Read any business magazine or newspaper and what you will see are stories about large corporations and their executives. What you will not see, except in a few specialized journals, are stories about small businesses. There are many things that large corporations can learn from small businesses.
Sales
Everyone is in sales. Most large corporations have sales organizations with sales managers and executives. They also have extensive sales processes and infrastructure. The key for a small business is that it is up to everyone to sell. All the time and regardless of role.
Customers
Customers are the beginning and the end and everything in between for small businesses. Somehow large corporations lose sight of that fact. They create special, complex and inflexible points for touching new and existing customers. In a small business, everything is about the customer. Part of that includes making things as easy for the customer as possible.
Planning
Large corporations are not the only businesses that do planning. I have yet to meet a small business owner who does not have a business plan on their desk on in their brief case. The difference is that in a large corporation they are organizations that handle business planning. And there are designated people in each organization who do the business planning. In a small business, business planning is above and beyond the “day job” of the business. And all the key people are directly involved in creating the business plan.
Costs and Expenses
Large corporations are famous for saving on nickels and dimes and spending millions. They often squeeze the workers and spend money on lavish perks for executives and sales conferences. Small businesses look at every single expenditure. They view the expenses like it was each employee's own checking account. Each expense is reviewed to insure it is absolutely essential and to determine what revenue benefit it will bring to the business. Small business is not trying to keep up with the joneses but rather be as profitable and successful in their market space as they can be.
Ideas and Innovation
Large corporations have two streams for ideas. One is dubbed “research and development”. The ideas people. The scientists and professional innovators. The other is the executives. They are up their and make a lot of money. They must be smart and have great new ideas. In small businesses, the ideas of everyone count. This includes all the employees, customers, suppliers and basically anyone who touches the business. No one person, role or function has a monopoly on new and innovative ideas for growing the business and making it more successful.
Executives
In most large corporations today, the executives are well educated and have worked for many other corporations of a number of years. Some are sales people, some are financial people and some are from a professional background such as law. Most are long removed from dealing with entry level workers and their interaction with customers is at a level equal to their rank and status. The leaders of small businesses often have had other small businesses. Some have succeeded. Often others have had businesses fail. Most love building businesses and creating something from nothing. They love dealing with customers directly. And they love creating value whether it is a product or a service for the marketplace. Most small business leaders value rank and its trappings less than the satisfaction of creating jobs, satisfying customers and generating wealth. When they tire of this they sell it and create something new rather than move from the pinnacle of one enterprise to the pinnacle of another.
Large corporations do many things right. But large corporations would be well served to step back and evaluate what makes small businesses successful. Many of these traits and practices could make large corporations even more effective and less self-serving.
Monday, May 29, 2006
Tuesday, May 23, 2006
Job Interviews: Questions To Not Ask
Much has been written about job interviews. The literature includes what to wear, how to act, questions to ask and how to follow-up. One area that the job interview literature rarely touches on is what NOT to ask.
For today’s job hunter, whether right out of high school or college, or a seasoned veteran of the workforce, what a candidate asks speaks volumes. Some of the questions to NOT ask as outlined below including why the job candidate should not ask them.
“How long does it take to get promoted?” While this is a seemingly innocent question, it says that the candidate is already looking beyond the interview job. It also is worthless to ask because the promotion cycle for most jobs is related to a great number of variables. Wait until you are in the job to ask this one.
“When do I get to take vacation?” I you are asking this question at the interview, then you are thinking about not working rather than doing an outstanding performance in the new role. Save this question for after you have been offered the job, not for the initial interview.
“Why do some people have cubicles and others have offices”? Unless you are an interior decorator, the size and type of offices should be irrelevant during the interview process. Wait until you are in the job and find out for yourself. Also, you can stop someone in the hallway on the way FROM the job interview and ask them inconspicuously if it is important.
“Do I have to work overtime?” Asking about how many hours you have to work per day or week says that you are a clock watches. This is not what a hiring manager is looking for unless you are on the assembly line or a steel mill.
“What are the employee activities?” Even if you are an avid softball player, chess champion or bowler, this question is an interview killer. It says you are more interested in the activities than working hard and moving up the ladder. Again, wait until after you are hired or asked someone in the hallway after the interview.
“Can I work from home?” While this seems like very good and important questions, new employees need to understand the politics, faces, dynamics and tempo of the office. They cannot learn these things from home. The hiring manager is looking for someone who will be right there, working and soaking up the office dynamics to help her become more successful.
“Will the company pay for me to go to graduate school in (underwater basket weaving, ethno musicology, Greek literature, etc.)?” I asked this right out of college. DON’T! They want you focused on what will make you more valuable to their business. No matter how much they say they care about you, they don’t. So don’t ask – unless it is about getting an MBA.
“Are shorts, tee-shirt and flip-flops acceptable on Fridays in the summer? I plan to go to the beach house from work.” Even if this is true, do not ask it. You are not in college. Give the impression you act and dress like an adult.
