Behavioral Interviewing

The goal of a behavioral interview is very simple: to see how somebody might behave under varying circumstances. The following is a partial list of circumstances that can show up. Add questions unique to your environment too. You can discuss the who, what, where, why and how of behaviors around:

  1. Not being clear about job tasks.
  2. Having difficulty with a co-worker.
  3. Having difficulty with a boss.
  4. Feeling your talents aren’t being properly utilized.
  5. Managing a challenging project either due to lack of resources, time or other pressures.
  6. Having made an error or dealing with somebody you manage who’s made an error.
  7. Setting goals and making sure you execute on them.
  8. Making an unpopular decision.
  9. Examples of how you motivate or engage people you manage or co-workers.
  10. What are some innovative or creative solutions that you’ve helped to generate to solve a problem?

And the catch-all question, “We’ve done a fair amount of behavioral interviewing, today and I’ve learned a lot you as a result. What other behaviors, both positive and negative, have we yet to discuss?

My Three Favorite Behavioral Questions

I consider all the above to be a dance around the middle. There aren’t enough interviewers who ask questions at the extreme. Such as:

  1. Tell me something that felt unfair to you in your last job? This is my favorite interview question of all, to understand somebody’s behaviors. Our personal culture is largely defined by how we deal with what feels unfair to us. So dig into it. If they tell you nothing felt unfair about their last job, then guess what… they are lying… and I won’t hire a liar. However, when they do tell you something felt unfair, now you get to ask additional questions. For example, why did it feel unfair? What did you do about it? I would go through their entire resume and ask that question about all their recent jobs.
  2. Now we go to the other extreme. What are you most excited about (in your previous job and other jobs)? Once again, why, why, why? Ask yourself if there’s a position at your company where the applicant can do the work they are most excited about. That’s where they tend to be most productive.
  3. The third question I like to ask relates to how well they know themselves. The question is this: “What are three things you think the people you have worked with would like to see you change about yourself?” If they say nothing, then they have the fantasy they are perfect, and I’m not hiring them. Most people would know the answer to that question, including you. When they eventually tell me what those three things are, I’ll find out from them what effort they’ve made to address those concerns.

You can understand how powerful these questions are by applying them to yourself. What feels unfair to you? What are you most excited about? What would people like to see you change about yourself? They are a great source of inquiry and awareness.

What are your favorite behavioral interviewing questions?

WHEN YOU KNOW YOU’RE RIGHT!

“In spinning a robe of your own righteousness, before the sun goes down you will find it all unraveled.” – Curtis Hutson

You know you are right….and yet they ignore you, ridicule you, argue nonsense to you or even try to sabotage you.

Of course, they can’t be “right” too.

John was one of the top engineers on the project.  After doing a bunch of independent research, he came to the conclusion the team was going in the wrong direction.  He had been hinting at his concerns, but it seemed everyone was too overwhelmed with their tasks to listen.

Every Wednesday at 8 AM, the team had an all-hands meeting.  John would be prepared.  He would show them why the current approach was doomed for failure.  It was all he could think about, all night long. He was fitful and had a terrible night’s sleep.

The next morning, John was exhausted but ready to go.  He steeled himself when it came his time to report.  He let it all out.  He was nervous, and his energy was strong. He told the team if they didn’t listen to his concerns, they would regret it later.

John did not get the response he hoped for.  At first, there was dead silence.  Then the questions, disagreements and attacks began.  Many on the team felt as if they were under attack from John, and sought not to listen or understand John, but to defend themselves.

It was a disaster.  The team lead ended the meeting and told John he’d like to meet with him that afternoon.

After the meeting, John was anxious and confused. He couldn’t understand why they didn’t jump on board with his recommendations. Thoughts kept repeating in his head about how he was right.  They must be blind, fools or even worse, reckless.

So where did being “right” get John?

Where does the push to be “right” ever get any of us? On any stage?

As the saying goes, “Are you always the smartest person in the room?”

I know my energy can rise when there is even a potential for conflict… and I know I’m right.

When we are “right” and don’t instantly get our way, it feels unfair.  When something feels unfair, the drama begins.  We can go from feeling like a victim one minute and acting like a villain in the next.

