Monthly Archives: July 2018

HOW TO INSTANTLY IMPROVE YOUR JOB INTERVIEWS

Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if you don’t have the first, the other two will kill you. You think about it; it’s true. If you hire somebody without integrity, you really want them to be dumb and lazy.

Warren Buffett

Imagine committing to marry a stranger after a one hour meeting. Following this sit-down, you invite the stranger into your house and depend on him or her for your financial success. This doesn’t feel like a good strategy for success and happiness, does it? Yet, it plays out every day across corporate America.

You do not have six months or a year to evaluate employment candidates as you would a prospective spouse. But you have other tools, including the job interview. A good interview can lead to a productive, long-term, drama-free employee. Conversely, today’s poorly executed interview is tomorrow’s problem employee.

Despite their importance, many companies give short shrift to interviews. This is bad business. The after-effects of a bad hire are many: lost production, poor morale, time wasted on discipline, and other forms of mayhem, such as lawyers and lawsuits.

Let’s look at how to improve your job interviews.

ONE QUESTION CAN REVEAL ALL YOU NEED TO KNOW

You have limited time to ask questions in an interview so they better be good — geared towards eliciting answers that help you evaluate your candidate. With as little as one question, you can detect the person you want, or do not want, in your organization.

“What went wrong?” This question can be used to great effect. Daniel Coyle, author of The Talent Code, describes how Bill Belichick, head coach of the New England Patriots, uses the question to make multi-million dollar hiring decisions:

At the NFL combine, Belichick invites a prospect to the team’s hotel room. The athlete walks in, Belichick says a brisk hello, clicks off the lights, then pushes PLAY on a video of one of the player’s worst moments of the previous season: a major screw-up. Then Belichick turns to the prospect and asks, “So what happened there?”

Belichick not really interested in what happened on the field, of course. He’s interested in how the player reacts to adversity. How does their brain handle failure? Do they take responsibility, or make excuses? Do they blame others, or talk about what they’d do differently? (One player started ripping into his coach, and Belichick flicked on the lights and ended the interview right there — possibly saving his franchise millions.)

The idea is not just to weed out players with the wrong mindset, but also to identify those who have the right one. Players like Tom Brady — a skinny, incredibly slow, unathletic quarterback (below), who developed into one of the all-time greats.

HIRE WINNERS, NOT VICTIMS

You want to hire people who take responsibility for what happens to them and in their workplace. You do not want to hire candidates who display a victim mentality. Such types do not take responsibility and complain incessantly. They make poor leaders and bad subordinates. They kill the spirit and morale of your workplace.

The following questions can reveal candidates who possess victim mentalities:

• “Describe the best boss you ever had, and describe the worst boss you ever had.”

• “Tell me about a failure in your life and tell me why it occurred.”

• “What are some of the things your last employer could have done to be more successful?”

• “Did you ever tell your previous employer any of your thoughts on ways they could improve?”

• “What are some of the things your last employer could have done to keep you?”

Evaluate the answers you receive: Does your candidate speak briefly of his best boss, but rail on negatively about others? Can he identify any of his failures and, if so, does he take responsibility for them or blame others? When your candidate speaks of ways his previous employer could have improved, are his comments constructive or laced with condescension or anger? When your candidate identifies things his previous employer could have done to keep him, does he list reasonable things or grandiose demands. Observe your candidate’s body language and demeanor when giving his responses — are they a “tell” that you are dealing with an overly emotional or negative person?

These questions appear in Gavin de Becker’s book, The Gift of Fear, in which he details how to identify and assess troubled people, including employee candidates you are considering inviting into your workplace.

Understand, you have limited time to assess your next hire. Much of your job interview will be consumed with discussing job requirements, the candidate’s qualifications, and other topics which will reveal little of your candidate’s character. Do not leave anything to chance: make sure that you ask an adequate number of questions to reveal your candidate’s emotional intelligence.

HEDGE YOUR BETS AGAINST A SKILLED INTERVIEWEE

A “professional” interviewee can sometimes fool an interviewer who does everything right. So, before you decide to interview someone consider the following red flags:

• Have they frequently hopped from job to job?
• Have they been associated with failed business ventures?
• Is their resume excessively grandiose?
• Does your background search reveal past litigation, credit problems, or an association with sketchy people or businesses?
• Do previous employers have nothing good to say about your candidate?

CONCLUSION

Hire quality people into your organization and it will thrive. Leave bad candidates to your competition.

Bonus tip: The principles discussed in this article go beyond interviewing employees. Use them to interview prospective business partners, independent contractors, professionals, vendors, and would-be lovers. Surround yourself with winners.

