company fit with their view of the future?

 

  • Do you have any hobbies?  What are you most passionate about?  What do you do when you’re not working?  Often when the person tells me their hobby, I ask them how they got into that hobby, how long they’ve been doing it, what do they like about it…all focused on learning more about this person and what motivates them.  If I happen to know anything about their hobby, I ask some specifics.  If they say that they like to watch movies or read books, I ask them what they saw most recently or the last book they read.  I want to see how they think on their feet, and again, what interests them the most…plus, I’m curious about them as a person.

 

  • I haven’t mentioned it yet, but I also spend time describing the company, its history, why I love it here, the position we’re trying to fill, the reasons the position we’re filling is difficult but rewarding, why it takes a special person to fill the role, and how important the role is within the company.  I want the candidate to know what our company thinks is important, the values we have, and the culture we’re trying to create.  The way a person fits into our specific company culture will be critical to their success.  They may be the best fit technically for a job, but not fit in with the culture…a recipe for failure.

 

  • Wait, I thought there were only seven topics! True, but there’s one more thing to mention:  the technical abilities of this candidate.  The topics listed above will touch on the candidate’s technical skills (whether in accounting, programming, deep tissue massage, customer service, call center operations, marketing, ad copywriting, concrete finishing, auto mechanics, or any other skillsets you’re trying to hire).  But, none of them directly test or assess a candidate’s actual skills.  It turns out that it’s almost impossible to assess a candidate’s actual skills in an interview setting.  Some companies require candidates to take a technical test, but that’s not a common practice.  Beyond a technical test, you have their resume, the stories they’ve told you, your assessment of how they might fit within your organization, and then a leap of faith that they have the skills they’re representing.  Not ideal, but that’s where your ability to assess and improve their performance (once they’re hired) enters the picture (and that’s a topic for another day).

Will these topics ensure a perfect interview?  No.  In fact, you may not get to cover one or more of these topics in the interview (which is a warning sign).

Will these topics guarantee you’ll always choose the perfect candidate?  Again, no.

But, if you cover all these topics, your batting average will increase dramatically, and you might even hit the occasional home run.

 

It’s your turn:  What other topics do you include in your interviews?  Let me know in the comments section below.

Photo by rawpixel on Unsplash

 

 

Five Stages of Problem Solving

I could write how problems are opportunities in disguise (many are).

Or, I could describe all the ways we can work together to find solutions to the problems we face.

But, I think it’s most useful to describe the five-stage problem-solving model that most of us follow in our day-to-day lives.  It doesn’t matter if these problems are personal or professional…the same stages are usually in play:

1. Ignore the Problem

Ignoring a problem doesn’t mean not knowing about it.  We know it’s there, but we purposely choose to ignore it.  This gives us plausible deniability.  There’s a lot of hope involved in ignoring a problem.  Our hope is that if ignored long enough, the problem will solve itself, or someone else will take ownership and find a solution.

2. Deny the Problem

This is a bit more active than ignoring the problem.  We acknowledge that something is wrong, but it isn’t really a problem.  By consciously changing our perceptions, and the perceptions of those around us, we can plausibly deny (there’s that phrase again) that a problem exists.  And, if it really is a problem, it’s not a problem for “us” to solve.

3. Blame Someone (Else)

When denial stops working, the focus shifts to ensuring we aren’t held responsible for the problem.  We aren’t ignoring or denying the problem.  But, we know we aren’t the cause, for sure. Therefore, we shouldn’t be expected to provide a solution.

The most advanced version of this stage is to not only blame someone else.  But, make sure the world knows we warned everyone that this type of problem could happen…if only someone had listened to us in the first place.  I call this person the omnipotent blame shifter.

4. Accept the Problem

We finally accept that this is a real problem.  It’s our problem, whether we caused it or not.  We own it. We also own the task of finding the best solution.  This is the trickiest stage of all…

If we caused this problem, we must now admit our weakness, our mistake, our error in judgment, our previous lack of attention or understanding.  We may even have to admit that something happened that was out of our control.

If we didn’t cause this problem, our challenge is to put aside blame, and focus on solving the problem.  We don’t have time to teach lessons at this point.  Our focus must be finding solutions to the problem we’ve just accepted.

5. Address (Fix) the Problem

Ah…we finally arrive at the solution stage.  We’ve accepted the problem.  It’s real.  It’s ours.  And, now we (and possibly a large team we’ve assembled) will fix the problem.

