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Listen to your customer !~Listen ! Listen ! Listen !
11 Sept 2017
There is probably one part of the product management job we can all agree is the hardest – people. People are unpredictable, have strong opinions and unconscious biases, and many people in your organisation have more power than you, yet are wrong just as often. In this illuminating talk from Mind the Product San Francisco 2017 Janna Bastow, Co-Founder of Mind the Product and Co-Founder and CEO of ProdPad, shares her own stories of dealing with people, and how she handles the toughest part of the job.
This 2006 CNBC Originals documentary features an inside look at one of the world’s largest airlines. This documentary takes you behind closed doors and shows exclusive content about what goes into running one of the world’s largest airlines.
We all have toxic tendencies, some of us more than others. That goes for employees, interns, managers — and bosses. Being toxic can mean many things, but it’s ultimately a behavior that poisons the environment and those around you (metaphorically, of course). It’s detrimental to employee morale, company culture, relationships in business, and can even take down a company if not addressed.
Think you might be working for a toxic boss? Here are some of the biggest red flags he or she might be waving in your face.
Warning Signs of a Toxic Boss
1. Passive Aggressive
Being passive aggressive is a staple for toxic people. But when your boss has this trait it’s even worse. Maybe they leave “helpful” signs in the break room reminding everyone to not heat up some monstrosity of a tuna-egg salad sandwich for lunch. Everyone knows the boss is targeting the one employee who eats that particular sandwich. But instead of going directly to the source, your boss publicly shames them without confronting them privately.
2. Micro Managing
Unfortunately, sometimes bosses are genuinely trying to be helpful when they micro manage every aspect of the company (or a particular employee’s duties). However, what they’re really saying, and perhaps thinking, is that nobody can possibly do as great a job as them. They’re also letting employees know that they don’t trust them and don’t think they’re capable of the task at hand.
3. You’re Supposed to be a Mind Reader
A boss is supposed to be a leader and leaders are clear communicators. If your boss consistently fails to provide directions, feedback, and encourage you to ask questions, they’re not trusting you. They’re expecting you to read their minds. Do they get frustrated or angry when you don’t deliver because you didn’t guess their wishes correctly? That’s a tell tale sign of a boss who wishes they managed a carnival with psychics instead of an office.
4. There’s a Boss’ Pet
You’ve realized by now that adult life sometimes isn’t that different than elementary school. Some teachers have teacher’s pets, and some bosses have boss’ pets. If your boss clearly favors one or some employees over others, going to lunches only with them, gossiping with them, bringing them little trinkets (even if it’s the occasional “bad coffee” from the break room), or is Facebook friends with them and no other employee, you have a problem. Being their favorite doesn’t mean much when it’s just about who’s sitting next to the head honcho at the meeting. But it’s huge when it comes to promotions and layoffs.
5. Moods Strike at Random
Bosses are human, too, and in rare cases you just can’t help to bring your personal life into the office (i.e. the day your boss files divorce papers, it makes sense if they’re a little quieter or bluer than normal). However, if you can never tell if they’ll be up, down, mad, elated, or anything in between, it’s like spending eight or more hours per day playing Russian roulette. It’s exhausting, and for some employees might even be terrifying.
6. Gossip is Spilling from Them
Office gossip is bound to happen, especially in smaller environments. However, it’s your boss’ job to lead by example (and in extreme cases address the gossiping of others). If your boss talks negatively about any of his or her colleagues or employees, that’s a deadly sign. Gossip can destroy a company from the inside out, and when the boss is partaking (or leading!) it, it’s only a matter of time before an implosion.
7. There are Benefits “Just for the Boss”
Of course your boss probably has benefits on the up and up that others don’t enjoy, like a higher salary. However, bosses are also in the position to take advantage of where they stand. Do they regularly come in late, leave early, take long lunches, not follow the dress code (while enforcing it on others), or use company property for personal use? If they were an employee they would be written up or fired.
8. You’re their Dump Receptacle
We all need to unload from time to time. Still, it’s the role of a boss to not “use” their employees in any capacity, including as a sounding board. If you know about your boss’ love life, hangover or intimate details about a business deal that you shouldn’t be privy to, your boss is using you as a makeshift therapist. That’s great for their stress levels, but it’s being transferred to you and it’s completely unprofessional.
