LmoLlonal lnLelllgence: AssessmenL CuesLlons

and key olnLs Lo Conslder When Assesslng Answers

!"#$%"& '()*(+'

!""#""$%& ()*+$*%,- .%+#--$&#%/#


2

!"#$%&'(#!%")))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) *
#+, -!., /$,/0 %- ,1%#!%"/2 !"#,22!3,"(, )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) *
#+, 4* !"&!.!&'/2 (%15,#,"(!,0 ))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) 6
/00,001,"# 7',0#!%"0 /"& 8,9 5%!"#0 #% (%"0!&,$ :+," /00,00!"3 /"0:,$0 ))))))))))))))))))))))))))))))))))))) ;
0,2- /:/$,",00< !15/(# %" %#+,$0 )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) ;
,-"%.$/0% ./ 1%%"%% 23456. /0 7.8"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: '
,-"%.$/0% ./ 1%%"%% 7;%"9#5.$/0 <=$>>% ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: '
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *+
0,2-"/:/$,",00< ,1%#!%" /"& !"",$ /:/$,",00 ))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) ==
,-"%.$/0% ./ 1%%"%% 1E59"0"%% /F G3/.$/0% /9 H8/-D8.% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: **
,-"%.$/0% ./ 1%%"%% 1E59"0"%% /F H9$DD"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: **
,-"%.$/0% ./ 1%%"%% !"F>"6.$/0 <=$>>% ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *)
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *)
Awareness of LmoLlons or 1houghLs ................................................................................................................................ 12
Awareness of 1rlggers ...................................................................................................................................................... 12
8eflecLlon Skllls ................................................................................................................................................................ 13
0,2-"/:/$,",00< /(('$/#, /00,001,"# %- 08!220 /"& />!2!#!,0 ))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) =?
,-"%.$/0% ./ 1%%"%% 166-95." 1%%"%%3"0. /F <=$>>% 50& 1;$>$.$"% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *I
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *I
0,2-"(%"#$%2 %$ 0,2-"1/"/3,1,"#< ,1%#!%"/2 ,@5$,00!%" ))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) =6
,-"%.$/0% ./ 1%%"%% 1449/49$5." G3/.$/05> GJ49"%%$/0 ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *K
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *K
0,2-"(%"#$%2 %$ 0,2-"1/"/3,1,"#< (%'$/3, %$ /00,$#!.,",00 )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) =A
,-"%.$/0% ./ 1%%"%% B/-95D" /9 1%%"9.$#"0"%% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *L
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *'
0,2-"(%"#$%2 %$ 0,2-"1/"/3,1,"#< $,0!2!,"(, ))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) 4B
,-"%.$/0% ./ 1%%"%% !"%$>$"06" :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )+
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )+
M/0-% ,-"%.$/0%N 1%%"%%$0D 1E59"0"%% 50& B/0.9/> 20 H8" O/3"0. ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )*
,-"%.$/0% ./ 1%%"%% 1E59"0"%% 50& B/0.9/> $0 .8" O/3"0. :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )*
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )*
0,2-"(%"#$%2 %$ 0,2-"1/"/3,1,"#< 52/""!"3 #+, #%", %- (%".,$0/#!%"0 ))))))))))))))))))))))))))))))))))))))))) 4C
,-"%.$/0% ./ 1%%"%% A>500$0D .8" H/0" /F B/0#"9%5.$/0% ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )P
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )P
!""#""$%& ()*+$*%,- .%+#--$&#%/#


3

,15/#+9< $,05,(#-'2 2!0#,"!"3 )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) 4*
,-"%.$/0% ./ 1%%"%% !"%4"6.F-> Q$%."0$0D :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )R
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )R
,15/#+9D -,,2!"3 #+, !15/(# %" %#+,$0 )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) 4E
,-"%.$/0% ./ 1%%"%% S"">$0D .8" 23456. /0 7.8"9% ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )T
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )T
,15/#+9< 0,$.!(, %$!,"#/#!%" ))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) 4;
,-"%.$/0% ./ 1%%"%% <"9#$6" 79$"0.5.$/0 ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )'
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: )'
0%(!/2 ,@5,$#",00< >'!2&!"3 $,2/#!%"0+!50 )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) C=
,-"%.$/0% ./ 1%%"%% M-$>&$0D !">5.$/0%8$4% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: P*
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: P*
0%(!/2 ,@5,$#",00< (%22/>%$/#!%" ))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) CC
,-"%.$/0% ./ 1%%"%% B/>>5;/95.$/0 :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: PP
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: PP
0%(!/2 ,@5,$#",00< (%"-2!(# $,0%2'#!%" )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) C*
,-"%.$/0% ./ 1%%"%% B/0F>$6. !"%/>-.$/0 :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: PR
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: PR
0%(!/2 ,@5,$#",00< %$3/"!F/#!%"/2 0/..9 )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) CE
,-"%.$/0% ./ 1%%"%% 79D50$U5.$/05> <5##@ :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: PT
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: PT
5,$0%"/2 !"-2',"(, G !"-2',"(!"3 0,2-< 0,2-"(%"-!&,"(, )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) ?B
,-"%.$/0% ./ 1%%"%% <">F B/0F$&"06" ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: I+
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: I*
5,$0%"/2 !"-2',"(, G !"-2',"(!"3 0,2-< !"!#!/#!., /"& /((%'"#/>!2!#9 )))))))))))))))))))))))))))))))))))))))))))))))) ?C
,-"%.$/0% ./ 1%%"%% 20$.$5.$#" 50& 166/-0.5;$>$.@ ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: IP
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: IP
5,$0%"/2 !"-2',"(, G !"-2',"(!"3 0,2-< 3%/2 %$!,"#/#!%" )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) ?*
,-"%.$/0% ./ 1%%"%% V/5> 79$"0.5.$/0 ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: IR
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: IR
5,$0%"/2 !"-2',"(, G !"-2',"(!"3 0,2-< %5#!1!01 ))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) ?E
,-"%.$/0% ./ 1%%"%% 74.$3$%3 :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: IT
!""#""$%& ()*+$*%,- .%+#--$&#%/#


4

?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: IT
5,$0%"/2 !"-2',"(, G !"-2',"(!"3 0,2-< -2,@!>!2!#9 /"& /&/5#/>!2!#9 ))))))))))))))))))))))))))))))))))))))))))))))))))) ?;
,-"%.$/0% ./ 1%%"%% S>"J$;$>$.@ 50& 1&54.5;$>$.@ ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: I'
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: R+
5,$0%"/2 !"-2',"(, G !"-2',"(!"3 %#+,$0< 2,/&!"3 %#+,$0 )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) *4
,-"%.$/0% ./ 1%%"%% Q"5&$0D 7.8"9%:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: R)
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: R)
5,$0%"/2 !"-2',"(, G !"-2',"(!"3 %#+,$0< ($,/#!"3 / 5%0!#!., :%$8 (2!1/#, )))))))))))))))))))))))))))))))))) **
,-"%.$/0% ./ 1%%"%% B9"5.$0D 5 A/%$.$#" C/9= B>$35." ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: RR
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: RK
5,$0%"/2 !"-2',"(, G !"-2',"(!"3 %#+,$0< 3,##!"3 $,0'2#0 #+$%'3+ %#+,$0 )))))))))))))))))))))))))))))))))))) *A
,-"%.$/0% ./ 1%%"%% V"..$0D !"%->.% .89/-D8 7.8"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: RL
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: R'
1/0#,$9 %- 5'$5%0, /"& .!0!%"< '"&,$0#/"&!"3 %",H0 5'$5%0, /"& ./2', )))))))))))))))))))))))))))))))))))))))) 6=
,-"%.$/0% ./ 1%%"%% W0&"9%.50&$0D 70"X% A-94/%" 50& Y5>-"% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: K*
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: K*
1/0#,$9 %- 5'$5%0, /"& .!0!%"< #/8!"3 /(#!%"0 #%:/$& %",H0 5'$5%0, ))))))))))))))))))))))))))))))))))))))))))))) 6C
,-"%.$/0% ./ 1%%"%% H5=$0D 16.$/0% H/E59& 70"X% A-94/%" ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: KP
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: KP
1/0#,$9 %- 5'$5%0, /"& .!0!%"< /'#+,"#!(!#9 )))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) 6*
,-"%.$/0% ./ 1%%"%% 1-.8"0.$6$.@ :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: KR
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9% :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: KR

!""#""$%& ()*+$*%,- .%+#--$&#%/#


3

lnLroducLlon
1hls maLerlal ls from H8" G, 20."9#$"EN S$0&$0D G34>/@""% E$.8 Z$D8 G3/.$/05> 20.">>$D"06", by
Adele 8. Lynn. lor a greaLer undersLandlng of whaL emoLlonal lnLelllgence means, and lLs
lmporLance ln Lhe workplace, please consulL Lhe book.
LmoLlonal lnLelllgence ls deflned as a person's ablllLy Lo manage oneself as well as manage
relaLlonshlps wlLh oLhers so LhaL one can llve one's lnLenLlons.
Mlchael 8ock has sald, erhaps Lhe mosL beauLlful descrlpLlon of emoLlonal lnLelllgence comes
from a reLlred hlgh school Leacher, Poward Popklns, of MonLreal, Cuebec, when he wroLe Lhe
followlng:"
Lvery response you glve Lo anoLher person lnvolves your lnLellecL and your
emoLlons. 1he lnLellecL composes Lhe message, and Lhe emoLlons provlde
anlmaLlon and grace. LmoLlon ls Lo Lhe message whaL muslc ls Lo Lhe lyrlc.
WlLhouL Lhe Lune, would anyone ever remember Lhe lyrlc? 1he sklll Lo comblne
lnLellecL and emoLlon ln Lhls dramaLlc and powerful fashlon ls emoLlonal
lnLelllgence, and lL possesses Lhe power Lo elevaLe even Lhe common
exchanges of everyday encounLers from Lhe base level of me"and"you Lo Lhe
subllmlLy of l"and"1hou!
hLLp://canadaone.com/ezlne/[uly04/eq_lnLervlew.hLml

1he llve Areas of LmoLlonal lnLelllgence

A brlef deflnlLlon of Lhe flve areas of emoLlonal lnLelllgence:
=I 0JKL"/MNOJPJQQ NPR 0JKL"(SPTOSK - Lhe ablllLy Lo fully undersLand oneself and one's
lmpacL on oLhers and Lo use LhaL lnformaLlon Lo manage oneself producLlvely
4I ,UVNTWX - Lhe ablllLy Lo undersLand Lhe perspecLlve of oLhers
CI 0SYZNK ,[VJOTPJQQ - Lhe ablllLy Lo bulld genulne relaLlonshlps and bonds and express
carlng, concern, and confllcL ln healLhy ways
!""#""$%& ()*+$*%,- .%+#--$&#%/#


6

?I 5JOQSPNK !PLK\JPYJ - Lhe ablllLy Lo poslLlvely lead and lnsplre oLhers as well as oneself
*I 1NQTJOX SL 5\OVSQJ NPR .ZQZSP - Lhe ablllLy Lo brlng auLhenLlclLy Lo one's llfe and llve
ouL one's lnLenLlons and values

MasLery of urpose and vlslon, LmpaLhy, and Self"awareness and Self"ConLrol relaLe Lo our
lnner world, whlle Soclal LxperLness and ersonal lnfluence form our relaLlons Lo Lhe ouLer
world.

1he 23 lndlvldual CompeLencles
1he flve areas of emoLlonal lnLelllgence are broken down lnLo 23 lndlvldual compeLencles:
=I 0JKL"/MNOJPJQQ NPR 0JKL"(SPTOSK
<">F"5E59"0"%%
a) !UVNYT SP STWJOQ< an accuraLe undersLandlng of how one's behavlor or
words affecL oLhers
b) ,USTZSPNK NPR ZPPJO NMNOJPJQQ< an accuraLe undersLandlng of how
one's emoLlons and LhoughLs affecL behavlors
c) /YY\ONTJ QJKL"NQQJQQUJPT SL Q]ZKKQ NPR N^ZKZTZJQ< an honesL assessmenL
of sLrengLhs and weaknesses
<">F"6/0.9/>
d) ,USTZSPNK J[VOJQQZSP< Lhe ablllLy Lo manage anger, sLress, exclLemenL,
and frusLraLlon
e) (S\ON_J SO NQQJOTZ`JPJQQ< Lhe ablllLy Lo manage fear
f) $JQZKZJPYJ< Lhe ablllLy Lo manage dlsappolnLmenL or fallure
!""#""$%& ()*+$*%,- .%+#--$&#%/#


7

g) 5KNPPZP_ TWJ TSPJ SL YSP`JOQNTZSPQ: Lhe ablllLy Lo plan Lhe Lone of a
conversaLlon Lo achleve Lhe besL resulLs
4I ,UVNTWX
a) $JQVJYTL\K KZQTJPZP_< llsLenlng respecLfully Lo oLhers Lo develop a deep
undersLandlng of oLhers' polnLs of vlew
b) -JJKZP_ TWJ !UVNYT SP STWJOQ< Lhe ablllLy Lo assess and deLermlne how
slLuaLlons as well as one's words and acLlons affecL oLhers
c) 0JO`ZYJ SOZJPTNTZSP< Lhe deslre Lo help oLhers
CI 0SYZNK ,[VJOTPJQQ
a) >\ZKRZP_ OJKNTZSPQWZVQ< Lhe ablllLy Lo bulld soclal bonds
b) (SKKN^SONTZSP< Lhe ablllLy Lo lnvlLe oLhers ln and value Lhelr LhoughLs
c) (SPLKZYT OJQSK\TZSP< Lhe ablllLy Lo resolve dlfferences
d) %O_NPZaNTZSPNK QN``X< Lhe ablllLy Lo undersLand and maneuver wlLhln
organlzaLlons
?I 5JOQSPNK !PLK\JPYJ
20F>-"06$0D %">FN
a) 0JKL"YSPLZRJPYJ< an approprlaLe bellef ln one's skllls and ablllLles
b) !PZTZNTZ`J NPR NYYS\PTN^ZKZTX< belng lnLernally gulded Lo Lake sLeps or
acLlons and Laklng responslblllLy for Lhose acLlons
c) 3SNK SOZJPTNTZSP< seLLlng goals for oneself and llvlng and worklng
Loward Lhose goals
d) %VTZUZQU< havlng a Lendency Lo look aL Lhe brlghL slde of Lhlngs and Lo
be hopeful for Lhe besL
e) -KJ[Z^ZKZTX NPR NRNVTN^ZKZTX< Lhe ablllLy Lo adapL and bend Lo Lhe needs
of oLhers or slLuaLlons as approprlaLe
!""#""$%& ()*+$*%,- .%+#--$&#%/#


8

20F>-"06$0D /.8"9%N
f) 2JNRZP_ STWJOQ< Lhe ablllLy Lo have oLhers follow you
g) (OJNTZP_ N VSQZTZ`J MSO] YKZUNTJ< Lhe ablllLy Lo creaLe an lnsplrlng
culLure
h) 3JTTZP_ OJQ\KTQ TWOS\_W STWJOQ< Lhe ablllLy Lo achleve goals Lhrough
oLhers
*I 1NQTJOX SL 5\OVSQJ NPR .ZQZSP
a) 'PRJOQTNPRZP_ SPJHQ V\OVSQJ NPR `NK\JQ< havlng a clearly deflned
purpose and values
b) #N]ZP_ NYTZSPQ TSMNOR SPJHQ V\OVSQJ< Laklng acLlons Lo advance one's
purpose
c) /\TWJPTZYZTX< allgnmenL and Lransparency of one's moLlves, acLlons,
lnLenLlons, values, and purpose
!""#""$%& ()*+$*%,- .%+#--$&#%/#


9

AssessmenL CuesLlons and key olnLs Lo Conslder When Assesslng
Answers

Self Awareness: lmpacL on CLhers
,-"%.$/0% ./ 1%%"%% 23456. /0 7.8"9%
1) 1ell me abouL a Llme when you dld or sald someLhlng and lL had a poslLlve lmpacL on
a coworker, a cusLomer, or an employee.
2) 1ell me abouL a Llme when you dld or sald someLhlng and lL had a negaLlve lmpacL on
a coworker, a cusLomer, or an employee.
3) 1ell me abouL a Llme when you were surprlsed abouL Lhe poslLlve lmpacL your
behavlor or words had on a coworker, cusLomer, or an employee. Pow dld you learn Lhls
lnformaLlon? WhaL dld you do when you learned Lhls lnformaLlon?
4) 1ell me abouL a Llme when you were surprlsed abouL Lhe negaLlve lmpacL your
behavlor or words had on a coworker, cusLomer, or an employee. Pow dld you learn Lhls
lnformaLlon? WhaL dld you do when you learned Lhls lnformaLlon?
3) uescrlbe a Llme when you knew you dld or sald someLhlng LhaL caused a problem for
a coworker, a cusLomer, or an employee. Pow dld you know lL caused a problem?
6) Can you Lhlnk or a Llme when someone lnLerpreLed someLhlng you sald or dld ln a
negaLlve way, even Lhough you dldn'L lnLend for lL Lo be negaLlve? 1ell me abouL LhaL.
7) Pow do you know lf your words or behavlors have a poslLlve lmpacL on oLhers?
8) Pow do you know lf your words or behavlors have a negaLlve lmpacL on oLhers?
,-"%.$/0% ./ 1%%"%% 7;%"9#5.$/0 <=$>>%
1) Pave you ever noLlced LhaL someone aL work was havlng a bad day? Pow dld you
know? WhaL dld you do?
!""#""$%& ()*+$*%,- .%+#--$&#%/#


10

2) Pave you ever declded Lo delay presenLlng an ldea Lo someone aL work because Lhe
Llmlng wasn'L rlghL? WhaL dld you base LhaL declslon on? WhaL dld you do?
3) Pave you ever noLlced LhaL you were annoylng someone aL work? WhaL dld you base
LhaL on? WhaL dld you do?
4) Pave you ever been ln a slLuaLlon where you LhoughL you needed Lo ad[usL or modlfy
your behavlor? Pow dld you know?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

MosL candldaLes should be able Lo come up wlLh an example of someLhlng Lhey dld LhaL caused
concern for oLhers. WaLch for how Lhey lncorporaLed Lhls awareness lnLo fuLure encounLers.
Cne candldaLe, surprlsed when hls boss Lold hlm LhaL he lnLerrupLed hls cusLomers, sald LhaL he
dldn'L belleve hls boss and LhaL hls boss dldn'L know enough abouL hlm Lo make LhaL sLaLemenL.
WlLhouL reallzlng lL, Lhe candldaLe proved hls boss's polnL when he lnLerrupLed Lhe lnLervlewer
as Lhe lnLervlewer asked a clarlfylng quesLlon.

