Managing Sticky Situations at Work

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Sticky Interview Situations 145where we could talk, but she’d gotten hysterical by then. Can youimagine?’’The candidate shakes his head and crosses his hands in his lap.‘‘Tell me about your work in the antique store. What exactlydid you do?’’‘‘This and that.’’‘‘Did you work full time?’’‘‘Only the weekends.’’Paul frowns. ‘‘Ah, you worked weekends for a year, right?’’‘‘Yeah.’’‘‘I also see,’’ Paul continues, deciding to change the subject,‘‘that you are not from this area. What brought you to our city?’’‘‘School.’’‘‘So, you attended the university?’’‘‘No, the Tech School.’’‘‘What was that like for you?’’‘‘Good.’’By now Paul is sweating. He can’t seem to get this candidate totalk. No matter what he asks, the candidate responds in threewords or less. Paul cannot imagine him working well with hiscustomers.APPLYING THE SAY IT JUST RIGHT MODELDECISION POINTSPaul weighs the costs. The candidate’s background looked promisingbecause he had some retail experience. But, Paul’s initial impressionis not good. He cannot see this candidate working well withpeopleandwonderswhyheevenappliedforajobatPaul’sstore.Rather than give up completely, Paul decides to probe a little further.Paul may have trouble finding a candidate with experience who wouldwant to work as an assistant clerk. Yet, he would rather have someonehe can train than an employee who is so impersonal. At the same time,Paul wants to conduct a courteous, professional interview. He doesnot wish the conversation to end abruptly.Paul sets his limits. Paul decides to ask questions to try and get thecandidate to open up. If the candidate still remains closed, he will endthe interview on as polite a note as he can.Paul determines the power sources. Being in the position to hire,Paul is in the seat of power. He can decide to hire this person or not.
146 Managing Sticky Situations at WorkOn the other hand, Paul did not get too many promising résumésfrom his ad, and ads cost a lot. He hates having to start over. Nonetheless,he decides he must invest in more searching rather than hiresomeone not suited to the job.PERSONALITY OVERLAYPaul has trouble determining Richard’s personality style. He knowshe is not an Expressive because of his reluctance to talk. Even thoughPaul is not looking to hire an Expressive, necessarily, he is lookingfor someone who has Expressive tendencies. Expressives love workingwith people. Paul doubts he is a Sympathetic. Sympathetics wouldhave been more sensitive to Paul’s discomfort during the interview.This candidate could be a Bold because his answers are so abrupt. Hecould also be a Technical because of his cautious responses.If the candidate is a Bold, Paul might get him to open up with questionsthat draw out his competitive spirit or his thirst for adventure. Ifthe candidate is a Technical, that approach will not work. A Technicalwould more likely respond to questions that showcase his organizationalskills.SAY IT JUST RIGHT CONVERSATIONPaul asks, ‘‘Richard, you tell me you like working with people, butyou’ve given me no examples of your work with people. What examplesdo you have?’’Richard shrugs. ‘‘I suppose working in the store.’’‘‘How did you approach customers in the store?’’‘‘I usually greeted them and asked if I could help them.’’Paul continues. ‘‘How is that different from the way anyone elsemight greet a customer?’’Richard takes a breath. ‘‘What do you mean?’’‘‘Well, if you enjoy working with people and the only way you tellme you approach people is with the typical, ‘Hello. How can I helpyou?’ I see nothing new there. I’m curious to know what’s specialabout your approach.’’ (Paul tries to touch on his competitivespirit.)Richard scratches his head. ‘‘I don’t really think I have a specialapproach. I’d just rather work in a store than filing papers somewhere.’’‘‘Have you worked filing papers?’’
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Managing StickySituations at WorkCo
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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 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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