To verify if a job candidate truly solved a problem they're describing, listen for emotion. Someone who was merely present will recount the facts. The person who actually did the work will re-experience and convey the specific emotions tied to the struggle and the eventual breakthrough.
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When hiring, top firms like McKinsey value a candidate's ability to articulate a deliberate, logical problem-solving process as much as their past successes. Having a structured method shows you can reliably tackle novel challenges, whereas simply pointing to past wins might suggest luck or context-specific success.
Transactional questions get transactional answers. A "story-worthy" question, like "Tell me about the moment you first sensed trouble with your supplier?", prompts a narrative. This approach extracts the emotion, context, and deeper story behind an issue, leading to more authentic connection and insight.
To gauge an expert's (human or AI) true depth, go beyond recall-based questions. Pose a complex problem with multiple constraints, like a skeptical audience, high anxiety, and a tight deadline. A genuine expert will synthesize concepts and address all layers of the problem, whereas a novice will give generic advice.
Citing Oprah Winfrey, Rubenstein argues the key to great interviewing is not having the best questions but being a great listener. True listening allows the interviewer to pivot and follow up on unexpected answers, turning a rigid Q&A into a genuine conversation that uncovers far deeper insights than a prepared script ever could.
To move beyond metrics and access the emotional resonance of a problem, ask prospects about the specific moment they realized something had to change. This question prompts them to tell a story, often involving senior leadership, which reveals the true business impact and urgency.
Ditch standard FANG interview questions. Instead, ask candidates to describe a messy but valuable project they shipped. The best candidates will tell an authentic, automatic story with personal anecdotes. Their fluency and detail reveal true experience, whereas hesitation or generic answers expose a lack of depth.
For high-level leadership roles, skip hypothetical case studies. Instead, present candidates with your company's actual, current problems. The worst-case scenario is free, high-quality consulting. The best case is finding someone who can not only devise a solution but also implement it, making the interview process far more valuable.
Beyond IQ and EQ, interview for 'Resilience Quotient' (RQ)—the ability to persevere through setbacks. A key tactic is to ask candidates about their proudest achievement, then follow up with, 'What would you do differently?' to see how they navigated strife and learned from it.
The bridge between a five-figure operational problem and a six-figure executive problem is often an emotional, painful story. Ask a "magic moment" question like, "When did you actually realize this was a problem?" to elicit the specific event or narrative that created the business impact and urgency.
To gauge a partner manager candidate's empathy, ask for an example of a proud accomplishment. Candidates who frame success in terms of helping their partner achieve a goal, rather than just hitting their own targets, demonstrate the genuine care required for true partnership. This reveals their core motivations more effectively than direct questions.