“Can I use my company computer for video games?” Even though many if not most employees use their company computer for non-company purposes, do not ask about it during an interview. It shows a lack of maturity and business sense.
“What is the cafeteria like?” This does not matter unless you are in a catering firm. For other companies, the answer will be a lie anyway.
“Where can I shop around here?” The hiring manager does not want you thinking about shopping, he wants you thinking about working. This gives him visions of preparing for a board meeting and you are out at the gap trying on new jeans.
“How do you like working here?” Similar to the cafeteria question, even for catering companies. Only ask if you want to here a lie.
“What is the dating scene here like?” Only ask if the hiring manager is the same age and sex. Even then, this is not an appropriate interview question. Work is for work, not for dating and a social life.
“What is the social life like?” Looking for a job is looking for a job. Do not look for or ask about the social benefits of the job. Again, the boss will have visions of you blowing out at 5PM for Happy Hour while she is working on the presentation for the board meeting the next morning.
“Do you have a substance abuse policy?” If you ask this, you might as well bring a bottle and a joint with you to the interview. Most employers do have a substance abuse policy. If this is important to you check on their web site BEFORE the interview.
While some of the questions outlined above may seem naïve, I have heard every one of them during screening and hiring interviews. Think about what you ask. Always ask questions, but if you are not sure, talk to a friend, mentor, professor or even parent first. Your questions tell more about you than your responses to the questions asked by the hiring manager.
George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
George can be reached at: gfranks@franksconsultinggroup.com
His web site is: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com
For today’s job hunter, whether right out of high school or college, or a seasoned veteran of the workforce, what a candidate asks speaks volumes. Some of the questions to NOT ask as outlined below including why the job candidate should not ask them.
“How long does it take to get promoted?” While this is a seemingly innocent question, it says that the candidate is already looking beyond the interview job. It also is worthless to ask because the promotion cycle for most jobs is related to a great number of variables. Wait until you are in the job to ask this one.
“When do I get to take vacation?” I you are asking this question at the interview, then you are thinking about not working rather than doing an outstanding performance in the new role. Save this question for after you have been offered the job, not for the initial interview.
“Why do some people have cubicles and others have offices”? Unless you are an interior decorator, the size and type of offices should be irrelevant during the interview process. Wait until you are in the job and find out for yourself. Also, you can stop someone in the hallway on the way FROM the job interview and ask them inconspicuously if it is important.
“Do I have to work overtime?” Asking about how many hours you have to work per day or week says that you are a clock watches. This is not what a hiring manager is looking for unless you are on the assembly line or a steel mill.
“What are the employee activities?” Even if you are an avid softball player, chess champion or bowler, this question is an interview killer. It says you are more interested in the activities than working hard and moving up the ladder. Again, wait until after you are hired or asked someone in the hallway after the interview.
“Can I work from home?” While this seems like very good and important questions, new employees need to understand the politics, faces, dynamics and tempo of the office. They cannot learn these things from home. The hiring manager is looking for someone who will be right there, working and soaking up the office dynamics to help her become more successful.
“Will the company pay for me to go to graduate school in (underwater basket weaving, ethno musicology, Greek literature, etc.)?” I asked this right out of college. DON’T! They want you focused on what will make you more valuable to their business. No matter how much they say they care about you, they don’t. So don’t ask – unless it is about getting an MBA.
“Are shorts, tee-shirt and flip-flops acceptable on Fridays in the summer? I plan to go to the beach house from work.” Even if this is true, do not ask it. You are not in college. Give the impression you act and dress like an adult.
“Can I use my company computer for video games?” Even though many if not most employees use their company computer for non-company purposes, do not ask about it during an interview. It shows a lack of maturity and business sense.
“What is the cafeteria like?” This does not matter unless you are in a catering firm. For other companies, the answer will be a lie anyway.
“Where can I shop around here?” The hiring manager does not want you thinking about shopping, he wants you thinking about working. This gives him visions of preparing for a board meeting and you are out at the gap trying on new jeans.
“How do you like working here?” Similar to the cafeteria question, even for catering companies. Only ask if you want to here a lie.
“What is the dating scene here like?” Only ask if the hiring manager is the same age and sex. Even then, this is not an appropriate interview question. Work is for work, not for dating and a social life.
“What is the social life like?” Looking for a job is looking for a job. Do not look for or ask about the social benefits of the job. Again, the boss will have visions of you blowing out at 5PM for Happy Hour while she is working on the presentation for the board meeting the next morning.
“Do you have a substance abuse policy?” If you ask this, you might as well bring a bottle and a joint with you to the interview. Most employers do have a substance abuse policy. If this is important to you check on their web site BEFORE the interview.
While some of the questions outlined above may seem naïve, I have heard every one of them during screening and hiring interviews. Think about what you ask. Always ask questions, but if you are not sure, talk to a friend, mentor, professor or even parent first. Your questions tell more about you than your responses to the questions asked by the hiring manager.