9. Guilt Trip, Anyone?
Some guilt trips are passive aggressive, but not all passive aggressive behavior includes a guilt trip. If your boss tries to make you feel guilty for things you shouldn’t, such as working overtime and not getting paid for it (illegal), or not performing a task “the same way Jane used to” (but the results and quality are the same) — you’re in for a long work life of feeling subpar.
With a toxic boss, your workplace is toxic and it’s only a matter of time before that toxicity begins to seep into your work and personal life.
Depending on your unique situation, you might be able to take action. It’s often dangerous to approach a toxic boss yourself, since their position of authority also puts them in a position to control your job security. If you have an HR department, discuss your concerns with them. They are bound by confidentiality agreements and their job is to help you and ensure an efficient, safe environment.
Sadly, in many cases there’s no correcting a toxic boss.
These behaviors are usually either part of a person’s character or have been practiced and honed for so many years that it’s second nature. What you do have control over is how you handle external toxicity. Consider where it stems from, remember that it’s not your fault, and make a conscious decision of how to best respond to negate that toxicity as much as possible.
For any business, interviews are an important part of the hiring process. Small business owners can make the most of interview opportunities by considering good interview questions to ask far in advance of the actual meeting. In addition, it’s necessary to consider what types of responses to look for and think about how you will evaluate candidates’ answers.
Five Good Interview Questions to Ask
The following are five good interview questions to ask of prospective employees:
“What interests you about this job, and what skills and strengths can you bring to it?” Nothing tricky here, but it’s a good interview question to ask all the same. Note that the question is not “What are your skills and strengths?” but “What skills and strengths can you bring to the job?” The answer is yet another way to gauge how much interest applicants have in the job and how well prepared they are for the interview. Stronger candidates should be able to correlate their skills with specific job requirements. (E.g., “I think my experience as a foreign correspondent will be of great help in marketing products to overseas customers.”) They will answer the question in the context of contributions they can make to the company.
“In a way that anyone could understand, can you describe a professional achievement that you are proud of?” This is an especially good interview question to ask when you’re hiring for a technical position, such as an IT manager or tax accountant. The answer shows the applicants’ ability to explain what they did so that anyone can understand. Do they avoid jargon in their description? Do they get their points across clearly? Failure to do so may be a sign that the individuals can’t step out of their “world” sufficiently to work with people in other departments, which is a growing necessity in many organizations today.
“How have you changed the nature of your current job?” A convincing answer here shows adaptability and a willingness to take the bull by the horns, if necessary. An individual who chose to do a job differently from other people also shows creativity and resourcefulness. The question gives candidates a chance to talk about such contributions as efficiencies they brought about or cost savings they achieved. If candidates say they didn’t change the nature of the job, that response can tell you something as well.
“What sort of work environment do you prefer? What brings out your best performance?” Probe for specifics. You want to find out whether this person is going to fit into your company. If your corporate culture is collegial and team-centered, you don’t want someone who answers, “I like to be left alone to do my work.” You also may uncover unrealistic expectations or potential future clashes. (“My plan is to spend a couple of months in the mailroom and then apply for the presidency of the company.”) People rarely, if ever, work at their best in all situations. Candidates who say otherwise aren’t being honest with themselves or you.
“I see that you’ve been unemployed for the past months. Why did you leave your last job, and what have you been doing since then?” This question is important, but don’t let it seem accusatory. Especially in challenging economic times, it isn’t unusual for highly competent people to find themselves unemployed through no fault of their own and unable to prevent gaps in their employment history. Pursuing the issue in a neutral, diplomatic way is important. Try to get specific, factual answers that you can verify later. Candidates with a spotty employment history, at the very least, ought to be able to account for all extended periods of unemployment and to demonstrate whether they used that time productively – getting an advanced degree, for example.
Reviewing these five good interview questions to ask will help you prepare for the interview process. Brainstorm others and browse our other tips on interviewing to conduct a successful meeting.
It’s not unusual for hiring managers to meet job seekers who present interview challenges. But just because someone is a bad interview doesn’t mean the meeting is a waste of time. Following are examples of hard-to-interview personality types and advice to help small business owners elicit the information they need to evaluate candidates effectively. Use the tips below to turn bad interviews around – and potentially uncover a diamond in the rough.
The Clam.
As you might assume, this type of candidate isn’t much of a conversationalist. Yes, her resume is impressive, but you feel like you have to pry information out of the applicant. Although you may be tempted to fill the void with more questions, asked in ever-faster succession, try slowing the pace of the interview instead. The candidate may simply be shy and need more time to warm up to speak at length. Don’t worry, it’s possible to get past this bad interview and actually get to know the candidate. Just be sure that the questions you’re asking are sufficiently open-ended and designed to prompt more than one-sentence replies.
