Tag Archives: questions

It’s a Cakewalk

From the Ask Tom mailbag –

Question:

I just read your latest newsletter regarding team interviewing. I am a lousy interviewer but trying to get better. I am intrigued by the 50-60 interview questions that need to be prepared as I have a tendency to just wing it.

Do you have a source or listing of that many questions? I’m having a hard time envisioning what a comprehensive list might look like.

Response:
When I first introduce this concept of 50-60 written prepared questions, most interviewers freak out. Looks like a lot of work. No idea where to start? Can I short-cut the work and find the questions online?

The answer is, there is no short-cut. I do NOT have a list you can copy. But, here is the source of the questions.

The template I use to create a Role Description is organized around Key Result Areas (KRAs). When you look at any role, there are tasks that go together, typically related to a single goal or objective. In any role, there are typically 5-8 major goals or objectives, with related tasks in each goal area.

Looks like this –

Role Description
KRA #1
Tasks/Activities
_____________________
_____________________
_____________________
Accountability
_____________________
KRA #2
Tasks/Activities
_____________________
_____________________
_____________________
Accountability
_____________________
KRA #3
Tasks/Activities
_____________________
_____________________
_____________________
Accountability
_____________________
and so on…

Use the Role Description to craft ten questions in each KRA. If you have six KRAs, you will have 60 written prepared questions. It’s a cakewalk.

If you have more questions, register for our Hiring Talent program, next Orientation is Apr 23, 2012. For more information, follow this link.

The Value in a Manager’s Role

“What do you mean, bring value?” Joan asked. “Sounds easy to say, but I don’t know what you mean. How does a manager bring value to the problem solving and decision making in the team?”

“Do you bring value by telling people what to do?” I asked.

Joan sat back, looking for the odd angle in the question. “No,” she replied.

“You and I are sitting here talking,” I nodded. “And in our conversation, am I directing you, telling you how to be a manager?”

Again, the answer was “No.”

“And would you say that our conversations are valuable, valuable to you, in your role, as a manager?”

Joan followed the nod. “Yes,” she said slowly.

“I am not telling you what to do, yet, am I bringing value to the conversation?” I could see Joan making a leap in her mind to follow. “How am I doing that? If I am not telling you what to do, what kinds of sentences am I using?”

“Questions,” she responded. “You are not telling me what to do. You are asking questions and listening. And your questions are bringing value to the decisions I have to make and the problems I have to solve.”