One of the reasons for conducting a job interview is to find and hire the right person for a position. First, the interviewers want to know the answers to these three critical questions.
Are you the right person for the job?
Before your potential employer offers you a job or a position, the interviewer or the hiring manager wants to know if you are the right person for the job. In order words, do you have what it takes to get the job done? Do you have what it takes to be part of this company, this group, or this team? Do you have the right qualifications- knowledge, skills, and others?
Are you ready to do the job?
Just because you meet the requirements to get the job done doesn’t mean you are ready for the job. The interviewers want to make sure that they are hiring the right person who is ready to do the job for which the candidate is hired to do. This is a motivation question. The interviewers want to know: 1) Do you have the motivation to do the job? 2) Is this the job you really want to do? 3) Are you enthusiastic about the job? And, 4) Do you have the right attitude?
What is your level of fitness?
When they talk about fitness, they are not talking about getting in shape, or going for a walk. They are talking about cultural fitness, organizational fitness, person-environment fitness. The interviewer wants to know if you can join their team. If it is the right culture for you, congratulations!
Peter Drucker was a writer, teacher, philosopher, consultant, and was a professor at the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University.
Here are the lessons I learned:
Lesson #1: Self-development
“Self -development of the effective executive is central to the development of the organization, whether it be a business, a government agency, a research laboratory, a hospital, or a military service.”
Lesson #2: Learned Effectiveness
“Organizations are not more effective because they have better people. They have better people because they motivate to self- development through their standards, Through their habits, through their climate.”
Lesson #3: Effectiveness
“Effectiveness is, after all, not a “subject,” but a self-discipline.”
Lesson #4: Decision-Making
“In one way or another almost every knowledge worker in an organization will either have to become a decision-maker himself or will at least have to be able to play an active, an intelligent, and an autonomous part in the decision making process.”
Lesson #5: Decision-Making
“The ability to make effective decisions increasingly determines the ability of every knowledge worker, at least of those in responsible positions, to be effective altogether.”
Lesson #6: Effective Decision
“Executives are not paid for doing things they like to do. They are paid for getting the right things done- most of all in their specific task, the making of effective decisions.”
Lesson #7: Decision-Making
“The effective decision-maker, therefore, organizes disagreement. This protects him against being taken in by the plausible but false or incomplete.”
Lesson #8: Decision-Making
“Disagreement converts the plausible into the right and the right into the good decision.”
Lesson #9: Decision-Making
The effective decision-maker does not start out with the assumption that one proposed course of action is right and that of others must be wrong. Nor does he start out with the assumption, “I am right and he is wrong.” He starts out with the commitment to find out why people disagree.”
Lesson #10: Decision-Making
“A decision is a judgement. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between “almost right” and “probably wrong”- but much more often a choice between two courses of action neither of which is provably more nearly right than the other.”
Lesson #11: Decision-Making
“The understanding that underlies the right decision grows out of the clash and conflict of divergent opinions and out of the serious consideration of competing alternatives.”
Lesson #12: Making The Specialist Effective
Knowledge workers do not produce a “thing.” They produce ideas, information, concepts.”
Lesson #13: Human Relations
“Executives in an organization do not have good human relations because they have a “talent of people.” They have good human relations because they focus on contribution in their own work and in their relationships with others.”
Lesson #14: Time Management
“The executive who records and analyzes his time and then attempts to manage it can determine how much he has for important tasks.”
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