Do you think this guy wants to hear your “beat around the bush” answer?

Executives and their interview expectations 

Last week, we discussed some of the differences between being interviewed by a mid-level manager and being interviewed by an executive. As promised, this week, we will go into more detail with some specific examples of how to interview with an executive. 

Before we dive in, let me try to provide some differences between mid-level managers and executive jobs. First, we need to remember that executives and mid-level managers think differently. C-levels generally do not get into the details unless there is a topic the executive is VERY passionate about. The C suite is paid to think strategically and long-term. These leaders are considering what the company will work on in the next few years.  For a great post on strategic thinking written in a short and succinct style, see Fred Wilson’s post here.   

Mid-level managers are paid to solve the problems of individual contributors. Mid-level managers are often told what problems their teams need to tackle. Their job is to harness the power of the individual contributors and move the needle. As a middle manager, the direction usually comes from above.  Don’t get me wrong, plenty of strategic mid-level managers exist, but the executive is pure “strategery”.  

Change your communication style for Executives

If you have had success interviewing with a mid-level manager and progress has stopped when interviewing with executives, a change in communication style is probably in order. 

When a strategic thinker interviews, many individual contributors give background and reasoning. There is a lot of perspective given before the actual answer. Candidates may or may not provide the actual answer. This is PAINFUL for someone who doesn’t get into the weeds or the details. Execs don’t get lost in the weeds. 

Anytime you are faced with an interview question, it is crucial to answer it. When an executive asks an interview question, it is IMPERATIVE to answer the question and answer it thoughtfully without beating around the bush. It is ok to take a moment and collect your thoughts. Making an executive wait for an answer while giving reasons or background isn’t helpful. Blaming others is a cardinal sin and the WORST possible thing to do. 

What Executives want in an answer

Too many candidates give background and reasoning BEFORE they answer the question. This is where they lose the interview. While trying to be thoughtful and provide all the background information, the candidate usually shoots themselves in the foot. It can also come off as a stall tactic to feel out the interviewer and get body language reactions. Candidates dance around the answer, waiting for a reaction to guide us.   

Execs surround themselves and work with senior individuals who know how to communicate effectively. Their inner circle knows how to answer questions.  Executives are busy people and do not waste time. If there is going to be any background, reasoning, or “excuses,” this will be provided AFTER the answer to the question. 

Typical executive question for the mid-level candidate:  What is your 5-year plan?

Typical individual contributor answer:  “Well, I went to school and graduated with a degree in business administration.  I thought getting a business degree would give me a great overall background in business.  I got a minor in economics because I also thought this would help my background for any large Fortune 500 company.  My first job was as an analyst, and I really liked this work.  I worked with many spreadsheets and developed my Excel skills to the point where I could do joins, pivot tables, and formulas in my sleep.  I would really like to be in a position where I can use these skills, be valuable to a company, and contribute to a department.”

For the record, you lost me at “I went to school and grad. . . .”  You lost me at “Well,” but regardless, you lost me.  I didn’t ask about your education or degree. I asked about your 5-year plan. Describing your education and Excel skills might be what is listed in the job description and may be what the hiring manager wants to hear, but the executive doesn’t worry about the details. Leaders worry about what is going on 2-5 years out.  “WHAT IS YOUR PLANNNNNNN?”

What an executive wants to hear:

“My 5-year goal is to manage a team working on data, analytics, and moving the dial for an established company.  Currently, I am an individual contributor and working on my leadership skills.  I aim to have a reputation as a go-to expert in data analytics.

I attend night school and will have my MBA within the next 1.5 years.  With my advanced knowledge in business, I hope to land a job as an analyst where I can crunch numbers, leverage data, and help make incremental adjustments to existing processes that will increase the ROI for a department.  I have always been fascinated with squeezing blood out of a turnip.  It is easy to improve results on brand new processes that haven’t been through multiple cycles, but within long-standing companies, that takes skill.”

The very first sentence answers the question.  Most individual contributors give the background information first and fail.  In most cases, individual contributors answer the question with the second paragraph:  “I am currently attending night school and will have my MBA…” Execs want to hear the question answered first.

Typical Executive question when interviewing a mid-level manager

Do you believe that your team should work 40 hours a week or 55 hours a week?

Typical mid-level manager answer:

“There are pros and cons to both styles. You will get more accomplished working 55 hours a week. At the same time, there is something to be said about work-life balance. At my last job, the company’s culture was to work 40 hours a week. There was one department that worked close to 55 hours a week.  This group stood out as hard drivers and Type A personalities. The turnover was a lot higher there as well, though. I think that both have their place.”

The executive asked a question and didn’t receive an answer. The executive heard a wishy-washy, non-committal answer that tried to cover all the bases. The bottom line is that the question wasn’t answered. When being asked a direct question, expect trouble when answering, “There are pros and cons.” Executives want to surround themselves with lieutenants who can make a decision. If the executive doesn’t like your decision, they will let you know, and you can hop on board, but first and foremost, they want you to pick a side.

Executive-level answer 

Here is what I would want to hear: 

“I am a 55-hour-a-week person. Employees are paid 40 hours a week, maintaining the company’s status quo.  We must put in more hours to move the company faster than the competition. This doesn’t mean my fellow managers; it means our company’s competitors.  If the company’s culture is to work 40 hours, I won’t expect more from the team I am working with. We will still move the dial and put in the hours.” 

Executives are just as happy with the following:

“I am 40 hours a 40-hour-a-week person. Sometimes, the company will ask more because of deadlines and projects. I expect to put in those extra hours. Currently, I am looking for a work-life balance at this stage in my career. I understand that this company talks about work-life balance on its website. In talking with the other managers, the culture here is 40-hour-a-week.”

Pick a side and commit

The point is that the candidate picked a side and answered the question. No wishy-washy “I don’t want to piss you off, Mr./Mrs. Executive” attitude here. 

The “40-hour-a-week” side may have been wrong, but that is OK. If you are a 40-hour-a-week person, you don’t want to work in a place where 55 hours is the norm. The point is that you won’t frustrate the executive. 

After a couple of rounds of “you didn’t answer my question, dumbass,” you can see where frustration would kick in. Dumbass sounds harsh, but Executives will not tolerate a waste of their time. 

Notice I didn’t say “I hope” or “I plan” in either of the answers. I answered the questions with finality, which shows confidence.  This may seem like a subtle distinction, but executives convey confidence. If we don’t know the answer, we convey we don’t know the answer with confidence. We then follow that up and state they will get an answer with confidence.

Success

Regarding last week’s candidate, who was interviewed by an executive and declined. I am glad to announce that they understood what the interviewers wanted to hear. I am happy to announce an offer, followed shortly after by a different company. When interviewing executives, remember their priorities when giving your answers.

See you at the after party,
HRNasty

nasty: an unreal maneuver of incredible technique, something that is ridiculously good, tricky, and manipulative but with a result that can’t help but be admired, a phrase used to describe someone good at something. “He has a nasty forkball”.

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