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Why Am I
Interviewing?
I think it is important to learn as much as you can about
everything around you. I truly believe that knowledge is
the key to being essful in life.
—Connie Chung
he first step in interviewing is to ask yourself the question
Tthat serves as title of this chapter—Why am I interviewing?
We interview to learn, to gain knowledge. We need to get
information from another person. It’s an interactive process that
takes a certain skill. That’s the purpose of this book, to help
you develop that skill.
Behavioral Interviewing
The fastest, most accurate method to gain knowledge from
another person and, incidentally, the easiest way for the other
person to give it is a process called behavioral interviewing.
All of the techniques we present in this book will use this
process. (We argued over whether you’d want to learn slower,
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2 Interviewing Techniques for Managers
Interview A meeting at less accurate ways of
which one person obtains interviewing and figured
information from another. we’d skip those!)
A manager may need to interview In behavioral interview-
candidates for employment or volun- ing, we always ask ques-
teer work, his or her direct employ- tions relating to something
ees, peers, current and potential cus- the person has done or
tomers, vendors, and managers in
something that happened
anizations.
to him or her, as opposed
to hypothetical examples.
So, for example, we’d ask, “Tell me what you did when you had
a coworker who didn’t get their part of the project done,” as
opposed to “If a coworker doesn’t get their part of a project
done, what will you do?”
Read the first of the
two questions again: “Tell
Behavioral interviewing me what you did when you
A process that is based on
had a coworker who didn’t
the premise that the most
accurate predictor of future perform- get their par