![]() But they can certainly get the opinions of the people who have been managed by these candidates,” he says. Now, they can’t exactly ask the candidates’ spouses because the current ones will be biased and the former ones will be more biased. “People who select managers have to hear from the people who know the candidates best. In selecting managers, he says the problem is the people doing the choosing have never been married to the candidates or never worked for them. Bush’s fearless decision to invade Iraq didn’t work out so hot. People can have those qualities and still mess up, he notes, reminding us that although courageous decision-making is often cited as a valuable trait George W. Mintzberg, who has collected a legion of such utopian frameworks, says most of the lists are fatally flawed. It lists five qualities, including motivating, building trust and making decisions based on productivity not politics. Gallup’s solution is to be careful in selecting managers since only one in 10 people have the right qualities. ![]() A Chinese proverb says: “He who blames others has a long way to go on his journey. People are flawed, your boss and yourself. Mintzberg offers us a leavening viewpoint: Get a grip. Gallup says we suffer emotionally and physically because of bad managers. But for some it doesn’t happen because they learn to live with each other’s flaws. ![]() For some, divorce even happens more than once – in either sphere. Mintzberg says with tongue trenchantly in cheek that “there are really only two ways to know a person’s flaws: Marry them or work for them.” Gallup’s finding about divorce at work may not be that different from divorce on the home front. If you’re currently at wit’s end over your boss, ponder those possibilities.Īt the core of daily work, are we just struggling to live with each other’s reasonable flaws? Prof. But perhaps their staff were not reasonable and couldn’t find ways to live with those flaws. Perhaps those managers who drive away staff had unreasonable flaws or reasonable flaws not suited to the circumstances. Be sure to include your name, your job title, and a photo of yourself in your email.We are all flawed, a truism we aren’t eager to admit. Want your business advice featured in Instant MBA? Submit your tips to. "If the person is hired, he or she will eventually have to sit across the table from top CMOs and will need to be able to answer the tough questions that come at them, to think on their feet, and to feel confident in their responses," Zwelling concludes. H e also asks tricky questions, h e says, to see how the candidate may perform on the job. Zwelling understands that math isn't everyone's forte, but he wants them to realize that "10 cents is too easy of an answer, and that if it was that easy, I wouldn't be asking it." " They don't have to get the exact right answer, which is a nickel, but I want to see them at least have a thought process behind it. "Some candidates will instantly blurt out 10 cents, which is obviously wrong," he says. ![]() Jeff Zwelling, CEO and cofounder of Convertro, a provider of marketing and advertising measurement, says he often turns to unique, and sometimes tricky, questions during job interviews so that he can get a better sense of who the candidate is.įor example, in the middle of the conversation, he often throws in this curveball math question : A hammer and a nail cost $1.10, and the hammer costs one dollar more than the nail. ![]() That may sound a bit scary - but it's nothing compared to the questions some of these leaders actually ask. ![]()
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