Ironically, this may be the easiest stage of all, even if it’s the one we’ve worked so hard to avoid. It sits patiently, waiting for us to arrive.  To focus our attention, our effort and our creativity on delivering ideas and solutions to the problem.

Imagine the energy we’d have available to solve (and prevent) problems if we didn’t waste our time ignoring them, denying them, and finding others to blame.

 

Photo by James Pond on Unsplash

 

I Can’t Wait!

Why do so many people avoid making a “mid-career” course change, avoid switching companies, jumping to new industries, starting their own company, or even avoid moving to a new department within the same company?

Fear.

They probably won’t admit it, but the fear shows in their “I can’t” phrases (excuses):

  • “I can’t afford to start at the bottom at this stage of my career.”
  • “The only thing I recognized at that company was the restroom sign. Everything else was foreign.  I’ll never survive over there.”
  • “The learning curve is way too steep! I’m not a technical person anyway, so I’ll just stick it out in this department.”
  • “I may not like what I’m doing, but at least I know everything there is to know about this job. I’d have to start at ground zero over there.”
  • “I was surrounded by a bunch of kids just out of college. I can’t relate to them.  I definitely don’t understand what they’re saying.”

What if the “I can’t” phrases were replaced with “I can’t wait!” phrases:

  • “I can’t wait to dig into a new industry!”
  • “I can’t wait to learn how these new machines work!”
  • “I can’t wait to exercise my curiosity again!”
  • “I can’t wait to forgive myself for not knowing everything!”
  • “I can’t wait to understand the perspectives of a new generation!”
  • “I can’t wait to grow and stretch!”
  • “I can’t wait to give myself permission to fail…every day!”
  • “I can’t wait to bring my experience and talents into this new arena!”
  • “I can’t wait to make a profound difference in a new field!”
  • “I can’t wait to surprise myself!”

I don’t remember who said it first:  “Hire the attitude, train for skill.”

Who would you rather hire?  The candidate who seems scared, confused, and overwhelmed…or the candidate who CAN’T WAIT to learn, who CAN’T WAIT to start, who CAN’T WAIT to become a valued contributor in your company?

I’ll take the “I can’t wait” candidate every time.

Fear is a normal part of life.  But, courage…  Courage is what happens when you decide to act in the face of that fear.

When you can’t wait to explore, can’t wait to challenge, and can’t wait to learn, you’ll be one step closer to harnessing your fear and embracing your courage.

By the way, adopting the “I can’t wait” mantra is a good idea at any stage of your life.

 

Photo by Joshua Earle on Unsplash

The Pebble

As in the small rock that somehow slipped into your hiking boot.

Can you give your boot a quick wiggle and move that pebble out from under your foot?  Maybe, but guess what.  It’ll find it’s way back under your heal in no time.  They always do.

Does it matter that you’re making great time up the mountain, and have lots of momentum on your side?  Nope.  That little pebble demands attention.

That’s the way of the small irritant.  It’s there and it won’t be leaving on its own.  It will start to cause damage, become more distracting, and take more of your attention.  Try as you might, there’s no way to ignore it.

The only thing you can do is stop and take off your pack, then take off your boot and dump that little pebble out.

Eliminate the irritant and get refocused on the trail ahead.

Sure, it’s annoying to stop.  But, the alternative is far worse.

Photo by Aneta Ivanova on Unsplash

 

The Sally Method Trap

Q: “What’s our approach for this year’s audit?”

A: “Sally Method.”

And that’s how an auditor can shortcut their work.  It’s a tried and true method for getting a quick start, ensuring consistency with the prior year’s audit, and making sure that’s nothing obvious gets missed.

 

Q: “What’s our big goal for the new year?”

A: “Let’s see if we can beat last year’s growth by a few percentage points.” (Sally Method)

Nobody can argue against growth, especially if it beats what we did last year.

 

“We can’t change the rules of the game.  It’s tradition to play it this way.” (Sally Method)

Tradition usually wins.

 

Sally…Same As Last Year (the second L is silent).

It’s quick, it’s easy, and it’s safe.

Life outside the box that Sally creates is scary.  It’s filled with uncertainty.  It can lead to failure.  It can lead to embarrassment (something we fear more than failure).

But, it’s also the best place to find new ideas, opportunities for new exploration, and new growth.