George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
George can be reached at: gfranks@franksconsultinggroup.com
His web site is: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com
Sunday, May 21, 2006
The Perfect Interview Suit
Most men today hate wearing suits. There are two reasons for this. Many men grew up wearing jeans, t-shirts and running shoes. As such, any “dress” clothes seem uncomfortable to them. Secondly, men who wore “dress” clothes from time to time in their youth wore poorly constructed, poorly fitted suits, jackets and trousers made out of inexpensive materials. The perfect interview suit must fit right, be the correct color, the proper fabric and feel comfortable.
The Cut.
There are two acceptable cuts for men’s suits. These are the traditional European cut which is a bit fitted and the classic American cut which is looser and more boxy. Both cuts are available today in two or three-button jackets (never wear one or four buttons). The American suit is usually more traditional looking. The European suit is more fitted and looks tailored. While I like and wear double breasted suits, they are not appropriate for interviews – even with law firms or the State Department.
The Right Color.
There are two colors that are acceptable for men’s suits: dark blue and gray. The blue is navy blue. Grays in dark (or charcoal) and medium are fine. Light gray is questionable for interviews. The suits can be solid, pin stripe or chalk stripe. Regardless, they should look classic and muted – not like those worn by race track enthusiasts or mob bosses.
Fabric.
The best fabric is year round weight 100% wool. In the dead of winter heavier wool is acceptable. Summer weight wool or even poplin (dressy cotton) can be work in late June, July and August. A very small percentage of polyester is acceptable for strength. The fabric should not shine or have a patterned texture.
The Right (Comfortable) Fit.
For a man’s jacket to fit properly in must be the right size and cut. Also, it must be tailored to adjust it in various places. Try on suit jackets until you find one that is comfortable in the back, chest and shoulders with the top (if two button) or middle (if three button) button closed. The fingers should be able to just curl under the hem (bottom) of the jacket if it is the right length. You MUST wear a dress shirt to try on a suit jacket. A polo or tee-shirt will not do. If the jacket fits properly in the chest, shoulders and back (look at the 3-way mirror in the dressing room), now try on the trousers.
Trousers whether plain front or pleated front need to fit in the waist, crotch and the seat. The length will need to be tailored. If the pockets pull, the trousers are too small. If the pants droop much below the belly button, then the wait is too big. You need a dress belt and dress shoes to wear when trying on the suit trousers (not running shoes!). More on that below.
Tailoring.
The suit jacket should be tailored in several areas. The back should not have a bubble, wrinkle or hump. The collar (or "cape") and lapels should lie flat and not "wing out". The sleeves should EACH be measured from the tip of the thumb. Whether to show some cuff shows is a matter of personal taste. I prefer to show a little shirt cuff. Nothing else on the suit jacket should need to be tailored if it is the right size and cut.
The trousers must fit at the waist. Try them on with a dress belt. They also must fit at the seat. Try to sit in them unless you stand all day. They should not pull in the front. The length of the trousers is important. Dress shoes are necessary to get the proper fit. Running shoes or flip-flops are not to be worn when getting fitted for an interview suit. Some men prefer the trousers to just touch the top of the shoes with NO break (think of a dent in the front crease). This looks best with cuffs on the trousers. Some men like to have a slight break in the front of the trousers. This looks best with a plain hem and no cuffs. It is a matter of personal choice and style. Too big a break looks sloppy and says the suit is cheap or does not fit right.
After Tailoring.
After the tailoring is complete, try on the entire suit with a dress shirt and shoes again. Make sure it has been pressed. Try on the jacket and trousers. Look at them in the 3-way mirror. Then take off the jacket and look at the trousers front and back. If you see any wrinkles, bags or pulls or if the sleeves or legs are uneven have the tailor mark it again and have the suit sent back for additional adjustments. When trying it on again, remember the dress shirt and shoes too.
A properly tailored suit in the right cut, color and fabric when matched with a crisp dress shirt, a traditional patterned or striped tied, conservative belt and well-shined dress shoes project an image that says all the right things about the candidate at any interview. Confident, resume in hand, the rest is up to you!
George F. Franks, III is the founder and CEO of Franks Consulting Group - a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants and the International Coach Federation. George can be reached at: gfranks@franksconsultinggroup.com Franks Consulting Group is on the web at: http://franksconsultinggroup.com George's weblog is: http://consultingandcoaching.blogspot.com
Monday, May 15, 2006
What CEOs Can Learn from the Great Leaders of History
When you look around the corporate landscape today, you see plenty of highly paid CEOs and other top executives. These men and women are obviously all smart, hard working and powerful. But do they have the key leadership attributes of the greatest men and women in history?
Broadly educated. The greatest men and women in history were often self-educated. But they were also continuously self-educated. Those who were formally educated generally were not specialists in one area of field but were broadly and liberally educated in a number of areas from languages to sciences to history and literature. Today, more often than not, the women and men who lead the largest corporations in the world are engineers, accountants and MBAs as opposed to liberally educated people.
Singular focus. The greatest women and men in history often were singular in their focus whether it was political success, military victory, building a business empire or leading a great cause. These great people fought the odds and popular opinion over and over again to achieve success in their area of focus. Today’s leaders often jump from venture to venture and corporation to corporation. They put a quick fix in place and move on to the next high paying challenge. While there are exceptions, this model had become increasingly common.
