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5 Reasons People Don’t Get Hired and the Only 3 Questions that Count

Filed Under Branding, Strategy, Successful Blog | 42 Comments

The Best People

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It happened to me more often than I liked.
When I was an Executive Editor, it was another Executive Editor.
When I was a Director, it was another Director.
When I was a Vice President, it was another Vice President.

Not that I think there was a pattern. Here’s the scenario.

I’m in my office, finishing up a meeting. One of the people described above calls and asks whether I have time to talk about something.

I say, “Sure, come on down (or up or over wherever my office happened to be.)”

The person arrives; sits across from me; and explains why he or she wants to hire one of the people on my team.

We discuss the opportunity that is on offer. It’s always a great one for the employee. I support it.

At the end of the discussion, I hear some version of this sentence, “You hire the best people.”

As the person leaves, I think, Yeah, I know. Boy, do I know. I get out the most current job listing for the soon-to-be-vacated position and start editing.

I would hire and train.
They would wait and hire from me.
It happened with freelance and vendor help too.

5 Reasons People Don’t Get Hired

An interview or a client presentation is a test. It’s like an oral exam in which the subject is you. When I put it that way, it seems like folks should do better than some folks seem to do, doesn’t it? What it that gets in the way?

Here are 5 Reasons People Don’t Get Hired for that Job or that Contract

  1. Candidates feel self-conscious about putting forward their skills and talents.
  2. Candidates don’t take the job acquisition process seriously.
  3. Candidates miscalculate their value. This could be monetary, ability to fill the skills required, or how common or rare their skill set might be.
  4. Candidates don’t show knowledge or interest in the specifics of the business hiring.
  5. Candidates are arrogant, rude to the receptionist, have no energy, or are just not likeable.

You might know even more than these.

The Only 3 Questions that Count

In any meeting in which a person is deciding whether to offer work to another, only three questions matter. Though the questions never get stated aloud, all conversation really is about the three quesions. It’s best if both parties know what those three questions are.

The Only Three Questions

  1. Can this person do the job? This question is about the job or project description — expertise, skill set, and industry experience — salary is included here.
  2. Will this person do the job? This question is about motivation, energy, and work ethic.
  3. How will this person fit with the team? This question is about interpersonal skills, stress management, and communication.

Prove you are the correct answer to all three and the offer is yours. It’s great branding. It’s great business practice. It’s a service to yourself and your employer/client to know what you’re really talking about when you’re talking.

It stops being a test when you have the answers.

–ME “Liz” Strauss
If you think Liz can help you focus the direction of your business, check out the Perfect Virtual Manager Service on the Work with Liz!! page.

Related
Job [and Client] Hunting ala Liz
See the Brand YOU Section on the Successful Series page.

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Have Failure of the Imagination

Filed Under Branding, Outside the Box, Productivity, Strategy, Successful Blog, Writing | 4 Comments

Plan B No–Fail Fast and Move On

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The meeting had just started. We were talking to the company’s major owner-partner. We had laid out the framework of how we would turn the company around. The partner turned to the company president and said, “And do you have a Plan B, in case this doesn’t work?”

I said, “If you don’t mind . . . ” and asked if I might edit his question. We knew each other well, and so he said, “Sure.”

My new version was, “Is the plan flexible enough that if you find one or more parts not working, you can adjust your plan and keep moving forward?”

. . .

After the meeting, the owner-partner queried what my thinking was in editing his question. I said that it was two-fold: that how he thought affected our thinking and that to talk of Plan Bs at that juncture was to give permission to fail at Plan A before we’d even tried to make it work.

I really don’t like assumptions that Plan A has a chance of failing. I really don’t like Plan Bs for that reason. I don’t mind failures. I like to see them coming, fail fast, and move on.

Failure of Imagination

I actually seek out failures of imagination. I have them on purpose often. This is not a literal “my imagination does not work” kind of thing. It is my imagination conjuring all kinds of failure situations.

I use imagined failures to get ideas for writing and for all kinds of problem solving. Here are a variety of situatons and ways you might use failures of imagination to bring you to a stronger outcome.

Getting Ideas for Writing

Ask questions such as these.

    Personal Failures as Ideas
    What would I not be good at?
    What do I wish I had done differently?
    What invention do I wish I had because I keep failing at something?
    What college course could I teach based on my failures?
    What failure do I hope my kids never have?
    What failures turned out to be the best things that ever happened to me?

    Questioning Other Folks’ Possible Failures
    Why is this person not qualified to teach, say, or do this?
    What would happen if I actually tried this?
    Where’s the flaw in this argument?
    What information is missing from this report?
    What failures are in the famous person’s past?
    How many failures preceeded this invention?
    How long before this gadget breaks down?

Designing a Process

Ask questions such as these.

    Where is the process likely to break down or jam up?
    Where is the step we missed, the piece we forgot?
    How have we messed up this kind of process before?
    What if we have to do everything faster, where will we look to speed things up?
    Where’s the pin that we could pull to make the whole process fall apart?
    What part of this process could fail and not be noticed by anyone but us?

On an Interview or With a Client

Ask questions such as these.

    What are the most difficult parts of this job?
    What worries you most that someone might get wrong?
    What kind of miscommunications happen?
    How do you define failure and success?
    What do your vendors do that drives you bonkers?
    What sort of sample might I do to make sure we’re shooting at the same target?

On Your Brand Identity

Ask questions such as these.

    What situations cause me to forget my goals?
    When do my weaknesses tend to take control?
    How might I use this failure to strengthen my brand or a relationship?
    If I failed at this, what would happen?

On Promoting Your Blog

Ask questions such as these.

    Have I failed to capture my own attention?
    Have other posts like this one failed to gain readers? Why was that?
    Does this page say what I think it does?
    Will my page fail to load for my readers?
    What problems might my readers see here?
    What would make me click off this page quickly?
    If this weren’t my article, would I pass right by it?
    Have I read this post six other places before?

Positive Negatives

No need to jump to the negatives. Instead, use them to keep your life positive. The trick is not to focus on the unproductive, but to seek out unwanted outcomes to find fun, positive ways to avoid them. Think of imagining failures as building a safety net for the tight rope walk that is your brand and your business.

Having a failure of imagination can be a fantastic resource for protecting your business. It’s so much more fun than working out a Plan B that, if you think about it, could easily have the same failure opportunities as Plan A does.

Can you have a failure of imagination? Are you positive or negative?

–ME “Liz” Strauss

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Start in the Middle 1: Write a Three-Course Meal
Don’t Hunt IDEAS — Be an Idea Magnet
Brand YOU–Making Your Weaknesses Irrelevant
Creative Wonder 101 as Promotion and Problem Solving

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