Create a Long-Term, Effective Hiring Strategy, with Michelle Lederman
Michelle Tillis Lederman is known for her energetic, engaging, and authentic presentations. An expert on workplace communications and relationships, Michelle's mission is to help people communicate and lead with confidence, clarity, and connection. She is an accomplished speaker, trainer, coach, and author of three books including The 11 Laws of Likability, Heroes Get Hired and Nail The Interview – Land The Job, and named by Forbes as one of the 25 Professional Networking Experts to Watch.
After a decade in finance, Michelle was frustrated by the lack of effective communication and support within organizations especially as she became a people manager. She founded Executive Essentials, a training company that provides communications and leadership programs, as well as executive coaching services, to enable others to succeed professionally where she struggled. A former NYU professor, financial executive, and recovering CPA, Michelle teaches from experience and shares what she learned during her extensive career. Michelle's clients range from academia to non-profit to Fortune 500 companies including; Madison Square Garden, Citi, J&J, Deutsche Bank, GE, Columbia Business School, Target, Sony, and The Museum of Modern Art.
Michelle has appeared on NBC, CBS, Fox, and hundreds of radio shows across the country including; Gayle King, NPR, and Martha Stewart Living. She has been featured in the New York Times, The Wall Street Journal, The Star Ledger, Working Mother, Real Simple, US News & World Report, on MSNBC, and Monster.com among others. Her book, articles, quizzes and videos have been featured on USA Today, AOL, Forbes, CNBC, and About.com.
Michelle received her BS from Lehigh University, her MBA from Columbia Business School, and her coaching certification from the Institute for Professional Empowerment Coaching. She lives in South Orange, NJ with her husband, two sons, and two rescued dogs.
Michelle Tillis Lederman: One of the most important things in conducting an interview is knowing the skills that you actually want in that role. And that's where a lot of times organizations fall short, because we're so busy, we're doing other things and somebody's asked us to conduct this interview. And we probably haven't even looked at the resume or we're looking at the resume five minutes before they walked in.
What you really want to do if you want to think about a long-term approach to effective hiring is to really think about the types of people, skills, and personalities that are going to be effective. What you really want to do if you want to think about a long-term, organizational, effective hiring strategy is to nail down those ABC's: attributes, behaviors, and characteristics of an ideal candidate. What will actually be successful in the role?
I remember when I was coaching a client, and he had to do some hiring. And what he realized he needed in the role was somebody without ambition. Now that's not something you're putting in a job description. But the truth was, it was a small organization. There was no room. The only other level was the boss, so there was no room for growth. But they needed somebody solid, steady, who didn't like change, and who was going to be fine without that progression of the career. So understanding that characteristic of a human being is important, but you can't put that in the job description – those two things are actually a little bit separate. So get clear on you're ABC's before you interview.
It's great if you can have the questions prepared in advance. And I know that's not always possible, and you need to think on the fly. But if you're clear on your ABC's, then you can have at least a few questions ready to go about those attributes, behaviors, and characteristics that you're trying to understand. Oftentimes as an interviewer, you're sitting there worried about what's the next question, you – you have the responsibility for keeping that interview going and flowing. And so what happens is oftentimes, we're not listening to the answer; we're thinking about, "What do I ask next?" Coming in with some prepared questions can be very helpful. So here's a couple of things that you can do in advance.
At the end of the day, there's really only three questions any interviewer is trying to answer. "Can they do the job?" Do they have the technical skill, ability, education, knowledge? Two: "Do they want to do the job?" Do they have the interest and passion? And three: "Will they fit into our organization?" Is this somebody who I could work late at night with? If those are the three questions and you've got three interviewers, each of you can focus on a different area. One person can do the technical, one person can do the fit, and the other can do the interest and passion and plan. That is a way that you are not going to be redundant, and you're sure that you're getting all those questions answered.
I had a client that was doing a very high-level position, and they were very concerned that this man was coming into the role and was going to be upset that he was no longer going to have media exposure. And so they asked the question straight up: "Are you okay with not having the media exposure?" Of course, the answer was exactly what they wanted to hear: "Yeah, yeah, yeah; no problem". Well, here's a technique that you might want to try. It's called the Rule of Threes. Ask a question in three different ways to make sure that you're really getting consistent responses.
After the first round, they just weren't convinced that he really was going to be okay with it. And so they asked the question again in a different way. Still, he was saying, "Yes, no problem". And so I suggested that they ask this question: "What was the favorite part of your day of your work?" And lo and behold, one of the things that came up was dealing with the media. It's great that we knew that, because he wasn't going to be happy in the role. He didn't get the job, and that was probably the right decision for everyone.
- 3 essential questions to ask during every interview.
- Make sure you know the attributes, behaviors and characteristics of an ideal candidate.
- Why it's important to repeat and rephrase certain questions.
Giving our solar system a "slap in the face"
- A stream of galactic debris is hurtling at us, pulling dark matter along with it
- It's traveling so quickly it's been described as a hurricane of dark matter
- Scientists are excited to set their particle detectors at the onslffaught
Bernardo Kastrup proposes a new ontology he calls “idealism” built on panpsychism, the idea that everything in the universe contains consciousness. He solves problems with this philosophy by adding a new suggestion: The universal mind has dissociative identity disorder.
There’s a reason they call it the “hard problem.” Consciousness: Where is it? What is it? No one single perspective seems to be able to answer all the questions we have about consciousness. Now Bernardo Kastrup thinks he’s found one. He calls his ontology idealism, and according to idealism, all of us and all we perceive are manifestations of something very much like a cosmic-scale dissociative identity disorder (DID). He suggests there’s an all-encompassing universe-wide consciousness, it has multiple personalities, and we’re them.
Firefighters in California are still struggling to contain several wildfires nearly one week after they broke out.
- Hundreds of people are still missing after three wildfires spread across Northern and Southern California last week.
- 48 of the 50 deaths occurred after the Camp Fire blazed through the town of Paradise, north of Sacramento.
- On Tuesday night, a fourth wildfire broke out, though it's mostly contained.
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