The art of interviewing your next CEO.Trustee. 2003 Feb; 56(2):14-8.T
If conducted properly, an interview is a highly effective tool for evaluating managers at any level of an organization. Broad, general questions, gently put, elicit sincere behavior from others, allowing them the freedom to respond as they wish. Their responses tell us what they typically focus on. Moreover, the interviewee is inclined to find us "safe" to talk to. This reduces their fear or discomfort, which should be any interviewer's goal. Probing often elicits the most spontaneous, hence truest, behavior revealing who this person is and how he or she will respond in a particular position or situation. Good probes, which should be used frequently in any conversation, also convey the message that we care about the interviewee and his or her views. Interviewing means focusing on others. It should be an integral part of the board's repertoire of skills. It is also an integral part of being a good manager. Few people are emotionally capable of implementing the principles described here. It is incumbent on the board, therefore, to select those members who can conduct in-depth interviews for a new CEO.