So, what approach do you take when you know you are right, and resistance is sure to follow?  What insights should John’s team leader share with him in their meeting? Let me share a few insights I’ve learned from trial work, sales, and the study of emotions.

  1. Begin by asking yourself the questions that are sure to come your way.  What are the possible objections to your argument?  What fears or concerns of others will you have to overcome? A good salesperson considers possible objections that may be confronted in a sales meeting and practices responses to them.  Even better, take away their potential victimology by addressing their fears and concerns… before they do.
  2. Have a confidant give you honest feedback.  Invite them to cross-examine you. When I was a trial lawyer, we would sometimes pay for a “mock jury” to test out our arguments.  Maybe a mentor,  coach, or old professor can be a good sounding board for you.  Having that sounding board is one reason every executive should have a coach!
  3. Hone your presentation.  Practice, practice, practice. Never wing it.  If it is important, it is important enough to do it with excellence.  Tell a great story, beginning to end.  Identify how everyone benefits from your approach.
  4. R-e-l-a-x.  Go into the meeting, presentation, etc. like the Dalai Lama would, focusing on liking the people you will be with, before you are even with them.  They are dealing with as much, and sometimes more, than you are.  So chill out and be a good human, no matter how excited you are about being right.
  5. I try to keep in mind the quote from David Bohm that “the truth doesn’t emerge from an opinion; it emerges from a dialogue.”  So, don’t be a know it all. Invite feedback.  Engage in a dialogue. Ask what they agree with or not, and why.  Try to learn something from them. That’s good sales.  Then identify what you agree about and narrow down the disagreements. Listen. Without interruption.   Step into their shoes.  Feel where they are coming from.  Even if you face disagreement, you can do so as good people.  Reasonable people can agree to disagree.
  6. Consider how you can mitigate their concerns.  Perhaps adjust your approach.   Be creative. Be flexible, like Gumby.  He…or she… with the most options wins.
  7. If you hit a stalemate, consider a third party to facilitate finding a middle ground.  A mediation if you will. Or call a timeout and agree to reconvene after everyone has had time to sort things out.
  8. If after all of that you still find yourself stuck in what you believe is a disaster waiting to happen, then either let go or get out.  Fighting reality is a game for the insane…or soon to be insane.  You don’t want to “lose it” because you are right. When that happens, everyone loses.

I think most people would say they are more “right” about things than other people.  Odds are, across your life, you are probably little better than 50/50 at being “right.”

Now that’s reality!

Supreme Court Reigns in Dodd-Frank Whistleblower Standard

In the case of DIGITAL REALTY TRUST, INC. v. SOMERS the US Supreme Court put the breaks on the broad whistleblower standard used by the 9th Circuit. Bottom line is the Court said to be protected under the 2010 Dodd-Frank Wall Street Reform and Consumer Protection Act (Dodd-Frank), internal complaints are not enough, you must have reported to the SEC. The unanimous Court denied the Solicitor General’s contention that Dodd-Frank’s “whistleblower” definition applies only to the statute’s award program and not to its anti-retaliation provision.

Unlike Dodd-Frank, the Court said under the Sarbanes-Oxley Act of 2002 “An employee qualifies for protection when he or she provides information or assistance either to a federal regulatory or law enforcement agency, Congress, or any “person with supervisory authority over the employee.”

Whistleblower advocates argued that forcing SEC disclosure as a pre-requisite, was not how most whistleblower anti-retaliation statutes are written. They claim this narrow interpretation of the statue would limit protections for attorneys, accountants, executives, and workers, who are retaliated against for reporting internally. The Court had an interesting side debate over whether you can use a single Senate Report as proof of Congressional intent.

Checklist for Consciously Managing a Workplace Problem

Life would be so easy if there weren’t other people …right? And, so boring too. One of the challenges we face is getting out of our heads when facing a “problem.” Here’s how to take a more conscious approach and eliminate the drama in the process.

