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Questions to Assess Taking Actions Toward One’s Purpose Q: How did you decide on your chosen field of endeavor, college major, or line of work? • What influenced you? • What actions did you take to end up in this field? Q: What do you like about your chosen field? • What do you dislike? Q: What actions have you taken related to your career that you are pleased you took? • What pleases you about your actions? Q: Have you ever pursued a career-related goal, perhaps a credential or a specific job, only to discover that when you achieved your goal you were disappointed? • Tell me about that. KEY POINTS TO CONSIDER WHEN ASSESSING ANSWERS Interviewers or hiring managers should ask candidates to give them evidence of deliberate actions leading to specific goals or job paths. In particular, look for evidence of when candidates took actions toward something they found desirable. We recognize that sometimes people simply “fall into” the ideal life path. But once on the ideal path, what actions does the person take to advance on this path? As the interviewer looks for signs of intrinsic motivation toward work, she gains a deeper understanding of the candidate’s willingness to pursue interests and goals. The interviewer also discovers what the candidate likes and dislikes. One candidate indicated that he was leaving a particular job because he didn’t enjoy it; yet, he was applying for essentially the same type of work. Something seemed amiss, so the interviewer pressed for more details. It turns out that the candidate was asked to leave his job. We recognize that sometimes people perform jobs just for the money. Jobs sometimes serve as a means to an end, while true fulfillment takes place elsewhere in life. Depending on the candidate’s situa- 134 THE EQ INTERVIEW tion, he may not be seeking an ideal job. However, often the candidate can provide evidence of taking action toward his purpose. One candidate applying for a night-turn production job provided a good example. When asked “What actions have you taken toward your career that you were pleased you took?” the candidate answered, “I’m taking one right now by applying for this job. With this job, I’ll be working night turn, and that will enable me to take classes during the day and finish my degree.” What about the hoards of people who feel stuck in fields they don’t particularly like, but stay because of good pay or convenient hours, or some other personal reason? Should they all be written off at this stage of the interview process? No. The entire interview process looks for the best candidate for the job on many different levels. These questions simply help to determine potential fit and satisfaction. The interviewer or hiring manager may find that these questions better serve some jobs and not others. Alternatively, the interviewer may ask some general questions to determine fit. When given the opportunity, interviewers or hiring managers who hire for skill and fit serve the organization better in the long run. Competency 3: Authenticity When people’s motives, actions, intentions, values, and purpose are aligned, they appear authentic or transparent. In other words, what you see is what you get. No hidden agendas or Machiavellian tendencies emerge when one deals with authentic people. In the workplace, authenticity leads to a high level of trust, which engenders loyalty and honesty. When interacting with people who display authentic behaviors, we feel safe to disclose the truth and to be open about issues, concerns, and problems. Authenticity dissuades yes-people. That makes authenticity quite a desired quality, especially in positions of leadership. Companies who build this mutual sense of respect and trust experience more success. One study of comparable companies in the UK engineering industry stated that companies who build trust were 19 percent more likely to be winning companies in terms of bottom-line worth.5 Sometimes authenticity is as simple as honoring commitments and promises. Leaders who make promises they don’t keep violate trust. MASTERY OF PURPOSE AND VISION 135 Leading effectively requires consistency not only in purpose, but also in follow-through.6 Leaders must constantly be asking themselves, “What commitments have I made to this person?” and “How well am I doing in meeting those commitments?” Honoring commitments extends to all employees. Peers, coworkers, customers, and patients also expect us to honor our commitments. Authenticity aligns what we say with what we deliver. The interviewing process can test this quality by uncovering evidence that the candidate does or does not deliver on promises. Sometimes, lack of authenticity comes from conflicted values or goals, not because a person deliberately intends to deceive. When a person’s values or goals conflict with the operating values of a particular organization, that person may not appear transparent or open. Why? Because he tries to fit into an organizational culture foreign to his belief system and must constantly monitor his actions. He can’t just be himself. Therefore, the organizational fit may be wrong. According to a survey in which employees were asked how strongly they agreed or disagreed with the statement “On my job, I sometimes have to do things that go against my conscience,” 20 percent of employees said that they somewhat or strongly agreed.7 Acting against one’s belief system creates a schism in authenticity. On the contrary, when people feel congruence between their individual values and goals and those of the organization, they will be more embedded in the organization.8 When evaluating a candidate for a leadership position, the interviewer or hiring manager gains valuable insight by determining how well the candidate fits with the organization’s cultural values. India’s highly successful B. Sathyaseeian describes it thus: “A good leader must have clarity of values. He must know what is most valuable to his life, something that he well never trade off.”9 Consider the following: Laura is known as the “queen of spin.” Her technical skills and productivity are unsurpassed. However, Laura’s peers view her as manipulative. They say she spins information to suit the situation and often seems to have hidden agendas. Ignatius believes that leaders should demonstrate heart. He believes that setting clear expectations, then