Art Bourque is an AV rated commercial and employment lawyer who has been practicing law in Phoenix, Arizona for 27 years. Art provides employment law training, including how to interview, conduct background searches, hire, discipline, supervise, and terminate employees; he is also an experienced litigator. Art can be found at www.bourquelaw.com, art@bourquelaw.com, 602.559.9550, linkedin, or trail running with his dog, Eli.

HOW TO AVOID BEING AN EMBEZZLEMENT VICTIM

“The irony is inescapable. The same thing that can underlie success can also make you all the more vulnerable to the grifter’s wares. We are predisposed to trust. Those who trust more do better. And those who trust more become the ideal, albeit unwitting, player of the confidence game: the perfect mark.”

Maria Konnikova, The Confidence Game: Why We Fall for It . . . Every Time

Trust should be a four letter word. It is the embezzler’s currency. A famous President once said, “trust, but verify.” I would add: “and do so promptly and regularly.”

Most all of us know someone who has been conned or the victim of embezzlement. But you or me, that would never happen to us — right? Wrong. It may be happening to you right now.

Embezzler’s need opportunity. If your business or family does not present an inviting target, most embezzlers will not invest the effort needed to relieve you of your wealth. And if a thief mistakenly believes that you are a possible mark, your quality control — your “trust, but verify promptly and regularly” — will red flag any theft.

Sounds easy, right? It’s not. We are irrational creatures who often engage in “confirmation bias.” This is the tendency to search for, interpret, favor, and recall information in a way that confirms one’s preexisting beliefs or hypotheses. People display this bias when they gather or remember information selectively, or when they interpret it in a biased way. The effect is stronger for emotionally charged issues and for deeply entrenched beliefs. Confirmation bias leads to “belief perseverance” — a belief that persists even after the evidence for the belief is shown to be false.

Most of us engage in belief perseverance at one time or another. Indeed, right now, half the country is convinced that the other half is delusional. But when is the last time a Facebook rant or cocktail party conversation changed your mind about politics? Never. Belief perseverance is strong.

Knowing that we may be smart, but are also prone to confirming our beliefs rather than challenging them, here are ten strategies to protect your business and family wealth from embezzlers:

• Do not have a bookkeeper, accountant, or family member operating your business or personal wealth without oversight by others; too many of my embezzlement cases have involved the “trusted” bookkeeper or CPA.
• Be observant of any unusual, defensive, or territorial behavior among your “trusted” employees, partners, and associates.
• Your first reaction to new information should be healthy skepticism, not blind enthusiasm or rationalizing bad news. In The Confidence Game, the author notes that “Sherlock Holmes’s trick is to treat every thought, every experience, and every perception the way he would a pink elephant. In other words, begin with a healthy dose of skepticism instead of the credulity that is your mind’s natural state of being.”
• Do not wait until after you are a victim to sit down and carefully think about what is happening to you in any given situation. “A helpful exercise is to describe the situation from the beginning, either out loud or in writing, as if to a stranger who isn’t aware of any of the specifics—much like Holmes talks his theories through out loud to Watson. When Holmes states his observations in this way, gaps and inconsistencies that weren’t apparent before come to the surface.” The Confidence Game.
• If you are an organizational or family leader, make sure that your employees or family members are free to bring concerns to your attention; then listen intently and evaluate what they are telling you before reaching a conclusion. This is extremely difficult if the news challenges your beliefs about a trusted person.
• Put organizational safeguards in place, update them regularly, and follow them like your fortune depended on it.
• Perform periodic audits — formally and/or informally — that expose your books and records to scrutiny.
• Retain a professional(s) if you believe you have a problem on your hands, or a situation that requires closer scrutiny.
• Do not engage in illegal or immoral conduct; other than the fact that it is wrong, the embezzler or con-man will use it as a means to expose you should you expose him.
• Read The Confidence Game and The Sociopath Next Door — informative and entertaining — to know who you are dealing with.

Are you predisposed to trusting people? Worry not: the world is full of trustworthy, wonderful people. A certain percentage of people, however, cannot be trusted, and many have acting skills that are academy award worthy. Do not be an unwilling participant in their game. Play Sherlock Holmes to their Professor Moriarty.

Art Bourque is an AV rated commercial and employment lawyer who has been practicing law in Phoenix, Arizona for 27 years. Art provides training in order to help businesses operate safely, efficiently and avoid financial and other mistakes; he is also an experienced litigator. Art can be found at www.bourquelaw.com, art@bourquelaw.com, 602.559.9550, linkedin, or trail running with his dog, Eli.