Selfless. Historically, some of the greatest women and men have put their cause or their mission far ahead of their personal wealth and stature. They were by definition “selfless” – they did whatever it took to achieve their goal or mission. In many cases, they did in the long run become rich and famous. But this was often an end result and not a goal in and of itself. Today, it is not uncommon for corporate and other business leaders to pursue the goal of fame and fortune for those ends alone rather than passion for a cause, vision or mission.
Self-denying. Some of the greatest people in history have denied themselves food, sleep, family, friends, hobbies, home comforts and more to achieve their goals. While there have been exceptions, many of the greats of all time put these comforts low on their list of priorities compared to what was needed to accomplish their life goals and missions. How man corporate CEOs do we see today giving up anything – except maybe sleep. Generally speaking, they seem to want – no demand – that they have it all. And have it all now. How very different from the majority of the greats in the past.
Lead from the front. Whether in politics, military, social causes or business, the greats of the past lead by example. They lead from the front. This exposed them to the greatest danger, the greatest criticism and the greatest exposure to the negative effects of pursuing their goals or causes. Today, at the height of political correctness, CEOs and other corporate leaders do not take a step without the counsel of the public relations, security, legal, shareholder affairs and finance teams. And even then, most are timid to make statements much less to take bold actions visible to their employees and their customers.
People first. Leaders of the past went through subordinates as often if not more so than the leaders of today. What differed was that loyalty was often rewarded. Good and great leaders always brought in the best to serve under them in all capacities and levels. They wanted only the best – people stronger, smarter, and more capable than themselves to further their causes, armies, companies and other ventures. This multiplied their personal effectiveness. When there people failed or otherwise fell by the wayside, the leaders found other roles and places for their fallen loyalists. Today, CEOs and other top executives fear being outshined by their subordinates. Often, the only reward for loyal service is to be dismissed sooner rather than later. The most important asset is viewed as a disposable and interchangeable commodity by today’s leaders.
Over the course of history, great women and men have accomplished amazing things. Their achievements have resulting from: seeking a broad and continuing education (learning), singular focus, being selfless, denying themselves to achieve their goals and missions, leading boldly from the front and selecting the best people and putting them first. While corporations of today are generating great wealth under the leadership of their CEOs, they could perform exponentially better in the short and long term under leaders who followed and applied the same principals as the greatest men and women over the centuries.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants and the International Coach Federation.
Franks Consulting Group can be contacted at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com
Broadly educated. The greatest men and women in history were often self-educated. But they were also continuously self-educated. Those who were formally educated generally were not specialists in one area of field but were broadly and liberally educated in a number of areas from languages to sciences to history and literature. Today, more often than not, the women and men who lead the largest corporations in the world are engineers, accountants and MBAs as opposed to liberally educated people.
Singular focus. The greatest women and men in history often were singular in their focus whether it was political success, military victory, building a business empire or leading a great cause. These great people fought the odds and popular opinion over and over again to achieve success in their area of focus. Today’s leaders often jump from venture to venture and corporation to corporation. They put a quick fix in place and move on to the next high paying challenge. While there are exceptions, this model had become increasingly common.
Selfless. Historically, some of the greatest women and men have put their cause or their mission far ahead of their personal wealth and stature. They were by definition “selfless” – they did whatever it took to achieve their goal or mission. In many cases, they did in the long run become rich and famous. But this was often an end result and not a goal in and of itself. Today, it is not uncommon for corporate and other business leaders to pursue the goal of fame and fortune for those ends alone rather than passion for a cause, vision or mission.
Self-denying. Some of the greatest people in history have denied themselves food, sleep, family, friends, hobbies, home comforts and more to achieve their goals. While there have been exceptions, many of the greats of all time put these comforts low on their list of priorities compared to what was needed to accomplish their life goals and missions. How man corporate CEOs do we see today giving up anything – except maybe sleep. Generally speaking, they seem to want – no demand – that they have it all. And have it all now. How very different from the majority of the greats in the past.
Lead from the front. Whether in politics, military, social causes or business, the greats of the past lead by example. They lead from the front. This exposed them to the greatest danger, the greatest criticism and the greatest exposure to the negative effects of pursuing their goals or causes. Today, at the height of political correctness, CEOs and other corporate leaders do not take a step without the counsel of the public relations, security, legal, shareholder affairs and finance teams. And even then, most are timid to make statements much less to take bold actions visible to their employees and their customers.
People first. Leaders of the past went through subordinates as often if not more so than the leaders of today. What differed was that loyalty was often rewarded. Good and great leaders always brought in the best to serve under them in all capacities and levels. They wanted only the best – people stronger, smarter, and more capable than themselves to further their causes, armies, companies and other ventures. This multiplied their personal effectiveness. When there people failed or otherwise fell by the wayside, the leaders found other roles and places for their fallen loyalists. Today, CEOs and other top executives fear being outshined by their subordinates. Often, the only reward for loyal service is to be dismissed sooner rather than later. The most important asset is viewed as a disposable and interchangeable commodity by today’s leaders.