The Motormouth.
This job hopeful is the polar opposite of The Clam. His bad interview habit is to elaborate at length in response to questions. Like quiet applicants, those who are overly talkative may suffer from interview anxiety, only it manifests itself in a tsunami of words and possibly a nervous tic of some sort, such as foot tapping. Try not to accelerate your speech in response, as if you’re expecting to be cut off. Rather, be deliberate and calm when you speak. The candidate may pick up on your cue and downshift his delivery a bit. On the other hand, if the candidate seems incapable of engaging in conversational give-and-take, it could be a sign that he’s either not very perceptive or someone who is more interested in talking than listening.
The Sensitive Type.
This applicant seems to internalize her work to an extreme. In discussing her current position, you get the impression that she takes suggestions or procedural changes personally, as if they were a judgment against her competence. It could be that she’s simply a perfectionist who feels disappointed by any less-than-glowing feedback. On the other hand, she may be someone who has an overly fragile or inflated ego. When bad interviews like this come around, delve further to determine if difficulty taking direction is the issue.
The Smooth Talker.
On the surface, this person may seem like the dream candidate. He makes a strong first impression and goes on to answer every question just right – in fact, his answers sound like carefully scripted talking points. The best approach for dealing with this candidate type is to depart from more predictable interview questions and throw a few curveballs. For instance, you might ask, “Tell me about a challenge you faced at work that you weren’t able to overcome and why?” By challenging The Smooth Talker to veer from well-rehearsed answers, you should be able to gain a better sense of his personality and how he would fit in with your firm.
Bad Interviews Aren’t a Dead End
It’s not surprising that some job seekers find interviews highly stressful and have difficulty relaxing and letting their real personalities come through. They recognize that there’s a lot on the line during these brief meetings. When you find yourself in the midst of a bad interview, try to make the candidate feel comfortable enough to reveal what he or she would be like as an employee. Just as you wouldn’t want to hire someone on the basis of a single factor, you also don’t want to eliminate the person too hastily because of a less-than-ideal interview demeanor.
As a business owner or member of a small business charged with managing the firm’s personnel, one of your jobs is to focus on the practices and policies that directly affect the welfare and morale of your organization’s most important asset: its employees. It’s up to you to help your firm strike the optimal balance between the strategic needs of your business and the basic needs of your staff.
The way you manage your employees can make all the difference in your ability
to differentiate your company from the competition.
But finding and keeping top talent can be a challenging task. As business has become more complex, so has the human resources function, now encompassing everything from assessing staffing needs more strategically to launching effective training initiatives, interpreting federal and state codes, and implementing policies and benefits that safeguard workers while protecting company interests. And the stakes are high. The legal and economic consequences of a major HR function misstep can be enormous.
Managers and business owners with teams that consistently delight customers and generate revenue for the firm aren’t difficult to spot. They are the ones who thoroughly understand the company’s most important needs, know how to attract the best people and are intent on improving their work environment so their employees feel free to draw on all of their competencies. In short, they’re good at managing the human resources function.
The HR Function: Traditional Vs. Today
Every company – regardless of size, location or purpose – must deal with HR issues in a way that’s best suited to its needs and situation. If you own a small business, you probably function as your own HR manager – that is, you personally oversee and conduct each classic HR function for your company: You recruit and hire, you set up compensation and benefits packages, and you write paychecks and keep appropriate records.
The chances are good, too, that you’re the person responsible for training and developing the people you hire. And although you may not need to publish a company newsletter to inform staff about what’s going on in the company, you probably make a point to keep them in the loop.
Larger companies have entire HR departments and typically employ specialists in areas such as benefits administration or 401(k) retirement plans. But smaller business owners who don’t have the resources for such specialization must ensure that they are solid generalists – that is, they possess skills in several areas of the human resources function rather than one particular specialty.
The HR function, in general, has undergone enormous changes in the past 20 years. Some companies still take a highly structured, largely centralized approach to HR management. The majority of companies today, however, take a far more decentralized approach, with HR practitioners and line managers working cooperatively to develop and implement policies and programs.
If your candidate outreach has been successful, you’ll soon start to receive resumes. As you begin the evaluation process, keep in mind that the most skilled candidates are those most likely to be in the running for positions with other companies. An inefficient or unnecessarily long hiring process can result in the loss of your top choice to another opportunity.