What if we start with Sally (the easy starting point), and then opt for more?  Not only something more but something different?  Something radical, and maybe even a little nonsensical?

When we give ourselves permission to explore and fail, we unleash a power that Sally can’t imagine or contain.

Photo by Joshua Earle on Unsplash

 

All We Need to Know

“Ladies and gentlemen, I’d like to request that for those of you where Phoenix is your final destination, you remain seated to allow those passengers with connections to other flights to make their exit as quickly as possible.  We apologize for our flight delay and hope you can help us with this situation.”

What happened next was truly amazing, and a little inspiring.

But first, a little backstory.

We were on a full flight from Orange County to Phoenix.  For me, the same flight I take home every-other-week.  After we’d all boarded by group, and dealt with the overhead bin space getting filled to capacity, everyone was seated and buckled-in.  The Captain came on, “Ladies and gentlemen, this is the Captain.  We’re waiting for a maintenance check and some paperwork to be completed.  I should have another update in 15 minutes.”  And so, it began…

The Captain came on every 15 minutes to let us know that there was some progress, but that we weren’t ready to leave the gate.  Luckily, this process only lasted an hour (I’ve seen this type of delay last a lot longer), and then we were ready to depart.

As I Iooked up from my movie (hey, I suddenly had more than the usual 54 minutes for this flight, so I was pretty settled-in to a nice movie even before we took off), I could see people around me checking their phones, assessing the delay time, and trying to figure out if they could still make their connection in Phoenix.

Other than ordering my standard Cran-Apple beverage, I didn’t pay much attention to anything but my movie until we were on final approach.  Noise-cancelling earbuds sure are nice.

That’s when the request came: “Ladies and gentlemen, I’d like to request that for those of you where Phoenix is your final destination, you remain seated to allow those passengers with connections to other flights to make their exit as quickly as possible.  We apologize for our flight delay and hope you can help us out.  Please ask your neighbor if they’re connecting and if they are, let’s try to do everything we can to help them get off the plane and make it to their connection.”

As we taxied, I asked my neighbor if he was connecting.  “Yep, I’m heading to Des Moines.”  I overheard a few others were headed to Minneapolis.  One couple was heading for Albuquerque.

A plane full of passengers who’d basically ignored each other for the entire flight were talking and strategizing about how to help the “connectors” get off the plane.  The conversations were happening all around me.

The true test came when we came to a complete stop at the gate.  Would this new-found camaraderie lead to a change in the normal “airplane exit” behavior?  Indeed, it did.

Row by row, the “connectors” were identified and shuffled to the aisle.  We didn’t know anything about these passengers, other than their status as a “connector.”  It turns out that some of them had stowed their bags in overhead bins that were many rows behind their seat (remember the full flight, full bin issue).  This meant that their luggage had to be retrieved and shuttled forward through a very crowded plane.  No problem.  The requests were carried back, the bags identified, and then quickly shuttled forward by passing the bag from one passenger to another.  An amazing feat of cooperation.

The “connectors” were exiting, bags in hand.  Cries of “Save travels,” or “Good luck,” were heard all over the plane.  As quickly as the exit process had started, the last of the “connectors,” who happened to be seated in the last row, made his way off the plane.

The exit aisle was empty, and we all sat, looking around to make sure we hadn’t missed anyone.  The plane was still about two-thirds full.

The flight attendant came on, “That was amazing!  Thank you all for helping your fellow passengers make their connections.”  Satisfied smiles and little nods between passengers acknowledged what we’d just accomplished.

I don’t know if everyone made their connections, but I do know that they had a fighting chance because a group of people they didn’t know banded together and got them off that plane.

Scan the news and you’ll find examples of this happening every day.  Complete strangers coming to the aid of other strangers, sometimes risking their lives in the process.

There are countless groups of strangers who come together to serve another, less fortunate, group of strangers.  They may not make the news, but they make a difference.

For those brief moments, strangers become neighbors.  They become honorary members of our family.  Our focus is on solving the problem, rendering aid, lending a hand, or merely providing comfort.

We love them as we love ourselves.

It doesn’t matter that we don’t know the people we’re helping.  They need our help and that’s all we need to know.

Photo by Nina Strehl on Unsplash

 

 

The Power of Chaos

Chaos is easy to create.  Eliminate judgment, eliminate priorities, and you’ve set the stage for a good dose of chaos.

Chaos is seductive.  It gives the appearance of action while preventing forward progress.

