Recruiting and interviewing during the COVID-19 crisis with the stay-at-home order, remote interviewing has become a requirement, not a luxury. Tech tools for hiring such as Zoom, Skype and Go-to-Meeting, have been a boon to remote job interviews. Seeing the candidate is so much better than just interviewing them by phone. However, remote interviews can be more troublesome than in-person interviews.
We had the opportunity to tap into our network of professionals on both the corporate side (looking to hire the talent) and candidate side (the talent for new opportunities) to get their input and thoughts around new issues and processes that they have encountered – and how to improve the remote interview experience.
From the corporate side:
- You want to show all potential candidates that just because the interview is remote, it is no less professional than if you were to meet face-to-face.
- Introduce your company culture; your candidates might not have the opportunity to see your office and meet your team. Or maybe you don’t even have an office. So make sure candidates don’t miss out on finding out all about you.
- Communicate the interview details when remote interviewing. It is better to over-communicate: this may be your hundredth remote interview, but for the candidate it might be their first and the tools you’re using might be new to them.
From the candidate side:
- Get to know your video platform beforehand. These days, a lot of different video platforms require a myriad of account sign-ups, app downloads, or permissions on your device.
- Don’t just dress for where the camera can see. Professional dress codes are expected in video interviews. The best way to guarantee your confidence and seriousness in the conversation is to dress the part.
- Hiring managers are drawn to candidates that show up curious, so come prepared with a list of questions that will prove you’ve done your research.
- Control your environment. In addition to properly preparing for your job interview, you have the added challenge of preparing the right space within your home for this important meeting. Find a spot in your home that’s quiet, clutter-free, and well-lit. Download any necessary software or updates ahead of time and test the equipment with a friend to ensure your lighting, audio volume, and the positioning of your camera is just right.
We’ve all seen the signs of a floundering first-time CEO: leadership attributes and behaviors we can all agree are not only ineffective but sometimes harmful. Although well-intended, there are four damaging leadership attributes and behaviors first time CEOs often display:
• Over-helping: First time CEOs are often eager to help their new teams gain trust and build relationships. However, this instinct can occasionally turn into over-helping, which often becomes micromanaging or functional leadership.
• Egocentrism: Perhaps born from a fear of failure or insecurity, first-time CEOs often fall into the trap of being driven by their egos. They take on the hero mentality and the accompanying sense of martyrdom.
• Overcapacity: While CEOs should be eager to get involved, they shouldn’t book themselves over capacity. Frequently, first time CEOs try to do so much they become frantic and unavailable. At the worst of times, this devolves into seagull management.
• Ambiguity: At the start of a first time CEO’s tenure, it may seem like the game is moving too fast. As such, the organization may suffer from an unclear vision, strategy and culture. This can manifest in slow or poor decision making and living in ambiguity. Continue reading
by Jared Lafitte
Leadership is not defined by a title or a position, a record of experience or an accumulation of knowledge. That’s why there are many in positions of power who have great expertise and experience, yet are poor leaders.
Leadership is a practice that requires mastery of several key behaviors that transfer vision and motivate action. Like any behavior, they are meant to be learned, practiced, repeated and sharpened. Leadership should be pursued primarily as a set of practices to be developed and not as a position to be attained. When leaders learn to make this distinction between position and practice, they are crossing what I call the leadership threshold: a conceptual line that divides leadership grounded upon expertise, experience and authority (positional leadership) from leadership grounded upon behaviors and practices (behavioral leadership).
One way to nuance this is to say that experience, expertise and authority serve as crucial supplements to leadership, but generally do not themselves create leadership. Like logs in a fireplace, an accumulation of knowledge and experience provides fuel for the fire of leadership, but it is only behaviors such as conviction, communication and influence that provide the spark to set it ablaze. Crossing the leadership threshold means learning to view expertise, experience and authority as supportive but not primary. Continue reading
by Jennifer Petriglieri and Gianpiero Petriglieri
There were many late nights during Thomas’s time at a private equity firm, but two of them really stand out. On the first, he was at a bar. Earlier in the day, his boss had let him know that he was the top performer in his cohort. Over drinks that evening, he struck up a conversation with a partner at a rival firm. “You’re the guy who closed two deals in six months, aren’t you?” the man asked. It was a moment Thomas had dreamed of and worked for since leaving his small town for college, the first in his family, years before.
On the second, he was at his desk, working on a high-profile IPO. He was the only associate on the deal—the kind of assignment reserved for top talent on the firm’s fast track to partnership. Dawn was breaking, and he had no memory of the past six hours, even though his e-mail and phone logs chronicled a busy all-nighter. A neurologist later ran some tests and warned him of the dangers of sleep deprivation. “I would go to bed at five, wake up at seven with palpitations, and go to work,” Thomas recalled. “I never stopped to think that it was wrong. It’s how it works, I told myself. Everyone does it.”
Thomas slowed down briefly after the doctor’s warning but soon came back full throttle. His talent and drive were intact, though somehow he’d lost his sense of purpose. He created an opportunity for the firm to do a $1.3 billion deal, and then surprised his bosses by suddenly quitting. His performance was strong and his prospects bright as ever, but as he put it when we spoke, he had fallen victim to a vicious cycle: “I did not want to step off the fast track, so I could not slow down.” Thomas felt trapped by his firm’s expectations, but his desire to prove deserving of his bosses’ endorsement kept him from challenging the culture or asking for support. He felt both overwhelmed and underutilized, and concluded that this firm was not the right place to realize his leadership ambitions. Continue reading