LmoLlonal lnLelllgence requlres a person Lo be aware of and Lo read cues ln dlfferenL slLuaLlons
and Lhen adapL accordlngly. 1hls klnd of adapLablllLy Lo Lhe envlronmenL ensures success. 1he
quesLlons llsLed above glve you lmporLanL lnformaLlon abouL a person's awareness of Lhese
Lypes of cues. ?ou also learn how Lhe person ad[usLs hls behavlor accordlng Lo Lhe cues he
reads. 8ecause a person may be relucLanL Lo admlL LhaL he may aL Llmes annoy oLhers, Lhe
lnLervlewer may need Lo lnLroduce Lhe quesLlon wlLh a commenL such as, Lveryone can be
annoylng aL some Llme. Would you Lell me abouL a Llme when you annoyed someone aL work?"
As Lhe lnLervlewer, you can help Lhe candldaLe feel aL ease so LhaL you can exLracL Lhe mosL
honesL answers from Lhe lnLervlew.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


11

Self"Awareness: LmoLlon and lnner Awareness
,-"%.$/0% ./ 1%%"%% 1E59"0"%% /F G3/.$/0% /9 H8/-D8.%
1) 1ell me abouL a Llme when you were dlsLracLed or preoccupled wlLh someLhlng. Pow
dld you know? WhaL lmpacL dld LhaL have on your performance? WhaL lmpacL dld lL
have on oLhers aL work?
2) 1ell me abouL a Llme when you were ln a good mood aL work. Pow dld LhaL affecL
your performance? WhaL lmpacL dld your mood have on oLhers aL work?
3) uescrlbe a Llme when you were angry abouL someLhlng aL work. WhaL lmpacL dld LhaL
have on your performance? WhaL lmpacL dld lL have on oLhers aL work?
4) 1ell me abouL a Llme when Lhe mood or aLLlLude of your coworkers, employees, or
oLher affecLed you.
3) uescrlbe a Llme when you were aware LhaL your mood was affecLlng how you were
behavlng aL work.
,-"%.$/0% ./ 1%%"%% 1E59"0"%% /F H9$DD"9%
1) 1ell me abouL some slLuaLlons or people LhaL annoy you ln your presenL or prevlous
poslLlon. 1ell me whaL you do abouL Lhese slLuaLlons or people.
2) 1ell me abouL a Llme when you were able Lo avold a negaLlve slLuaLlon aL work. Pow
dld you know lL was golng Lo be negaLlve? 1ell me whaL you dld.
3) uescrlbe some slLuaLlons or clrcumsLances LhaL brlng ouL your besL aL work. Pow dld
you behave durlng Lhose Llmes?
4) uescrlbe some slLuaLlons or clrcumsLances LhaL brlng ouL your worsL aL work. Pow dld
you behave durlng Lhose Llmes? WhaL do you do abouL Lhose Llmes?
3) 1ell me abouL a Llme when you purposely prepared yourself Lo deal wlLh a slLuaLlon
LhaL you know would be negaLlve. WhaL dld you do? Pow dld lL work ouL?
!""#""$%& ()*+$*%,- .%+#--$&#%/#


12

,-"%.$/0% ./ 1%%"%% !"F>"6.$/0 <=$>>%
1) 1ell me abouL a Llme when someLhlng LhaL you had responslblllLy for aL work dldn'L
go well. Whose faulL was lL? (1hls ls a leadlng quesLlon"lL's assumlng blame. 1he
candldaLe should conslder hls or her own role ln Lhe problem.)
2) 1ell me abouL a Llme when oLhers dldn'L cooperaLe wlLh you. Pow would you analyze
LhaL slLuaLlon?
3) 1ell me abouL a confllcL LhaL you had aL work. Pow would you analyze LhaL confllcL?
4) Pave you ever unlnLenLlonally lnsulLed or offended someone aL work? Pow dld you
handle LhaL?
3) 1ell me abouL a Llme when you reacLed Lo someLhlng or someone ln Lhe workplace ln
a way LhaL was noL allgned wlLh your lnLenLlons. WhaL dld you do afLer Lhls slLuaLlon?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%
Awareness of LmoLlons or 1houghLs
1he key lnformaLlon exLracLed by Lhese quesLlons lndlcaLes Lhe candldaLe's awareness LhaL
emoLlons exlsL and affecL self and oLhers. Cnce a candldaLe esLabllshes her awareness of Lhe
lmpacL of emoLlons, she lmproves her chances of belng able Lo manage Lhem. Some candldaLes
deny LhaL feellngs or emoLlons exlsL. And alLhough lL may be Lrue LhaL some people are much
more affable Lhan oLhers, lL's llkely LhaL aL Llmes, emoLlons affecL all of us. WlLh Lhese Lypes of
quesLlons, you can expecL Lhe lnLervlewee Lo mlnlmlze Lhe lmpacL of Lhe emoLlons, or dlscuss
consLrucLlve acLlons LhaL she Lakes Lo manage her reacLlons. 8uL Lhe boLLom llne ls LhaL a
candldaLe who expresses awareness of her emoLlons ls more llkely Lo be able Lo manage her
emoLlons Lhan one who ls unaware. Also, research demonsLraLes LhaL people who are self"
aware or mlndful of Lhelr acLlons have more poslLlve ouLcomes.
10
When mlndful or self"aware,
we are provlded wlLh a wlndow Lo examlne our behavlors. lf a candldaLe flaLly denles any
emoLlons aL work, Lhe candldaLe may be mlsslng an opporLunlLy Lo examlne her behavlor.

Awareness of 1rlggers
1he candldaLe who knows hlmself can predlcL or undersLand hls Lrlggers. ln facL, undersLandlng
and predlcLlng one's emoLlonal reacLlons Lo slLuaLlons ls cenLral Lo self"awareness.
11
8y
undersLandlng whaL could cause or Lrlgger a negaLlve reacLlon, Lhe candldaLe ls much more
llkely Lo be able Lo manage hlmself by avoldlng Lhe slLuaLlon or plannlng ln advance for lL. Look
!""#""$%& ()*+$*%,- .%+#--$&#%/#


13

for follow"up sLaLemenLs LhaL lndlcaLe LhaL Lhe candldaLe manages hls reacLlons or Lakes sLeps
Lo prevenL Lhe slLuaLlon. When one candldaLe descrlbed a Llme when he purposely prepared
hlmself Lo deal wlLh a negaLlve slLuaLlon, he descrlbed a slLuaLlon wlLh a negaLlve coworker. Pe
sald he knew LhaL hls coworker's negaLlvlLy affecLed hls vlewpolnL, so he purposely changed hls
lunch rouLlne. Pe sald he dldn'L flnd lL useful Lo slL Lhrough lunch Lo hear hls coworker's
negaLlve commenLs abouL Lhe [ob.

1hese quesLlons also glve you lmporLanL lnformaLlon abouL a candldaLe's Lolerance level. ln
work slLuaLlons, candldaLes musL lnLeracL wlLh many dlfferenL slLuaLlons and people. 1herefore,
learnlng abouL a person's Lolerance and Lrlggers provldes useful lnformaLlon. ?ou can also
exLracL lnformaLlon relevanL Lo flL. lf a person relaLes LhaL people and [obs LhaL requlre a hlgh
level of lnLeracLlon Lrlgger a negaLlve reacLlon, Lhen lL's obvlous LhaL a [ob requlrlng loLs of
lnLeracLlon lsn'L an ldeal flL for Lhls candldaLe.

8eflecLlon Skllls
ln Lhe quesLlons Lo assess reflecLlon skllls, Lhe lnLervlewer assesses how a person Lhlnks or
reflecLs abouL pasL slLuaLlons. 1o help Lhe candldaLe glve sLralghLforward answers, puL Lhe
candldaLe aL ease. Also, you may need Lo redlrecL Lhe answer a few Llmes because Lhe candl"
daLe may wanL Lo focus on whaL she dld Lo resolve Lhe confllcL or Lo geL oLhers Lo cooperaLe.
AlLhough LhaL ls lmporLanL lnformaLlon LhaL you should conslder, Lhe glsL of Lhe analysls should
be abouL whaL Lhe person LhoughL abouL Lhe experlence. uld she raLlonallze? uld she asslgn
blame Lo someone else? Cr maybe she defended her acLlons as rlghL. lL's also posslble LhaL Lhe
candldaLe LhoughL she was helpless. ln Lhe analysls or reflecLlon, Lhe person's answer should
suggesL LhaL Lhe candldaLe consldered her own acLlons and whaL she could have done
dlfferenLly Lo be parL of Lhe soluLlon. Poldlng oneself accounLable would sound someLhlng llke
Lhls: Well, as l Lhlnk back on Lhls slLuaLlon, l Lhlnk l could have done [or sald]. . . . lf l had done
Lhls, l Lhlnk l would have galned her cooperaLlon sooner." 1hls person's analysls of Lhe slLuaLlon
and her behavlor helps her Lo conslder a beLLer ouLcome. 1hls poslLlve reflecLlon can lead Lo
learnlng. Powever, llsLen for LhaL flne llne beLween holdlng oneself accounLable and beaLlng
oneself up. 8eaLlng oneself up or becomlng so dlscouraged by a slLuaLlon LhaL Lhe person vows
never Lo Lry lL agaln may demonsLraLe a lack of reslllence. 1he boLLom llne ls LhaL holdlng
ourselves accounLable for Lhe resulLs of our behavlor ls lmporLanL and can lead Lo new learnlng.
Also, holdlng ourselves accounLable for slLuaLlons such as Lhese generally LranslaLes lnLo
holdlng ourselves accounLable for work goals and producLlon numbers.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


14

Self"Awareness: AccuraLe AssessmenL of Skllls and AblllLles
,-"%.$/0% ./ 1%%"%% 166-95." 1%%"%%3"0. /F <=$>>% 50& 1;$>$.$"%
1) uescrlbe a Llme when you recelved feedback abouL your performance and were ln
agreemenL. WhaL dld you agree wlLh?
2) uescrlbe a Llme when you recelved feedback abouL your performance and you
dlsagreed wlLh Lhe feedback. WhaL dld you dlsagree wlLh?
3) Was Lhere ever a Llme LhaL you lnlLlally dlsagreed wlLh feedback you recelved and
laLer came Lo accepL lL? 1ell me abouL LhaL.
4) Were you ever surprlsed by crlLlclsm you recelved? WhaL was Lhe crlLlclsm and why
were you surprlsed?
3) WhaL has been a conslsLenL sLrengLh of yours? WhaL evldence do you have LhaL Lhls ls
an area ln whlch you are sLrong?
6) WhaL has been a conslsLenL area of developmenL for you? Pow do you know LhaL Lhls
ls an area of developmenL for you?
7) LlsL Lhree Lhlngs LhaL you have learned abouL yourself ln Lhe lasL year LhaL are
relevanL Lo Lhe way you work. Pow dld you learn Lhls lnformaLlon? uescrlbe a Llme
when you used Lhls new lnformaLlon.
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%
1he lnLervlew provldes Lhe lnLervlewer or hlrlng manager wlLh an opporLunlLy Lo deLermlne lf
Lhe candldaLe possesses an accuraLe assessmenL of her skllls. eople who can accuraLely assess
boLh Lhelr sLrengLhs and Lhelr weaknesses operaLe wlLhouL bllnd spoLs. 1hey maxlmlze Lhelr
sLrengLhs and flnd ways Lo lmprove or mlLlgaLe Lhelr weaknesses. When a candldaLe accuraLely
assesses her own skllls, LhaL candldaLe ls ln a beLLer poslLlon Lo deLermlne wheLher she wlll
succeed ln Lhe [ob for whlch she ls lnLervlewlng. 1he quesLlons above prove dlfflculL for
candldaLes because Lhey may feel a need Lo guard agalnsL Lelllng Lhe lnLervlewer abouL a Llme
when Lhey were crlLlclzed. 1he lnLervlewer musL seL Lhe Lone so LhaL Lhe candldaLe feels
comforLable. 8e sure Lo lnclude quesLlons LhaL ask Lhe candldaLe Lo polnL Lo evldence, Lhe
evldence helps you Lo deLermlne wheLher Lhe candldaLe bases her answers on ob[ecLlve daLa.
lor example, !erry sLaLed LhaL hls problem"solvlng skllls are above average. When Lhe
lnLervlewer asked !erry for evldence or examples LhaL supporL hls clalm, he wasn'L able Lo glve
!""#""$%& ()*+$*%,- .%+#--$&#%/#


13

speclflc daLa. Pe sald Lhlngs llke, 1hlngs come easy Lo me," or l always know where Lo look,"
or l [usL use my lnsLlncLs." ln response Lo Lhe same quesLlon, anoLher candldaLe sLaLed, Well, l
was asked Lo serve on a Lask force for reduclng Lhe error raLes on our processlng procedure. l
was also asslgned as a menLor Lo help new hlres solve problems. l also was asked Lo revlew Lhe
LroubleshooLlng gulde LhaL Lhe englneerlng sLaff developed for our unlL." ln Lhe laLLer example,
Lhe evldence ls speclflc and deLalled.

AnoLher lmporLanL quesLlon asks Lhe candldaLe Lo Lhlnk abouL a Llme when he recelved
feedback LhaL he lnlLlally dlsagreed wlLh and laLer came Lo accepL. lf Lhe candldaLe addresses
Lhls quesLlon, lL would be very helpful Lo deLermlne how Lhe candldaLe came Lo lnLernallze Lhe
feedback. lL shows LhaL Lhe candldaLe became open"mlnded aL some polnL abouL Lhe feedback.
ln reallLy, whaL ofLen occurs ls LhaL people recelve feedback LhaL Lhey don'L agree wlLh and
Lhen spend Lhelr Llme [usLlfylng Lhelr behavlor or provlng LhaL Lhe feedback ls lncorrecL.
SomeLlmes, lndeed, Lhe feedback ls lncorrecL, buL ofLen lL's noL and we spend our Llme reslsLlng
whaL could help us.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


16

Self"ConLrol or Self"ManagemenL: LmoLlonal Lxpresslon
,-"%.$/0% ./ 1%%"%% 1449/49$5." G3/.$/05> GJ49"%%$/0
1) uescrlbe some Lhlngs LhaL make you angry or frusLraLed aL work. 1ell me whaL you do
ln Lhose slLuaLlons.
2) uescrlbe some slLuaLlons where you are llkely Lo geL annoyed aL work. WhaL do you
do when you geL annoyed?
3) 1ell me abouL a Llme you were angry wlLh someone aL work. WhaL dld you do?
4) Pas Lhere ever been a slLuaLlon aL work where you sald someLhlng and laLer regreLLed
saylng lL? 1ell me abouL LhaL.
3) 1ell me abouL a Llme when you losL your Lemper aL work. WhaL dld you do? WhaL
resulL dld Lhls have?
6) 1ell me abouL a Llme aL work when you had Loo much Lo do and lL was causlng you Lo
feel sLressed. WhaL dld you do?
7) WhaL do you do when you are feellng sLressed aL work?
8) uescrlbe a sLressful slLuaLlon aL work. WhaL dld you do?
9) uescrlbe a slLuaLlon aL work when you were very enLhuslasLlc abouL someLhlng. Pow
dld your enLhuslasm affecL oLhers?
10) uescrlbe a Llme when you felL exclLed abouL work.
11) When do you look forward Lo golng Lo work?
12) uescrlbe a Llme when you felL graLeful aL work. WhaL dld you do?
13) Clve me an example of when you expressed graLlLude Loward someone aL work.
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%
We know LhaL people's LemperamenLs vary and LhaL some people rarely geL angry whlle oLhers
geL exclLed easlly. lL's also lmporLanL for you, Lhe lnLervlewer, Lo reallze LhaL your own
LemperamenL wlll lnfluence your lnLerpreLaLlon of Lhe answers. lf confronLaLlon frlghLens you
!""#""$%& ()*+$*%,- .%+#--$&#%/#


17

and Lhe candldaLe sLaLes LhaL she ralsed an lssue wlLh someone, you may [udge Lhls LacLlc as
negaLlve and confronLaLlonal. So, prlor Lo asklng Lhese quesLlons, deLermlne Lhe culLural and
[ob flL. lor example, whaL may be approprlaLe for one [ob may be lnapproprlaLe for anoLher. 8e
sure Lo puL Lhe candldaLe aL ease, or she may be relucLanL Lo answer Lhese quesLlons ln a
sLralghLforward manner.

Also, lL's lmporLanL for you, Lhe lnLervlewer, Lo reallze LhaL anger ls noL negaLlve. Pow we
express our anger, however, can be negaLlve. So, focus your aLLenLlon on Lhe behavloral
expresslon of Lhe emoLlon. Pow dld Lhe candldaLe express her anger or frusLraLlon? Was lL pro"
ducLlve? uld Lhe manner ln whlch she addressed Lhe slLuaLlon malnLaln a poslLlve worklng
relaLlonshlp wlLh Lhe oLher person? Were you able Lo galn evldence of Lhls based on whaL Lhe
candldaLe Lold you? Look for consLrucLlve ways Lhe candldaLe expressed herself. Some ap"
proprlaLe meLhods would lnclude calllng Lhe person aslde and dlscusslng Lhe slLuaLlon, asklng
Lhe person wheLher he would be wllllng Lo dlscuss alLernaLlve vlews, dlscusslng Lhe slLuaLlon
prlvaLely wlLh a menLor Lo galn advlce on how besL Lo address lL, Laklng a coollng"off or Llme"
ouL perlod before addresslng Lhe slLuaLlon, reLhlnklng Lhe perspecLlve of Lhe slLuaLlon, or
separaLlng Lhe evenL from Lhe person. 8emember: look for evldence from Lhe candldaLe Lo
lndlcaLe LhaL she manages or expresses her anger or sLress ln an accepLable manner.

ln Lhls secLlon, many of Lhe quesLlons assess anger or sLress managemenL. Powever, some
quesLlons ask abouL exclLemenL, enLhuslasm, and graLlLude. LxclLemenL, enLhuslasm, and
graLlLude could be very poslLlve quallLles. 1he quesLlons almed aL gauglng Lhese quallLles help
Lhe lnLervlewer Lo deLermlne wheLher Lhe candldaLe approprlaLely expresses emoLlon abouL
work. Managlng emoLlon doesn'L mean LhaL people shouldn'L express emoLlon. Lxpresslng
poslLlve feellngs can generaLe a poslLlve mood for oLhers.
6
oslLlve feellngs generaLe a
conLaglous envlronmenL. Lxpresslng enLhuslasm, exclLemenL, and graLlLude can bond Leams
and creaLe a poslLlve workplace culLure. eople dlsplay Lhese emoLlons ln dlfferenL ways. Some
lndlvlduals may express enLhuslasm quleLly, oLhers may be bubbly. 1he polnL of Lhese quesLlons
ls Lo deLermlne wheLher Lhe candldaLe recognlzes and behaves ln a manner LhaL allows for
poslLlve expresslon of emoLlons. 1he quesLlon abouL Lemperlng enLhuslasm ls an lmporLanL
one. A good example came from a candldaLe exclLed abouL a promoLlon LhaL he recelved. Pe
sald LhaL he knew LhaL a coworker lnLervlewed for Lhe promoLlon and dld noL geL Lhe poslLlon.
Pe sald LhaL he carefully declded noL Lo rub lL ln hls face" because he knew hls coworker was
dlsappolnLed. Pe also approached Lhe coworker and dlscussed Lhe lssue. 1he candldaLe's
senslLlvlLy abouL Lhe lssue and hls behavlor demonsLraLed hls awareness of Lhe lmpacL of
expresslng emoLlons.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


18

Self"ConLrol or Self"ManagemenL: Courage or AsserLlveness
,-"%.$/0% ./ 1%%"%% B/-95D" /9 1%%"9.$#"0"%%

1) 1ell me abouL a Llme when you spoke up abouL someLhlng ln Lhe workplace. WhaL was Lhe
lssue? Why dld you speak up abouL lL? WhaL dld you say? WhaL dld oLhers Lhlnk?