All the planning, all the preparation, all the foresight…none of it will prevent chaos when we give it control.

Chaos provides excellent camouflage for mediocre results.

After all, how can I be held accountable when all around me is chaos?  If I’m able to deliver any results amidst all the chaos, I’m a hero.  It doesn’t matter if my results are of the highest quality or even the desired quantity.

Look around you.  Is your work environment chaotic?  What about your personal time?  Chaotic?

Is all this chaos creating a positive environment for the changes you want, or is it sapping energy and stopping progress?

The secret to chaos is that you own the choice.  You decide how chaotic your life is.  You have the power over chaos, even when it appears that chaos is in control.

When you choose your priorities, choose what gets your attention, choose what to ignore, and choose what to eliminate, you take back control from chaos.

Be careful…

As you consciously take steps to eliminate chaos, you will be held accountable for the results you should be producing, instead of the results you sneak past all the chaos.

In the end, living in chaos is easier than being truly effective…probably why so many people choose it.

 

Photo by Erik Eastman on Unsplash

 

 

The Cow Stuck in the Mud

“How did that cow get there?”

“Why wasn’t the mud bog fenced off?”

“Who was supposed to turn off the sprinklers before this place got all muddy?”

“Why do we have cows in this area anyway?”

“Can you believe that this cow just walked right into that mud and got herself stuck?”

“What was that cow thinking?”

“I told you this could happen, and now it has!”

“There’s no way you’re gonna pin this on me.  I never told that cow to go there.”

“We’ll need some pretty heavy equipment to get this cow out, and that’s going to be expensive.”

 

I’ve never seen a real cow stuck in real mud.

But, I’ve seen lots of metaphorical cows stuck in deep metaphorical mud.

The dialogue about the cow usually revolves around how the cow got there, who should have prevented it, who’s to blame, and the costs.

The one thing that’s usually missing from the conversation is how we’re going to get that cow out of the mud, clean her up, and send her on her way.

All the talking in the world isn’t going to get that cow out of the mud.  In fact, the longer the cow is stuck, the more risk there is that the cow will get seriously hurt.

That cow will remain there until you take action.  Enlist the help of others.  Then, work creatively and diligently to get that cow out of the mud.

There’s plenty of time to discuss all the why’s, how’s, and whose at fault…after you save the cow.

Stop talking, stop pointing blame, stop finding excuses.

Get to work and rescue that cow!

 

Photo Credit:  Joshua De @unsplash.com

 

No Surprises…the Secret to Managing Up

“I love spontaneity, as long as it’s well-planned.”  –Says nearly everyone in business

Surprises can be great.

We love surprises when they bring unexpected wealth, unexpected fun, or unexpected comfort.

Sadly, surprises aren’t always good news:

  • Surprise! The IRS just sent you an audit letter.
  • Surprise! That small mole on your cheek is melanoma.
  • Surprise! That neighbor you thought was a nice guy is wanted in another state for armed robbery.
  • Surprise! Microsoft just added a feature to their operating system that makes your profitable utility app obsolete.
  • Surprise! Your private financial and credit information was just hacked at Equifax (well, that type of thing shouldn’t really be a surprise nowadays).
  • Surprise! Your most promising employee is leaving your company…to join your competition!
  • Surprise! The executive that “owns” your company’s contract and projects just got fired.

Surprises in business are rarely the good kind.

In fact, a “good” surprise in business can become a nightmare if you’re not prepared.

Think about that sudden and unexpected increase in demand for your service or product.  Great news!  But, now your staff is feeling overworked and things are starting to break under the pressure of all this new business.

How does all of this connect with managing up?

The number one thing your boss, and your boss’s boss (and so on) need from you is to minimize the surprises that come their way.

Does this mean you should keep information away from them?  Of course not!

It means creating an open and thorough communication path between you and your boss.

It means anticipating surprises before they happen.  Preparing for the unexpected, since you can always expect it.  I’ve seen lots of surprises that shouldn’t have been surprises at all.

Your boss needs to know when something is wrong, or about to go wrong.

Your boss needs you to be honest.  Always. Even if you’re the one causing the surprise.

If you, or someone in your organization, make an expensive mistake, your boss needs to know about it.  Now.  More importantly, your boss needs to know how you plan to learn from that mistake, and avoid a similar mistake like this one in the future.

If you see or hear something in the marketplace that can help (or hurt) your organization, your boss needs to hear from you.  Now.