Over the course of history, great women and men have accomplished amazing things. Their achievements have resulting from: seeking a broad and continuing education (learning), singular focus, being selfless, denying themselves to achieve their goals and missions, leading boldly from the front and selecting the best people and putting them first. While corporations of today are generating great wealth under the leadership of their CEOs, they could perform exponentially better in the short and long term under leaders who followed and applied the same principals as the greatest men and women over the centuries.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants and the International Coach Federation.
Franks Consulting Group can be contacted at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com
Wednesday, May 10, 2006
Effective Interview Questions for Hiring Managers
A lot of attention is paid to skills for job candidates including how to act, dress, the right questions to ask – and not to ask. Less attention is given to the right kinds of questions for hiring managers to ask. While it is usually clear what the hiring manager SHOULD NOT AND CAN NOT ask, little notice is given to the right key questions. One of the most important things any executive or manager can do is to hire the best people. As resume is only part of the story. Asking and getting responses to tough and probing questions is essential to eliminating the wrong candidates and identifying the right ones.
TELL ME A BIT ABOUT YOUR PROFESSIONAL BACKGROUND? Resume in hand, this is an opportunity to screen the candidate even if you or human resources has already done so over the phone. The key is two fold. First, to insure that what is of interest in the resume is addressed by the candidate. Second, to observe the candidate’s poise, presence, tone, self-confidence, manner and body language. How would this person come across to your boss, your boss’s boss and to your top customers?
TELL ME ABOUT YOUR EDUCATION? A chance to see if what jumped out (or did not) to you is highlighted by the candidate. Is the story consistent? A follow-on question if a younger candidate can be about favorite course and why or least favorite course and why. This is another chance to evaluate demeanor, tone and body language.
WHY ARE YOU INTERESTED IN XYZ COMPANY? This is an opportunity to see if the candidate did their homework about the company. If they are serious, they will tell clearly and concisely about the elements of the company that appeal to them enough to want to work there. If they are vague in response to this question, it is not a good sign about how serious they are about the position.
WHAT ARE YOUR GREATEST STRENGTHS? While this question has been asked for years, it speaks volumes about what is important to the candidate and what the candidate thinks is important to the Company AKA the hiring manager. This question can trigger some much exaggerated body language and eye contact.
WHAT IS AN AREA OF DEVELOPMENT FOR YOU? This is a variation on the STRENGTHS question. This is often less comfortable. People like to talk about their strengths, not their weaknesses. That makes this question all the more important and telling to the hiring manager. The key here is candor, professionalism and composure on the part of the candidate.
READ THE JOB DESCRIPTION (do not paraphrase).
WHY DO YOU THINK YOU ARE THE IDEAL CANDIDATE FOR THIS POSITION? There is a happy medium between boasting and modesty. That is what the hiring manager is looking for here. It is also another opportunity for the candidate to recap their skills and experience and relate them specifically to the open position. Look for two or three key points in response to this question.
WHERE DO YOU WANT TO BE IN FIVE YEARS? This can be a killer question. I know, I was way too honest on this one in my youth. The proper answer should be honest, thoughtful, realistic and to the benefit of the company. If the candidate wants a free education and then go on their own or to be the CEO or to be lying on the beach, that’s the end of the interview.
IF YOU WERE IN THIS JOB TOMORROW, WHAT ARE THE FIRST THINGS YOU WOULD DO AND IN WHAT PRIORITY? This tells the hiring manager whether the candidate has some understanding of the Company’s mission, vision and values. It tells whether they understand the basic functions related to the job. It also gives the candidate an opportunity to show off their initiative while at the same time testing their sense of workplace reality.
WHAT QUESTIONS DO YOU HAVE FOR ME? This can be the most telling question of all. It again gives the candidate an opportunity to show what they know about the Company. It is open and allow for probing and creative questions. It also let you know what is important to the candidate – such as “when can I start taking vacation?” (WRONG question!).
WHEN CAN YOU START? Even if you do not make a job offer (which is RARELY done during the interview), it is always important to know the job candidate’s availability, whether they are currently working, whether they have another job in the wings or are just fishing.
While the questions a hiring manager can and should ask a job candidate are nearly endless, the right questions are essential. By asking these questions every time, the hiring manager will get better at interviewing and will ultimately hire the best candidates for each job.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
You can contact Franks Consulting Group at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
TELL ME A BIT ABOUT YOUR PROFESSIONAL BACKGROUND? Resume in hand, this is an opportunity to screen the candidate even if you or human resources has already done so over the phone. The key is two fold. First, to insure that what is of interest in the resume is addressed by the candidate. Second, to observe the candidate’s poise, presence, tone, self-confidence, manner and body language. How would this person come across to your boss, your boss’s boss and to your top customers?
