Not Just Another Survey

A little over a week ago, I was sitting at my computer and received an e mail that got my attention.  It came with the tag line “Survey”.  Oh no, I thought to myself, not another “Am I satisfied” questionnaire. 

But I was wrong.  This Survey wasn’t anything like what I expected.  I’m not sure why I got this exactly, but I thought that the questions were so good (and challenging) that I would offer my two cents in response.  Both are included below for your enjoyment.  Whether you agree or disagree, I hope that they at least make you think a bit.  Enjoy!

1)       What is the most important trait/characteristic you look for when you are interviewing someone?  (Any position) If I had to identify just one, I would say likeability.  Without that I’m going to have a problem.

2)       Being in the service industry where customer service is essential to the success of your business, what do you look for when filling those positions? Likeability, ability to work autonomously to decide what’s best without asking, someone who is comfortable putting themselves in someone else’s shoes, someone who is not a “not my job” kind of person.

3)       Which motivation do you feel is more effective: the drive or desire to make money or the fact that someone gets personal satisfaction from doing a good job?  Great question.  There’s no doubt that this trips up most people.  In my opinion, the answer is neither. The desire for money first (for example you need it in order to be “motivated”) is almost always the wrong way to think.  It fosters entitlement thinking rather than value creating thinking which is what in fact leads to money.  Likewise, I’m not convinced that “personal satisfaction” alone is enough either.  People can feel satisfied that they are “doing a good job” yet be the only one who actually thinks that.  I believe that the key to motivation is to have an understanding of where you are and where you want to be.  It has to come form inside a person, not outside.  Realizing that where you want to be is possible, but will probably take different behaviors and thinking to get there.  And finally, creating a plan along with goals necessary to start the journey toward what you want.  If a person does this, they accomplish two important things.  First, they realize that the world reacts to value and that they can increase their value with the work they do (not the time they spend).  Second, it entrusts in a person something that too many of us give away to “someone” else; the responsibility for who and what we are.

4)       When you hire someone that you feel has potential and you invest time and money into trying to develop or help that person grow into what you feel they can be, when do you give up?  When they do. Would you keep that person on staff in a different capacity?  If they didn’t give up but simply didn’t have what was being asked (my fault).

5)       What do you think makes a good Manager? A good manager is someone who can get things done without being an ass.  A good leader gets people to think about what’s possible, encourages them to pursue what’s possible, gives them a few of tools they will need and then gets the hell out of the way. 

6)       Do you think companies should have wage incentives or competitions in the “backstage” area of their business? Yes, provided that the incentives support the overall company mission rather than creating divisiveness. If yes, do you think this will improve teamwork or destroy it? If its done right, it can’t possibly destroy teamwork.  The trick is what’s right.  It’s not as easy as it looks.

7)       Are you wondering when I’m going to stop asking questions? Well, you can stop wondering. This was the last one.