Posted tagged ‘Corporate Culture’

Establishing the Foundation for the Leadership Interview

June 22, 2010

A leadership interview is a little more delicate. In fact, I would categorize this discussion as more of a conversation than an interview. There are several reasons why this is so.

The candidate being interviewed is typically more mature. Usually, this person has managed departments or divisions, if not other companies. Therefore, this applicant is more comfortable with the proceedings.  For this level candidate, it truly is an opportunity to shine and demonstrate the depth and breadth of the knowledge and experience that has been acquired over an entire professional career.

These factors by themselves make this interview different.

It is as much about making sure that there is a stylistic and cultural match as it is about the skills that the candidate possesses. And the candidate also usually understands on some level that a poor match will not work for him or her.

To make this conversation more effective and easier, I typically explain that I am assisting n this process. My intention and goals is to find a fit so that the candidate can be happy and fulfilled for years to come and so can the company.

This allows for a conversational shift toward getting to know the person. The context and the most fundamental rule to apply is that we are here to “screen out” inappropriate candidates rather than “screening in” people.

The purpose of the questions that we outlined in the previous post is now clear. The se questions have been designed to facilitate the discussion and they are clearly in the best interests of the applicant as well as the company.

Determining the Candidate’s Leadership Profile

June 17, 2010

One of the challenges in the interview process was the need to capture information in a meaningful way.  The plan was to interview five candidates in one day and the risk of blurring responses, characteristics and attributes was fairly high. Effective data capture was therefore important.

The tool that was built had a section for evaluating each of the core attributes highlighted in the prior post. It was to be completed after the interview and it simply asked if the candidate had the particular attribute and allowed for any additional comments or insights.

The rest of the document – and clearly the most important section – was devoted to a series of questions designed to create a conversation that would enable the candidate to share his or her views on leadership.

Here are some examples of these questions:

A. Getting to know you questions:

(1) I’m about to buy a brand named <candidate>. Describe what I just bought.

(2) What was the best job you ever had? Why?

B. Execution:

(1) How do you assure / implement accountability among your staff?

(2) What do you reward and how do you reward it?

(3) How do you convince people to change behaviors?

(4) How do you evaluate staff?

(5) Why should someone be fired?

C. Ability:

(1) What characteristics of your present job do you like?

(2) What are some of the things you don’t like?

(3) How would you change your job if you had the power to do so?

(4) Describe your perfect job?

(5) Describe your perfect boss?

(6) Give me 5 adjectives that generally describe the people who work for you.

D. Leadership:

(1) What are 3 core tenets of your management philosophy that you would never compromise?

(2) Fast forward a year —  how is our company, the one that just hired you, different?

(3) How do you hire people (i.e. what is the hiring process / what do you look for)?

(4) Talk to me about a great hiring success (what were the factors that made it successful)?

(5) Talk to me about a great hiring disaster. Why did it happen? What did you do about it? (this is a great question to learn about blindspots)

(6) How do you make important decisions?

(7) How do you go about learning new things?

(8) Describe the perfect company culture? How would you create this culture?

E. Ability to Grow and Learn:

(1) Most people have at east one tough integrity challenge in their professional lives – what was yours and how did you handle it?

(2) What is the greatest lesson that you learned in the past five years?

(3) What is the greatest professional challenge you’ve ever faced and why?

F. Vision:

(1) Tell me about three competitive trends for which we should be concerned.

(2) What is the single most important idea that you contributed to your present job?

The purpose of these questions is to learn what is important to the candidate and the thinking process that is utilized. What can be learned from these questions is the values of the candidate, how they are reinforced and the type of people with whom these leaders will surround themselves.

Getting these answers will your company know the type of leader it is engaging.

Rethinking Overseas Technical Support

July 15, 2009

After nearly 25 years as a PC, I became a Mac late last month.

I didn’t make the switch so I could grow my hair long – bedsides it’s probably too late for that – and I discarded my tie in favor of open collars long ago. The Mac just seemed easier and besides, my son, Eli, was lobbying me to switch for quite some time.

And while the adjustment has been pretty stress free, there are some moments…which brings us to tonight’s tale.

Perhaps one of the most maligned groups in the IT world is the overseas tech support team. People say that those from across the globe may be more difficult to understand and culturally, are not in tune with an American’s way of thinking and approaching an issue. However, if my most recent experience is any indication, it may be time to reconsider this perspective.

My friend, Alan, at Microsoft tells me that the technical support world is changing. The shift is to more online chat – and less telephone conversation. There are a lot of reasons for this. Online chat allows supervisors to more quickly review calls for quality and the transcripts of these calls are much simpler to access.

Anyway, back to our story.

I had purchased an application for offline storage called Mozy. I had heard good things about it and one of my colleagues at a client was a strong proponent.

One of the differences in the Mac world is that when you click on an application icon, sometimes the only thing that opens is the thin ribbon for the application on top of the screen. In the case of Mozy, it also opens a screen to show you what it is backing up. My previous orientations with PCs had taught me that the screen that opens is indeed the application itself…so I never noticed the ribbon.

This led me to believe that the application’s client had never loaded and so I could never set preferences or schedule the backups. Naturally, I made a call to technical support.

I’m not writing about the fact that the two people that I worked with were courteous or knowledgeable or patient. What impressed me was that I received personalized, professional e-mails with new suggestions every day. It felt like these two professionals were focused solely on my issue – and that they were more committed to its resolution than I was.

It took a little more than a week for me to realize that the “problem” was likely not a problem and simply my unfamiliarity with the Mac interface. And while I learn new things about Apple each day, the most important thing that I may have learned is that international boundaries are likely not what separates quality from mediocrity. More appropriately, it is corporate culture, professional training, personal commitment, outstanding character traits and appropriate reward systems that are the differentiators.

So Sandeep and Mohammed, here is a shout out for an exceptional job. Well done – and thanks for this important reminder and lesson.


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