* Identify a list of minimum acceptable answers. (For example, acceptable answers to previous question might be "I would schedule a meeting with both reviewers and try to reach a consensus" or "I would work to gain a better understanding of both comments and identify a solution that would work for all parties.")

* Ask a negative question so you can see how person handles stress and conflict (for example, "tell me about a situation where you failed" or "tell me about a time when you disagreed with your boss").

* At most, you should talk only 25-30% of time. By mostly listening and observing, you will gain maximum information about each candidate.

* Leave time for candidate to ask questions. You will see whether person is prepared and/or took time to research your company. A candidate who does not ask questions probably did not prepare adequately for interview.

* Observe each candidate. Ask yourself whether each has a business-like presentation and whether they look part of job. I also like to see how well they can articulate their role on a given project. It is a bad sign when candidates seem unfamiliar with their own work.

As important as tangible requirements are for job, so are intangible ones. Look for a firm handshake, direct eye contact, professional bearing, and appropriate clothing. Understanding how to ask questions is very important and there are numerous references on subject. Years ago, I was asked during an interview whether I planned to have more children. Of course, question was an illegal one, but a surprising number of people still manage to ask similar questions. Being prepared and informed is best way to avoid these pitfalls. USING MULTIPLE INTERVIEWERS

Having more than one person interview a candidate increases your perspective. What you may see and what someone else may see can be quite different. When you are trying to choose between two very good candidates, a second or third opinion will make decision more clear. You might consider having any of following participate:

* Technical personnel (perhaps an engineer or programmer who may act as a subject matter expert)

* Other department staff (co-workers can provide excellent feedback as to whether they will feel comfortable with candidate)

* Personnel staff

Although you may be person with ultimate hiring authority, you will find it very useful to be able to talk each candidate over with other people. You may find that they like a candidate you did not or vice-versa. In general, consensus hiring will produce better results than a unilateral hiring decision, so take their feedback seriously. One manager I interviewed for this article uses a weighted system when considering a candidate: 30% skills, 30% personality, and 40% business-like presentation. In my own experience, latter two are greatest predictors of a candidate's success. When candidates don't work out, reason tends to involve how they handle conflict or how well they communicate. You will, of course, need to develop your own system. CONSIDERING TESTING

Although I have not yet used a test for candidates, I have certainly taken them as part of a job application and I am considering using them in future. You cannot be sure candidate shows you work they have actually done, but you will be able to see their work if you give them a test. Many companies develop their own tests. You may consider anything from a personality profile to a writing and/or editing test. IN CONCLUSION

There is no boilerplate method or template that you can apply directly to your department, group, or company. However, you can use this process as a model to develop your own own process, guidelines, and interview questions. What you look for and what someone else looks for in a candidate are likely to be quite different. But by developing a process, defining position, and nailing down your questions well in advance before interviewing candidates, you vastly increase likelihood of a successful hiring decision.

You Think You Don't Know How To Write A Book

Guess what? Neither does any other first time writer. And that may be a wonderful thing. As a beginner, you don't approach your book project with a carload of professional expectations and demands from your process. You can just be open, like… well, a nice blank book. All you really need is your intuition to guide you, and will to write your book as honestly as you can.

You Have No Support

You need someone in your corner, cheering you on, to get through long and somewhat tiring process of birthing a book. Because writers need a way to show up and be accountable for their progress. They need someone to keep saying, 'Yes, you really can do this," or even "How's it going?" Minds can be tricky and difficult when fully challenged by something like a book. And steady external support is best way around that.

You're Afraid You'll Run Out Of Material

There isn't a writer out there who hasn't had this fear. And I'm here to say that if you just stay loose and open, and willing to receive ideas, they will show up. All you have to do is commit - really sit down, and begin to bring that book into being - and work will magically appear. Sometimes it won't flow that easily, and sometimes it will scare you with its speed and power. But it will, indeed, show up.

You Think 'Who Am I to Write a Book?'

And yet, you are perfect person to write your book, because you're one chosen to receive this material. (You don't have to be spiritually inclined to believe this.) I personally believe that books are given to us when we're ready to receive them… and when we do, our lives are changed by that process.

You Fear Uncomfortable Moments Ah, but that's most exciting thing about writing your book. You will be given challenges and lessons that just seem untenable along way. And if you're committed enough, you'll rise above them and so become stronger in process. This is especially true for self-help books: we naturally write what we need to learn.

Got a few categories checked off from list above? Good! Awareness is first step to diffusing your fears. Meanwhile, PLEASE do get on with your book … despite your misgivings. Not only do you deserve this work - so do we.

Suzanne Falter-Barns co-leads The Writer's Spa, a week-long, nurturing retreat for anyone with a book on their mind. Taos, NM, August, 2005. Learn more at http://www.howmuchjoy.com/writerspa.html.