About 10 years ago, I was interviewing an internal candidate for a new sales manager role. The hiring manager, one of my peers and close associates, asked me to interview his two leading candidates. He already preferred candidate A because he was the leading sales rep in a company we had just acquired. Candidate B was an old-timer with a solid reputation and track record. The other interviewers (four members of the sales team this person would manage and one peer sales manager) agreed that candidate A was preferable to candidate B. The hiring manager wanted me to be the final endorsement, because the person hired would have significant interactions with my own organization and because sales manager roles were crucial to our company’s business.
Posts Tagged ‘interviews’
Too many interviews are too polite and too gentle. Consequently, you only learn about a candidate’s persona under the best conditions. One thing I learned in the military, reinforced throughout my life, is that you don’t really know your partners and colleagues and teammates until you see them under stress. The strong and weak points of most people’s personalities, skills, and judgments become obvious when they are subjected to stressful situations such as boot camp, survival training, challenging physical exertion, or high-stakes competition. So why not apply this to interviews? Stress is extremely effective at exposing strengths and weaknesses, enabling you to discern the real candidate from their interview façade.