The idea is to get candidate talking about how they handled a specific situation (their feelings, actions, and responses). By addressing a specific situation rather than a hypothetical scenario, you get a good feel for how they might handle a similar situation in future.

4) As candidate responds, look for evidence of core competencies you identified in step 1. Use your checklist to keep track of your observations. 5) Train several people to conduct this type of interview. Always have more than one person involved in process. I suggest having several people interview candidate. Each interviewer should ask about a different part of person's life and work experience (school, work, volunteer work, etc). 6) After interview process, get each interviewer together to compare notes and observations. If candidate demonstrates key skills you are seeking across several areas of their life, they are likely to bring those skills into your business. Now you have a good basis for deciding whether this person fits you and your organization. I have been through this type of interview on both sides of table. I find that it works very well and creates a win-win scenario for both parties. For qualified candidate, process feels good because there are no “trick” questions. For interviewer, it gives you concrete information that you can use to make an informed decision about candidate’s fit in your organization. Only unqualified candidate loses. For them, process is uncomfortable. They must give specifics; there is little room for “shading truth” to get job.

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Copyright 2005, Guy Harris

Guy Harris helps entrepreneurs, business managers, and other organizational leaders improve team performance by applying the principles of human behavior.

Focusing on what you are best at and dropping things that don't create value for you can be very value-creating.

4. What wastes our time?

It's a simple question, but with an easy answer. What value is created when I spend time on this activity? If your challenge is to make £100 an hour profit for your organisation, is what you are spending your time on doing just that? What things do you and your people do, which does not?

Try stopping doing things, some of which you may have done for months and years, when little or no value is created and switch to more things that do. Stop some things and start others - simple as that.

5. What do we need to change?

Constantly reviewing where you are in your business and making small course adjustments, like autopilot of a jumbo jet, will maximise your performance. But whilst leading cultural shift can develop autopilot-mode, first steps are for managers to spot-check all they do manually. Doing this will encourage your people to start to do it themselves. Remember, best time to review, review, review, is when you are successful.

And then be very challenging and honest about yourselves.

Build it in, make small but significant changes regularly, once you have evidence of drifting off course. That makes for a consistently healthy & growing organisation and reduces need for cataclysmic change.

Are you up for this refreshing challenge?

What better way to start your new focus on your business, organisation or team?