2) Pas Lhere ever been a slLuaLlon aL work where you wlsh you had sald someLhlng ln a meeLlng
or encounLer buL dldn'L? 1ell me abouL LhaL.

3) uescrlbe whaL you dld Lhe lasL Llme someone blamed you for someLhlng aL work LhaL wasn'L
your faulL. WhaL dld you do?

4) uescrlbe a Llme when you were rlghL and you knew you were rlghL, buL Lhe oLher parLy
(cusLomer, coworker, your boss) aL work dldn'L belleve you. WhaL dld you do?
3) 1ell me abouL a Llme when you felL someLhlng was unfalr aL work. WhaL dld you do?
6) 1ell me abouL a Llme when you knew LhaL you were Lold Lo do someLhlng LhaL you LhoughL
wasn'L a good ldea. WhaL dld you do?
lor managers or leaders:
7) 1ell me abouL a Llme when you dlsagreed abouL Lhe dlrecLlon of Lhe company or a pollcy.
WhaL dld you do?
8) uescrlbe a Llme when you and a peer were aL odds abouL a parLlcular declslon or dlrecLlon.
WhaL dld you do?
9) 1ell me abouL a Llme when your boss had a parLlcular oplnlon LhaL dlffered from yours. WhaL
dld you do?
10) 1ell me abouL a Llme when you dlsagreed wlLh a goal LhaL you were Lold Lo achleve. Pow
dld LhaL go?
11) uescrlbe a dlfflculL performance dlscusslon LhaL you had wlLh an employee.
12) 1ell me abouL a Llme when you declded noL Lo dlscuss an lssue wlLh an employee. WhaL dld
you conslder?
!""#""$%& ()*+$*%,- .%+#--$&#%/#


19

?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%
Courage Lo speak up when approprlaLe engenders many flne quallLles. Cf course, recognlzlng
how and when Lo speak up and when lL's besL Lo leL Lhlngs go depend on Lhe person's role and
Lhe slLuaLlon. CeLLlng lnLo an argumenL wlLh a cusLomer over who ls rlghL may be a huge wasLe
of Llme and drlve Lhe cusLomer away. Powever, speaklng ouL abouL whaL ls rlghL lf you're Lhe
ClC may be a crlLlcal [ob funcLlon. Cbvlously, Lhen, accuraLe analysls of Lhe answers Lo Lhese
quesLlons requlres fllLerlng Lhem Lhrough boLh Lhe [ob funcLlon and Lhe slLuaLlon. ln advance of
Lhe lnLervlew, you'll wanL Lo bulld Lhe case for when Lhese compeLencles are lmporLanL. ln
general, Lhough, you'll be assesslng a candldaLe's llkellhood of speaklng up and dolng so ln a
producLlve manner raLher Lhan belng paralyzed by fear or lnerLla. Cenerally, Lhese quesLlons
form an lnLeresLlng balance wlLh Lhe quesLlons abouL anger managemenL. usually,
LemperamenL forces people Lo be on one slde or Lhe oLher-elLher Loo asserLlve or noL
asserLlve enough. ?ou're noL Lrylng Lo change Lhe person's baslc LemperamenL, buL raLher
deLermlne hls or her baslc Lendency and how he uses pasL experlence Lo know how Lo navlgaLe
Lhese slLuaLlons. Look for answers LhaL demonsLraLe LhaL Lhe candldaLe undersLand hls baslc
Lendencles and has Laken sLeps Lo elLher Lurn up or Lurn down Lhe volume on hls asserLlveness
so LhaL hls behavlors produce Lhe deslred resulLs wlLh oLhers. Also, you can deLermlne wheLher
Lhe candldaLe has Lhe courage Lo Lake responslblllLy for hls envlronmenL by brlnglng up
slLuaLlons LhaL could be lmproved. ?ou can also deLermlne lf Lhe candldaLe wlll conLrlbuLe ldeas
and suggesLlons or [usL go along wlLh Lhe sLaLus quo.

ln a managemenL or leadershlp candldaLe, look for excuses. Some people say Lhey don'L
confronL negaLlve behavlor because Lhey know Lhe organlzaLlon won'L back Lhem, or because
Lhey don'L wanL Lo hurL someone's feellngs, or because oLhers wlll decrease producLlvlLy, or be"
cause Lhe Llmlng wasn'L rlghL. 8e on Lhe lookouL for answers LhaL suggesL LhaL Lhe candldaLe
sklrLs lssues.

lollow"up quesLlons LhaL conslder moLlve provlde anoLher layer of lnformaLlon. Ask, Why dld
you declde Lo speak up?" or Why dld you conslder Lhls lssue lmporLanL?" or Why dld you
declde noL Lo speak up?" Agaln, you'll need Lo assess Lhe answers by Laklng lnLo conslderaLlon
Lhe [ob funcLlon and Lhe culLure of Lhe organlzaLlon.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


20

Self"ConLrol or Self"ManagemenL: 8eslllence
,-"%.$/0% ./ 1%%"%% !"%$>$"06"
1) 1ell me abouL a Llme when you felL LhaL you were defeaLed aL work. WhaL dld you do?
2) 1ell me abouL a Llme when you were dlsLracLed or preoccupled abouL someLhlng. WhaL dld
you do?
3) 1ell me abouL a Llme when you felL llke glvlng up on someLhlng. WhaL dld you do?
4) uescrlbe a Llme when you dldn'L Lhlnk Lhlngs could geL any worse, and Lhen Lhey dld. WhaL
dld you do?
3) 1ell me abouL a Llme when you declded Lo glve up on a goal.
6) 1ell me abouL a Llme when you were overwhelmed aL your lasL [ob. Pow ofLen does LhaL
occur? WhaL do you do abouL lL?
7) 1alk abouL Lhe lasL Llme you were crlLlclzed aL work. Pow dld LhaL go?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%
lor mosL of us, llfe [usL lsn'L rosy all Lhe Llme. 8y asklng people Lo assess how Lhey reacL Lo
Lhose Llmes when work geLs dlscouraglng or when Lhey feel overwhelmed lndlcaLes how
reslllenL a person ls durlng Lhe dlfflculL Llmes. ln response Lo quesLlons abouL Lhese slLuaLlons,
mosL people wlll wanL Lo fllLer Lhelr answers Lo presenL only a poslLlve plcLure, so seLLlng Lhe
Lone for an honesL dlscusslon ls lmporLanL ?ou can do Lhls by sLaLlng, We know LhaL every day
can'L be a greaL day, l'd llke Lo know more abouL Lhose days aL work LhaL don'L go so well."
1hen llsLen for Lhe candldaLe's ablllLy Lo bounce back. llrsL, whaL alerLs Lhe candldaLe Lo hls
response Lo bad days? 1hen, does Lhe candldaLe have some sorL of sysLem Lo recover or cope
wlLh Lhe bad days? lf posslble, lL would also be useful Lo assess how many of Lhese days Lhe
person encounLers. [lf every day ls a bad day, LhaL may be cause for concern.)

8e sure Lo look for Lhe meLhods people use Lo overcome obsLacles. lL's noL LhaL reslllenL people
don'L have bad days, buL Lhey creaLe ways Lo geL Lhrough Lhem. CfLenLlmes, reslllenL people
reallze LhaL Lhe slLuaLlon ls Lemporary. CLhers say Lhey puL Lhe slLuaLlon ln perspecLlve. Some
say Lhey Lalk lL over wlLh a confldanL and reallze LhaL Lhey may be blowlng Lhlngs ouL of
proporLlon. SLlll oLhers Lalk abouL whaL Lhey may have been able Lo learn from Lhese klnds of
experlences. CandldaLes who dwell on Lhe slLuaLlons, place blame, consLanLly run away from
challenglng slLuaLlons, glve up, or descrlbe vlcLlm or powerlessness behavlors provlde Lhe
!""#""$%& ()*+$*%,- .%+#--$&#%/#


21

lnLervlewer wlLh cause for concern.


M/0-% ,-"%.$/0%N 1%%"%%$0D 1E59"0"%% 50& B/0.9/> 20 H8" O/3"0.
An lmporLanL concepL ln emoLlonal lnLelllgence requlres people Lo be able Lo exerclse boLh self"
awareness and self"conLrol ln Lhe momenL." 8y exerclslng self"awareness and self"conLrol ln
Lhe momenL, we avold backLracklng, hurL feellngs, and wasLed communlcaLlon. lor example,
reallzlng afLer Lhe facL LhaL an acLlon or behavlor caused harm or was lnapproprlaLe proves
beLLer Lhan noL belng aware aL all, buL lL sLlll requlres Lhe person Lo go back and rlghL Lhe
slLuaLlon. erhaps Lhe slLuaLlon requlred an apology, or a dlscusslon Lo clear Lhe alr. Cne
manager summed lL up by sLaLlng LhaL she LhoughL abouL how she LreaLed a parLlcular
employee and reallzed LhaL she lacked paLlence ln Lhe slLuaLlon. She declded Lo apologlze Lo Lhe
employee and Lhen seL aslde Llme Lo llsLen Lo Lhe employee's lssue.

Powever, lf a person can recognlze and exerclse self"awareness and self"conLrol as Lhe slLuaLlon
unfolds, she can Lhen choose Lo acL ln an approprlaLe manner, Lhus ellmlnaLlng unnecessary
Lurmoll or backLracklng. lf Lhe manager ln Lhe example ln Lhe lasL paragraph reallzed LhaL her
lmpaLlence affecLed Lhe way she lnLeracLed wlLh Lhe employee, she could have ad[usLed her
behavlor on Lhe spoL. lnLervlewers and hlrlng managers should assess wheLher a candldaLe ls
aware and ad[usLs her behavlor ln Lhe momenL.

,-"%.$/0% ./ 1%%"%% 1E59"0"%% 50& B/0.9/> $0 .8" O/3"0.

1) 1ell me abouL a Llme when you reallzed LhaL a conversaLlon wasn'L golng very well. (ls Lhe
candldaLe able Lo reallze durlng Lhe slLuaLlon Lhe dynamlcs of Lhe slLuaLlon?) WhaL dld you do?
(ls Lhe candldaLe able Lo redlrecL Lhe conversaLlon for a beLLer ouLcome?)
2) 1ell me abouL a Llme when you reallzed LhaL you weren'L speaklng up durlng a meeLlng.
WhaL dld you do?
3) 1ell me abouL a Llme when you reallzed LhaL someLhlng was besL lefL unsald. WhaL dld you
do?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%
When exerclslng emoLlonal lnLelllgence ln Lhe momenL, a person chooses Lo redlrecL
!""#""$%& ()*+$*%,- .%+#--$&#%/#


22

conversaLlons or acLlons as Lhey unfold. 1he lnLervlewer should look for examples where Lhe
candldaLe sLaLes LhaL &-9$0D a conversaLlon or encounLer, she sLeered Lhe conversaLlon ln a
more producLlve dlrecLlon. AlLhough lL may prove dlfflculL for Lhe candldaLe Lo come up wlLh
examples, Lhese klnds of dlsplays of emoLlonal lnLelllgence speak volumes. A Lyplcal example
mlghL be: 1he oLher day l was on Lhe Lelephone asklng for some lnformaLlon from a peer ln
anoLher deparLmenL. 1he peer, ln a curL volce, sald she dldn'L have Llme Lo glve me Lhe
lnformaLlon. l was annoyed aL her answer, buL lmmedlaLely l LhoughL, lL lsn'L golng Lo geL me
anywhere Lo be curL ln reLurn. 1herefore, l LhoughL abouL her slLuaLlon and l sald, 'l reallze lL's
Lhe end of Lhe monLh and you're probably swamped. ln facL, l haLe Lo boLher you wlLh Lhls
requesL when l know you have so many oLher Lhlngs Lo do.' She's a very reasonable person, so
she sald, 'l'm sorry. l really am swamped and we're shorLhanded Loday. l know you need Lhls. l
can geL Lhls Lo you afLer lunch. Would LhaL be okay?' 1hls candldaLe was able Lo glve a
concreLe example of a Llme when she Look sLeps Lo exerclse emoLlonal lnLelllgence durlng Lhe
encounLer LhaL resulLed ln a more poslLlve ouLcome. Pad she acLed on Lhe facL LhaL she was
annoyed aL belng puL off by her peer, she could have escalaLed Lhe confllcL. 1o esLabllsh
awareness ln Lhe momenL, look for evldence of boLh resLralnL ln escalaLlng confllcL and also
examples of havlng Lhe courage Lo speak up when approprlaLe. 8oLh facLors conLrlbuLe Lo
successful lnLeracLlons.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


23

Self"ConLrol or Self"ManagemenL: lannlng Lhe 1one of
ConversaLlons
,-"%.$/0% ./ 1%%"%% A>500$0D .8" H/0" /F B/0#"9%5.$/0%

1) 1ell me abouL a Llme when you dellberaLely planned Lhe Lone of a parLlcular conversaLlon.
(1hls lndlcaLes LhaL Lhe candldaLe ls aware LhaL Lone affecLs ouLcome.) Pow dld you do LhaL?
(1hls lndlcaLes sklll.) WhaL resulL dld lL have?
2) ln your presenL [ob, can you Lell me abouL some slLuaLlons when you musL Lhlnk abouL how
you are golng Lo say someLhlng before saylng lL? WhaL musL you conslder?
3) 1ell me abouL a Llme when you planned Lhe way you phrased a problem or slLuaLlon so LhaL
you could geL Lhe besL resulL.
4) 1ell me abouL a Llme when you mlssed an opporLunlLy Lo seL Lhe Lone ln a dlscusslon. WhaL
happened?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

!usL as sLraLegy facLors lnLo buslness success, sLraLegy also facLors lnLo our success ln our
human relaLlonshlps. 8y sLraLeglzlng Lo geL Lhe besL ouLcome from a conversaLlon, a person
dellberaLely deLermlnes how Lo lnLeracL ln a producLlve manner. When Lhe candldaLe answers
Lhese quesLlons, Lhe lnLervlewer should look for how Lhe candldaLe planned and prepared for
Lhe conversaLlon by anLlclpaLlng Lhe reacLlons of Lhe oLher parLy. lor example, Lhe candldaLe
may relay a slLuaLlon slmllar Lo Lhe followlng: l had Lo Lalk Lo a coworker abouL a problemaLlc
slLuaLlon. Larller, we had a sLaff meeLlng and declded on several acLlons LhaL we could Lake Lo
help one anoLher meeL Lhe end"of"day cuLoff deadllne for runnlng work. 1he coworker wasn'L
dolng someLhlng LhaL we agreed Lo aL our sLaff meeLlng and lL was affecLlng my resulLs. l
LhoughL abouL how he mlghL reacL. l anLlclpaLed LhaL he could geL defenslve when l approached
hlm. So, l declded Lo open Lhe conversaLlon by saylng LhaL several of Lhe acLlons he was Laklng
as a resulL of our sLaff meeLlng were really helplng me meeL my deadllnes, and l Lhanked hlm
for LhaL. l asked lf Lhlngs were okay from hls perspecLlve, regardlng Lhe new acLlons. 1hen l
broached Lhe sub[ecL of Lhe problem. l'm so glad l declded Lo Lhlnk abouL how Lo approach hlm,
because he was very open Lo Lalklng abouL Lhe problem. lf l had [usL come ouL and accused hlm
of noL dolng someLhlng we agreed Lo, he would have had a very negaLlve reacLlon." ln Lhls
example, Lhe lnLervlewer can see LhaL Lhe candldaLe was senslLlve Lo Lhe facL LhaL he could seL
!""#""$%& ()*+$*%,- .%+#--$&#%/#


24

Lhe Lone of Lhe dlscusslon by Lhe way he approached hls coworker. 1he candldaLe gave
foreLhoughL Lo hls sLraLegy and dellvered lL ln a way LhaL achleved a poslLlve resulL.

Cf course, Lhls sklll always has Lhe poLenLlal for abuse. lf a person seLs Lhe Lone wlLh Lhe goal of
creaLlng ouLcomes LhaL beneflL only her or lf she uses an lnslncere Lone, she can be consldered
manlpulaLlve. Asklng candldaLes Lo fully descrlbe Lhe slLuaLlon or ouLcomes allows for a fuller
dlsclosure of Lhe facLs. Also, problng quesLlons abouL moLlve clarlfy Lhe candldaLe's lnLenLlons
and slncerlLy. Cne candldaLe seeklng approval of Lhe lead englneer sald, l knew lf l buLLered
Ceorge up, l'd geL hls approval for Lhe pro[ecL and l'd look llke a hero Lo Lhe guys upsLalrs."
AlLhough Lhls candldaLe may be slncere, furLher problng ls ln order because aL face value, Lhls
response sounds qulLe manlpulaLlve. Also, Lhe candldaLe's moLlves seem corrupL. A more ln"
depLh dlscusslon of manlpulaLlon and oLher warnlng slgns for lnLervlewers and hlrlng managers
follows ln Lhe lasL chapLer of Lhls book.


!""#""$%& ()*+$*%,- .%+#--$&#%/#


23

LmpaLhy: 8especLful LlsLenlng
,-"%.$/0% ./ 1%%"%% !"%4"6.F-> Q$%."0$0D

1) 1hlnk abouL a Llme when you dldn'L undersLand someLhlng ln Lhe workplace. WhaL dld you
do?
2) uescrlbe a slLuaLlon when you dldn'L undersLand why someone was acLlng a cerLaln way or
Laklng a cerLaln poslLlon on some lssue. WhaL dld you do?
3) uescrlbe a Llme when you [umped Lo concluslons.
4) 1ell me abouL a conversaLlon wlLh a coworker, employee, or cusLomer LhaL dldn'L go very
well. WhaL speclflcally occurred?
lor managers or leaders:

3) 1ell me abouL a Llme when you learned someLhlng by llsLenlng Lo an employee.

6) uescrlbe a Llme when you asked someone for lnformaLlon abouL a problem.

?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

LlsLenlng skllls have many dlfferenL levels of compeLency. LlsLenlng Lo galn lnformaLlon helps
Lhe candldaLe learn someLhlng. 1he candldaLe should be able Lo glve examples when she asked
clarlfylng quesLlons, probed, or oLherwlse asked quesLlons, and Lhen llsLened Lo Lhe answers Lo
dlscern lnformaLlon. LlsLenlng for lnformaLlon provldes payoffs ln Lerms of quallLy and cosLs.
Accordlng Lo an arLlcle ln ,-5>$.@ A9/D9"%%\ Lwo case sLudles presenLed clear evldence LhaL
llsLenlng Lo workers can resulL ln blg payback opporLunlLles, whlch ln Lurn resulL ln cosL and
quallLy lmprovemenLs.
2
lundamenLal Lo Lhe enLlre quallLy movemenL ls Lhe ldea LhaL soluLlons
Lo problems come from llsLenlng Lo Lhe people who are closesL Lo Lhe work. Cbvlously,
managers and leaders should demonsLraLe ln Lhe lnLervlew process LhaL Lhey llsLen Lo
lnformaLlon from a wlde varleLy of sources.

