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218 SNAKES IN SUITS
Many managers we have known simply do not prepare the right
questions for the task; some do not prepare any at all. To the candidate,
the interview is the chance to impress the company with his or
her ability to do the job and the motivation to do it well. Good management
candidates will have mentally rehearsed their presentation
and potential scenarios prior to the interview. They will have read
books on interviewing techniques and have ready answers for the
most common questions, including the challenging ones, such as
“Tell me your greatest weakness”; “How would you handle it if...,”
and; “If you could do something differently in your career, what
would it be?” It is well worth the time and effort for the hiring manager
to carefully prepare questions designed to elicit the specific information
needed to make the right choice among a slate of candidates,
and to force the candidate to go beyond pat or rehearsed responses.
The second mistake some managers make is not receiving training
in interviewing techniques. Some interviewers prefer a freeflowing,
unstructured approach to the interview, a style that goes
against most of what we know about good interviewing techniques.
Without formal training, the interviewer is forced to rely on “gut
feel” or personal impressions. While this approach may work for seasoned
interviewers with good candidates, it leaves the average interviewer
open to manipulation by a psychopathic applicant.
Basic training on how to conduct and manage an employment
interview is the least one should do to defend against psychopathic
manipulation during employment interviews. While many training
programs on interviewing techniques are available, most share a similar
format: an opening, initial exploration, detailed questions, providing
information about the job and the company, follow-up on concerns,
and close.
The purpose of the opening is fairly obvious and dictated by the
culture of the country where the interview is taking place. Handshakes,
offer of a beverage, inquiry about travel to the interview site,
and talk of the weather are common. These icebreakers pave the way
for the real work.
During the initial exploration, the interviewer asks general ques-