TELL ME ABOUT YOUR EDUCATION? A chance to see if what jumped out (or did not) to you is highlighted by the candidate. Is the story consistent? A follow-on question if a younger candidate can be about favorite course and why or least favorite course and why. This is another chance to evaluate demeanor, tone and body language.
WHY ARE YOU INTERESTED IN XYZ COMPANY? This is an opportunity to see if the candidate did their homework about the company. If they are serious, they will tell clearly and concisely about the elements of the company that appeal to them enough to want to work there. If they are vague in response to this question, it is not a good sign about how serious they are about the position.
WHAT ARE YOUR GREATEST STRENGTHS? While this question has been asked for years, it speaks volumes about what is important to the candidate and what the candidate thinks is important to the Company AKA the hiring manager. This question can trigger some much exaggerated body language and eye contact.
WHAT IS AN AREA OF DEVELOPMENT FOR YOU? This is a variation on the STRENGTHS question. This is often less comfortable. People like to talk about their strengths, not their weaknesses. That makes this question all the more important and telling to the hiring manager. The key here is candor, professionalism and composure on the part of the candidate.
READ THE JOB DESCRIPTION (do not paraphrase).
WHY DO YOU THINK YOU ARE THE IDEAL CANDIDATE FOR THIS POSITION? There is a happy medium between boasting and modesty. That is what the hiring manager is looking for here. It is also another opportunity for the candidate to recap their skills and experience and relate them specifically to the open position. Look for two or three key points in response to this question.
WHERE DO YOU WANT TO BE IN FIVE YEARS? This can be a killer question. I know, I was way too honest on this one in my youth. The proper answer should be honest, thoughtful, realistic and to the benefit of the company. If the candidate wants a free education and then go on their own or to be the CEO or to be lying on the beach, that’s the end of the interview.
IF YOU WERE IN THIS JOB TOMORROW, WHAT ARE THE FIRST THINGS YOU WOULD DO AND IN WHAT PRIORITY? This tells the hiring manager whether the candidate has some understanding of the Company’s mission, vision and values. It tells whether they understand the basic functions related to the job. It also gives the candidate an opportunity to show off their initiative while at the same time testing their sense of workplace reality.
WHAT QUESTIONS DO YOU HAVE FOR ME? This can be the most telling question of all. It again gives the candidate an opportunity to show what they know about the Company. It is open and allow for probing and creative questions. It also let you know what is important to the candidate – such as “when can I start taking vacation?” (WRONG question!).
WHEN CAN YOU START? Even if you do not make a job offer (which is RARELY done during the interview), it is always important to know the job candidate’s availability, whether they are currently working, whether they have another job in the wings or are just fishing.
While the questions a hiring manager can and should ask a job candidate are nearly endless, the right questions are essential. By asking these questions every time, the hiring manager will get better at interviewing and will ultimately hire the best candidates for each job.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
You can contact Franks Consulting Group at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
Sunday, May 07, 2006
Coaches versus Bosses
In business and other organizations today we use the terms “boss” or supervisor and “coach” interchangeably. The fact is that there is a world of difference between a boss and a coach. Even if you work on an assembly line, dig ditches by the highway or push paper at the DMV, a coach is preferable to a boss. Here is why.
The boss. There are several key characteristics to the boss.
A boss manages up not down. Bosses look to please their bosses rather than gain the support, admiration and trust of those who work for them.
A boss leads by telling rather than doing. Bosses view themselves as above the fray. They look to those below them to do all the real work. They see themselves as above getting their hands dirty.
A boss worries about his job first. Bosses doing everything they can to protect their own jobs. They use their people as buffers and shields. They would rather lay-off everything below them before they put their own jobs at risk.
A boss listens to those above them and passes the word, selectively to the people who work for them. They see the world from a top down perspective and management it accordingly.
A boss needs to control. Whether it is the flow of paper, calls, e-mails, request or meetings, bosses want and desire everything to go through them. Control is central to their being.
A boss hires people less capable than himself or herself. Bosses fear having an underling outshine them in any way or getting promoted to their level or – heaven forbid – above them.
Finally, a boss limits the training and development of the people under him or her. Bosses want only the most necessary technical or administration training for their people. Development is foreign to the boss.
The coach. There are several essential characteristics to a coach.
A coach manages from bottom to top. In fact, coaches really do not even think in terms of people below and above them. Coaches work to get the most out of the people on their “team” by listening to and working with them to achieve their common goals and objectives together.
A coach takes care of the members of the team first. Rather than worrying about their own job, coaches make sure the members of their team have what they need to be successful. Part of that means serving as a buffer to any force reductions or layoffs, so the members of the team can focus on doing the best job they can every single day. Without a team, there is no need for a coach.
A coach listens to the members of the team. While a lot may come down from above, the coach provides open access to information to all members of the team. Coaches listen to team members as individuals and as a group. Effective coaches take input from the team and apply it as appropriate or pass it to their own coaches depending on the issue and the need.
A coach uses control as a tool selectively. Coaches allow a free flow of information without feeling the need to be traffic cops. They are not threatened by members of their team talking to their own coach or their coach’s coach. By being honest and candid, they tell it like it is to their team and they expect the same in return.