Your goal shouldn’t be to simply reduce the time you spend on the evaluation process but to also make sure that its most time-consuming aspects, such as interviews, are expended only on the best candidates. The more quickly you can reach the strongest professionals for the job, the greater your ability to add productive members to your team.
No set rules exist for the evaluation process other than common sense. The important thing for small businesses is to have some kind of system or protocol in place before resumes begin to arrive.
The evaluation process should include a set of hard criteria to use as the basis of your decisions. Otherwise, there’s a good chance you’ll end up making choices based on factors that may have no bearing on desired work performance. You need to keep in mind the following three key questions at all times:
What are the prerequisites for the position? These should track with the qualifications listed in the job description, assuming the description is targeted and carefully thought out. What are the special requirements in your organization, such as certifications or special education? If you own a public accounting firm, for example, you would most likely consider only applicants with a valid CPA credential.
What qualifications and attributes are critical to high performance in this particular position? If your business depends on telemarketing, for instance, some people will be better than others at engaging the interest of the people they call. What attributes make them more effective? One is certainly their ability to not let repeated rejections wear down their spirits. Identify those attributes that you feel will produce superior performance in functions critical to your small business’s competitive strength and look for these attributes in prospective employees. If you haven’t answered these three questions, you’re not ready to start the applicant evaluation process.
Here’s a basic overview of the evaluation process when reviewing resumes:
Scan resumes first for basic qualifications. If you do a good job of communicating the job’s qualifications to your recruiter or in your posting, you shouldn’t get too many responses from unqualified candidates. Keep in mind, however, that some applicants apply to virtually any job opening, whether they have the requisite skills or not. For example, if you’re seeking to hire a medical technician who will be working on equipment that requires a license, eliminate applicants without this license.
Look for more specific criteria. After you eliminate unqualified candidates, focus on more specific hiring criteria, such as strong organizational skills, supervisory experience or a good driving record.
Set up a process to identify top candidates. At this point, you probably want to separate the wheat from the chaff, which means establishing a separate file for each of the applicants who pass the initial evaluation.
Narrow your list further. Your next move depends on how many applicants remain. If you have only a few, you may want to invite them all to come in for an interview. If you have more applicants than you can handle, consider adding yet another level. Many hiring managers find that a phone conversation is very helpful.
In a world where we’re constantly rushing around: We all know that life isn’t that simple and that throughout our journey in life we might face numerous challenges, problems and setbacks.
The difference between people who succeed in life and those who don’t is their ability to face life challenges correctly and not the absence of challenges.
NLP Centre of Excellence UK
NLP Centre of Excellence 26 Woodford Road, Poynton, Stockport. SK12- 1DY
NLP Centre of Excellence is an approved centre for delivering ILM and NCFE Qualifications
From fine-tuning your business for peak performance, to overcoming personal barriers that stand in the way of you achieving greater success, the Breakthrough Coach seminar could be the launch pad to blaze a path to success.
NLP Centre of Excellence UK
NLP Centre of Excellence
26 Woodford Road, Poynton, Stockport. SK12- 1DY
NLP Centre of Excellence is an approved centre for delivering ILM and NCFE Qualifications
“Thank you for the opportunity to be interviewed for this position today. The skills and qualities I have are all a match for the job description. I am a strong communicator, I have experience of working closely as part of a team, I always take ownership of difficult challenges, and because I am a fast learner, I will be able to quickly add value to your team. I have lots of experience working in roles where the need to take care of customers was the priority and my academic qualifications are suited to this position and industry. I have a strong track record of achievement. In my last role for example, I worked as part of a team that helped the company win a lucrative sales contract and I often received praise from my manager for coming up with ideas to help the business grow. I am the type of employee that will be flexible to help your business when needed, I will embrace change with a positive mindset, and I will always take responsibility for my ongoing professional development.”
“There are two achievements that I am particularly proud of. The first significant achievement is helping my last employer win an important sales contract. This contract helped the company to increase sales by 17%, and it was a great achievement because the team I was a part of worked tirelessly together to put forward the best proposal. The second significant achievement I am proud of is my family. I have a brilliant partner and daughter who I am very proud of. We are all very happy together and healthy and I see this as a really good achievement because if your family are happy and secure, everything else fits into place.”
“My name is Richard and I am a hard worker, a good team worker, and someone who enjoys my work.”
