Jennifer D I have an interview with two people. I would be managing, any tips, love this. Okay.
Now.
Oh, we don't, we don't, we don't wanna do that. Here we go. Hold on Jennifer. See this,
but Jennifer, I would like to send you a signed copy of this book. Can you email us@supportmilewalk.com?
Uh, all I ask is you chip in a few books for materials and handling. I'm gonna give you
this book like this, but it's gonna be signed and I'm gonna give you an ebook and an audio
book of this book. If you want take, if you wanna take my little few dollar shipping and
handling package, if you don't wanna do that, we will give you the ebook in the audio book.
Okay? If you don't want the book book, but I signed it. Um, now the reason I, I wanted
to pull that book out the hiring prophecy is because in the hiring prophecies, uh, I
talk about how you can be effective in managing the people, uh, and interviewing with them.
Now, in this book here, the interview intervention, you can grab this one for $7 materials and
handling you get the book in the audiobook, some other stuff too. But in this book, there's
a section on, on interviewing and storytelling. And, and in the storytelling chapter, I go
into, one of the elements of storytelling is getting the other people to care about
you personally, by showing them you care about them personally. Okay? So, so, so number one,
I hope you, you either have this or grab it because what, what I always tell people when
you're going to speak to one of the three categories of people you're gonna speak to
there's three categories, generally there's seniors or supervisors, or managerial resources,
the management team, there's people that are on your level. Those include teammates, peers,
counterparts, and so on, but it also could be like a customer that you're supporting
an internal customer, or maybe a team you'll be working with or something like that.
That's on the plane. And then there's the more junior resources, the staff that you
could potentially be managing or coaching or influencing in some way now, without I'm
not gonna go into the top two. But since you, you asked me about people, you'll be managing.
When you go in there, it's all about, do they like you as a person? And would they now what
they're gonna be thinking in this book, I tell the HR person and the recruiter and the
hiring officials, how to coach those staff members in what to look for, they're going
to be looking for. Do I want to work for this person obviously, but what goes along with
that are things like, does this person look like a cool boss? Does this person look like
they will teach me what I need to know? And perhaps mentor me, will this person give me
good instruction?
But also will this person give me opportunity to kinda run with it on my own, some autonomy
and those kinds of things, right? Well, a lot of your ability to know what they want
and how they're thinking about it is by asking them questions about how you can best support
them, get their, you wanna make, make them feel welcome and that their in their ideas
will be welcome. And you can start that right in the interview process. So if I'm interviewing
with people that are gonna are gonna be on my team, that I'm gonna manage, I would ask
them, Hey, you guys have been here. What do you love about working here? I'd warm. 'em
up? What do you love about it? Is there anything you'd love to get? 'em talking something positive.
Is there anything that you would love to improve? If you were me and you were the boss at this
team, what would you change?
What's next? Why hasn't that been changed yet? The answer you're looking for is the
boss. Won't let us, because you could say that sounds like a good idea. You, what else
would you do? Right. And, and now you're, you're, you're going through that line. And
now they're seeing that what, you know, based on my background, are there any things that
you guys noticed that you would be particularly interested in me teaching you, right? Like
these are the questions that you should be asking the staff. I got a whole BOLO to these.
So so that's how you approach it because why in the storytelling principles,
if you guys do not know what I'm talking about with the storytelling principals, you grab
this thing. Um, in the storytelling principles, you do certain things to get them to act on
your behalf, which is go, we need to hire, we need to hire Jennifer D okay.
In order for the them to do that, while I would love to think that everybody in the
organization is a good corporate soldier and they will put their feelings aside and, and
want to pick the person that is best for the job. People don't do that. They pick who they
like. Okay. And, and, and who they like are people that are gonna benefit them. You sound
like somebody that's gonna them by going through it that way. Okay. So, so that's, those are
the lines of questioning and then keep drilling down on it. But I got, you started on a few
of them. Good luck. That's great. Listen, I want you to grab this cuz you're gonna be
hiring people. I, this one's signed. Uh, if you don't have this, get it. All of you get
these little beauty. All right. That's great. Great question.