A coach hires the best players they can afford within their budget. Their only fear is hiring someone who is only as good as them. Coaches want and need the best talent on their team. They see an important part of the role as coaches is scouting and hiring the best of the best.
A coach ranks training and development as a top priority. Once coaches hire the best, the mold them to make them even better. Nothing is more gratifying to a coach than seeing their people advance to ever greater heights. They see it not as a threat but as the greatest compliment.
Unfortunately in the workplace of 2006, even though we have been talking about “coaches” rather than “bosses” for almost two decades, they day-to-day behavior reflects an abundance of bosses. It is up to every executive, manager and supervisor to take steps each day to insure they are applying the traits of a coach rather than a boss to make their own team more effective and successful.
George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the Interntaional Coach Federation.
George can be contacted at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com
The boss. There are several key characteristics to the boss.
A boss manages up not down. Bosses look to please their bosses rather than gain the support, admiration and trust of those who work for them.
A boss leads by telling rather than doing. Bosses view themselves as above the fray. They look to those below them to do all the real work. They see themselves as above getting their hands dirty.
A boss worries about his job first. Bosses doing everything they can to protect their own jobs. They use their people as buffers and shields. They would rather lay-off everything below them before they put their own jobs at risk.
A boss listens to those above them and passes the word, selectively to the people who work for them. They see the world from a top down perspective and management it accordingly.
A boss needs to control. Whether it is the flow of paper, calls, e-mails, request or meetings, bosses want and desire everything to go through them. Control is central to their being.
A boss hires people less capable than himself or herself. Bosses fear having an underling outshine them in any way or getting promoted to their level or – heaven forbid – above them.
Finally, a boss limits the training and development of the people under him or her. Bosses want only the most necessary technical or administration training for their people. Development is foreign to the boss.
The coach. There are several essential characteristics to a coach.
A coach manages from bottom to top. In fact, coaches really do not even think in terms of people below and above them. Coaches work to get the most out of the people on their “team” by listening to and working with them to achieve their common goals and objectives together.
A coach takes care of the members of the team first. Rather than worrying about their own job, coaches make sure the members of their team have what they need to be successful. Part of that means serving as a buffer to any force reductions or layoffs, so the members of the team can focus on doing the best job they can every single day. Without a team, there is no need for a coach.
A coach listens to the members of the team. While a lot may come down from above, the coach provides open access to information to all members of the team. Coaches listen to team members as individuals and as a group. Effective coaches take input from the team and apply it as appropriate or pass it to their own coaches depending on the issue and the need.
A coach uses control as a tool selectively. Coaches allow a free flow of information without feeling the need to be traffic cops. They are not threatened by members of their team talking to their own coach or their coach’s coach. By being honest and candid, they tell it like it is to their team and they expect the same in return.
A coach hires the best players they can afford within their budget. Their only fear is hiring someone who is only as good as them. Coaches want and need the best talent on their team. They see an important part of the role as coaches is scouting and hiring the best of the best.
A coach ranks training and development as a top priority. Once coaches hire the best, the mold them to make them even better. Nothing is more gratifying to a coach than seeing their people advance to ever greater heights. They see it not as a threat but as the greatest compliment.
Unfortunately in the workplace of 2006, even though we have been talking about “coaches” rather than “bosses” for almost two decades, they day-to-day behavior reflects an abundance of bosses. It is up to every executive, manager and supervisor to take steps each day to insure they are applying the traits of a coach rather than a boss to make their own team more effective and successful.
George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the Interntaional Coach Federation.
George can be contacted at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com
Wednesday, May 03, 2006
What the Military Does Right: Lessons for Business
The military whether in the U.S. or any other country comes under constant scrutiny and criticism for what it does wrong. This is true both when at war, when at peace and when preparing for conflict. Beneath the weapons, the camouflage and the rigid tradition-bound hierarchy there are many things the military does right. These can serve as examples for businesses and organizations of all sizes.
Accept only the best people. In spite of the recent controversy about U.S. Army recruiting not meeting goals, the military is always looking for the best men and women for their enlisted ranks and their officer corps. Standards, while they may be modified from time to time, are very high.
Training. New recruits. New enlisted personnel and new officers go through extensive training. While it differs from service to service, the training breaks men and women down to their raw attributes and skills and builds them up into the mold of the ideal soldier, sailor, airman or marine. This is only the first step of a continuous cycle or training.
Standards. Clear standards for are established for every role, job and function. This applies to both performance in the job and promotion to the next level. There is no guessing about roles – they are spelled out clearly. Performance is measured against established and documented standards for each function and role. Thus the guessing of what is expected is eliminated.
Promotion from within. Whether it is from enlisted ranks to specialties and non-commissioned officers or from lowest ranking officers to higher levels of pay and responsibility, promotions are made among the best performers and the most qualified in each area and function. Of course these are based on the “needs of the service”, but that is realistic to expect in any endeavor. This creates incentives for all to advance. Those who do not measure up and are not promoted are not retained – it is up or out.
