Any question you've ever asked in any interview or been asked in any interview is a subset of one of three questions getting at strengths, motivation and fit.
1. Can you do the job?
2. Will you love the job?
3. Can we stand working with you?
Reconsidering these for the upcoming 3rd edition of "The New Leader's 100-Day Action Plan". The basic questions stay the same, but the thinking behind them gets expanded.
Can you do the job?
Strengths. Do you have the talent, knowledge, and skills the organization needs over the short and long term? (Will you be good at the job/jobs?)
Will you love the job?
Motivation. How meaningful and rewarding will this organization, role and team be for you? (Will this be good for you?)
Can we stand working with you?
Fit. Will the organization be better off with you in it over time? Will you change us for the better? (Will you be good for us?)
Think in terms of a B.R.A.V.E. fit:
Behave: The way people act, make decisions, control the business, etc.
Relate: The way people communicate with each other (including mode, manner and frequency), engage in intellectual debate, manage conflict, etc.
Attitude: How people feel about the organization's purpose, mission, vision, identify with the subgroup, group, organization as a whole, etc.
Values: People's underlying beliefs, approach to learning, risk, time horizons, etc.
Environment: The way people approach the work environment in terms formality/informality of preferred office layout, etc.
Order counts
Strengths are a knockout and pre-screen. If the candidate does not have or can not get the strengths you need, no reason to probe any further.
Motivation comes next. If the organization, role and team are not going to be good for the candidate, don't waste anyone's time trying to force a fit.
Fit is last – and often the most difficult to assess. Think Be-Do-Say. Do not be satisified with what they say. Look for evidence in their actions as a window into what they really believe.
Your thoughts? Other dimensions of fit?