demonstrating caring and empathy, produce the best results with employees. However, he’s working in a company where the operating manifesto is “kick butt 136 THE EQ INTERVIEW and take names.” On more than one occasion, Ignatius received negative feedback from his superiors about his “soft” methods. Now Ignatius guards what he says and does. His attempts to be nice on the sly produce a distrustful atmosphere with his bosses. Ignatius feels daily tension as he interacts with both his bosses and his employees. Questions to Assess Authenticity Q: Describe a situation where you found yourself in a values conflict. • What did you do? Q: Tell me about a situation at work where you felt that you had to compromise your beliefs or values. Q: Describe a time when you felt very strongly about something that happened at work—something you considered to be an affront to your values. • What did you do? Q: Tell me how you gain people’s trust. • What do you do? • What actions did you take? Q: Tell me about a time when you lost someone’s trust. Q: Describe how you know you have honored the commitments that you’ve made to others. Q: Tell me about a time when you failed to honor a commitment. Q: Has there ever been a time when you promised something at work and were unable to deliver it? • How did you feel about that? Q: Tell me about a time when you did less than your fair share at work or you got out of a difficult assignment. • How did you feel about that? MASTERY OF PURPOSE AND VISION 137 KEY POINTS TO CONSIDER WHEN ASSESSING ANSWERS The questions about values conflicts and compromised beliefs produce useful data. As the interviewer, you’ll want to listen to the candidate’s willingness to tell you the truth. Sure, everyone wants to present himself as a team player, but what is the candidate willing to disclose? Generally, people who feel strongly about their values can give an example. The interviewer must refrain from judging the candidate’s values. Remember, the intention of these questions is to determine whether the candidate will fit in the hiring organization. When candidates discuss how they gain trust, look for specific actions or behaviors. People skilled at building trust do so by developing relationships, listening to others, responding with empathy, genuinely soliciting input from others, and, of course, contributing fairly. Fair and equal contributions at work, measured by following through with promised and assigned work and honoring commitments, lead to workplace trust.10 Most candidates find the question “Tell me about a time when you lost someone’s trust” more challenging. Candidates also find “Tell me about a time when you did less than your fair share” difficult to answer. The interviewer may have to prime the candidate to disclose this information. However, if a candidate provides an answer, follow up with “How did you feel about that?” One candidate stated that he felt really lucky to get out of some difficult assignments. When the interviewer probed, she was told, “I don’t really care to learn something that I’m probably never going to do again.” That answer may be truthful, so you have to be grateful that the candidate was honest. But if the job for which you’re interviewing candidates requires the candidate to learn new things that he may not use on a daily basis, fit becomes the issue. If manipulation and deceit are a candidate’s strong points, it’s unlikely that these questions will prove useful. We’ve devoted Chapter 10 to discussing this problem. 138 THE EQ INTERVIEW FIGURE 9.1 Mastery of Purpose and Vision at a Glance PROS CONS Understanding Purpose and Values • Can articulate the type of work that he enjoys • Describes work that is not suitable or inspiring • Gives examples of work that is aligned with his interests and values • Cannot produce examples of work that he enjoys • Work path indicates bouncing among various jobs with no satisfaction • Dismisses work as something that must be tolerated Takes Actions Toward Purpose • Gives examples of actions she has taken toward a career or job goal • Shows deliberate pursuit of a path or action • Indicates discovering desirable work through conscious choice • Cannot give specific actions taken to arrive at or further a desired career path • Indicates a feeling of powerlessness over work and career • Describes a job that she dislikes, yet she is applying for a very similar position Authenticity • Gives examples of values conflicts and how he resolved them • Gives examples of steps he takes to builds trust with others • Gives examples of honoring commitments made to others • Compromises values to fit into an organization or position • Is unable to give specific examples of steps taken to build trust • Reflects with little remorse or regret over commitments not made (continued) MASTERY OF PURPOSE AND VISION 139 FIGURE 9.1 Continued PROS • Makes statements that match a sense of reality; statements in the interview seem to match and align; words and actions in the interview and in the behavioral examples are congruent CONS • Gives answers in the interview that do not align; inconsistencies in presentation, examples, and behaviors do not create a consistent picture of the candidate Endnotes 1. Adele B. Lynn, The EQ Difference (New York: AMACOM, 2005). 2. Mihaly Csikszentmihalyi, Flow: The Psychology of Optimal Experience (New York: HarperCollins, 1990). 3. Thomas Sy, Susanna Tram, and Linda A. O’Hara, “Relation of Employee and Manager Emotional Intelligence to Job Satisfaction and Performance,” Journal of Vocational Behavior 68, 3 (June 2006): 461. 4. Richard J. Leider, Power of Purpose (San Francisco: Berrett-Koehler Publishers, 1997). 5. “Upfront; Profits Get Personal,” New Zealand Management (October 2005): 11. 6. Andrew N. Garman, Kristine D. Fitz, and Maria M. Fraser, “Communication and Relationship Management,” Journal of Healthcare Management 51, 5 (September–October 2006): 291. 7. Ellen Galinsky, “The Changing Landscape of Work,” Generations (Spring 2007): 7. 8. Nancy Gardner, “Should I Stay or Should I Go? What Makes Employees Voluntarily Leave or Keep Their Jobs,” University of Washington Office of News and Information, August 6, 2007, http://uwnews.washington .edu/ni/article.asp?articleID=31234. 9. “Competence at Work Is a Function of Knowledge, Skill,” Businessline (March 23, 2007): 1. 10. Adele Lynn, In Search of Honor (Belle Vernon, PA: BajonHouse, 1998). 