1he nexL level of llsLenlng requlres Lhe candldaLe Lo glve examples of how he soughL Lo
undersLand someone's poslLlon or acLlons LhaL were dlfferenL from hls own. ln Lhese examples,
Lhe candldaLe should glve examples of how llsLenlng helped hlm beLLer undersLand Lhe
!""#""$%& ()*+$*%,- .%+#--$&#%/#


26

underlylng lssues, values, or feellngs assoclaLed wlLh anoLher person's poslLlon. WaLch for Lhe
candldaLe's summary of Lhls slLuaLlon. uoes he end lL wlLh, l sLlll can'L undersLand how
someone could Lake such a poslLlon." Cr dld Lhe candldaLe walk away wlLh a beLLer and deeper
undersLandlng? Pe may sLlll dlsagree wlLh Lhe oLher person's poslLlon, buL he may demonsLraLe
a dlfferenL aLLlLude abouL Lhe person and hls vlews. Also, waLch for a respecLful Lone durlng Lhe
descrlpLlon of Lhe encounLer. lf Lhe candldaLe descrlbes a slLuaLlon ln a Lone LhaL ls lncredulous
of Lhe oLher person's bellefs or acLlons, you can beL LhaL Lhe same Lone comes across ln hls
encounLers wlLh oLhers. Pe's probably noL llsLenlng Lo undersLand, buL raLher llsLenlng Lo prove
hls polnL.

Asklng for conLrary evldence always adds a deeper dlmenslon Lo Lhe lnLervlew process. 8y
asklng abouL Llmes when a candldaLe [umped Lo concluslons or when a conversaLlon dldn'L go
very well, Lhe lnLervlewer galns lmporLanL lnformaLlon abouL self"awareness and Lhe reflecLlon
meLhods Lhe candldaLe employs ln Lhe area of llsLenlng.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


27

LmpaLhy, leellng Lhe lmpacL on CLhers
,-"%.$/0% ./ 1%%"%% S"">$0D .8" 23456. /0 7.8"9%

1) 1ell me abouL a slLuaLlon when you sensed someLhlng was boLherlng a peer or coworker.
Pow dld you know? WhaL dld you do?
2) uescrlbe a slLuaLlon when you knew LhaL someLhlng was wrong wlLh a relaLlonshlp you had
wlLh a peer, cusLomer, or supervlsor. WhaL dld you do?
3) 8elaLe a slLuaLlon ln whlch you deLermlned LhaL someLhlng LhaL you dld or sald dldn'L go over
very well. Pow dld @/- know?
4) uescrlbe a Llme when you sald or dld someLhlng LhaL had a negaLlve effecL on someone
3) uescrlbe a Llme when you dld or sald someLhlng LhaL had a negaLlve effecL on someone and
you were unaware of lL unLll someone else broughL lL Lo your aLLenLlon.
lor managers or leaders:
6) 1ell me abouL a Llme when you sensed LhaL an employee was sLruggllng. Pow dld you know?
WhaL dld you do?
7) 1ell me abouL a Llme when you noLlced LhaL your sLaff was overwhelmed. Pow dld you
know? WhaL dld you do?
8) uescrlbe a Llme when a change you were lmplemenLlng caused sLress for your sLaff. Pow dld
you know? WhaL dld you do?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

Look for empaLhy LhaL emanaLes from wlLhln Lhe candldaLe. lf we musL rely on oLhers Lo brlng
Lo our aLLenLlon occurrences LhaL requlre empaLhy, Lhen Lhe effecLlveness of our lnLeracLlons
dlmlnlshes. uld Lhe candldaLe's undersLandlng come from wlLhln? uurlng Lhe lnLervlew process,
Lhese quesLlons can help you deLermlne wheLher Lhe candldaLe undersLands, expresses, or
dlsplays empaLhy Loward oLhers. Look for evldence LhaL Lhe candldaLe reads nonverbal cues,
noLlces nuances or dlfferences ln people's behavlor, or oLherwlse recognlzes cues LhaL lndlcaLe
LhaL someLhlng was amlss. 1hen assess Lhe candldaLe's acLlons. uld she approach Lhe person?
!""#""$%& ()*+$*%,- .%+#--$&#%/#


28

uld she choose Lo lgnore Lhe behavlor? uld she open dlalogue? uld she lower sLandards or
expecLaLlons? uld she rescue Lhe person? (More lnformaLlon abouL expressed empaLhy appears
ln Lhe nexL secLlon, Servlce CrlenLaLlon-ueslre Lo Pelp CLhers.")

Cne candldaLe who noLlced LhaL a coworker was sLressed by some recenL sofLware changes
sald LhaL he wroLe a fake memo from Lhe head of Lhe l1 deparLmenL sLaLlng LhaL Lhe sofLware
was golng Lo be dlsconLlnued because lL was dlfflculL Lo use. 1hls candldaLe was qulLe capable
of readlng Lhe slLuaLlon buL falled sharply when lL came Lo expresslng empaLhy. needless Lo
say, hls acLlons caused even more harm. 1hey also vlolaLed [usL abouL every work rule
lmaglnable. SomeLlmes Lhe answers you geL Lo Lhese quesLlons wlll amaze you!

1he person who ls well meanlng buL unable Lo undersLand hls lmpacL may well fall shorL of Lhe
requlremenLs for a [ob LhaL requlres lnLeracLlons wlLh oLhers. Assess Lhe person's level of
awareness and how ln Lune he ls wlLh how oLhers are experlenclng hlm. lf a candldaLe sLruggles
Lo come up wlLh an answer Lo Lhese quesLlons, he may lack empaLhy and be unable Lo
recognlze Lhe pllghL of oLhers.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


29

LmpaLhy: Servlce CrlenLaLlon
,-"%.$/0% ./ 1%%"%% <"9#$6" 79$"0.5.$/0

1) 1ell me abouL a Llme when you offered asslsLance Lo someone wlLhouL belng asked. WhaL dld
you do?
2) uescrlbe a slLuaLlon when you offered asslsLance Lo someone even Lhough lL was ouLslde of
your [ob descrlpLlon. WhaL dld you do?
3) 8elaLe an lnsLance when someone needed help and you couldn'L help hlm. WhaL dld you do?
4) 1ell me abouL a Llme when you recognlzed LhaL someone needed help. WhaL dld you do?
3) uescrlbe a slLuaLlon when you were asked Lo help someone aL work. WhaL dld you Lhlnk
abouL LhaL?
6) Was Lhere ever a Llme when you resenLed helplng someone aL work? 1ell me abouL LhaL.

lor Lhe manager or leader:

7) 1ell me abouL a Llme when an employee was sLruggllng. WhaL dld you do?

?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

As we sald earller, servlce orlenLaLlon ls lmporLanL. ln Lhls serles of quesLlons, Lhe lnLervlewer
should be deLermlnlng wheLher Lhe candldaLe ls helpful wlLhouL belng asked. llrsL, ls Lhe
candldaLe able Lo see Lhe need? Second, ls Lhe candldaLe wllllng Lo asslsL? 1he lnLervlewer wlll
be able Lo deLermlne Lhls by how readlly Lhe candldaLe can come up wlLh concreLe examples of
when she offered asslsLance Lo oLhers. Look for a wlde varleLy of examples. ln oLher words, dld
Lhe candldaLe help coworkers? Pow abouL peers from oLher deparLmenLs? Also look for Lhe
candldaLe's wllllngness Lo asslsL ouLslde her [ob descrlpLlon. Lven a small Lhlng llke Lhe example
of Lhe [anlLor offerlng dlrecLlons wlLhouL belng asked, ls an example of a person asslsLlng oLhers
ouLslde hls [ob descrlpLlon. lL's also Lelllng when a person can deLermlne LhaL someone ls
sLruggllng or confused and Lhen offers asslsLance accordlngly. Someone who ls servlce orlenLed
!""#""$%& ()*+$*%,- .%+#--$&#%/#


30

yeL unable Lo dlrecLly asslsL anoLher person wlll ofLen serve as a broker or condulL for Lhe
person needlng asslsLance. ln oLher words, Lhe servlce"orlenLed lndlvldual wlll make a phone
call or lnLroduce someone who can help Lhe person ln need, or wlll dlrecL Lhe person Lo
someone who wlll know Lhe answer. eople who are servlce orlenLed can'L always solve a prob"
lem, buL Lhey are concerned enough abouL a person who needs help Lo dlrecL her Lo someone
who can.

1here are a few cauLlons Lo conslder when evaluaLlng servlce orlenLaLlon. 1he lnLervlewer wlll
need Lo deLermlne wheLher Lhe candldaLe ls aware of when he ls belng Laken advanLage of by a
needy" coworker, someone who always seems Lo need help. 1hls klnd of manlpulaLlon on Lhe
parL of Lhe coworker can be parLlcularly challenglng for someone wlLh a sLrong servlce
orlenLaLlon. 1here ls a flne llne beLween belng helpful and belng used-alLhough Lo err on Lhe
slde of belng helpful ls preferred. 1haL's why Lhe quesLlon abouL wheLher or noL Lhe candldaLe
has ever resenLed helplng someone ls lmporLanL. lL wlll glve Lhe lnLervlewer an ldea abouL how
Lhe candldaLe balances Lhese polnLs.

AnoLher cauLlon applles Lo managers or leaders who dlsplay resculng behavlor. 8esculng
behavlor resulLs when compasslon for an employee who ls sLruggllng causes Lhe manager Lo
lower or compromlse sLandards. 1he manager may also glve Lhe work Lo oLher more capable
people Lo cover for Lhe employee who ls sLruggllng. 8elng empaLhlc Loward employees who are
sLruggllng does noL mean LhaL a manager should forgo sLandard performance"managemenL
Lechnlques. Cn Lhe conLrary, empaLhy should serve as an enLree Lo Lhe performance"
managemenL dlscusslon. LmpaLhy wlll also enable Lhe manager Lo bulld rapporL wlLh Lhe
sLruggllng employee, Lhus bulldlng a brldge for beLLer performance.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


31

Soclal LxperLness: 8ulldlng 8elaLlonshlps
,-"%.$/0% ./ 1%%"%% M-$>&$0D !">5.$/0%8$4%

1) Who are some key people wlLhln your organlzaLlon who you currenLly musL work wlLh on a
regular basls Lo geL your work done? uescrlbe your relaLlonshlps wlLh Lhese people.
2) uescrlbe your presenL responslblllLy for bulldlng and malnLalnlng relaLlonshlps aL work.
Whom do you bulld relaLlonshlps wlLh? Pow? Why?
3) 1ell me abouL a Llme when you were able Lo geL someLhlng done aL work because of a
relaLlonshlp you had wlLh anoLher person.
4) 1ell me abouL some of Lhe people whom you have Lo work wlLh on a regular basls LhaL @/-
flnd dlfflculL Lo geL along wlLh. WhaL have you done Lo bulld sLronger relaLlonshlps wlLh Lhese
people?
3) 1ell me abouL a slLuaLlon when you won someone over" aL work. WhaL dld you do?
6) 1ell me abouL someone who ls reslsLanL Lo you. WhaL dld you do?
7) 1ell me abouL your relaLlonshlp wlLh your manager. WhaL works well? WhaL would you llke
Lo see lmproved?
8) WhaL do you do LhaL makes you a good follower?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

1he lnLervlewer should deLermlne whaL sLeps Lhe candldaLe Lakes Lo bulld relaLlonshlps. uoes
she Lake acLlve sLeps Lo bulld solld worklng relaLlonshlps? Cr ls she unaware of how Lo bulld
worklng relaLlonshlps? ldeally, Lhe candldaLe should recognlze and Lake sLeps Lo acLlvely bulld
relaLlonshlps. Lvldence of sLeps would lnclude belng frlendly Loward oLhers by saylng good
mornlng, asklng lf Lhere ls anyLhlng a coworker needs, lnvlLlng people Lo express concerns,
llsLenlng Lo oLhers' ldeas, asklng for lnpuL, followlng Lhrough on commlLmenLs, Laklng sLeps Lo
lnclude people ln meeLlngs, and flndlng ways Lo asslsL when posslble. Accordlng Lo a sLudy ln
Lhe ]/-905> /F 79D50$U5.$/05> M"85#$/9 O505D"3"0.\ Lhese Lypes of expresslons of poslLlve
psychology ln Lhe workplace by peers and managemenL lead Lo enhanced saLlsfacLlon,
moLlvaLlon, and producLlvlLy and creaLe a poslLlve workplace cllmaLe.
11
1he proacLlve sLeps
!""#""$%& ()*+$*%,- .%+#--$&#%/#


32

Laken by Lhe candldaLe should be work relaLed. We're noL looklng for people who develop
frlendshlps aL work. We're looklng for candldaLes who value and Lake acLlons Lo bulld
honorable and respecLful worklng relaLlonshlps.

When asklng Lhe candldaLe abouL someone who ls dlfflculL Lo geL along wlLh, look for evldence
LhaL Lhe candldaLe has Lrled Lo bulld a relaLlonshlp wlLh Lhe dlfflculL coworker. A few people are
[usL very conLrary, and no amounL of efforL may change LhaL. We don'L expecL candldaLes Lo
have perfecL worklng relaLlonshlps wlLh 100 percenL of Lhelr coworkers, buL we do expecL
candldaLes Lo geL along well wlLh mosL people. 8e sure Lo probe lf someone says he geLs along
wlLh everyone. 1haL's Lhe klnd of paL answer LhaL begs for clarlflcaLlon. 8espond wlLh lL sounds
llke you're worklng wlLh a greaL Leam. MosL of us, however, aL some polnL ln our pasL, have
encounLered a Leam member LhaL lsn'L easy Lo geL along wlLh. Can you Lell me abouL someone
ln your pasL who was more dlfflculL?"

AnoLher lmporLanL conslderaLlon ls how Lhe candldaLe vlews hls relaLlonshlp wlLh hls boss.
uoes he vlew Lhe boss as someone wlLh whom he should acLlvely be Laklng sLeps Lo bulld a
relaLlonshlp? WhaL ls he dolng Lo ensure a solld relaLlonshlp? ln Lhls regard, Lhe lnLervlewer can
assess how Lhe candldaLe keeps hls boss lnformed, how he supporLs hls boss's mlsslon, and
how he works as a Leam member wlLh hls boss. 1he relaLlonshlp wlLh Lhe boss ls abouL belng a
good follower. WhaL Lype of follower skllls ls Lhe candldaLe expresslng? Cood followers are noL
yes"people. 1hey are open Lo dlrecLlon, offer suggesLlons, glve honesL lnpuL, puL Lhe
deparLmenL (and Lhe boss) ln Lhe besL llghL, seek Lo undersLand Lhe deparLmenL's mlsslon, and
help oLhers wlLhln and ouLslde Lhe organlzaLlon Lo geL Lhe besL from Lhelr deparLmenL.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


33

Soclal LxperLness: CollaboraLlon
,-"%.$/0% ./ 1%%"%% B/>>5;/95.$/0

1) 1ell me how you recenLly solved a work problem. WhaL process dld you use?
2) uescrlbe a Llme when you had Lo solve a problem LhaL lnvolved or affecLed oLher people
wlLhln Lhe company. Pow dld you solve lL?
3) Pave you ever lmplemenLed an ldea or solved a problem and had your soluLlon meeL wlLh
reslsLance? WhaL do you Lhlnk you could have done Lo avold Lhe reslsLance?
4) uescrlbe a Llme when you soughL someone's ldeas or oplnlons abouL a pro[ecL or ldea you
were worklng on.
3) Was Lhere ever a Llme when you re[ecLed someone's ldea or oplnlon abouL a pro[ecL? 1ell me
abouL LhaL.
6) 1ell me abouL a Llme when you offered your ldea or oplnlon Lo someone.
7) uescrlbe a Llme when your lnpuL lmproved someone's work.
8) Pave you ever offered an ldea or oplnlon aL work and had noLhlng Lo galn from lL? 1ell me
abouL LhaL.
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

1he lnLervlewer should be looklng for Lwo speclflc Lypes of acLlons: acLlons LhaL Lhe candldaLe
Look Lo lnvlLe collaboraLlon and acLlons LhaL demonsLraLe LhaL Lhe candldaLe acLed
collaboraLlvely wlLh oLhers.

1he candldaLe should be able Lo descrlbe Llmes when he dellberaLely soughL ouL Lhe ldeas or
suggesLlons of oLhers. As Lhe lnLervlewer or hlrlng manager, you should look for proacLlve sLeps
on Lhe parL of Lhe candldaLe LhaL lnvlLe oLhers lnLo Lhe problem"solvlng or ldea phase of a
pro[ecL. CollaboraLlon lsn'L abouL Lelllng people afLerward. 1haL mlghL quallfy as good
communlcaLlon, buL lL's noL collaboraLlon. lf collaboraLlon ls Lhe compeLency LhaL you deslre,
look for acLlon sLeps. Also, follow up wlLh quesLlons LhaL clarlfy Lhe speclflc Lype of lnpuL Lhe
candldaLe was seeklng. Also, ask follow"up quesLlons Lo deLermlne whaL Lhe candldaLe dld wlLh
!""#""$%& ()*+$*%,- .%+#--$&#%/#


34

Lhe lnpuL. lf Lhe candldaLe asked for lnpuL buL dldn'L use lL, whaL sLeps dld she Lake up fronL and
afLerward Lo ensure LhaL people sLlll felL respecLed or valued. noLhlng can be more
demorallzlng Lhan Lo be asked for lnpuL and Lhen have LhaL lnpuL lgnored. AcLlon sLeps Lo
mlLlgaLe Lhls Lype of slLuaLlon mlghL lnclude asklng for lnpuL on any of Lhree accepLable
soluLlons, Lelllng people speclflc reasons why Lhelr lnpuL could noL be used, and maklng clear Lo
people LhaL you are seeklng advlsers, noL declslon makers, ln Lhe process. Powever, a
collaboraLlve splrlL goes beyond seeklng advlce. 1rue collaboraLlon requlres LhaL we someLlmes
surrender Lhe declslon maklng Lo Lhe group process and LhaL we faclllLaLe a group process LhaL
wlll generaLe Lhe besL resulL. 1he lnLervlewer wlll have Lo declde whaL approach ls besL sulLed
Lo Lhe [ob and Lhe organlzaLlon.

ln addlLlon, Lhe candldaLe should be able Lo glve examples of when she behaved ln a
collaboraLlve manner Lo help oLhers wlLh Lhelr ldeas or problems. 1he lnLervlewer should llsLen
for Llmes when Lhe candldaLe wllllngly offered ldeas or solved problems wlLhouL belng asked.
Also, Lhe Lone ln whlch Lhe candldaLe offers her ldeas ls very lmporLanL. ls Lhe candldaLe's Lone
helpful? Cr ls Lhe candldaLe descrlblng a Llme when she offered advlce or lnpuL Lo someone ln a
way LhaL mlghL sound demeanlng or arroganL? Pere's an example: l Lold !oe LhaL Lhe besL way
Lo do Lhe [ob was Lo open Lhe porL before he sLarLed Lhe process. l Lold hlm, buL he dldn'L llsLen
Lo me. lL could have saved hlm a loL of Llme." 1hls candldaLe offered her coworker some
asslsLance, buL lL would be lmporLanL Lo clarlfy exacLly whaL Lransplred ln Lhls lnLerchange. lf
you Lhlnk Lhe candldaLe may have communlcaLed ln a way LhaL was arroganL or demeanlng, be
sure Lo ask for addlLlonal examples. lf Lhe candldaLe palnLs a conslsLenL plcLure of offerlng ldeas
and havlng people re[ecL Lhem, you'd have Lo wonder lf Lhe re[ecLlon ls lnherenL ln Lhe manner
ln whlch she ls offerlng Lhe ldeas.

