The stages of a successful interview Tutorial

Unlock the secrets to leading successful interviews with 'The Stages of a Successful Interview.' Discover five essential steps—from creating a welcoming atmosphere to setting concrete goals—that will transform your meetings into productive sessions. Perfect for leaders in management and leadership. Don't miss out on these valuable insights!

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Just follow 5 very simple steps.

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A warm welcome,

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getting straight to the point,

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sharing,

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setting concrete goals,

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and following up.

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Step 1,

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a warm welcome.

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Whatever the subject of the interview is,

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create a welcoming and trusting atmosphere that will be the basis of the exchange.

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Avoid interviews conducted while standing up in a corridor

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or in the middle of an open space,

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meetings that everyone can hear.

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Avoid saying things like I summoned you.

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Tunne yourself into the person and the situation,

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shake hands,

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look at them,

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smile unless the situation is really critical,

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which should not prevent you from being warm and friendly without overdoing it.

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Invite them to sit down and be fully attentive to them.

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Asking the ritual question,

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how are you?

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will often be natural and essential for a warm welcome.

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However,

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avoid that question if you think they risk talking too much

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while you wish to maintain control over the meeting agenda.

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You can offer a warm welcome such as Hello,

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Clara,

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have a seat.

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Would you like a coffee?

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without having to ask how are you?

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to therefore be measured.

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Step 2 of the meeting,

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getting straight to the point while maintaining positive communication.

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What are the topics that you want to address?

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Did you previously inform them of these points?

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Go through them one by one by order of priority.

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If you want to give your employee an objective or follow their progress,

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let them know clearly.

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The objective of this meeting is to entrust you with such and such project.

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The objective of this meeting is to transmit

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to you information and guidelines on such project.

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The objective of this interview is to share

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on your progress concerning this specific project,

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or the objective of this meeting is to find a solution to this certain problem.

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Don't beat around the bush.

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Avoid vague and unprioritized objectives such as let's make a roundup.

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State at the start of the meeting the five

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priority files that you want to follow up on.

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If you organize a we'll make a roundup meeting,

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either you'll end up forgetting an important topic or

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you'll spend too much time on a problem,

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and you'll end the meeting without having seen all the questions.

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In this second step,

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be clear and precise on the context and on your meeting

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expectations without going into too much detail for the time being.

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Step 3 of the meeting share.

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Listen,

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answer questions and question your interlocutor.

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The first two steps were as brief as possible.

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It's time to be quiet and leave them room to talk and react.

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For each item on the agenda,

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taken one by one,

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let them share with you the information that they have in their possession.

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Let them express their questions and answer them in a simple and concise manner.

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Provide explanations if they ask for more.

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Yet don't fall into a ping pong argument on

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any requests or decisions that you think are non-negotiable.

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In any case,

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let them give their opinion,

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even if they don't agree with you and even if they express negative emotions.

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Welcome their words in silence without judgment and

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rephrase them to make sure they felt heard.

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The meeting shouldn't be all about the exchange of information.

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It should also lead to decisions or at least

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lead to stating the objectives and steps to follow.

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Ideally this time of sharing will gradually lead to an action plan.

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Question your team member to understand them

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and show your interest in their opinion,

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to find out what they have already done and what they plan to do.

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The more competent the person is,

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the more you should use the golden question.

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In your opinion,

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how until solutions emerge clearly,

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how will you succeed in this project?

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How do you think you'll manage to solve the problem?

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How do you plan to move forward with this task?

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The employee thus gets involved,

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takes responsibility,

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and finds their own solutions.

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This third phase of sharing can be long,

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especially if they do not agree with your vision or your goals.

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Take the necessary time to listen to them,

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to understand them better,

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and to give meaning to projects before moving on to the next phase.

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Stage 4 of the meeting,

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setting concrete goals.

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Setting concrete goals is to clearly set in consensus

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as much as you can the new objectives,

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except being unpopular at times if the objectives displease your collaborator,

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but they are nonetheless non-negotiable.

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Agree to set up an action plan that you

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wouldn't have thought of that your employees defended.

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They will be the executor in this unfolding.

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What is the new objective of your employee?

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Is it smart,

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specific,

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measurable,

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agreed on,

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realistic,

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time-bound?

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Ask your employee to put their objectives and next actions into their

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words to validate the fact that you're both on the same page.

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Offer them a hand if necessary.

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Finally,

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the last step,

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announce a follow up.

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Decide together when and on what goals your follow up will be.

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Remember that a non-smart objective,

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not specific,

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measurable,

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agreed upon,

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realistic and time bound,

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would be impossible to follow.

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Schedule at what precise moment you will get a report for them,

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whether by email or face to face.

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If your employee is poorly qualified or unmotivated on the subject,

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follow up closely,

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step by step.

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Otherwise,

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within a more flexible time frame.

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The follow-up is an opportunity for you to have

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information on the subjects and on their progress.

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It's also a way to show your team member that their achievements interest you.

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If you don't follow up on the pretext that you trust them,

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you will gradually see the objectives being forgotten.

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Your team members will show as little concern as you seem to be.

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To summarize,

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here are the main steps of a meeting,

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warm welcome,

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going straight to the point,

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sharing,

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setting concrete goals,

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and announcing the follow up.

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