Career paths. Every jobs, role and function has a career path. Whatever job one does, there are paths for advancement that include additional jobs, functions, training and education. These are all clearly spelled out. There are not vagaries of “where do I go from here”. Also, if one wants to change jobs, skills or functions, there are processes and mechanisms which spell that out too.
Performance management. Clear objectives, required performance reviews and promotion, pay and privileges based on these are essential to the military. What one does every day and how it is done is measured against established goals and objectives. Performance reviews are not optional. They are an essential part of the career management process for every single enlisted person and officer from Private to General, from Seaman to Admiral without exception.
More training. Training is on-going for every job, role and function. And advancing to the next level is often dependant on completing training with a performance threshold or completing additional education. Education and training are continuous and integral to advancement and performance evaluations.
Selfless. While it is unlikely that a business or organization person is going to put their life on the line for their co-workers or for a customer, it is something to consider. In the military, the team is valued over the individual. All efforts are toward making the team and unit successful in completing the mission. The enemy can be thought of as the competition. All must be done to defeat the enemy in the military. In business, all must be done to beat the competition through a selfless commitment to the customer and the team. The mission is above all.
Leadership. The military invests heavily in imbuing leadership at all levels of the organization. This goes beyond formal training to include mentoring and development for enlisted personnel and officers. In business, leadership is often an afterthought. Various management styles from effective to abusive are accepted without much thought to development or mentorship. The military model is based around the importance of effective and consistent leadership.
Longevity. How many CEOs are brought in from on company to run another? From one industry to another? This has become the rule not the exception. The military rewards longevity without rewarding mediocrity. The longevity is tied to performance. Only the best of the best rise in the ranks and remain. While it is unlikely that businesses today will adopt this element of the military model, it does have merit.
The military is often the butt of jokes and viewed as the ultimate in inefficiency. In reality, businesses organizations of all sizes can learn from the things that the military does every day enable it to better accomplish its mission through its people.
George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
George can be reached at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com
Accept only the best people. In spite of the recent controversy about U.S. Army recruiting not meeting goals, the military is always looking for the best men and women for their enlisted ranks and their officer corps. Standards, while they may be modified from time to time, are very high.
Training. New recruits. New enlisted personnel and new officers go through extensive training. While it differs from service to service, the training breaks men and women down to their raw attributes and skills and builds them up into the mold of the ideal soldier, sailor, airman or marine. This is only the first step of a continuous cycle or training.
Standards. Clear standards for are established for every role, job and function. This applies to both performance in the job and promotion to the next level. There is no guessing about roles – they are spelled out clearly. Performance is measured against established and documented standards for each function and role. Thus the guessing of what is expected is eliminated.
Promotion from within. Whether it is from enlisted ranks to specialties and non-commissioned officers or from lowest ranking officers to higher levels of pay and responsibility, promotions are made among the best performers and the most qualified in each area and function. Of course these are based on the “needs of the service”, but that is realistic to expect in any endeavor. This creates incentives for all to advance. Those who do not measure up and are not promoted are not retained – it is up or out.
Career paths. Every jobs, role and function has a career path. Whatever job one does, there are paths for advancement that include additional jobs, functions, training and education. These are all clearly spelled out. There are not vagaries of “where do I go from here”. Also, if one wants to change jobs, skills or functions, there are processes and mechanisms which spell that out too.
Performance management. Clear objectives, required performance reviews and promotion, pay and privileges based on these are essential to the military. What one does every day and how it is done is measured against established goals and objectives. Performance reviews are not optional. They are an essential part of the career management process for every single enlisted person and officer from Private to General, from Seaman to Admiral without exception.
More training. Training is on-going for every job, role and function. And advancing to the next level is often dependant on completing training with a performance threshold or completing additional education. Education and training are continuous and integral to advancement and performance evaluations.
Selfless. While it is unlikely that a business or organization person is going to put their life on the line for their co-workers or for a customer, it is something to consider. In the military, the team is valued over the individual. All efforts are toward making the team and unit successful in completing the mission. The enemy can be thought of as the competition. All must be done to defeat the enemy in the military. In business, all must be done to beat the competition through a selfless commitment to the customer and the team. The mission is above all.
Leadership. The military invests heavily in imbuing leadership at all levels of the organization. This goes beyond formal training to include mentoring and development for enlisted personnel and officers. In business, leadership is often an afterthought. Various management styles from effective to abusive are accepted without much thought to development or mentorship. The military model is based around the importance of effective and consistent leadership.
Longevity. How many CEOs are brought in from on company to run another? From one industry to another? This has become the rule not the exception. The military rewards longevity without rewarding mediocrity. The longevity is tied to performance. Only the best of the best rise in the ranks and remain. While it is unlikely that businesses today will adopt this element of the military model, it does have merit.
The military is often the butt of jokes and viewed as the ultimate in inefficiency. In reality, businesses organizations of all sizes can learn from the things that the military does every day enable it to better accomplish its mission through its people.
George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
George can be reached at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com
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