Managing Sticky Situations at Work

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Chapter 9Sticky Interview SituationsEmployment Interviews abound with sticky situations. For the candidatethe interview is one of the hardest places to be. Candidates must‘‘sell’’ themselves to the interviewer. They must put themselves onthe line for someone else to judge. It has to be one of the mostuncomfortable tasks any of us faces in our work lives. The turndownsfeel as if someone personally rejected us. For the interviewer, it is notan easy task either. Interviewers do not like to hold someone’s futurein their hands. For many people, this place also feels awkward anduncomfortable.In my previous book, Strategic Interviewing: Skills and Tactics forSavvy Executives, 1 I introduced a communication strategy for interviewersthat makes the decision-making role less subjective. This strategycenters on the POINT selection process (see sidebar). ThePOINT process gives interviewers the skills they need to make purposefulhiring decisions.
142 Managing Sticky Situations at WorkTHE POINT SELECTION PROCESSPOINTPlan the interview.Make the interview Open.Use INtentional listening skills to conduct the interview.Test the candidate in terms of qualifications. Test the process interms of openness. Test the fit, regarding the candidate and thejob. Test the quality of the interviewer’s skills.WHAT IS ASTRATEGIC INTERVIEW?Strategic interviewing is a system of behavior-based interviewingthat strips away the superficial to get at the truth. In essence, a strategicinterview by its very nature goes deeper in an attempt to getbeyond the surface.THE PASTLet’s look at the history of the interview. In the past managers interviewedcasually and with little preparation. As a result they spent mostof the appointment time talking. These early interviews were calledlaissez-faire, a word that comes from the French. It means, ‘‘let itbe.’’ Laissez-faire interviews were conversational in nature. Unfortunately,these kinds of interviews revealed almost nothing about thecandidate and gave the interviewer little to go on when making hiringdecisions.Increased turnover alerted those doing the hiring that laissez-faireinterviewing did not work. In response to this spike in turnover, interviewersstrengthened the interview process by giving birth to thestructured interview, which consisted of a series of questions asked ofeach candidate. The goal of the structured interview was to providestructure wherever possible. That meant requiring candidates to havecertain basic skills, asking certain questions of all candidates, and scoringcandidates in certain consistent ways. There was so much structurethat the interviewer lost all opportunity for judgment. Gut-level decisionmaking that can sometimes result in a good hire disappeared.Recently scientists have learned that gut-level decision making notonly exists but also that it is scientifically sound. Daniel Golemanwrote in his book Primal Leadership, ‘‘the emotional brain activates
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ContentsIllustrationsviiAcknowledgm
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AcknowledgmentsAs a disclaimer, all
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xiiIntroductionis the word that oft
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xivIntroduction4. You supervise a g
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Chapter 1The Say It Just Right (SIJ
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The Say It Just Right (SIJR) Model
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Chapter 2Personality OverlayAtthiss
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Personality Overlay 19BOLD PERSONAL
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Personality Overlay 21energy seems
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Larry is clearly a Technical person
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Personality Overlay 25‘‘John kn
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Personality Overlay 27Resolve the I
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Chapter 5Sticky Situations with Cli
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‘‘I’m glad to hear that. I wa
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Chapter 6Sticky Situations with Sub
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Sticky Situations with Subordinates
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202 Appendix 14. True5. False6. Fal
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204 Appendix 1Strategic interviewer
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206 Appendix 2360 By Design®—Des
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IndexAdjourning Stage in groups, 10
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Index 211hot seat, 35-39How Good a
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Index 213Teenage Daughter Is Busted
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Managing Sticky Situations at Work

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