A recent study in the American baseball leagues suggests that the greater the difference between the pay of the stars and that of the rest of the team, the less impressive is the performance of the stars and the team as a whole.
Allowing the gap between executive and average worker compensation to grow provides fertile ground for what Professor Robert Simons calls rationalization. He suggests that this is an essential ingredient for turning the pressure of alienation into the opportunity of unethical behaviour.
In other words, if individuals can convince themselves that their contemplated behaviour is not wrong – using excuses such as “Everybody does it,” “The effect is immaterial,” “No one is hurt” or “I’m doing it for the good of the company” – then there is little to prevent the type of behaviour that puts both the individual and the organization at risk.
Trevor B. Lee, EP International
With acknowledgement to my friends at: http://www.bbrt.org
Those that know me often attach a ‘disruptive’ or ‘counter-intuitive‘ label.
So this is for them:
Here’s to the crazy ones. The misfits. The rebels. The trouble-makers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules, and they have no respect for the status-quo. You can quote them, disagree with them, glorify, or vilify them. But the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.
— Apple Computers Advertisement
and a couple of quotes to go alongside that fabulous statement:
“Subordinates need to challenge in order to follow, and superiors must LISTEN in order to lead” ~ The Boundaryless Company
Servant Leaders are tough and explicit about core values, including respect for diversity. They tend to listen rather than talk.
A Great Way to Learn More and
Naturally Control Emotions
If you want to save time, learn more and eliminate your emotional biases, try a Panel Interview.
If done correctly, it can be one of the most effective tools for assessing competency. Shorter interviews test chemistry and fit, but tend to be superficial.
Remember, “interview” personality is not the same as “on-the-job” personality.
Here is some basic advice on conducting a panel interview:
▸ Make sure each interviewer has reviewed the resume and performance profile before the interview.
▸ Tell the candidate beforehand that there will be a panel interview – No surprises
▸ Avoid intimidating the candidate by limiting the panel to 3-4 people. Use a round table.
▸ Assign a leader.
The leader is responsible for:
□ Keeping the group on topic – Only leaders can change the topic. Other interviewers should be observant and ask fact-finding and follow-up questions for clarification
□ Making sure each important topic is explored completely. Don’t change subjects too quickly. Explore each topic thoroughly and weave a thread around the topic with follow-up questions, fact-finding, and examples.
□ Keeping the discussion moving. Once a topic is fully explored, move on to another topic quickly.
□ Making sure other interviewers don’t come in with a list of prepared questions.
▸ Ask the candidate to visualize how they would solve a specific job related challenge. Get into a give-and-take discussion using the “visualize” question (i.e., How would you handle the task or solve the problem, if you were to get the job?).
▸ Give the candidate a take-home problem to present in the panel session. This fosters a “real life” discussion about the job and makes the interview more of a working session.
Trevor Lee – EP International
The Candidate looked good on paper, he even impressed the hiring manager during the interview, but two or three months into the new job they suddenly realize that what they got isn’t exactly what they ordered! What went wrong?
It happens all too frequently. Just a few simple steps can help you avoid this painful and costly situation.
Here’s just one tip that will make a world of difference:
▸ Wait 30 minutes into the interview before making any judgment about the candidate‘s fit for the position!
▸ The traditional interview is actually not much better than a simple coin toss for selecting a good future employee. Some managers boast that they can tell in an instant if a candidate is a good fit or not. This arrogance often leads to rejecting good candidates and accepting fast talking, amiable but often less competent candidates.
Why wait 30 minutes?
▸ It psychological! If you have a good rapport with the person right away, they’re well dressed, articulate and amiable, you end up asking easier questions and not probing as deeply. You will likely let things slide and give them the benefit of the doubt.
▸ On the other hand, If you immediately dislike the person based on appearance or mannerisms, you end up being negative, asking harder questions, cutting the interview short and not really listening.
▸ Learn to control your emotions.
▸ Measure performance first, wait 30 minutes and you’ll eliminate many hiring mistakes.
Trevor Lee – EP International
RECRUITING is much more like buying than selling – although you wouldn’t know it from the way most recruiters go about it. They stop the evaluation and begin the selling process as soon as they find someone they like!
Once you start selling, you stop the part of your brain that makes vital judgements. You talk more and the candidate talks less. NOT a good idea as from this point you won’t learn anything new about the candidate, other than what she wants you to know! In short you have given up control of the interview.
Strong recruiting is necessary but it’s much more effective as a marketing tool than a sales pitch. Talking about the great merits of your company after you’ve already interviewed and assessed a candidate can come across as a classic hard-sell. But when you say exactly the same thing before you know much about the candidate, it is shrewd marketing.
There’s much less pressure, since you obviously make this same speech to all candidates!
If you present your job, without hype, as a significant long-term and exciting opportunity, candidates will want to sell you. They will, I assure you, tell you everything you want and need to know (and more).
Finally, remember if you make it too easy for a candidate to get a job, she won’t want it as much. Make it a challenge and harder to get and she’ll work harder herself to convince you she is the PERFECT CANDIDATE.
Trevor Lee, EP International
From my early days I recognized an underlying power-play when interviewing candidates and applicants (the difference is a piece for another day). Alongside this I thought (and still think) how totally divorced this process is from the real world of day-to-day management and leadership.
The very word ‘interview’ should replaced (in my own mind at least) with the phrase ‘conversation with a purpose’.
So what to do?
Fortunately I came across (can’t remember where) a way of equalizing the relationship and in doing so helping to arrive at better outcomes. Essentially this was by removing (even out of this non-operational activity) fear and replacing it with trust which should be the aim of all leaders.
My mind-set now views the ‘candidate’ as a ‘consultant’.
It’s amazing how that small change in perspective can make an interview more successful.
As an interviewer (that word again!) you have an enormous amount of power over a candidate – especially if you’re also the hiring manager.
It’s true that we tend to listen more and be less judgmental of people we consider to be our ‘betters’. This is why we are more deferential towards customers and supervisors than we are to suppliers and subordinates. In fact we still do this almost instinctively when we talk with lawyers and doctors. Is it any wonder therefore that when we treat candidates with this same degree of respect, they open up more quickly and their answers are longer and more insightful?
So what I advise is that when we sit down with candidates for the first time:
be sincerely interested in their answers
ask follow-up questions that demonstrate active listening
ask for their advice on job-related problems
be ready with positive feedback