Hard interview questions: What makes you effective?

By Jeff Altman, Big Game Hunter

https://www.youtube.com/watch?v=wmfe9r4-swm

This is a question that will be asked from the manager-level and above.

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In the role of a leadership, there is a difference between a managerial candidate versus someone’s expectation. As you enhance the organizational ladder progressively, there are higher expectations that you think overall in answering the question.

So, the question is, “What makes you effective?”

As a manager, you basically monitor the performance, you are simply running, you are managing the behavior of the individuals to make sure the tasks are performed correctly. I am making it simple, but finally it boils down; You are managing a team of individuals to ensure that to perform the tasks that are needed to be done within the time limit that has been established for them.

As you get more as a leader, it is less about running the bus (this is the way that I explain that language of management) to choose the teams of those who are inspired to do. I want to distinguish “inspiration” from “inspiration”. One of the world’s major executive coaches, from Lance Critton I learned a great definition and describes that inspiration that it is as a behavior of “busy”. They “have to do this for you.” The vs inspiration is that they want to do it. They have the internal drive that has internal determination to achieve things.

So, in this particular case, I turn around and say, “Does make you effective?” And the answer begins with hiring a great team of individuals to work with me, people who want to do well, and are committed to the organization and this particular project and team. So number 1, note how you are creating other persons and if you are accepting that you have hired great people.

Number 2 is, these individuals take care and they want to get things. Before you start thinking that I am just sitting back to my desk, collecting a check (obviously being vocal with the language), obviously I have to see the perspective of how my managers are getting work. How to ensure my directors to ensure that if there are any abrasion marks, they are cleaned.

From there, it is impossible to make everything clear, but I want to create a friction -free environment with the idea that we want this environment… Do you see where I am going with it? I am describing what I do from 30,000 feet vs. 3 feet. At 3 feet, you are in everything. You can be micromanaging. You can close a little more hand.

But again, at 3 feet you are in mourning; At a distance of 30,000 feet, you are looking from a hierarchical point of view, and looking at the politics of the organization, trying to make less friction for the team that they are hired to work and what makes you effective is to hire those who are inspired to do so. Obviously, I am making things simple. You have found your way to express this. I think this is a good way to see the difference between being in 30,000 feet vs. weeds.

Therefore, if you are in C suite, you are not in mourning. If you are an executive of an organization. You are not in weeds. You have people who do things and you monitor the performance of your managers, directors and VP to ensure that things are happening.

There is a lot of story about former Ford president Allen Mully, who at one time handled the organization that he was failing. It is during the 2008 crisis and he came up with a very simple system, designed to communicate with him under his leadership where he was on his goals. It was a color-coded system and these people were trained to give to everyone, including the leadership of the organization, their owners, a “thumb” that was everything going well. Nevertheless, the firm was losing billions of dollars.

Mulli sees the report from its senior leadership and they are all green coded, “It’s fantastic! I think we are happy to lose billions of dollars every year! ,

What they needed to do should change the communication style and do not punish those who told the truth. You can work in this story (I will encourage you to do research for yourself) but I am sure you can also work in the element that says, “And I create an environment where my leadership and even some employees feel like they can come and give me bad news. I am not talking about squabals within the organization, but I am talking about the difficult messages that never listen to leadership and need to bring them into attention. I create an atmosphere where people will come to me to tell me good news with bad news. ,

Ⓒ The Big Game Hunter, Ink., Ashville, Nekan 2020

https://www.youtube.com/watch?v=rmounxkdta4

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