If you uncover an issue during your interviews, you want to validate whether the issue is real or if it is perception. You may need to circle back to some people with follow-up questions. What one thing do you hope I don’t change?.What one thing do you wish I could change?.How do you measure the value you receive from my team?.How easy or hard is it to do business with my team?.How does my team contribute to those goals?.What business goals are you accountable for?.Ask questions specific to your area of accountability. Some of the questions you might ask are:.This will help create rapport and let the other person know you are genuinely interested in them. You can start with soft questions like “tell me what attracted you to the company”, or “help me understand your role”. Have your list of questions prepared. Show up for your interview armed with a list of questions.Prioritize your list based on importance and get to those people first. Ask each person you interview who else should be on your interview list. This is important – don’t skip this step! Allow at least 15 minutes after each interview to do so. Capture your thoughts immediately after each interview. Requesting they come to your office may make you look arrogant or insensitive. Unless company culture dictates otherwise, it is most common for you to go to their office or cubicle to meet. You can also ask the people who participated in your interview process. Ask your manager and team members for their thoughts on who you should be on this list. Identify initial list of people to interview.Here’s what you need to include in your tactical plan: You need a plan to listen, learn, and validate to make the most of your first 90 days. Then they are thrust into a culture with very different norms, and they really struggle. They often have grown up in another organizational culture that has become so familiar that it’s like the air that they breathe. The risks obviously are highest for new leaders coming in from the outside.
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