When asklng quesLlons abouL collaboraLlon, look for a conslsLenL behavlor paLLern LhaL
suggesLs LhaL Lhe candldaLe undersLands and values collaboraLlon, and acLlvely behaves ln a
way LhaL promoLes collaboraLlon. 1he candldaLe who ls Lruly collaboraLlve ls so because she
belleves ln lL, noL because Lhe organlzaLlon expecLs her Lo be.

lor some very senlor people, collaboraLlon may be seen as a compeLlLlve advanLage, and Lhe
lnLervlewer may be looklng for evldence LhaL senlor people wlll have a vlslon LhaL lncludes
collaboraLlon ln Lhe markeLplace. Conslder Lhls commenL by aul olman, ClC of nesLle:
Cne of Lhe core challenges of LC8 [Lhe reLall lndusLry's efflclenL consumer response] ls Lo
ensure LhaL we fosLer collaboraLlon when ln so many areas we are compeLlLors."
13

!""#""$%& ()*+$*%,- .%+#--$&#%/#


33

Soclal LxperLness: ConfllcL 8esoluLlon
,-"%.$/0% ./ 1%%"%% B/0F>$6. !"%/>-.$/0

1) 1ell me abouL a dlspuLe wlLh a peer. WhaL was lL abouL? WhaL dld you do? Pow dld lL end
up?
2) 1ell me abouL a Llme when someone suggesLed someLhlng LhaL you dlsagreed wlLh. WhaL dld
you say?
3) Pow have you resolved dlfferences wlLh peers or oLhers? 1ell me abouL Lhe process you use
Lo resolve your dlfferences.
4) Pave you ever encounLered someone aL work who was unreasonable? WhaL dld you do?
lor managers or leaders:

3) 1ell me abouL a Llme when Lhere was a dlspuLe beLween Lwo coworkers. WhaL dld you do?

6) 1ell me abouL a Llme when you had a confllcL wlLh an employee. WhaL dld you do? Pow was
lL resolved?

7) uescrlbe a Llme when someone felL LhaL you were unfalr. WhaL dld you do?
8) 8elaLe an lncldenL when someone verbally aLLacked you abouL someLhlng you sald or dld.
WhaL dld you do?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

Answerlng quesLlons abouL confllcL ls uncomforLable for mosL candldaLes. Cbvlously, puLLlng
Lhe candldaLe aL ease ls lmporLanL. 1he lnLervlewer should ask quesLlons Lo galn a balanced
vlew of Lhe candldaLe's ablllLy Lo address confllcL. 1he lnLervlewer wlll flrsL wanL Lo assess
wheLher Lhe candldaLe Lyplcally avolds confllcL or addresses Lhe confllcL head"on. 1hls
lnformaLlon wlll glve Lhe lnLervlewer some lndlcaLlon of flL wlLhln a parLlcular [ob. MosL
lmporLanL, Lhe lnLervlewer wlll wanL Lo deLermlne Lhe candldaLe's sklll level when addresslng
confllcL. WhaL sLeps or acLlons does Lhe candldaLe Lake Lo resolve confllcL? uoes he look for
common ground? uoes he approach Lhe confllcL by puLLlng hls opponenL aL ease? lf so, how
does he do Lhls? uoes he assume Lhe besL and seek a wln"wln soluLlon? WhaL words does he
!""#""$%& ()*+$*%,- .%+#--$&#%/#


36

use Lo accompllsh Lhls? ?ou'll need Lo probe enough Lo galn a Lhorough undersLandlng of Lhe
approach Lhe candldaLe uses. An openlng such as, !ullana, l know LhaL Lhls ls lmporLanL Lo
you, so l'd llke Lo flnd a way for us Lo work LogeLher on Lhls. l belleve we can flnd a soluLlon
LhaL wlll work for boLh of us," seLs a wln"wln Lone. lL dlsarms Lhe confllcL. AnoLher lmporLanL
conslderaLlon ls wheLher Lhe candldaLe openly sLaLes hls concerns and needs and lnvlLes hls
opponenL Lo do Lhe same. 1he dlalogue mlghL sound llke Lhls: Why don'L you Lell me whaL a
poslLlve resoluLlon would look llke, and l'll do Lhe same for you. Maybe from Lhere we can flnd
some common ground." Agaln, Lhe lnLervlewer should be deLermlnlng how Lhe candldaLe
engages ln Lhe confllcL. uoes lL sound reasonable? lncredlble as lL may sound, when you ask
people abouL a parLlcular confllcL, you wlll hear examples of how people Lake an exLreme
poslLlon or escalaLe Lhe maLLer lmmedlaLely by brlnglng lL Lo a supervlsor.

As Lhe lnLervlewer, you'll also recelve lnformaLlon from Lhe candldaLe regardlng Lolerance and
dlverslLy lssues. eople are noL all Lhe same, and someLlmes personallLy or values are aL Lhe
hearL of Lhe confllcL. ls Lhe candldaLe overly senslLlve Lo people's dlfferences? uoes he requlre
people Lo conform Lo hls ldea of whaL's rlghL? 1hese klnds of lssues are qulLe lmporLanL Lo
assess. SomeLlmes, Lhe sklll LhaL's needed ls less one of confllcL resoluLlon and more one of
undersLandlng and valulng dlfferences.

AnoLher crlLlcal role ls Lhe one LhaL a manager or supervlsor Lakes when Lwo people who
reporL Lo her have a confllcL. uoes Lhe candldaLe have a good Lrack record of addresslng Lhese
Lypes of confllcLs? WhaL meLhods does she use? ls she bulldlng her sLaff's confllcL resoluLlon
skllls ln Lhe process? Cr ls she resculng her employees and consLanLly playlng medlaLor? Also,
ls she bold enough Lo address confllcLs LhaL are lnLerferlng wlLh Leamwork, morale, and
producLlvlLy?

Cne flnal LhoughL on confllcL resoluLlon: some people really are lmposslble Lo geL along wlLh.
MosL are noL. lf Lhe candldaLe ls placlng many people ln Lhe caLegory of lmposslble," Lhen
perhaps lL's Lhe candldaLe who ls lmposslble. 8e sure Lo ask for mulLlple examples lf you have
any doubLs.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


37

Soclal LxperLness: CrganlzaLlonal Savvy
,-"%.$/0% ./ 1%%"%% 79D50$U5.$/05> <5##@

1) uld you ever have an opporLunlLy Lo advance a new ldea aL your lasL [ob? Pow dld you go
abouL dolng LhaL?
2) 1ell me abouL a Llme when you galned supporL for an ldea LhaL you had. Pow dld you do
LhaL? Why was Lhls ldea lmporLanL Lo you?
3) uescrlbe a Llme when you couldn'L geL supporL for an ldea LhaL you had. WhaL happened?
Why was Lhls ldea lmporLanL Lo you?
4) WlLhln your presenL poslLlon, whaL happens when you run lnLo someone who lsn'L
supporLlng your efforLs Lo geL Lhlngs done? uescrlbe whaL you do.
3) Pave you ever had someone undermlne your efforLs? WhaL dld you do?
6) Pow can you Lell who makes declslons ln your organlzaLlon?
7) 1ell me abouL a Llme when you needed supporL from peers ln order Lo geL an ldea across.
Pow dld you galn LhaL supporL? Why was lL lmporLanL Lo you Lo geL LhaL parLlcular ldea or lnl"
LlaLlve accompllshed?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%
As an lnLervlewer or hlrlng manager, lf you've made Lhe declslon LhaL organlzaLlonal savvy ls
lmporLanL Lo geLLlng some [obs done, you'll have Lo assess wheLher or noL Lhe candldaLe wlll flL
ln and undersLand your organlzaLlon and have Lhe skllls Lo grasp Lhe dynamlcs LhaL lead Lo
success. lrom Lhe candldaLe's responses Lo Lhe quesLlons llsLed above, you should be able Lo
deLermlne wheLher he has an undersLandlng LhaL how he approaches people, and whom he
approaches, ls parL of an overall sLraLegy Lo galn supporL. 1he candldaLe should be able Lo arLlc"
ulaLe why cerLaln lndlvlduals are key and whaL meLhods or LacLlcs he used Lo galn an
lndlvldual's supporL. Also, Lhe candldaLe should be able Lo recognlze LhaL each ldea ls dlfferenL
and may requlre a dlfferenL approach Lo move lL forward. ?ou should be able Lo deLermlne
wheLher Lhe candldaLe undersLands and exerLs energy Lo bulld a sLraLegy Lo geL Lhlngs done.
Cne candldaLe sald, l don'L Lhlnk abouL how Lo geL ldeas across, l [usL puL Lhem ouL Lhere and
see whaL happens."

!""#""$%& ()*+$*%,- .%+#--$&#%/#


38

nexL, focus on wheLher Lhe candldaLe has Lhe klnds of relaLlonshlps LhaL exLend across Lhe
organlzaLlon and wheLher Lhe candldaLe knows how Lo engender oLher people's supporL. Look
for genulne relaLlonshlps and supporL wlLh a wlde range of people who are wllllng Lo help Lhe
candldaLe. 1hese relaLlonshlps should noL be based solely on an aLLlLude of l'll supporL you lf
you supporL me." 1he relaLlonshlps should be more genulne and should be based on LrusL and
respecL. 1he way Lhe candldaLe descrlbes Lhe supporL and how he galns sponsors ls ofLen very
Lelllng. Cne candldaLe acLually sald, l Lold Penry LhaL lf he expecLs supporL for hls nexL
lnlLlaLlve, he'd beLLer supporL me on Lhls." 1hls klnd of ulLlmaLum ls noL Lhe way Lo creaLe Lrue
Leamwork.

1he candldaLe wlll need Lhe ablllLy Lo read Lhe cllmaLe wlLhln an organlzaLlon or even wlLhln a
meeLlng ln order Lo be able Lo assess Llmlng, opporLunlLy, and key players. WhaL ls Lhe
candldaLe Lelllng you abouL her assessmenL of cllmaLe and culLure? Cne candldaLe, when asked
abouL brlnglng ldeas Lo frulLlon, sald LhaL every week aL Lhe senlor sLaff meeLlng, Lhere was
Llme on Lhe agenda for each senlor sLaff member Lo dlscuss enLerprlsewlde lmprovemenL ldeas.
She sald LhaL Lhe Lone ln some of Lhose meeLlngs was rushed or negaLlve. She noLlced LhaL
when Lhe meeLlng Lone was rushed, Lhe planL manager ofLen kllled ldeas wlLh qulck one"llners
such as lL's a good ldea, buL l don'L Lhlnk we have Llme for LhaL klnd of lnlLlaLlve." She also
noLlced LhaL lf Lhe producLlon meeLlng precedlng Lhe sLaff meeLlng was negaLlve, Lhen raLher
Lhan enLerLaln new ldeas for lmprovemenL, Lhe planL manager would say, We need Lo focus on
geLLlng our numbers up." 1he candldaLe sald she reallzed LhaL Lhese Lwo slLuaLlons were slmply
noL conduclve Lo Lhe cllmaLe needed Lo sell" an ldea or lnlLlaLlve. She acknowledged LhaL whlle
Lhe planL manager was very powerful, he was also very open and reasonable, as long as he was
approached aL Lhe rlghL Llme. 1hls candldaLe's responses Lo Lhe lnLervlewer's quesLlons
lndlcaLed LhaL she was able Lo glve speclflc examples LhaL supporLed her poslLlon. lL was
obvlous LhaL she had Lhe ablllLy Lo read lmporLanL lnformaLlon abouL Lhe cllmaLe ln her
prevlous poslLlon, whlch allowed her Lo advance her ldeas.

undersLandlng Lhe candldaLe's moLlves or lnLenLlons also proves valuable. ls Lhe candldaLe
advanclng goals LhaL are for Lhe good of Lhe organlzaLlon or ls he slmply bulldlng hlmself up?
?ou should llsLen for lnLenLlon. AlLhough lL may be dlfflculL Lo deLermlne lnLenLlon, by asklng
quesLlons abouL why Lhe candldaLe was pursulng parLlcular ldeas, you'll galn a sense of whaL
Lhe candldaLe values. Cne candldaLe Lalked abouL several ldeas LhaL he was Lrylng Lo advance aL
dlrecLors' meeLlngs. 1hese ldeas could be grouped under Lhe headlng galnlng a larger plece of
Lhe organlzaLlon under hls conLrol." now, lL's noL unreasonable Lo wanL Lo galn conLrol of Lhlngs
LhaL lmpacL your operaLlon, buL Lhe lnLervlewer began Lo wonder wheLher Lhls was Lhe besL
plan for Lhe organlzaLlon. As Lhe lnLervlewer pressed and asked follow"up quesLlons abouL why
Lhese ldeas were worLh pursulng, she uncovered Lhe candldaLe's moLlve, expressed ln hls own
!""#""$%& ()*+$*%,- .%+#--$&#%/#


39

words: l knew lf l could geL all of Lhese pleces of Lhe organlzaLlon under my umbrella, Lhen Lhe
board would have llLLle cholce buL Lo make me Lhe nexL execuLlve v.,' 1haL moLlvaLlon ls noL
necessarlly bad, buL lL does requlre LhaL Lhe lnLervlewer or hlrlng manager Lake a second look.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


40

ersonal lnfluence & lnfluenclng Self: Self"Confldence
,-"%.$/0% ./ 1%%"%% <">F B/0F$&"06"

1) 1ell me abouL a Llme when you Look on a Lask LhaL you consldered ouL of your comforL
zone." Pow dld you feel? Why dld you do lL? uld you Lhlnk you were golng Lo succeed or fall?
2) lf you were golng Lo Lry Lo persuade me regardlng someLhlng, how would you do lL?
3) uescrlbe a Llme when you lnLer[ecLed a dlfferenL polnL of vlew or a dlfferenL slde of an lssue.
Pow dld you go abouL dolng LhaL?
4) 1ell me abouL a Llme when you were confldenL enough Lo dlsagree wlLh someLhlng or
someone.
3) 1ell me abouL your sLrengLhs. Pow do you know Lhey are your sLrengLhs? Pow do you
measure your sLrengLhs? WhaL feedback have you goLLen LhaL lndlcaLes LhaL Lhls quallLy ls a
sLrengLh?
6) 1ell me abouL a Llme LhaL you were concerned abouL belng successful aL a Lask or you
LhoughL you were golng Lo fall. WhaL dld you do?
7) When do you Lyplcally ask for asslsLance? uescrlbe Lhe lasL Llme you asked for help on
someLhlng.
8) Pow do you Lhlnk you're golng Lo perform aL Lhls [ob?
lor managers and leaders:

9) 1ell me abouL a Llme when you had Lo lmplemenL a change. WhaL dld you say Lo your sLaff?
Pow dld you convlnce Lhem Lo follow you?
10) 1ell me abouL a Llme when you had Lo lead oLhers ln a cerLaln dlrecLlon and you had some
doubLs. WhaL dld you do? WhaL dld you say?
11) Pave you ever experlenced a Llme when oLhers quesLloned your ablllLy Lo lead? 1ell me
abouL LhaL. WhaL dld you do?
!""#""$%& ()*+$*%,- .%+#--$&#%/#


41


?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

1he enLlre lnLervlew process ls useful for assesslng a candldaLe's confldence level. Pow does
Lhe candldaLe pro[ecL hls ldeas and answers? ls Lhe candldaLe wllllng Lo Lake a sLand? Cr ls Lhe
candldaLe qulck Lo reLracL hls commenLs? WhaL level of commlLmenL does Lhe candldaLe have
Lo hls answers? WhaL are Lhe candldaLe's nonverbal characLerlsLlcs communlcaLlng? ConfldenL
people sLand up sLralghL, smlle more Lhan less confldenL people, and make eye conLacL.
3
1hroughouL Lhe lnLervlew process, you wlll be able Lo assess Lhe level of confldence Lhe
candldaLe pro[ecLs.

8alanclng Lhe candldaLe's presenLaLlon wlLh facLs ls also qulLe useful. AfLer all, you wanL Lo
make sure LhaL Lhe candldaLe's confldence ls based ln reallLy. Asklng quesLlons abouL sLrengLhs
and followlng up wlLh quesLlons Lo deLermlne how Lhe person knows hls sLrengLhs ls ofLen
worLhwhlle. LlsLen for sLaLemenLs LhaL provlde evldence, such as Lvery year lL appears on my
performance appralsal", Lvery boss l have Lells me LhaL Llme managemenL ls one of my
sLrengLhs", My LeammaLes rely on me for 3@ organlzaLlonal skllls", l have achleved resulLs
such as """ by uslng Lhls sLrengLh." 8emember, someLlmes a candldaLe needs Lo be encouraged
Lo Lalk abouL hls sLrengLhs. Lven someone who ls confldenL ln hls ablllLles may noL always be
comforLable Lelllng oLhers abouL lL because lL may feel boasLful. Lncourage Lhe candldaLe Lo Lell
you abouL areas where he really feels confldenL. uon'L confuse humlllLy for lack of self"
confldence. A person can be very confldenL abouL a sklll or ablllLy, yeL feel as Lhough lL ls
lnapproprlaLe Lo Lell oLhers abouL lL.

lL also Lakes confldence Lo volce ldeas and oplnlons. Look for evldence from Lhe candldaLe
abouL when she volced her ldeas or oplnlons. Ask how she wenL abouL lL. ?ou'll also geL a clear
plcLure of a person's confldence by asklng quesLlons LhaL allow Lhe candldaLe Lo descrlbe
slLuaLlons when she volced a conLrary polnL of vlew and Lhe manner ln whlch she
communlcaLed lL.

1o deLermlne confldence versus arrogance, Lry Lo challenge Lhe candldaLe on someLhlng. uoes
she become argumenLaLlve? Cr ls she lnLeresLed ln learnlng more abouL your poslLlon? Also,
look for subLle body language. Cne candldaLe subLly shook her head ln a qulck dlsmlsslve
manner when Lhe lnLervlewer presenLed an opposlng vlewpolnL. ApproprlaLely confldenL
people llsLen Lo oLhers, Lhlnk abouL Lhe lssues, and have a more hollsLlc vlew of llfe Lhan Lhose
who are arroganL. eople who are reallsLlcally self"confldenL make a balanced assessmenL.
4

eople who are confldenL also are wllllng Lo admlL LhaL Lhey need asslsLance. Pas Lhe candldaLe
!""#""$%& ()*+$*%,- .%+#--$&#%/#


42

ever asked for help? A pro[ecL can be [eopardlzed lf someone lnvolved doesn'L have Lhe sklll or
lnformaLlon Lo compleLe Lhe [ob, buL lL can be more of a crlsls lf LhaL person lacks Lhe
confldence Lo speak up. 1herefore, lL's useful Lo ask a cllenL how he Lyplcally knows when Lo ask
for asslsLance. 1hls llne of quesLlonlng ls also helpful Lo deLermlne wheLher someone lacks
confldence Lo Lry a few soluLlons on hls own. ls Lhe candldaLe wllllng Lo acL lndependenLly or
musL he always sLop and ask for dlrecLlon? Confldence could be a key facLor ln Lhls person's
success.

