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I agree with everything except the getting more information on the interviewer. The only way to do that would be to call other people in the office and to me, that borders on the creepy/desperate. Paying close attention to how the interview begins and the questions they ask will give you enough information to adjust your style. Then asking the interviewer about their leadership and communication styles is a great way to determine your fit for the organization.
By AJ on 2013 05 22
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By herbalpharmacy on 2013 05 22
Trina, thanks for the comment, I think you've got it right. Bill, I bet you got to hear some interesting stories. Side question: Do you think names like "Easy Green" were given to be psychologically "easier" sounding routes?
By David Sneed on 2013 05 22
Great article, Shawna. While it might feel like we tell interviewers these same (practical) bits of advice ad nauseum, it's amazing how often a candidate will ask the interviewer "So, what does your company do..?" and dress like they're headed to a Rockies game as soon as the interview is over.
Thanks for providing the information in such a concise and entertaining way!
By Lida Citroen on 2013 05 22
How do you get more information on the interviewer?
By D Louis on 2013 05 22
Honora, I appreciate your feedback! As executives, and even marketers, it's easy to put priorities in other places. But "story" works best when the people telling it understand and believe in it.
By Carla Johnson on 2013 05 21
Great article Carla! Storytelling is a powerful employee and customer engagement tool. This reminded me that we need to ensure all of our employees are great storytellers! Thank you!
By Honora Roberts on 2013 05 21
An interesting proposition David. My Pop landed beach engineers that morning. Originally tasked to land on Easy Green, enemy fire from a series of defense nests closed Easy Green and they moved to Easy Red. German defense positions included an anti-tank ditch just over the shale wall on Easy Red. German riflemen and machineguns occupied the ditch and raked the top of the shale. What my Pop said about the invasion and what Ambrose's studies showed, that all commands concentrated on landing and getting off the beach. The hedgerow problem caused the greatest surprise. Everyone from highest to lowest assumed the hedgerows were the type found in American and British gardens, proved much more. Mini-fortresses easily defended and farmhouses with a little work also became fortified positions that cost much blood and treasure.
By bill oneill on 2013 05 20
That was my initial reaction also, until I read between the lines through his examples. I chose to hold the principle in this way - As a leader I will not lie to or mislead my people. I will not move forward unless and until I see a real path to success. I will not lead lambs to slaughter. I will take the bulk of the 'worrying' upon myself and keep the collective focus and belief on the vision and desired future, rather than on the obstacles. Removing obstacles is my job. And so on....
By Trina Hoefling on 2013 05 20
This article disturbes me. The premise that it is OK to lie to (or at least decieve) employees to get what is needed is wrong. I would content that if one has to go to those lengths then maybe the idea is not a good one. The reference to the Congress is a perfect demonstration of the problem. I can't imangine you think Congress (either side) is functional today. Maybe it is because they feel that they have to spin everything to such a degree that it is not truthful anymore and the other side has to knock it down. It certainly does not allow the public the ability to sift through the language to determine what is good or not so good. Sorry, I can't agree with your premise.
By tom murphy on 2013 05 20
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