Please do not use that answer when responding to the interview question, tell me about yourself! And do not use this answer either:
“My name is Richard and I believe I have the skills and qualities to do a good job for your company in this position. Outside of work, I enjoy keeping fit and I also like reading books.”
So, there are two really poor answers to the interview question, tell me about yourself, but how do you answer it to make sure you pass your job interview?
In this tutorial, I will cover the following 4 things to help you pass your interview:
1. I will explain why it is so important to give a brilliant and confident answer to the interview question: tell me about yourself.
2. I will give you THE PERFECT STRUCTURE TO USE, an easy-to-remember structure, for answering the question tell me about yourself.
3. I will then give you a brilliant answer in a live interview to help you pass your interview.
4. I will tell you where you can download my 12 brilliant, unique answers to the interview question tell me about yourself. These answers are suitable for all job roles!
To begin with, why it is so important to give a brilliant and confident answer to the interview question tell me about yourself? First impressions are everything! If you give a weak answer that lacks quality and confidence the hiring manager is going to be put off from hiring you early on in the interview.
Tell me about yourself will be the first question you must answer, so it is imperative you practice your response before you attend your interview.
So, how do you STRUCTURE your answer to the interview question tell me about yourself to gain the highest scores achievable?
Use the S.E.A.T format.
S.E.A.T stands for Skills and qualities, Experience and or Educational qualifications, Achievements you have gained in your life so far, and the Type of person you will be for their company.
So, when the interviewer asks you the interview question, tell me about yourself, you start your answer, and you:
Tell them the SKILLS & QUALITIES you have that match the job you are applying for.
You then outline any previous EXPERIENCE you have, or if this is your first job, the EDUCATIONAL QUALIFICATIONS you have gained.
You then talk briefly about any ACHIEVEMENTS you have gained in either your work or personal life.
Then finally, tell the interviewer the TYPE OF PERSON YOU WILL BE in the role for their company.
S.E.A.T is such a great structure to use when answering the interview question, tell me about yourself because when you are sitting down in the interview SEAT you can easily remember it!
13 Sept 2019
How to Introduce Yourself in English and answer the question Tell Me Something About Yourself in a job interview, with other Job Interview Tips and strategies of how to introduce yourself in English, how to introduce yourself in interview. This is a self-introduction video with several interview tips in English and interview tips for freshers. A simple 10-step process to help you introduce yourself in a job interview and answer the question ‘tell me something about yourself’
4 Jul 2021
JOB INTRODUCTION TUTORIAL:
Essential tips for how to introduce yourself properly in your job interview.
I will tell you the 3 simple things you MUST include in your job interview introduction!
Scripted job interview introduction that you can learn that’s guaranteed to get your interview off to a flying start!
3 USEFUL JOB INTERVIEW TIPS TO GET OFF TO A POSITIVE START! Remember – the first few seconds of your job interview are where the interviewer will form an impression of you.
How you act and what you say are likely to significantly influence the outcome of the interview.
JOB INTERVIEW TIP #1
Get to the interview venue with plenty of time to spare. This helps you to relax.
Read over your introduction whilst you wait for the interview to start.
JOB INTERVIEW TIP #2
Dress professionally for your interview.
If you don’t make an effort in your appearance, the interviewer will not take you seriously.
JOB INTERVIEW TIP #3
Have good posture.
Always smile.
Demonstrate good manners.
REMEMBER –POSTURE, SMILE & MANNERS!
When you first meet the interviewer, say this:
“Hello, pleased to meet you. My name is Richard and I am here for the interview today. Thank you.”
If the interview is face-to-face, don’t sit down in the interview chair until invited to do so.
THE INTERVIEWER WILL THEN SAY SOMETHING LIKE:
“WELCOME TO THE INTERVIEW, PLEASE INTRODUCE YOURSELF.”
Or they might say…
“TELL ME ABOUT YOURSELF.”
THE 4 THINGS TO INCLUDE IN A JOB INTERVIEW INTRODUCTION:
1. The SKILLS And Qualities You Have.
2. Any EXPERIENCE Or Qualifications You Possess.
3. Any significant ACHIEVEMENTS in your life to date.
4. The TYPE Of Person You Are.
8 Apr 2021
Learn how to talk in English during your job interview . Learn some common questions and answers with examples . Job interview in English | Job interview questions and answers .
Tell me about yourself – job interview question. Good/bad answers. How to interview: questions & tips
“Tell me about yourself” job interview question is one of the Tough Interview Questions. Is there a good answer to the Tell me about yourself question? Are there many good answers to the job questions like that?
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