8uL whaL lf all lndlcaLlons suggesL LhaL Lhe candldaLe ls self"confldenL? Could Lhere sLlll be cause
for concern? ?es. Cverconfldence ls Lhe hallmark of a narclsslsL. Asklng a candldaLe, Pow do
you Lhlnk you're golng Lo perform on Lhls [ob?" poses a purely hypoLheLlcal quesLlon. lL ls noL a
behavlor"based quesLlon. Lvldence suggesLs LhaL narclsslsLs generally predlcL fuLure
performance based on expecLaLlon, noL acLual performance. lf a person unequlvocally sLaLes
LhaL she would do a greaL [ob and does noL back LhaL proclamaLlon wlLh facLs abouL pasL
performance, lL may be cause for concern. ChapLer 10 conLalns more lnformaLlon Lo help Lhe
lnLervlewer make a balanced [udgmenL.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


43

ersonal lnfluence & lnfluenclng Self: lnlLlaLlve and AccounLablllLy
,-"%.$/0% ./ 1%%"%% 20$.$5.$#" 50& 166/-0.5;$>$.@

1) 1ell me abouL a Llme when you declded on your own LhaL someLhlng needed Lo be done.
WhaL dld you do?
2) uescrlbe a Llme when you dld more Lhan was requlred on your [ob. Pow dld you feel abouL
LhaL?
3) Pave you ever made any lmprovemenLs Lo your work wlLhouL belng asked? Clve me some
examples. Pow dld you do lL?
4) When you perform your presenL [ob, have you ever LhoughL abouL a way Lo lmprove Lhe
quallLy of Lhe producL or servlce LhaL you provlde? 1ell me abouL LhaL.
3) Pave you ever come up wlLh a way Lo cuL cosLs ln your presenL poslLlon? WhaL dld LhaL
enLall? Pow dld you go abouL dolng lL?
6) Pave you ever LhoughL of a way Lo perform your presenL [ob ln less Llme? WhaL dld you do
abouL lL?
7) 1ell me abouL a Llme when someLhlng you dld resulLed ln a change for your deparLmenL or
area. Pow dld you go abouL dolng lL? Pow dld you feel abouL LhaL?
8) Pave you ever Laken Lhe lnlLlaLlve Lo do someLhlng LhaL dldn'L work ouL? uescrlbe LhaL
slLuaLlon. WhaL dld you do? Pow dld you feel abouL LhaL?
9) Pave you ever solved a work"relaLed problem LhaL had been a problem for a long Llme?
WhaL dld you do? Pow dld you do lL?
10) Pave you ever Laken an acLlon and goLLen blamed when lL dldn'L work ouL? uescrlbe whaL
happened.
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

lnlLlaLlve ls a key facLor deslrable ln many [ob funcLlons. lnLervlewers or hlrlng managers wlll
!""#""$%& ()*+$*%,- .%+#--$&#%/#


44

wanL Lo screen candldaLes Lo deLermlne wheLher Lhey acL on Lhelr own lnlLlaLlve. CandldaLes
should clLe examples of acLlons Lhey have Laken Lo lmprove quallLy, cosL, Llmellness, or
cusLomer servlce. 1he key word here ls acLlons." Pavlng a greaL ldea ls one Lhlng, buL how dld
Lhe candldaLe acL on her ldea? uld Lhe candldaLe acL lndependenLly Lo lmprove Lhlngs LhaL were
wlLhln her conLrol? CLherwlse, dld Lhe candldaLe engage oLhers Lo advance an ldea LhaL was for
Lhe good of Lhe deparLmenL or Leam? Pow? uld she [usL Lell Lhe boss and leL Lhe boss deal wlLh
lL, or was she a dynamlc parLner ln Laklng acLlon Lo change someLhlng? Cf course, Lhe lnLer"
vlewer or hlrlng manager wlll need Lo evaluaLe Lhe scope of lndependenL acLlon Lhe candldaLe
was able Lo exerclse. lor example, ln some companles, lL would noL be posslble for a fronLllne
employee Lo change a procedure lndependenLly. 8uL don'L underesLlmaLe Lhe acLlons LhaL a
deLermlned person wlLhouL poslLlonal power could Lake Lo lnfluence changes. 1he lnLervlewer
should be evaluaLlng E8".8"9 Lhe person Lakes acLlons, as well as 8/E Lhe person Lakes acLlons.
8oLh feaLures are lmporLanL. A person who organlzes a unlon ls demonsLraLlng lnlLlaLlve. 8uL lL
may noL be ln Lhe besL lnLeresL or flL for Lhe hlrlng company. 1he lnLervlewer should be cerLaln
Lo ask how" quesLlons Lo deLermlne whaL form Lhe candldaLe's lnlLlaLlve Lakes.

Also lmporLanL Lo keep ln mlnd when asklng a candldaLe abouL lnlLlaLlve ls Lo ask how Lhe
candldaLe felL abouL Lhe slLuaLlon. SomeLlmes people Lake lnlLlaLlve, buL Lhen feel resenLful LhaL
Lhey had Lo perform Lhe burden of Lhe work. A quesLlon such as uescrlbe a Llme when you dld
more Lhan was requlred on your [ob. Pow dld you feel abouL LhaL?" allows Lhe lnLervlewer Lo
deLermlne Lhe candldaLe's feellngs abouL golng above and beyond. SomeLlmes candldaLes wlll
Lake Lhe lnlLlaLlve, buL Lhey wlll noL do so because of a servlce orlenLaLlon. Asklng abouL Lhe
candldaLe's feellngs wlll glve Lhe lnLervlewer a new dlmenslon of lnformaLlon. Some people
Lake lnlLlaLlve and Lhen play Lhe hero. SLlll oLhers play Lhe marLyr. 8oLh of Lhese roles can be
desLrucLlve ln Lhe workplace.

Slmllarly, deLermlnlng how Lhe candldaLe reacLs when he has Laken lnlLlaLlve and lL doesn'L
work ouL glves Lhe lnLervlewer lmporLanL daLa. uoes Lhe candldaLe sLop Lrylng? uoes he
regroup and flnd anoLher sLraLegy? Cr does he declde on anoLher lnlLlaLlve as Lhe focus for hls
energy? All of Lhese deLalls wlll glve Lhe lnLervlewer useful lnslghL. When asked abouL an
lnlLlaLlve LhaL dldn'L work ouL, one candldaLe sald, l flgured, l wasn'L golng Lo wasLe my Llme
and energy, so l declded Lo leave." WlLh some problng, Lhe lnLervlewer dlscovered LhaL Lhls was
a paLLern of behavlor LhaL Lhe candldaLe had dlsplayed wlLh a sLrlng of oLher employers. Some
employees place blame lf Lhelr acLlons don'L work ouL. Pere agaln, problng offers lnslghL lnLo
how employees respond Lo lnlLlaLlves LhaL don'L work ouL.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


43

ersonal lnfluence & lnfluenclng Self: Coal CrlenLaLlon
,-"%.$/0% ./ 1%%"%% V/5> 79$"0.5.$/0

1) uescrlbe some goals for your presenL poslLlon. Pow were Lhese goals deLermlned? uo you
meeL Lhese goals on a regular basls?
2) Pave you ever LhoughL LhaL Lhese goals were unreallsLlc? Why?
3) Pave you ever had a goal aL work LhaL you dldn'L meeL? Pow dld you feel abouL LhaL?
4) 1ell me abouL a goal LhaL you lmposed on yourself aL work. Why dld you declde on LhaL
parLlcular goal?
3) 1ell me abouL a Llme when you dldn'L achleve someLhlng LhaL you seL ouL Lo do. WhaL
happened? Pow dld you feel abouL LhaL?
6) WhaL goals do you have rlghL now?
7) WhaL goals dld you accompllsh lasL year?
8) 1ell me abouL a Llme when you dldn'L feel llke worklng. WhaL dld you do?
9) uescrlbe your process for seLLlng goals for yourself.
lor Lhe manager or leader:

10) Pow do you seL goals for Lhose who reporL Lo you? uescrlbe Lhe process you use Lo seL goals
wlLhln your unlL or deparLmenL.
11) Pow have you helped oLhers seL goals?
12) Pow do you ensure LhaL Lhe goals are allgned wlLh Lhe buslness sLraLegy?
13) 1ell me abouL a Llme when someone who reporLed Lo you dld noL reach an lmporLanL goal.
WhaL dld you do?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

!""#""$%& ()*+$*%,- .%+#--$&#%/#


46

When evaluaLlng goal orlenLaLlon, keep ln mlnd Lhe poslLlon and Lhe Lypes of goals requlred.
Some poslLlons may requlre shorL"Lerm goals-goals LhaL can be achleved wlLhln Lhe day or
even wlLhln Lhe hour. SeLLlng goals can be as slmple as wrlLlng flve Lhlngs Lo do on a plece of
paper and decldlng Lo geL Lhem done before lunch. CLher poslLlons wlll requlre Lhe candldaLe Lo
seL long"Lerm goals. ln boLh cases, Lhe lnLervlewer should be llsLenlng for speclflc, clear goals
seL by Lhe lndlvldual.

1o begln Lhe dlscusslon on goals, you can ask abouL Lhe goals Lhe candldaLe musL achleve ln
order Lo successfully compleLe her work. Lach [ob should have goals, and Lhe candldaLe should
recognlze whaL Lhose goals are. (lf Lhe candldaLe ls worklng ln a slLuaLlon LhaL does noL have
recognlzed or sLaLed goals, Lhen don'L punlsh Lhe candldaLe for a poor work slLuaLlon. lnsLead,
shlfL Lhe focus Lo whaL goals she has seL for herself.) 1he lnlLlal dlscusslon abouL goals ln her
presenL poslLlon wlll help Lhe candldaLe focus on goals aL work. Also, you'll galn lnslghL lnLo Lhe
candldaLe's oplnlons abouL worklng Loward goals. uoes she conslder goals an lmposlLlon? Cr
does she conslder Lhem helpful?

nexL, shlfL Lhe dlscusslon Lo self"lmposed goals, and seek evldence of Lhem ln Lhe candldaLe.
Look for Llmes when Lhe candldaLe declded on and meL Lhese goals aL work. AlLhough self"
lmposed goals relaLed Lo ouLslde acLlvlLles (golf scores, exerclse, dleLlng) are useful Lo deLer"
mlne lf Lhe candldaLe has Lhe ablllLy Lo seL goals and follow Lhough, lL's lmporLanL Lo deLermlne
wheLher Lhe candldaLe conslders Lhe workplace a place where self"lmposed goal seLLlng ls of
value. AfLer all, your purpose ls Lo evaluaLe wheLher Lhe person wlll seL goals aL work, noL ln her
personal llfe.

?ou'll also wanL Lo deLermlne wheLher Lhe person ls capable of reachlng goals. Some people are
greaL aL seLLlng goals, buL reachlng Lhem ls anoLher Lhlng. LvaluaLe Lhe resulLs Lhe candldaLe
achleved.

LasLly, you'll wanL Lo conslder how Lhe candldaLe reacLs when she doesn'L meeL a goal-
lmposed by elLher oLhers or herself. uoes she raLlonallze? 8lame oLhers? Clve up ln defeaL?
WhaL happens Lo Lhe candldaLe's moLlvaLlon ln Lhese lnsLances?
lf you're lnLervlewlng a manager, you'll wanL Lo know abouL her goal seLLlng as well as her
ablllLy Lo help oLhers seL and reach goals. uoes she lmpose goals on oLhers? uoes she see goal
seLLlng as a collaboraLlve efforL? WhaL Lechnlque does she apply lf goals aren'L reached? Pow
does she help oLhers achleve Lhelr goals? MosL people respond besL Lo a collaboraLlve goal"
seLLlng process. Also, does Lhe leader see herself as a parLner and resource for asslsLlng people
ln reachlng Lhelr goals?
!""#""$%& ()*+$*%,- .%+#--$&#%/#


47

ersonal lnfluence & lnfluenclng Self: CpLlmlsm
,-"%.$/0% ./ 1%%"%% 74.$3$%3

1) 1ell me abouL a pro[ecL LhaL you knew was noL golng Lo dellver resulLs. Pow dld you know?
2) uescrlbe a Llme when you Lrled someLhlng new aL work. Pow dld LhaL work? Would you do lL
agaln? Why or why noL?
3) uescrlbe a slLuaLlon aL work when you were opLlmlsLlc and lL affecLed Lhe ouLcome.
4) uescrlbe a slLuaLlon aL work when oLhers wanLed Lo move forward on someLhlng and you
dldn'L Lhlnk lL was a good ldea. Why dldn'L you Lhlnk lL would work? WhaL dld you do?
3) uescrlbe a Llme when you were more opLlmlsLlc Lhan oLhers aL work abouL a parLlcular
pro[ecL. WhaL dld you do?
6) 1ell me abouL a Llme when you had mlsplaced opLlmlsm. Pow dld you proceed?
7) 1ell me abouL a Llme when you dldn'L belleve LhaL a pro[ecL was golng Lo Lurn ouL on Llme, on
budgeL, or on Lrack. Why dld you Lhlnk lL was golng Lo be a problem?
8) Clve me a slLuaLlon where you belleved LhaL someLhlng was golng Lo be successful and lL
was. Pow dld you know?
9) 1ell me abouL a Llme when someone on your Leam was negaLlve abouL an ouLcome. Pow dld
lL affecL you?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

CpLlmlsm lsn'L lnLended Lo compensaLe for poor pro[ecL plannlng, poor sales skllls, or poor
cusLomer servlce. When you're evaluaLlng Lhe candldaLe's answers Lo Lhe above quesLlons,
you're golng Lo have Lo Lake lnLo conslderaLlon and balance Lhe daLa Lhe candldaLe ls glvlng you
agalnsL Lhe aLLlLude Lhe candldaLe has abouL Lhe slLuaLlon. lf Lhe daLa clearly suggesL LhaL poor
skllls or poor plannlng ls an lssue, Lhe candldaLe's opLlmlsm won'L make a dlfference. Powever,
Lhe splrlL of Lhese quesLlons ls Lo Lry Lo deLermlne whaL perspecLlve Lhe candldaLe brlngs Lo Lhe
Leam. LlsLen for poslLlve sLaLemenLs and a hopeful perspecLlve LhaL Lhe candldaLe brlngs when
!""#""$%& ()*+$*%,- .%+#--$&#%/#


48

descrlblng pasL slLuaLlons. llnd ouL abouL Lhe candldaLe's Lolerance for oLhers who are
opLlmlsLlc. uoes Lhe candldaLe have a poslLlve regard for hopefulness or opLlmlsm, or does he
vlew such Lhlnklng wlLh conLempL? Sure, facLs and daLa are lmporLanL, and cerLaln candldaLes
Lralned ln cerLaln dlsclpllnes wlll rely more Lhan oLhers on facLs, buL ofLen underlylng Lhe facLs ls a
person's bellef abouL a parLlcular slLuaLlon. ln Lhls slLuaLlon, you'll be llsLenlng for Lhe underlylng bellef.
Also, llsLen for how Lhe candldaLe descrlbes Lhe causes of bad evenLs. 1hose who explaln bad evenLs ln a
clrcumscrlbed way, wlLh exLernal, unsLable, and speclflc causes, are descrlbed as opLlmlsLlc. ln Lhe
learned"helplessness model, people become helpless. 1hls learned helplessness ls represenLed as a
generallzed expecLaLlon LhaL fuLure ouLcomes wlll be unrelaLed Lo acLlons.
11
1herefore, a candldaLe wlll
sound llke a vlcLlm-he wlll express LhaL no maLLer whaL he had done, Lhe ouLcome wouldn'L have
lmproved. 1he vlcLlm volce says LhaL noLhlng ls my faulL."
12
LlsLen for Lhls Lype of vlcLlm volce from Lhe
candldaLe.
Pere's an example of whaL one candldaLe sald when asked abouL a pro[ecL LhaL she dldn'L Lhlnk would
work: l [usL saw Lhls as one more pro[ecL LhaL wouldn'L produce Lhe resulL LhaL managemenL promlsed.
l [usL geL Llred of Lhelr ple"ln"Lhe"sky promlses." AlLhough Lhe candldaLe may be rlghL abouL
managemenL's Lhlnklng, furLher problng ls ln order. When Lhe lnLervlewer asked for an example of
pro[ecLs LhaL dldn'L produce a resulL as promlsed, Lhe candldaLe sald afLer some heslLaLlon, Well, Lhey
sald LhaL a program flx would ellmlnaLe errors by 17 percenL. lL dldn'L." lurLher problng abouL Lhe
resulLs revealed Lhe followlng: lL only produced a 13 percenL lmprovemenL ln errors." Maybe
managemenL was a blL opLlmlsLlc, buL lL seems llke Lhe resulLs speak for Lhemselves.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


49

ersonal lnfluence & lnfluenclng Self: llexlblllLy and AdapLablllLy
,-"%.$/0% ./ 1%%"%% S>"J$;$>$.@ 50& 1&54.5;$>$.@

1) uescrlbe a Llme when you had Lo change your plans Lo accommodaLe someone else aL work.
Pow dld you feel abouL LhaL?
2) 1ell me abouL a Llme when someLhlng aL work was changlng. Pow have you adapLed Lo Lhe
change? Pow dld you feel abouL Lhe change?
3) 8elaLe a Llme when you wanLed someLhlng aL work Lo remaln Lhe same, buL oLhers dldn'L.
WhaL dld you do? Pow dld you feel abouL LhaL?
4) uescrlbe a Llme when you had Lo learn someLhlng new. Pow dld you feel abouL LhaL? Pow
have you adapLed Lo Lhe new sysLem?
3) 1ell me abouL a Llme when you had Lrouble ad[usLlng Lo a change. WhaL dld you flnd
dlfflculL?
6) Clve me an example of a Llme when you were flexlble.
7) Clve me an example of a Llme when you weren'L very flexlble.
8) 1ell me abouL a Llme when you had Lo reconslder how Lo lnLeracL or behave because you
weren'L geLLlng Lhe resulLs you requlred.
9) Were Lhere any behavlors LhaL you had Lo abandon LhaL worked for you ln a prevlous [ob
LhaL dldn'L work ln a new [ob? Pow dld you know Lhese behavlors dldn'L or wouldn'L work ln
your new [ob?
lor managers or leaders:

10) 1ell me abouL a Llme as a manager LhaL you found lL necessary Lo bend Lhe rules. WhaL dld
you do? Why dld you do lL? Pow dld you feel abouL lL?
11) 1ell me abouL a Llme when you were flexlble and accommodaLed Lhe needs of someone on
your sLaff. Pow dld you feel abouL LhaL?
!""#""$%& ()*+$*%,- .%+#--$&#%/#


30

12) As a manager, have you ever been flexlble and laLer regreLLed lL?
13) WhaL Lypes of behavlors dld you need Lo develop when you LranslLloned from worker Lo
supervlsor? lrom manager Lo dlrecLor?
14) Were Lhere any behavlors LhaL you had Lo abandon LhaL worked for you ln a prevlous role
LhaL dldn'L work ln a new role? Pow dld you know Lhese behavlors dldn'L or wouldn'L work ln
your new role?
13) Was Lhere ever a Llme when you changed roles or [obs or organlzaLlons LhaL you had Lo leL
go of behavlors LhaL conLrlbuLed Lo your success ln pasL slLuaLlons?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

WlLh all Lhe changes LhaL Lake place ln Lhe workplace, candldaLes should be able Lo glve you
concreLe examples of Llmes when Lhey had Lo be flexlble. Asklng Lhe follow"up quesLlon Pow
dld you feel abouL LhaL?" ls an lmporLanL way Lo assess Lhe candldaLe's underlylng assumpLlons
abouL change. ls Lhe candldaLe someone who en[oys change, or does he llke Lhlngs Lo remaln
Lhe same? Look for a plcLure Lo emerge abouL how Lhe candldaLe vlews change. !usL as wlLh all
Lhe compeLencles, Lhe [ob wlll dlcLaLe wheLher or noL Lhe compeLency ls lmporLanL. 8elng rlgld
and followlng a seL paLLern, schedule, or meLhod may cerLalnly be deslrable ln some [obs. ln
facL, belng Loo flexlble ln some poslLlons may be a deLrlmenL. Carefully maLch Lhe compeLencles
wlLh Lhe [ob. lf flexlblllLy ls lmporLanL, llsLen for evldence LhaL Lhe candldaLe ls lndeed flexlble.

