| Powerful questions to get below the surface | | | | conversations. It's a natural invitation to the other |
| 1. Ask for specific "stories" of complete situations | | | | person to add their ideas. Too many questions, one |
| "We all meet situations where people disagree on the | | | | after another, sound like an interrogation. |
| correct way to proceed. Can you give me an instance | | | | 7. Avoid hypothetical questions |
| from your own experience where it was up to you to | | | | "If you were promoted, what would be your first |
| deal with this kind of disagreement? Perhaps a time | | | | action?" |
| when you had to lead a team to find an answer | | | | Hypothetical questions invite hypothetical answers. |
| everyone could rally behind?" | | | | They're worthless. |
| 2. Build on answers with specific questions on "how?" | | | | I once sat in on an interview when the interviewer |
| and "why?"a) "What exactly convinced you to chose | | | | combined a hypothetical question with an attempt at |
| this career path?"b) When the candidate has | | | | pop psychology -- and got more than he bargained for! |
| answered:"Exactly why were you convinced?"c) | | | | "If I were to ask you," he said, "What would you say |
| Finally: "Why has this proved to be the right path?" | | | | was the most vivid memory you retain from |
| If you must ask multiple questions, make sure each | | | | childhood?" |
| part builds extends the previous one in a single | | | | The candidate paused, then said: 'Sitting naked in the |
| direction. It's better to stick to simple questions if you | | | | bath with my sister." |
| can. In interviewing, less is more. | | | | The interviewer nearly fell off his chair. |
| 3. Stick with actual happenings | | | | "What did you learn?" I asked him afterwards. |
| General, non-specific answers let people talk about | | | | "Heaven knows!" he said. |
| what they wished they had done, not what actually | | | | I'd learned the candidate was cleverer than the |
| happened.a) "Please tell me about a specific situation | | | | interviewer and had a wicked sense of humor. |
| where you were able to show your ability to cope | | | | 8. Never ask leading (or rhetorical) questions |
| with a tough deadline. How did you handle it?"b) "What | | | | Leading questions assume an answer. Rhetorical |
| did it teach you?" | | | | questions are statements dressed up as questions. |
| Abstractions are easy to handle...and fake. Talk is | | | | "When did you stop abusing your spouse?" is the |
| cheap. Stick to verifiable actions, not intentions. | | | | classic example of a leading question. Try to answer it |
| 4. Put an unexpected "spin" on a questiona) "Has it | | | | and you agree with the assumption that you're |
| become easier or harder to plan a marketing | | | | abusive. Translated into working life, you get questions |
| campaign over the time you've been doing that kind of | | | | like: "When did you first discover you need help with |
| work?"b) "Why is this?" | | | | creating budgets?" |
| Look for evidence of how the person reasons and | | | | An example of a rhetorical question is: "Of course, I'm |
| learns from experience. How long he or she has | | | | sure you'll agree that labor relations are best handled |
| worked in a specific field can be learned from their file. | | | | with firmness, wouldn't you?" |
| What matters is what those years have taught them. | | | | 9. Take your time |
| That's what they'll carry into their next job. | | | | Complex question need to be split into natural parts |
| 5. Ask for comparisons | | | | and asked in a logical sequence. Lead the candidate |
| "How does leading your present team compare with | | | | where you want him or her to go. Don't overwhelm |
| the first group you ever had to lead?" | | | | the person with a mass of questions asked all |
| Comparisons bring out how someone thinks and uses | | | | together. |
| past experience. | | | | 10. Avoid questions that invite simple answers |
| 6. Mix statements with questions | | | | "How much do you want this job?" ("Very much.") |
| "I find it tough to convince people to change when | | | | "Do you have experience in financial controls?" ("Yes.") |
| they're comfortable with the status quo. It puzzles me | | | | That kind of closed question stops progress and leads |
| how to do this well." | | | | nowhere. |
| Make an interesting statement, pause and wait for a | | | | Follow these simple steps and your interviews will be |
| comment. We do this all the time in informal | | | | more productive and easier on you and the candidate. |