The last thing you want is for your boss to learn about a problem (or a surprise, which may be the same thing) within your organization from someone else.  This does two things:

  1. Lets your boss know that you may not understand that something is going wrong, and
  2. Makes your boss wonder if you’re hiding bad news and if you can be trusted.

When I was a kid, we lived in a small 3-bedroom house.  We had a hallway that got pitch black when all the doors were shut.  Even when your eyes adjusted, there was almost no light to see where you were going.  I always had this (unfounded) fear that I might run into something, hit my head, or crack my shins on some unseen edge.

Your boss might as well be walking in that same dark hallway, whether he or she realizes it.  It’s tough to see what’s coming, and in the real world, that fear of being hit by something in the darkness is often justified.

Many of the lessons we learn from the “school of hard knocks” begin as surprises.

Lesson One:  expect the unexpected.

Lesson Two:  make sure your boss knows what’s coming.

Lesson Three:  don’t ever forget about Lesson Two, and you’ll be doing a great job of “managing up” in the process.

 

 

Photo by Ben White on Unsplash

 

Lessons from SpaceTeam!

I’ve never been much of a gamer.  The idea of more computer time at night, after spending an entire work day on a computer has little appeal for me.

Until I saw, or more accurately, heard, SpaceTeam.  My little cousins were gathered in a circle, yelling out commands to each other, swiping their devices, and pushing toward the elusive goal of HYPERSPACE.

Set the Duotronic Capacitor to 2!

They’re all on a malfunctioning spaceship, attempting to escape from a black hole.  The only way they will survive is to work together.

It’s called a collaborative shouting game for phones and tablets.

Commands whiz across each players’ device, but here’s the tricky part:  their fellow players are the only ones who can carry out those commands.  And, there’s a time crunch since the black hole is pulling at the ship the entire time!

Calibrate the Hypersonic Thrusters to 3!

Each player has to see their own commands, yell out those commands for their fellow players to execute, and also be listening to the other players’ commands that they can execute on their device.

Disengage the Warp Transponders!

As I watched them play, I thought the game looked like a fun way to practice reading, and learn about team work…and have some fun.

Then, they asked me to play.

My first thought was, “I’m not much of a gamer.  I probably have something else I should be doing.”  But, when do I get an opportunity to play a game with my cousins (who range in age from 5 to 11 years old)…especially where they’re teaching me how to play.

Remember to remove the slime!

Did I mention the slime?  As the game progresses, minor problems start to impact your device.  The game controls come unhinged and swing on the screen.  Slime oozes across the controls.  The slime can be cleared by swiping it away, but that distracts from reading your commands.  It also distracts from hearing your teammates’ commands and executing them as quickly as possible.

This game is a lot harder than it looks!  Like most things in life, spectating is much easier than playing.

Set the Flux Beam to 2!

Luckily, my team is strong and capable.  While I’m distracted with slime and repairing my control screen, they’re executing commands flawlessly.  I can hear the patience in their voices as they repeat their commands.  A sense of calm hovers over us amidst the yelling of commands.  We just might make it to HYPERSPACE!

Disengage the Tripolimer Conduits!

Do the commands have any rhyme or reason?  Does it really matter?  This is a crisis!  We don’t have time!  Our survival is at stake!

Sci-fi fans will recognize many of the words, but that won’t help you.  Your ability to quiet your mind, focus on your screen, and listen to your teammates will determine your success.  That and your teammates’ ability to do the same thing.

You win as a team and lose as a team.  Sound familiar?

If one player is weaker than the others, it’s up to the team to deal with it by executing what they can as quickly and efficiently as possible.

Deploy the Solar Sail!

Do you work with and trust others to achieve your goals?

Do you find a sense of calm and confidence when relying on your teammates to perform?

Are you dealing with “slime” in your life as you work to achieve your goals?

Are you called upon to deliver results without enough time, even when things are a little chaotic and difficult?

Do you allow yourself to be lifted-up by your team when you fall short of their expectations?

SpaceTeam will give you practice on all of these questions…and it’s lots of fun!

HYPERSPACE!

How’d we do?  I’m pretty sure I was the weak link.  We made it to HYPERSPACE anyway.  It pays to be on a strong team!  We didn’t get to play a second round because the evil Schedule Monster emerged from the shadows to remind us about the event we were attending.

I look forward to playing again!

 

Photo by NASA on Unsplash