Conslder Lhls answer Lo Lhe quesLlon 1ell me abouL a Llme when you had Lo ad[usL Lo a change
aL work": Well, [usL recenLly, we changed Lhe procedure for recelvlng large orders. We used Lo
have Lwo people check ln Lhe order. Cne would check Lhe compuLer sysLem and verlfy Lhe
order agalnsL Lhe packlng llsL, and Lhe oLher person would check for Lhe merchandlse. now, one
person has Lo do boLh [obs. So, l had Lo learn how Lo use Lhe compuLer sysLem where Lhe
elecLronlc packlng llsLs and orders are sLored." 1he lnLervlewer Lhen asked Lhe follow"up
quesLlon Pow do you feel abouL LhaL?" and galned Lhe followlng lnformaLlon: Well, l don'L
llke lL. lL's so much easler Lo do lL Lhe oLher way. lL's confuslng Lo flnd everyLhlng on Lhe
compuLer and also go and check Lhe order." AnoLher follow"up quesLlon provldes even more
lnformaLlon abouL Lhe slLuaLlon: Pow are you adapLlng Lo Lhls change?" Well, l'm dolng okay.
My supervlsor sald LhaL l had Lhe fewesL dlscrepancles and also had Lhe fasLesL check"ln speed,
so my numbers are very good. Cur deparLmenL measures speed and accuracy of order check"
ln." So lL's posslble Lo dlsllke Lhe change yeL be able Lo adapL qulLe well. 1hls answer glves Lhe
lnLervlewer lmporLanL lnformaLlon. lf Lhe candldaLe had sald, l'm adapLlng okay," Lhe lnLer"
vlewer wouldn'L have enough lnformaLlon Lo evaluaLe Lhe candldaLe's poslLlon and would need
!""#""$%& ()*+$*%,- .%+#--$&#%/#


31

Lo ask for concreLe measures. Also, remember LhaL addlLlonal examples wlll enable Lhe
lnLervlewer Lo deLermlne wheLher Lhe candldaLe generally dlsllkes change, yeL adapLs well, or
wheLher Lhls ls an lsolaLed example. lL's lmporLanL Lo acqulre Lhls lnformaLlon lf Lhe [ob LhaL
you're lnLervlewlng candldaLes for requlres loLs of change and flexlblllLy.

ln addlLlon, employees, and especlally managers and leaders, should undersLand LhaL dlfferenL
[obs and roles mlghL requlre dlfferenL seLs of behavlors. lf Lhey are aware LhaL dlfferenL roles or
[obs requlre dlfferenL behavlors, probe Lo dlscover how Lhey became aware of Lhe need Lo
adapL. Were Lhey able Lo read Lhe envlronmenL or Lhe people and reallze LhaL Lhey had Lo
adapL Lhelr behavlor? Cr dld someone have Lo polnL ouL Lhe need for a dlfferenL seL of
behavlors? referably Lhe candldaLe deLermlned Lhe need for dlfferenL behavlors by observlng
oLhers ln a slmllar role, by assesslng people's reacLlons, and by anLlclpaLlng dlfferences. 1hls
lnLernal compass would lead Lo flexlble and adapLable behavlor wlLhouL Lhe need for someone
Lo polnL lL ouL. lf someone musL polnL lL ouL, Lhe person may have already losL credlblllLy or
have a performance problem.

Asklng a candldaLe lnLervlewlng for a managerlal or leadershlp poslLlon abouL examples of
when she accommodaLed oLhers or when she felL lL necessary Lo bend Lhe rules glves you
lmporLanL lnslghL lnLo Lhe candldaLe's flexlblllLy. ?ou should assess Lhe answers you recelve
agalnsL Lhe flL wlLhln your organlzaLlon. 1hese quesLlons lnvolve [udgmenL lssues LhaL you'll
need Lo evaluaLe agalnsL Lhe landscape of your organlzaLlon. lor example, ls Lhe manager's
example abouL bendlng rules ln favor of saLlsfylng cusLomers? 1he [udgmenL porLlon of Lhe
quesLlon ls separaLe from Lhe lssue of flexlblllLy. lf you're aLLempLlng Lo deLermlne wheLher
someone ls flexlble, Lhe candldaLe should be able Lo glve evldence where she demonsLraLed
flexlblllLy ln her Lhlnklng and declslon maklng and acLed ln a flexlble way.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


32

ersonal lnfluence & lnfluenclng CLhers: Leadlng CLhers
,-"%.$/0% ./ 1%%"%% Q"5&$0D 7.8"9%

1) 1ell me abouL a Llme you had an ldea and you goL oLher people Lo follow you. WhaL dld you
do?
2) uescrlbe a Llme when oLhers relled on you and followed your lead.
3) 1ell me abouL a Llme when you were able Lo lnfluence oLhers. Pow dld you do lL? Pow dld
you feel abouL lnfluenclng oLhers?
4) uescrlbe a Llme when you Look charge of a slLuaLlon.
3) 1ell me abouL a Llme when oLhers looked Lo you for dlrecLlon. WhaL dld you do? Pow dld you
feel abouL LhaL?
lor managers and leaders:

6) Pow do you geL people Lo follow you? WhaL do you do? Pow do you lnfluence Lhem?
7) 1ell me abouL a Llme when someone was reslsLlng you. WhaL dld you do?
8) uescrlbe a Llme when you were able Lo geL people Lo follow you on a conLroverslal lssue.
9) 1ell me abouL a Llme when you unlLed your followers around an lssue.
10) uescrlbe a Llme when you lnfluenced people Lo follow you when you dld noL have poslLlonal
auLhorlLy.
11) Clve me an example of when you lnfluenced your peers.
12) Clve me an example of when you lnfluenced your boss.

?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

!""#""$%& ()*+$*%,- .%+#--$&#%/#


33

1he candldaLe should be able Lo provlde examples of Llmes when she emerged as a leader. Look
for examples when Lhe candldaLe dellberaLely demonsLraLed leadershlp and also for examples
of when Lhe candldaLe emerged as a leader because oLhers soughL ouL her knowledge, sklll, or
lnLeresL ln a parLlcular Lask or sub[ecL. When a candldaLe dellberaLely demonsLraLes leadershlp,
she chooses Lo lead. All Lhree of Lhe examples provlded above demonsLraLe dellberaLe
leadershlp.

Powever, dependlng on Lhe role and Lhe [ob LhaL you as Lhe lnLervlewer or hlrlng manager musL
flll, lL ls also useful Lo deLermlne wheLher oLhers seek ouL Lhe candldaLe as a leader. When
oLhers ask a candldaLe Lo provlde leadershlp, Lhls demonsLraLes LhaL Lhe candldaLe possesses
some quallLy or experLlse LhaL oLhers requlre. When asked Lo glve an example of when oLhers
followed hls lead, one candldaLe answered ln a humble, quleL demeanor, Well, Lhere was a
very Lense slLuaLlon wlLh a huge cusLomer. We were supposed Lo dellver someLhlng on spec
and we mlssed Lhe deadllne and dldn'L manufacLure lL up Lo spec. 1he cusLomer was
LhreaLenlng Lo pull hls buslness. (1he cusLomer accounLs for 40 percenL of our revenues.) !oe
came Lo me and asked lf l would be wllllng Lo meeL wlLh Lhe Leam Lo address Lhe slLuaLlon. l
have a long hlsLory and a good repuLaLlon wlLh Lhls cusLomer. So, l dld. 1he Leam Look my
recommendaLlons and we were able Lo reLaln Lhe cusLomer. !oe also asked me lf l would sLay
lnvolved wlLh Lhe Leam for a whlle Lo make sure LhaL we malnLaln Lhe cusLomer's confldence.
lL's been abouL a year and Lhlngs are runnlng really well." 1hls candldaLe clearly demonsLraLed
LhaL he had experLlse, and he lnfluenced Lhe Leam Lhrough hls repuLaLlon and sklll.

When you're evaluaLlng a candldaLe's lnfluence, remember LhaL charlsma and asserLlveness
don'L necessarlly make a person lnfluenLlal. lnfluence comes ln many dlfferenL slzes and sLyles.
Look for Lhe Lype LhaL wlll make a good flL wlLh Lhe poslLlon and your organlzaLlon. Someone
can exerclse leadershlp wlLh a very quleL and unassumlng sLyle. Look for resulLs and evldence,
noL for charm.

When lnLervlewlng Lo flll a managerlal or leadershlp poslLlon, assess Lhe meLhods candldaLes
use Lo lnfluence people. Cbvlously, Lhey have poslLlonal auLhorlLy, however, look for examples
of how Lhey lnfluence people beyond Lhe use of poslLlonal auLhorlLy. lf Lhe only answer a
candldaLe can glve you ls, l [usL Lold !lm he had Lo do lL," l would be concerned LhaL Lhe
candldaLe lsn'L aware of Lhe oLher meLhods of lnfluence. robe deeply Lo glve Lhe candldaLe an
opporLunlLy Lo Lell you abouL hls LacLlcs and meLhods for lnfluenclng followers. ln H8" C/9>&X%
O/%. A/E"9F-> Q"5&"9%8$4 A9$06$4>"\ !ames PunLer descrlbes a poslLlve meLhod as Lhe sklll of
lnfluenclng people Lo enLhuslasLlcally work Loward goals ldenLlfled as belng for Lhe common
good."
2
1o accompllsh enLhuslasLlc supporL and garner a followlng, leaders musL engage peo"
ple, value Lhem, honor Lhelr ldeas Lhrough llsLenlng, and help Lhem Lo feel lmporLanL. 1hey
musL express graLlLude and dlsplay carlng. Powever, leaders musL also dlsplay compeLence.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


34

WaLch for slgns of Lhese behavlors ln Lhe answers LhaL you gaLher.

CuesLlons almed aL lnfluenclng peers as well as Lhe boss glve you valuable lnslghL lnLo Lhe
candldaLe's meLhod of lnfluence when poslLlonal auLhorlLy doesn'L exlsL. Cne candldaLe, when
asked abouL galnlng a peer's cooperaLlon sald, l wenL Lo our boss and leL hlm deal wlLh lL."
Agaln, Lhe lnLervlewer galns lmporLanL lnformaLlon. AnoLher Lelllng example came when a
candldaLe was asked abouL reslsLance. Pe responded, l don'L belleve ln playlng games wlLh
people. We're here Lo geL Lhe [ob done, so whenever l say Lo do someLhlng, l expecL people Lo
do lL or l Lell Lhem Lhey can go somewhere else."
!""#""$%& ()*+$*%,- .%+#--$&#%/#


33

ersonal lnfluence & lnfluenclng CLhers: CreaLlng a oslLlve Work
CllmaLe
,-"%.$/0% ./ 1%%"%% B9"5.$0D 5 A/%$.$#" C/9= B>$35."

lor leaders and managers:

1) uescrlbe Lhe cllmaLe or culLure of your presenL deparLmenL.
2) WhaL speclflc sLeps do you Lake Lo seL Lhe Lone wlLhln your deparLmenL?
3) Pow ls Lhe cllmaLe wlLhln your deparLmenL dlfferenL from LhaL of oLher areas wlLhln your
company?
4) WhaL evldence do you have LhaL you've creaLed a poslLlve cllmaLe or culLure?
3) uescrlbe Lhe ldeal cllmaLe of a deparLmenL. WhaL acLlons do you Lhlnk a leader musL Lake Lo
creaLe an ldeal cllmaLe?
6) 1ell me abouL a Llme when your sLaff was noL very energlzed. WhaL dld you do?
7) 1ell me abouL a Llme when someone expressed concerns abouL Lhe worklng cllmaLe of your
deparLmenL. WhaL dld you do?
8) uescrlbe a slLuaLlon when an employee was dlsrupLlng Lhe cllmaLe you were Lrylng Lo
esLabllsh. WhaL dld you do?
lor employees:

9) uescrlbe a poslLlve worklng cllmaLe. WhaL would lL feel llke? WhaL do you do Lo creaLe a poslLlve
worklng cllmaLe every day?
10) Clve me some examples of whaL you do Lo ensure LhaL your coworkers have a poslLlve day.
11) Clve me an example of some acLlons you've Laken wlLh a negaLlve coworker. WhaL have
you done Lo creaLe a more poslLlve worklng relaLlonshlp wlLh Lhls person?
!""#""$%& ()*+$*%,- .%+#--$&#%/#


36

12) Pow do you supporL your supervlsor ln creaLlng a poslLlve cllmaLe ln your work unlL?

?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

Cenerally, Lhese quesLlons are for leaders or managers, who should be able Lo glve you answers
LhaL lndlcaLe LhaL Lhey recognlze Lhelr responslblllLy for creaLlng a poslLlve cllmaLe wlLhln Lhelr
work group. Cood leaders vlsuallze and arLlculaLe Lhe culLure Lhey expecL Lo creaLe ln Lhelr
work unlLs. 1haL vlslon should be conslsLenL and flL wlLhln your company or organlzaLlon. ln
addlLlon, candldaLes should be able Lo ouLllne speclflc sLeps LhaL Lhey have Laken Lo creaLe a
poslLlve cllmaLe wlLh Lhelr sLaff. 1he answers LhaL you galn should glve you a good lndlcaLlon of
wheLher or noL Lhe candldaLe even conslders cllmaLe Lo be hls responslblllLy. AlLhough
organlzaLlonal lssues, markeL condlLlons, and oLher facLors lnfluence employee morale and
saLlsfacLlon, so does Lhe dlrecL leader's acLlon. robe furLher Lo deLermlne wheLher Lhe leader
recognlzes LhaL he conLrols cerLaln facLors, and look for evldence of how Lhe leader acLs. lL's
also helpful Lo ask for more Lhan one example. lf a person has held more Lhan one leadershlp
poslLlon or has worked ln mulLlple companles or organlzaLlons, asklng for mulLlple examples
glves Lhe lnLervlewer more lnslghL lnLo how Lhe candldaLe seLs Lhe Lone or cllmaLe when ln a
leadershlp role.

Some leaders Lle Lhe cllmaLe Lo Lhe corporaLe values of Leamwork or respecL. Some develop
Lhelr own seL of operaLlng behavlors for Lhelr deparLmenL or Leam. 1he key polnL here ls LhaL
leaders should have a clear vlslon, should esLabllsh guldellnes for lnLeracLlng LhaL supporL Lhe
vlslon, should have clearly communlcaLed whaL's expecLed, and should acL ln a manner LhaL ls
conslsLenL wlLh Lhls vlslon. 1he candldaLe should also be able Lo glve evldence of Lhe poslLlve
culLure she creaLed. ls her overLurn raLe lower Lhan average? Are Lhere oplnlon surveys or
saLlsfacLlon surveys LhaL call ouL her deparLmenL as unusually hlgh scorlng? Lven anecdoLal
evldence can supporL her clalms. Cne worklng supervlsor was able Lo descrlbe a very poslLlve
culLure, when asked for evldence, she sald, Well, Lhls lsn'L someLhlng LhaL you can measure,
buL when my husband was dlagnosed wlLh cancer, my employees all goL LogeLher. 1hey Look lL
upon Lhemselves Lo dlvlde up some of my work. 1hey sald LhaL whlle my husband was slck, Lhey
were all golng Lo plLch ln and Lry Lo relleve me of some of my Lasks. ln addlLlon, Lhey lefL me a
wrlLLen reporL every day leLLlng me know whaL Lhey were able Lo compleLe. Lveryone worked
LogeLher on Lhls. lL was greaL." Cbvlously, Lhls person dld someLhlng Lo engender Lhls klnd of
supporL.

AnoLher polnL worLh noLlng lnvolves Lhe energy of Lhe work unlL. Lnergy and mood are
conLaglous, and Lhe leader seLs Lhe Lone. ls Lhe candldaLe aware LhaL he or she can Lake acLlons
!""#""$%& ()*+$*%,- .%+#--$&#%/#


37

Lo lncrease Lhe energy level of Lhe group? Cne candldaLe sald LhaL she noLlced LhaL her sLaff
was geLLlng weary durlng a parLlcularly busy Llme ln Lhe dead of wlnLer. She declded Lo have a
summer luau parLy one Monday afLernoon. lL was a LoLal surprlse, and she purposely chose
Monday. She sald Lhe energy and hlgh splrlL creaLed by Lhe luau lasLed all week.
Also, ask abouL how Lhe leader would address a negaLlve or reslsLanL employee. Wlll Lhe
candldaLe acL Lo defend Lhe culLure he ls creaLlng? Wlll he Leach and menLor employees Lo
supporL Lhe culLure? SomeLlmes, leaders do a good [ob of envlslonlng and arLlculaLlng a poslLlve
culLure, buL Lhey geL sLymled when someone reslsLs. erhaps Lhey lack Lhe sklll or Lhe courage
Lo address reslsLance. Cne leader gave evldence of a very poslLlve culLure LhaL he creaLed, Lhen
a new person enLered Lhe work unlL, and her manlpulaLlve and backsLabblng behavlor
desLroyed whaL he had creaLed. Pe sald ln Lhe lnLervlew, l learned how one person could
desLroy everyLhlng l worked hard Lo bulld." When Lhe lnLervlewer probed wlLh WhaL dld you
do when you reallzed Lhls was happenlng?" Lhe candldaLe responded, Well, Lhere wasn'L much
l could do, she was very sLrong wllled." 1hls sense of helplessness speaks volumes. Assumlng
LhaL Lhe manlpulaLlve person was hlred by Lhls leader, Lhe slLuaLlon would even be worse. 1he
leader dldn'L Lake acLlons Lo defend Lhe culLure he creaLed, nor dld he lnlLlally hlre someone
who would flL lnLo Lhe culLure.

