As you can see from the interview that follows, Launer offered plenty of insight and more behind one of our favorite films, including the genesis of the Vinny character, inspirations for the screenplay, his thoughts on the production of the film, and news to us, the proposed My Cousin Vinny sequel that was never to be.
How do you measure talent? The first thing is to acknowledge the significance and importance of a question like these examples. By showing that you recognise the potency of the question for organisations as well as intervieweesyou are half way to providing an impressive and effective answer.
This principle of acknowledging very good questions in this way can be applied to any other question that addresses a serious and deeply significant issue, as this is. You can show your recognition with an initial response such as: Its implications affect the future health of all organisations - probably now more than ever.
Talent is prime example. It means all sorts of different things to different people and organisations. And these definitions will be different depending on the organisation. Talent in a bank will have a quite different meaning to talent in an advertising agency, or in a hospital.
This requires a commitment from the very top, which must be transparent and visible to all. Then people will begin to value talent more fittingly and preciously.
But they first had to define it and break it down into measurable manageable elements before they could begin to improve it. Talent is the same. These fundamentally crucial concepts can only be assessed, managed and developed when they are given emphatic priority from the top, and defined in a meaningful and manageable way.
Then they can be grown just like any other organisational attribute. Where this is the case, the leader must be educated or replaced, because as ever organisations can only do what they leader genuinely understands and commits to achieving.
Interviewees who can answer these questions sensibly and thoughtfully demonstrate considerable perceptiveness and ability. This example and guidelines for answers are orientated to a sales or commercial management role, but the same principles apply for many other management positions, and increasingly front-line positions too.
Market forces inevitably tend to require all roles to be increasingly strategic, therefore this interview question could be used for lots of customer-facing roles as well as management job interviews.
The level of detail and precision that you can include in your plan and presentation depends on how well you know the market and the organisation. Interviewers want people who will make things happen and introduce positive change, but at the same time who can preserve the good things and avoid problematical fall-out.
A Gantt Chart is a good way to present this sort of plan. A clear series of bullet points will also be acceptable for most situations. Be guided by the recruiting organisation as to the technology and media to use, but in any event concentrate on the content rather than the bells and whistles.
A good candidate would be able to handle this using just a flip chart. Another crucial aspect is the maturity and performance of the team. Aim for bullet points per section of the plan for example a 3 month plan could be presented as three point sections.
Each action point with outcomes and reasoning explained. Points and areas that could feature in a sales management plan are as follows - either as areas to address, or areas to develop into specific action points, depending on the level of knowledge and experience.
These are in no particular order. Priority and mix depends on the situation: Asking interviewees to prepare a plan for their first one or two or three months in the role is an increasingly popular way for interviewing organisations to get a real taste and sample of how the job candidate would approach the job.
Seeing lots of fresh ideas is also very helpful in its own right for the recruiting organisation. The guidelines and examples here are for a sales or commercial position, but the same principles apply for any role when asked to prepare a plan and present it at an interview.
The interviewer will want to see that the interviewee has a good understanding of the key performance criteria for the function or team or department concerned, and can use experience, research and original thinking in creating and delivering a clear, logical cohesive action-plan presentation.
Being asked to present a plan at an interview is a wonderful opportunity to shine, especially for people who do not necessarily perform well under pressure when handling some of the more unpredictable questions that can arise in interviews.
The question provides a great opportunity to refer to lots of relevant theory, and to show you know how to apply it.
The role of every good leader is to develop a successor, alongside which is the aim to develop team maturity so that it can self-manage.Interviews can be defined as a qualitative research technique which involves “conducting intensive individual interviews with a small number of respondents to explore their perspectives on a particular idea, program or situation.”.
srmvision.com Table of Contents -- Page Three D Why should we pay you the salary you're requesting? D Are you considering offers from other employers? Also, when you get a chance, I highly recommend checking out “the mattress interview” with Jason Fried of Basecamp (47 min audio).
My favorite way to implement this framework is by doing “switch interviews.” I learned how to do these interviews by attending a workshop by Bob Moesta and Chris Spiek. (They help Clayton Christensen . Paul Farhi Paul Farhi is The Washington Post's media reporter. He started at The Post in and has been a financial reporter, a political reporter and a Style reporter.
Follow. Jessica Power tells me how a trip to the chassis builder helped her find some issues with her car, described some of what they found as well as why . why-q? is a global marketing, brand and lifestyle consultancy founded in to provide a creative alternative to traditional market research.