  1. Recognize and admit that you have a responsibility toward the situation. As Dr. Phil reminds us, there are two sides to every relationship.
  2. Have you expressed your concern appropriately? Speak of how you feel and not about “what they’ve done.” Use “I” and not “you.” Your silence is not golden so don’t wallow in a Culture of Silence.
  3. Drop your desire to be “right.” As the great Sufi poet, Rumi stated, “Out beyond ideas of wrongdoing and rightdoing, there is a field. I will meet you there.” The Buddha said “Winning and losing are both the same thing: they are nothing.” If you want to know what a conscious approach is, simply ask yourself what Jesus, Buddha, or similar beings would say or do in the same situation.
  4. Do not identify yourself by your “problem.” That is giving your power away. Understand you are a much greater being than any circumstances you could face at work… or home.
  5. If, after you’ve made a conscious effort to resolve the problem, things don’t work out, prepare to move on. This does not mean that you hire a lawyer or start a fight. In my 17 years of litigation experience representing employees, few, if any, benefited from the litigation experience. Even after I put hundreds of thousands of dollars in their pockets. The only way we benefit from our negative experiences is when we learn our lessons and move on. Do not waste a moment of your energy looking backwards.
  6. If you are feeling stuck give yourself “outs”. Perhaps you prepare your resume and go on job interviews, but continue to do your best job possible. Sure you can gather evidence of their “unfair conduct” but what good will it do you? Better to find an environment where you are respected and feel good about the work you do every day.
  7. Recognize that conduct on the part of others that feels unfair to you is often due to their lack of consciousness. This is true whether it is your spouse, child, subordinate or supervisor. Recognize that no one engages in more unfair conduct towards you than you do to yourself. Focus on the internal and let go of the external. Do what is practical, not what is emotionally satisfying.
  8. Ask yourself these questions: Will this really matter in five years from now? How would my loved ones like to see me approach this challenge? (With a negative or positive attitude?) What example will I be setting for my family, friends and co-workers? Do I have the strength to rise above this nonsense? Can I separate myself from identifying my being with this problem?
  9. As Eckhart Tolle, author of The Power of Now states: “Use your problems and suffering for enlightenment.” Do not give your pain and suffering any time in the past or future. If you are fully present with it, you’ll fully realize that you are just fine right now. Stay in the “now” and you will avoid your own ego-driven consciousness.
  10. Lastly, go have some fun. Exercise, sleep well, and eat right. Focus on what you are grateful for and let everything else go. Forgive, surrender, and love your enemy.

I can guarantee you that any approach other than the above will result in no good to you, your company, your loved ones, or anyone else. I say this without reservation and with good intention.

A Laundry List of Fun Ideas You Can Apply at Your Company

There are plenty of fun ways to make work enjoyable, reinforce your culture and increase retention, engagement, and productivity in the process. Here’s just a few. What fun things has your company done? Please do share!

  1. Bring your _______ to work day (dog, parent, kid, spouse, therapist).
  2. Celebrate change – bury the past in a ceremony.
  3. Assign vision, mission or value “keepers”.
  4. Be a customer for a day.
  5. Bring in a motivational speaker.
  6. Community service – your employees can help in schools, shelters, with the elderly, at rescue centers, support the PBS fund drive, non-profit, create a clothing drive, sponsor a community day, give them a day off for volunteer work.
  7. Customers – Any form of recognition, thank you notes, t-shirts, thank you calls, candy bars, referral bonuses.
  8. Line a wall with pictures drawn by employee’s children or grandchildren, inspirational quotes, personal vision and mission statements.
  9. Send thank you cards home…maybe even with a gift card.
  10. Feed them – potluck lunches, healthy salads, ice cream trucks, popcorn trucks, cookie-baking contest.
  11. Fun – Create a mascot, fun committee, red nose day, poem contest, company rock band, sports teams, pass the trophy, company song or dance, costume day, wig day, hat day, tie day, sweater day, scavenger hunt, fill in the blank joke contest, company crossword puzzle.
  12. Holiday parties – There’s a holiday every month that you can turn into some type of theme party. Let your fun committee put it together!
  13. Create one page “how I make a difference” form where employees show how their work makes a difference on a single sheet of paper. No rules how they do that.
  14. Create some team videos, attain a customer video testimonial.
  15. Miscellaneous – Create a wishes box, time capsule, business cards for everyone, a haiku contest.

Those are just a few of my ideas. What are yours?