AlLhough Lhe responslblllLy for creaLlng a poslLlve cllmaLe resLs prlmarlly wlLh Lhe leader,
employee acLlons speak volumes. CuesLlonlng a candldaLe abouL cllmaLe and her role ln lL glves
Lhe lnLervlewer or hlrlng manager lnslghL lnLo Lhe candldaLe's self"leadershlp skllls. uoes Lhe
candldaLe reallze LhaL all people have a role ln seLLlng cllmaLe or Lone? uoes she Lake acLlons Lo
creaLe a poslLlve cllmaLe wlLh peers and oLhers? Ask a candldaLe some quesLlons Lo assess whaL
acLlons and responslblllLy she Lakes Lo seL Lhe Lone. Cne candldaLe sald, lL's noL my [ob Lo
worry abouL wheLher or noL my coworkers are havlng a good day. 1haL's my boss's [ob." Cn Lhe
conLrary, lf each employee concerned herself wlLh wheLher or noL her coworkers were havlng a
good day, morale problems would go away. Also, servlng lnLernal cusLomers (coworkers)
requlres Lhe aLLlLude LhaL each person manages hls behavlor Lo creaLe a poslLlve experlence for
Lhe people he encounLers. 8e sure Lo probe, quesLlons such as Lhese wlll ofLen ellclL slmple
answers such as, l'm real easy Lo geL along wlLh. Lveryone llkes me." 1haL may be Lrue, buL
LhaL answer lacks clarlLy. ulg deeper for speclflc examples of how Lhe candldaLe behaves. 1haL
characLerlsLlc engenders a poslLlve cllmaLe.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


38

ersonal lnfluence & lnfluenclng CLhers: CeLLlng 8esulLs 1hrough
CLhers
,-"%.$/0% ./ 1%%"%% V"..$0D !"%->.% .89/-D8 7.8"9%

lor managers or leaders:
1) uescrlbe some of Lhe resulLs you've achleved ln your area wlLhln Lhe pasL year. Pow dld you
achleve Lhose resulLs?
2) ln whaL areas dld you fall shorL of dellverlng Lhe resulLs you wanLed Lo dellver? Why dld you
fall shorL? WhaL could you have done dlfferenLly?
3) uescrlbe how you Lyplcally geL resulLs from oLher people.
4) 1ell me how you seL goals for your sLaff. Clve me an example of a Llme when someone
wasn'L meeLlng a goal. WhaL dld you do?
3) Pas Lhere ever been a Llme when no maLLer whaL you dld, someone was unable Lo reach a
goal? WhaL dld you do?
6) WhaL have you done Lo share your expecLaLlons wlLh your deparLmenL?
7) Pave you ever seL a goal Loo low? WhaL dld you do?
8) 1ell me abouL a Llme when someone was reslsLlng you, your ldeas, or your auLhorlLy. WhaL
dld you do?
9) 1ell me abouL a Llme LhaL you were wrong ln Lhe way LhaL you addressed an employee
slLuaLlon.
10) As a manager, Lell me abouL a Llme when you dldn'L have enough resources Lo do Lhe [ob.
WhaL dld you do?
lor employees:

11) uescrlbe a slLuaLlon when your acLlons helped oLhers achleve resulLs or goals.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


39


?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

When lnLervlewlng candldaLes for leadershlp poslLlons, be sure Lo esLabllsh evldence LhaL Lhey
use esLabllshed performance"managemenL Lechnlques. Cood performance managemenL
requlres Lhe leader Lo esLabllsh clear expecLaLlons, measure performance, clearly communlcaLe
expecLaLlons and measures, monlLor employee performance, and glve feedback LhroughouL Lhe
performance cycle. 1hrough your dlscusslons wlLh Lhe candldaLe, you should be able Lo
deLermlne whaL Lhe candldaLe does Lo clarlfy expecLaLlons, how Lhe candldaLe checks or
monlLors resulLs, and wheLher or noL Lhe candldaLe glves regular performance feedback. 8uL
Lhe manner ln whlch Lhe leader execuLes Lhls process ls crlLlcal. use Lhe lnLervlew process Lo
deLermlne 8/E Lhe candldaLe engages Lhe employee ln Lhe performance"managemenL sysLem.
CrganlzaLlons wlLh effecLlve performance"managemenL processes creaLe a culLure of dlalogue.
Leaders musL encourage pervaslve Lwo"way communlcaLlon, Lhrough whlch lndlvlduals and
groups quesLlon, challenge, lnLerpreL, and clarlfy goals and engage ln regular performance
dlalogue Lo ensure LhaL employees' acLlons are allgned wlLh Lhe organlzaLlon's goals.
10

lor example, from Lhe candldaLe's answers, do you geL a sense LhaL Lhe process ls
collaboraLlve? ln addlLlon, whaL ls Lhe Lone of Lhe dlscusslons Lhe candldaLe ls conveylng? uoes
Lhe candldaLe see herself as a parLner for achlevlng goals? uoes Lhe candldaLe offer employees
help and resources Lo reach goals? uoes Lhe candldaLe see herself as a menLor or coach Lo help
people achleve goals? When asked abouL goals and Lhe role Lhe manager plays, one candldaLe
sLaLed, Look, l puL lL ouL Lhere ln no uncerLaln Lerms. Lveryone knows whaL l expecL. l'm noL
Lhere Lo hold anyone's hand. lf Lhey can'L dellver, l have Lo cuL my losses." 1hls candldaLe mlghL
dellver clearly deflned goals, buL lL seems LhaL Lhe process sLops Lhere. AlLhough we're noL
suggesLlng LhaL an emoLlonally lnLelllgenL leader coddle someone, a blL of coachlng would
cerLalnly be ln order. Why? 8ecause people's performance lmproves when Lhe leader acLlvely
glves performance feedback and has bullL a coachlng relaLlonshlp wlLh Lhe employee.
lL's also lnLeresLlng Lo examlne how a candldaLe addresses reslsLanL or relucLanL employees. uld
Lhe candldaLe lmmedlaLely push back or glve Lhe employee an ulLlmaLum? uld he glve up and
geL oLher people Lo cover for Lhe reslsLanL employee? Cr dld he glve clear feedback, llsLen Lo
Lhe employee, lnvolve Lhe employee ln problem solvlng, and offer supporL, addlLlonal Lralnlng,
or oLher resources Lo overcome Lhe performance dlfflculLy? LlsLen carefully Lo dlsLlll Lhe Lone of
Lhe employee dlscusslons. 1here ls one Lhlng you can counL on as a leader: evenLually,
someone, somewhere, wlll reslsL your ldeas, suggesLlons, or goals. Learnlng whaL Lhe candldaLe
does Lo lnfluence a person who reslsLs glves Lhe lnLervlewer crlLlcal lnformaLlon. Look for
answers LhaL suggesL LhaL Lhe candldaLe worked up fronL Lo bulld Lhe relaLlonshlp, lncluded Lhe
employee's lnpuL and collaboraLed wlLh Lhe employee on Lhe ldeas, pro[ecLs, or goals, and
!""#""$%& ()*+$*%,- .%+#--$&#%/#


60

asked for employee feedback and llsLened Lo employee concerns. 1rue lnfluence ls ln Lhe
deLalls and Lhe Lone.

SomeLlmes, however, even a leader who employed all Lhe rlghL meLhods encounLers a slLuaLlon
ln whlch a person ls unwllllng or unable Lo meeL Lhe demands of Lhe [ob. ln Lhls case, Lhe leader
musL courageously Lake Lhe nexL sLep-progresslve dlsclpllne. 1he lnLervlewer musL deLermlne
wheLher Lhe candldaLe gave Lhe employee ln quesLlon falr and ample coachlng and counsellng,
and Lhen wheLher Lhe leader addressed Lhe slLuaLlon ln an honorable manner-even lf lL ended
ln LermlnaLlon. lf a leader falls Lo address performance problems, ulLlmaLely, he can lose
lnfluence wlLh oLhers on hls Leam, because by accepLlng lowers sLandards for one person, he
lowers Lhe expecLaLlons for everyone.

1o deLermlne how a candldaLe geLs resulLs when he has no poslLlonal auLhorlLy, be sure Lo
dlrecL your quesLlons speclflcally Lo LhaL polnL. Ask, Pow do you Lyplcally geL resulLs from
4""9%^_ or 1ell me abouL a Llme when a 4""9 reslsLed you, or your ldeas. WhaL dld you do?"
Pere agaln, Lhe candldaLe should glve answers LhaL descrlbe collaboraLlve approaches. uld Lhe
candldaLe recognlze Lhe need for sLrong peer"Lo"peer relaLlonshlps? uld she ask for lnpuL on
ldeas, pro[ecLs, or goals LhaL affecLed peers? Was Lhe candldaLe open Lo feedback, and dld she
llsLen Lo concerns? lnfluence ls made of bulldlng blocks. A candldaLe's awareness of Lhe process
of lnfluenclng oLhers wlll be evldenL ln Lhe manner ln whlch she descrlbes her lnLeracLlons.

!""#""$%& ()*+$*%,- .%+#--$&#%/#


61

MasLery of urpose and vlslon: undersLandlng Cne's urpose and
value
,-"%.$/0% ./ 1%%"%% W0&"9%.50&$0D 70"X% A-94/%" 50& Y5>-"%

1) uescrlbe a Llme when you were losL ln your work ln a good way- when Llme [usL flew by and
you were LoLally absorbed ln whaL you were dolng.
2) 1ell me abouL a Llme when you felL bored aL work.
3) uescrlbe your ldeal [ob.
4) uescrlbe Lhe worsL posslble [ob for you.
3) WhaL Lype of work would you flnd mosL lnsplrlng?
?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

8y asklng Lhese quesLlons, Lhe lnLervlewer should geL a plcLure of Lhe Lype of work mosL allgned
wlLh Lhe candldaLe's lnLeresLs. Cf course, lL would be very useful lf you asked Lhese quesLlons
before you descrlbed Lhe [ob. lf Lhe candldaLe knows whaL Lhe [ob enLalls ln advance, Lhe
candldaLe may answer Lhe quesLlons Lo sulL Lhe poslLlon. So, as Lhe lnLervlewer, arrange your
dlscusslon so LhaL you ask Lhese quesLlons before you descrlbe Lhe poslLlon or [ob duLles. 1he
quesLlon abouL belng losL ln one's work, earller descrlbed as flow, helps Lhe lnLervlewer un"
dersLand Lhe klnd of work LhaL resonaLes wlLh Lhe candldaLe. Cne candldaLe sLaLed LhaL Lhe
worsL posslble [ob for hlm would be a poslLlon where he would have llLLle or no help ln solvlng
problems and be expecLed Lo lnLeracL wlLh angry people all day. Well, Lhe Lechnlcal supporL
openlng requlred a greaL deal of lndependenL problem solvlng wlLh llLLle dlrecLlon. lL also
requlred almosL consLanL lnLerface wlLh lraLe users. So, flL may be an lssue ln Lhls case. AnoLher
candldaLe descrlbed feellng bored and dlsllked aLLendlng meeLlngs. lf Lhe parLlcular culLure aL
Lhe hlrlng company and Lhe poslLlon requlred Lhe candldaLe Lo aLLend meeLlngs, Lhls
mlsallgnmenL may be cause for concern. CeLLlng Lo know a candldaLe on Lhls level enables
beLLer hlrlng declslons.

As for Lhe quesLlon WhaL Lype of work would you flnd mosL lnsplrlng?" we're noL suggesLlng
LhaL you should necessarlly ellmlnaLe a candldaLe based on Lhe response Lo Lhls quesLlon, buL lL
does glve you lnformaLlon Lo conslder. LeL's say LhaL you're lnLervlewlng candldaLes for an
accounLlng [ob aL a flnanclal lnsLlLuLlon and Lhe candldaLe sLaLes LhaL Lhe [ob Lhey would flnd
!""#""$%& ()*+$*%,- .%+#--$&#%/#


62

mosL lnsplrlng would be worklng wlLh chlldren-a far cry from accounLlng. uoes LhaL mean he
would make a poor accounLanL? no, so Lhls sLaLemenL ls noL a facLor LhaL should ellmlnaLe Lhls
candldaLe as a poLenLlal hlre, buL lf you have anoLher candldaLe who loves numbers and glves
evldence of LhaL, Lhe laLLer may be a beLLer flL ln Lerms of [ob saLlsfacLlon. A sLudy ln Lhe ]/-905>
/F Y/65.$/05> M"85#$/9 clLed a poslLlve correlaLlon beLween emoLlonal lnLelllgence and [ob
saLlsfacLlon.
3
eople who are able Lo arLlculaLe whaL Lype of work Lhey flnd lnsplrlng are
demonsLraLlng a level of awareness LhaL should be Laken lnLo conslderaLlon when assesslng flL.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


63

MasLery of urpose and vlslon: 1aklng AcLlons 1oward Cne's
urpose
,-"%.$/0% ./ 1%%"%% H5=$0D 16.$/0% H/E59& 70"X% A-94/%"

1) Pow dld you declde on your chosen fleld of endeavor, college ma[or, or llne of work? WhaL
lnfluenced you? WhaL acLlons dld you Lake Lo end up ln Lhls fleld?
2) WhaL do you llke abouL your chosen fleld? WhaL do you dlsllke?
3) WhaL acLlons have you Laken relaLed Lo your career LhaL you are pleased you Look? WhaL
pleases you abouL your acLlons?
4) Pave you ever pursued a career"relaLed goal, perhaps a credenLlal or a speclflc [ob, only Lo
dlscover LhaL when you achleved your goal you were dlsappolnLed? 1ell me abouL LhaL.

?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

lnLervlewers or hlrlng managers should ask candldaLes Lo glve Lhem evldence of dellberaLe
acLlons leadlng Lo speclflc goals or [ob paLhs. ln parLlcular, look for evldence of when candldaLes
Look acLlons Loward someLhlng Lhey found deslrable. We recognlze LhaL someLlmes people
slmply fall lnLo" Lhe ldeal llfe paLh. 8uL once on Lhe ldeal paLh, whaL acLlons does Lhe person
Lake Lo advance on Lhls paLh? As Lhe lnLervlewer looks for slgns of lnLrlnslc moLlvaLlon Loward
work, she galns a deeper undersLandlng of Lhe candldaLe's wllllngness Lo pursue lnLeresLs and
goals. 1he lnLervlewer also dlscovers whaL Lhe candldaLe llkes and dlsllkes. Cne candldaLe
lndlcaLed LhaL he was leavlng a parLlcular [ob because he dldn'L en[oy lL, yeL, he was applylng
for essenLlally Lhe same Lype of work. SomeLhlng seemed amlss, so Lhe lnLervlewer pressed for
more deLalls. lL Lurns ouL LhaL Lhe candldaLe was asked Lo leave hls [ob.

We recognlze LhaL someLlmes people perform [obs [usL for Lhe money. !obs someLlmes serve as
a means Lo an end, whlle Lrue fulflllmenL Lakes place elsewhere ln llfe. uependlng on Lhe
candldaLe's slLuaLlon, he may noL be seeklng an ldeal [ob. Powever, ofLen Lhe candldaLe can
provlde evldence of Laklng acLlon Loward hls purpose. Cne candldaLe applylng for a nlghL"Lurn
producLlon [ob provlded a good example. When asked WhaL acLlons have you Laken Loward
your career LhaL you were pleased you Look?" Lhe candldaLe answered, l'm Laklng one rlghL
!""#""$%& ()*+$*%,- .%+#--$&#%/#


64

now by applylng for Lhls [ob. WlLh Lhls [ob, l'll be worklng nlghL Lurn, and LhaL wlll enable me Lo
Lake classes durlng Lhe day and flnlsh my degree."

WhaL abouL Lhe hoards of people who feel sLuck ln flelds Lhey don'L parLlcularly llke, buL sLay
because of good pay or convenlenL hours, or some oLher personal reason? Should Lhey all be
wrlLLen off aL Lhls sLage of Lhe lnLervlew process? no. 1he enLlre lnLervlew process looks for Lhe
besL candldaLe for Lhe [ob on many dlfferenL levels. 1hese quesLlons slmply help Lo deLermlne
poLenLlal flL and saLlsfacLlon. 1he lnLervlewer or hlrlng manager may flnd LhaL Lhese quesLlons
beLLer serve some [obs and noL oLhers. AlLernaLlvely, Lhe lnLervlewer may ask some general
quesLlons Lo deLermlne flL. When glven Lhe opporLunlLy, lnLervlewers or hlrlng managers who
hlre for sklll 50& flL serve Lhe organlzaLlon beLLer ln Lhe long run.
!""#""$%& ()*+$*%,- .%+#--$&#%/#


63

MasLery of urpose and vlslon: AuLhenLlclLy
,-"%.$/0% ./ 1%%"%% 1-.8"0.$6$.@

1) uescrlbe a slLuaLlon where you found yourself ln a values confllcL. WhaL dld you do?
2) 1ell me abouL a slLuaLlon aL work where you felL LhaL you had Lo compromlse your bellefs or
values.
3) uescrlbe a Llme when you felL very sLrongly abouL someLhlng LhaL happened aL work-
someLhlng you consldered Lo be an affronL Lo your values. WhaL dld you do?
4) 1ell me how you galn people's LrusL. WhaL do you do? WhaL acLlons dld you Lake?
3) 1ell me abouL a Llme when you losL someone's LrusL.
6) uescrlbe how you know you have honored Lhe commlLmenLs LhaL you've made Lo oLhers.
7) 1ell me abouL a Llme when you falled Lo honor a commlLmenL.
8) Pas Lhere ever been a Llme when you promlsed someLhlng aL work and were unable Lo
dellver lL? Pow dld you feel abouL LhaL?
9) 1ell me abouL a Llme when you dld less Lhan your falr share aL work or you goL ouL of a
dlfflculL asslgnmenL. Pow dld you feel abouL LhaL?

?"@ A/$0.% ./ B/0%$&"9 C8"0 1%%"%%$0D 10%E"9%

1he quesLlons abouL values confllcLs and compromlsed bellefs produce useful daLa. As Lhe
lnLervlewer, you'll wanL Lo llsLen Lo Lhe candldaLe's wllllngness Lo Lell you Lhe LruLh. Sure,
everyone wanLs Lo presenL hlmself as a Leam player, buL whaL ls Lhe candldaLe wllllng Lo
dlsclose? Cenerally, people who feel sLrongly abouL Lhelr values can glve an example. 1he
lnLervlewer musL refraln from [udglng Lhe candldaLe's values. 8emember, Lhe lnLenLlon of Lhese
quesLlons ls Lo deLermlne wheLher Lhe candldaLe wlll flL ln Lhe hlrlng organlzaLlon.

When candldaLes dlscuss how Lhey galn LrusL, look for speclflc acLlons or behavlors. eople
!""#""$%& ()*+$*%,- .%+#--$&#%/#


66

skllled aL bulldlng LrusL do so by developlng relaLlonshlps, llsLenlng Lo oLhers, respondlng wlLh
empaLhy, genulnely sollclLlng lnpuL from oLhers, and, of course, conLrlbuLlng falrly. lalr and
equal conLrlbuLlons aL work, measured by followlng Lhrough wlLh promlsed and asslgned work
and honorlng commlLmenLs, lead Lo workplace LrusL.
10

MosL candldaLes flnd Lhe quesLlon 1ell me abouL a Llme when you losL someone's LrusL" more
challenglng. CandldaLes also flnd 1ell me abouL a Llme when you dld less Lhan your falr share"
dlfflculL Lo answer. 1he lnLervlewer may have Lo prlme Lhe candldaLe Lo dlsclose Lhls
lnformaLlon. Powever, lf a candldaLe provldes an answer, follow up wlLh Pow dld you feel
abouL LhaL?" Cne candldaLe sLaLed LhaL he felL really lucky Lo geL ouL of some dlfflculL
asslgnmenLs. When Lhe lnLervlewer probed, she was Lold, l don'L really care Lo learn
someLhlng LhaL l'm probably never golng Lo do agaln." 1haL answer may be LruLhful, so you
have Lo be graLeful LhaL Lhe candldaLe was honesL. 8uL lf Lhe [ob for whlch you're lnLervlewlng
candldaLes requlres Lhe candldaLe Lo learn new Lhlngs LhaL he may noL use on a dally basls, flL
becomes Lhe lssue.

lf manlpulaLlon and decelL are a candldaLe's sLrong polnLs, lL's unllkely LhaL Lhese quesLlons wlll
prove useful. We've devoLed ChapLer 10 Lo dlscusslng Lhls problem.










== Lnd of uocumenL ==