The interview is more structured than most, complete with a defined flow and set of predetermined questions. During an effective interview, the interviewer typically speaks no more than 25% of the time, while the candidate speaks 75% or more. The key is that most of the interviewer’s speaking time is spent at the end of the interview, not the beginning! Most interviewers are terrible because they spend the beginning of the interview talking and telling the candidate all about the organization and the position. This makes it quite easy for the person being interviewed to simply regurgitate important points and sound in-synch with the organization.

One last tip: gain behavioral examples. The examples of real-life events provided by the candidate can then be used to assess the relevance of job related skills. If you want more information about terrific interview structures or techniques, contact us for a consult or to purchase one of our interview guides.

Once you become a leader, you give up certain rights: 

0. The right to lose your temper. 
0. The right to be "one of the crowd." 
0. The right to shut the door.  
0. The right to bring problems to work. 
0. The right to speak freely. 
0. The right to be against change. 
0. The right to pass the buck. 
0. The right to get even. 
0. The right to choose favorites.
0. The right to think of yourself first.
0. The right to ask a staff member to do something you would not do.
0. The right to expect immediate reward for your work.

Here is my take: 1. A large pool of available funds is welcomed news since lenders have been very tight with approving loans. 2. There should be some concern because in the government’s haste to push $30 billion into a flailing economy, an abundance of bad loans may be generated. 3. Doesn’t it seem odd that only community banks will be allowed to lend these funds? Non-community banks have the kind of market share and geographical scope to push these funds into the market more quickly and, perhaps with better controls. Why not let all banks participate?    

We have all heard that when one of our senses is injured or compromised, the others rise to the occasion and become stronger. While at dinner one night with a colleague, Howard noticed that with eat bite of delicious food, his friend would close his eyes and savor the collage of flavors. Howard asked him what he was doing. His friend’s immediate reply, with eyes still closed, was that he wanted to focus all of his attention on what he was doing – what he was enjoying. Howard embraced the habit and not only began closing his eyes while consuming tasty meals, but he expanded the technique’s use. For instance, during important conversations and critical negotiations, Howard would inform others that he was closing his eyes so that he could focus, and hear, and taste their message. One can only imagine the unusual facial expressions that Howard’s technique must have caused. He wouldn’t know, his eyes were closed – and his mind was open. He must have done something (many things) right, because he was and is one heck of a successful guy. If you ever meet him, you will like him. Here is my point: In this sometimes crazy, fast-paced world, develop listening modalities that work for you. If we were all to stop rushing, and texting, and stressing for a moment we would realize that people have amazing things to say. Listen. And open your mind.        

After they had safely passed and I had moved on, it struck me just how incredibly adaptable these birds are. We are constantly encroaching on their natural habitat, and they refuse to be defeated. Instead, they adapt. In other words, they are not happy about man’s presence in and proximity to their world, yet they deal with it and flourish. Sandhills continue to stalk their turf, frequent their ponds, cross barriers (i.e., paved roads), and raise their young in a changed world. Sandhills even coexist with our pets – it is sometimes amusing to see just who chases whom.

So the next time you are assessing your strengths or areas of needed improvement, ponder your level of leadership adaptability. Are you a Sandhill, or something else? During your assessment process answer these questions:

0. How do I behave when I perceive that someone is encroaching on my turf?
0. How do I treat hurdles: as a nuisance or something that occurs naturally during the course of progress and growth?
0. When thrown into uncomfortable situations am I still confident? Why or why not?
0. Am I constantly reinforcing and building the concept of team in the workplace?
0. If my team was driving and I stepped into the road would they stop and patiently wait for me, or would they run me over? Why?

Often times being a great leader involves reflecting on a handful of questions that keep your fingers on the pulse of your performance. Sometimes life is enhanced by stopping and admiring the grandeur in something seemingly simple. Be well my friends. And be adaptable. 

First, determine what areas/items/behaviors/procedures you want to change. Use free thinking here and open everyone’s mind to what could be different. Second, designate a point person who owns each particular item to change. Third, project by what date the change will commence or be completed. Note: be specific on the due date (i.e., third quarter 2010 does not cut it). Fourth, measure the results.

Once the above stated steps have been completed, you can follow the same drill with one subtle difference: determine what areas you do not want to change. This action is critical, and where most leaders blow it. Often times, leaders are so busy changing things that they do not communicate what items and behaviors they want to stay the same. 

If you want help with leadership facilitation, a professional facilitator is a good way of moving change forward, thus allowing you to participate in the process as part of the team. If you prefer to lead the charge, go forth. And remember to focus on action. 

Most good leaders I know are voracious learners. These life-long learners typically read a book on leadership, then move on to the next book or topic – always searching for golden nuggets to learn to share. There is nothing wrong with this. I have a different prescription though. Here it is: re-read. That’s right, read the best business books multiple times and let their concepts and motivation thoroughly soak into to your leadership being. You know, most business books are nothing more than a memo done good, or some story, that while intriguing, contains merely four concepts to embrace. As such, focus on three business books at a time. Learn them. Read them again and again. Bathe in their knowledge until you have seamlessly woven their concepts into your behaviors and language. Only then, move on to a new set. What are the three books I recommend most frequently? I thought you would never ask. Here they are:

-          Good to Great

-          Now, Discover Your Strengths

-          Leadership Simplified      

Have these books readily available near your desk. Use them as field guides. Review them frequently and on the fly. Consume them thoroughly and then, don’t forget: implement!

Without going into a diatribe about proposals and all the evil nuisances associated with them, I offer an alternative strategy on which to consider:

The word “proposal” connotes comparison. Thus, if you supply a proposal, you will be compared with other vendors. That’s right, you relegate yourself to nothing more than a vendor. Does that label fit nicely with your marketing model? Answer: I hope not. Here is my tip: in lieu of a proposal send a Statement of Work, or a Memo of Understanding, or a Commitment Letter, or a Contract. For goodness sake do NOT send a proposal. Bonus tip: avoid future tense language in the document you send. Instead, speak in present tense.

Bottom Line: Seek to shrink the sales cycle and move towards doing business. Do not elongate your selling process and engage in the time-suck of preparing a proposal.

This information and more is covered during our Sales Simplified Boot Camps. Consider setting one up for your team.