140 THE EQ INTERVIEW CHAPTER 10 The EQ Fraud and Other Warning Signs W hen considered as a whole, the employment process should paint an overall picture of the candidate. Neither the interview alone, nor certainly one question, should be used as the basis of hiring or rejecting a candidate. Rather, the interviewer or hiring manager should consider all facets of the employment process, from the initial resume and application to the final thank-you note (or lack of one). Ultimately, the interviewer or hiring manager receives an overall impression, hopefully supported by facts uncovered during the process. Those facts come from a variety of sources, which could include the following: resume, reference checking, background checks, credential checking, testing, and the behavior-based interview. Each step uncovers clues or hints that serve to confirm or deny the candidate’s suitability for the position. And each step is fraught with warning signs and cautions. For example, according to a survey by HireRight, an Internet company that checked out the resumes of more than two hundred thousand applicants, 80 percent of all resumes are misleading. The survey said that 20 percent listed fraudulent degrees, 30 percent altered employment dates, 40 percent inflated salaries, 30 percent contained inaccurate job descriptions, 25 percent said that they worked at companies that no longer exist, and 25 percent gave falsified references.1 Other studies have indicated that anywhere from 25 to 40 percent of candidates have some misrepresentation or inaccuracy on their resumes.2 Safe practice requires fact checking of some sort during the employment process. Employers can access many ex- 141 cellent sources that provide information on how to verify facts and check credentials. Employers also can hire reputable firms to provide verification services. However, generally the interviewer or hiring manager sits in the only position to make judgments about what he hears and sees in the interview process. If you use a recruiting firm, that firm would serve as another layer of screening that could be helpful, but ultimately, the hiring manager determines whether the candidate will be offered the position. Therefore, navigating and interpreting interview responses requires a set of skills that includes listening for answers that indicate how the candidate will behave on the job based on his or her past behavior. The first consideration in the interview is to look for trends or patterns. We’ve already said that one question shouldn’t be the basis of rejecting or hiring a candidate. When interviewing a candidate, however, the interviewer should look for data that form a trend. Trends require the interviewer to take note. Trends can create a positive perception of the candidate’s behavior or a negative perception of his behavior. Either way, spotting trends gives the interviewer useful information. Trends worth considering include the following. All One-Sided: Too Good to Be True As you probably noted from the questions, the interview process seeks a balanced view of the candidate. The questions sometimes ask the candidate to elaborate on positive behaviors. At other times, the questions ask the candidate to discuss situations that didn’t turn out so well. When planning the interview, be sure to select questions that ask for both viewpoints. Alternating between these types of questions allows the interviewer to gain a balanced and realistic view. Most people are not perfect, but nor are they completely flawed, so this process allows the candidate to reveal both strengths and weaknesses based on how he or she addressed real issues in the past. Just asking about positive behaviors or just seeking to uncover negative behaviors lacks the balanced viewpoint needed for proper assessment. One trend worth noting is whether or not the candidate discussed both positive 142 THE EQ INTERVIEW and negative outcomes. If not, you may be left with the impression that the candidate has had only positive outcomes. If the candidate discussed only or mostly positive outcomes and was unable or unwilling to give examples of how she addressed situations that didn’t go so well, that should be of some concern. First, as the interviewer, you should examine your behavior. Did you provide an open forum? Did you explain to the candidate that you are interested in examples of how she behaved when things didn’t go well? Did you encourage the candidate to give you examples? Did you give the candidate ample time to come up with examples? Did you preface or position your questions with an explanation of why you were asking about negative situations? If you conducted the interview well, and the candidate was unable or unwilling to give examples of situations that didn’t go so well, then the candidate may not be forthcoming. She has painted herself as too good to be true. Although every candidate wants to paint a positive picture during an interview, it’s also critical that the candidate share information about her flaws. Emotionally intelligent people know that negative situations provide learning opportunities for future behavior. They can discuss how certain situations, especially ones where they didn’t have a positive outcome, provided an opportunity to learn for future situations. People who are reluctant or unable to provide examples for the interviewer may either lack the self-awareness or be fearful of speaking about past situations that didn’t go very well. Granted, it’s difficult to come up with negative examples of our behavior, especially in a job interview, when we want to put our best foot forward. But most candidates can provide examples if given adequate time. A candidate who provides a balanced view demonstrates good self-awareness and courage. Sometimes candidates clearly present a balanced view of situations. But they still sound too good to be true. Why? Because every negative situation they present somehow turned out to be a sudden epiphany of positive behavior change. Generally, negative situations help us understand our flaws and alert us to a need to change our behavior, but behavior change still requires effort. Emotionally intelligent people don’t just suddenly change their behavior. They struggle with the same constraints as others. They may have a greater under- THE EQ FRAUD AND OTHER WARNING SIGNS 143