Managing Sticky Situations at Work

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Sticky Interview Situations 147‘‘No, but I don’t think I’d like that.’’Paul nods. ‘‘We have a very special kind of customer here. Most areregulars. They come looking for particular collectables. They’re prettysavvy. They search the Web before they come here and know what’savailable and the price range. Tell me about times you’ve approachedsavvy buyers like that.’’Richard says, ‘‘I usually try and know more than the customer. Iwould research the products and learn as much as I can about them.’’(This response suggests that Richard is a Technical.)‘‘It doesn’t sound as if what I’m asking is something you’ve donebefore.’’Richard shakes his head. ‘‘I guess not.’’‘‘I’m looking for someone who has retail experience and a thirst forhelping very savvy customers. I don’t really see that you’ve had thatkind of experience.’’ (Specifies the problem.)‘‘Not really. But, I have worked with customers in the store in themountains.’’‘‘I see that. I have to tell you, Richard, I’m a bit confused because Isee you’ve worked in retail, but you’ve given me no indication thatyou really like interacting with people and no examples. I sense thatyou might enjoy researching products. What can you tell me thatmight suggest something different?’’ (Joins feeling with fact andinvites Richard to talk.)‘‘I tend to be a person of few words.’’‘‘My customers are talkers. Some come in just to visit. Many arepeople I’ve worked with since I opened the shop. The almost ‘family’nature of the business is something they have grown to expect. I’mafraid this job may not be what you were looking for.’’ (Resolvesthe problem.)‘‘I can see that now.’’ Richard rises to leave.Paul shakes his hand. ‘‘I’m glad you came in. I hope you find thekind of position you are searching for. Good luck to you.’’ANALYSISPaul kept his interview strategic and behavior-based, even thoughhe recognized that Richard was poorly suited for his job. No matterwhat approach he used Richard did not open up. Paul asked openquestions in a search for examples in Richard’s history that mightmatch his job. He explored how Richard approached customers, andhe pushed Richard to describe how his approach differed from
148 Managing Sticky Situations at Worksomeone else’s. As he went through the interview, he helped Richardrecognize that this job might not be a fit for him.Specify the Problem. Paul clearly described his customer base. Heprobed Richard for examples of working with that special customer.When Richard answered in the conditional tense, Paul pointed outthe obvious, namely, Richard did not have any experience with thesecustomers.Invite the Other Person to Talk. Paul asked many powerful, openquestions that showed a genuine curiosity. These open questionsinvited Richard to talk, but Richard responded with few words.Join Feeling with Fact. When Paul said, ‘‘I’m a bit confusedbecause you say you’ve worked in retail ...’’ he told Richard that hisanswers did not jibe with what he said he’d done. He suggested thatRichard would enjoy a more solitary job, like researching products;Richard could not deny this observation.Resolve the Issue. Paul wanted to end the interview in a professionalmanner. In a job interview, the hiring person can resolve theissue right away or say something like, ‘‘We’ll be in touch.’’ Paulhelped Richard see that this job was not a good fit for him, and heended the interview with resolution and politeness.Answer True or FalseHOW STRATEGIC AN INTERVIEWER ARE YOU?1. It’s important for your questions to focus on a person’s futuregoals.2. Interviewers should talk about 50 percent of the time and candidatesabout 50 percent of the time.3. You can find out a person’s basic philosophy during an interview.4. Your questions should be tailored just for the person in front ofyou, not any person who applies for the job.5. It’s okay to ask candidates where they are from.6. When a job requires certain physical skills, it’s okay to ask candidatesif they have any physical handicaps that might prevent themfrom doing the job.7. You should never ask closed questions in an interview.8. If a candidate strikes you as unsuitable in the first few secondsof the interview, you should probably reject that candidate inthe end.
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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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