- Check job posting alerts (and apply for any matches)
- Check e-mail
- Catch up on tweets, LinkedIn and Facebook
- Update blog
Today I met with the Executive team and the developers that I would potentially be managing.
I started with the executive team. They were also prepared. Each had specific questions and thoughts to share. The interview really got going when we "went off-book" and they started creating scenarios - they wanted to know how I would approach the "tough spots". I was glad when the CTO went to the white board. It gave me the chance to do the same. This is where the interview turned more to conversation and the examples went from theoretical to real-world issues they are facing right now. My answers and thoughts seemed to line up with theirs, they were smiling and nodding as the discussion went forward; I even got a few laughs.
The CEO and I then met 1:1. He gave me a deeper vision into where he wanted this position to go and more background on where it had been; again this was all positive.
Next up - the development team. I knew this might be a little awkward at first. You have to put yourself in the shoes of the interviewers - some folks are not comfortable interviewing their potential boss. This group was also prepared. They started with questions and concerns. I then engaged back at them; letting them know my basic style of leadership and what they could expect from me. We then also moved to some current and relevant issues and worked thorough some possible ways to make them better. Again, very positive feelings.
I believe I have sealed the deal. Like last time, this might be risky to put in print, but as promised, I am giving it to you real time.
The ball is in their court. I was told they will make a decision very soon.
Since the interview ended at 5:30 on a Friday so I do not expect any feedback until Monday from my recruiter.
I will follow up with a few e-mails on Monday thanking everyone for their time.
Will, This style of interviewing is one I always used when I recruiter at Dell. It's a behavioral based interviewing technique, and it's focused on asking questions that will result in the person being interviewed to be forced to give examples, (not just "yes" or "no" answers). They ask you things like, "Tell me a time when you made a mistake? What did you do, and how did you resolve?", or, "Tell me a time when you had to lead a team to a specific goal/deadline? How did you do this, and what was the end result?". I used to coach my candidates to think of examples beforehand so they wouldn't be blown away by the questions. It's not always the questions that are hard, but when you are asked to REMEMBER them ON THE SPOT, you can draw a blank. It's okay even if you have to make up a scenario. You might even have a story from a mistake someone else made, and you can use/draw from that. I'm glad it went well, and you DO work well under pressure, so I'm sure you aced it! Keep us posted!!!
ReplyDeleteThanks for the comment -- you are correct, this is the basic style of interview I see and give.
ReplyDeleteI feel like I am making a connection when these turn from general "what would you do or how would you lead" to " "currently we have this - how can you enhance". I know that when I am interviewing candidates, especially for leadership roles, I only move to real world items if I feel the candidate is "really in the running" for the position.