We have received some great feedback from several of our readers in response to The Power Of Good Interviewing. We are fortunate to work with many talented and inspirational managers. Among them is a manager who leads one of the most productive offices in a major nationwide real estate franchise. In comparison to hundreds of offices across the country, her office has ranked #1 in production seven of the last ten years.
We recently learned that this particular manager practices her own brand of asking and listening that apparently works very well. In addition to having a natural way of communicating, having a clear mission, and setting the example of ambition (that is contagious), she has developed a well-honed interview process that involves asking the right questions and being a good listener.
I asked her to share with us what she asks and what she listens for during the interview process. Here are some of her secrets:
First of all, she believes that the foundation of a productive office is ensuring that everyone is there to contribute to something bigger than themselves…that the entire office operates with a “higher purpose.” She calls it “creating an environment of contribution.”
Transferring this objective to the interview process takes careful asking and listening. The goal is to paint a picture that integrates both the candidate’s goals and the greater goals of the office and company.
She elaborates:
“As important as asking questions, there is an exact group of questions I ask at the end of the interview that recruit to the vision I have for my office/company. This has always engaged the type of people I want to work with who will fit the culture of the office…. In addition, if possible, I use these questions in a phone interview prior to meeting with the candidate to more fully listen and feel the energy the person has, without being influenced by their body language, physical presence etc.”
Instead of just giving you the list of questions she asks her prospective candidates, I urge you to draw up a list of your own. It’s really not rocket science. Ask open-ended questions that allow candidates to elaborate. By the end of the interview, both parties should have a realistic view of what a mutually professional relationship would entail. The idea is for the candidate and the manager to get a taste of what they will be doing together. Roles should be clarified and expectations communicated by both parties. But remember, more asking and listening….less telling and lecturing.
As a result of routinely asking questions and actively listing during interviews, this manager has built consistent office performance and incredible retention. If you have slowly gravitated toward settling for mediocre performance, perhaps the above ideas from one of the best among you, will help inspire you toward reaching for more.
Lastly, she ends the interview by asking her candidates to consider that, if hired, they will have an impact on the office, and urges them to take responsibility for that impact. This can be as simple as saying hello to a new agent in the elevator. She believes that clarifying this vision for a higher purpose sets the stage for the future.
If you want to build an office that has a powerful impact, think beyond the menial tactics of sell, sell, sell…and inspire while you interview. To pull this off credibly, you may have to revisit your own purpose and mission. According to this top manager, it is worth it!
Editor’s Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you’re an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the “comments” link below.
