Decisive interview skills: who does things neatly?

When you encounter a problem, you can find the crux and solve it easily. This is called decisiveness. A decisive person sees things accurately, thinks things clearly and does things neatly.

In the company, in the face of problems, we should choose decisive people. There are three kinds of jobs that will face problems. The first is the grass-roots posts that deal with problems, such as sales, customer service, operation and maintenance, etc. Second, it is the middle managers who find the problems, such as safety managers and quality managers; Third, there are high-level problem solvers, such as project director, executive vice president and CEO. We should choose decisive people in these three jobs, otherwise the problems will accumulate and the company will be crushed.

A decisive person is decisive in everything he says and does. Decisive people don't play charades, don't beat around the bush and get to the point. This expression is called self-evident.

Among political leaders, Deng Xiaoping is decisive in dealing with problems. A series of decisions, such as ending the Cultural Revolution, resuming the college entrance examination, fixing production quotas to households, and reforming and opening up, all directly hit the crux and quickly reversed the decline of China. Deng Xiaoping's speech, the intention is very clear, true and direct, concise, let people understand. Listen to Deng Xiaoping, and you can feel his decisiveness.

1975, Deng Xiaoping receives New Zealand foreign guests. He said frankly that he hoped that friends would come frequently to help us build. We are poor now and need the help of our friends. This speech caused a shock in the west. China leaders call westerners friends, which is an unprecedented position; The leader admitted that China was poor, which was unprecedented. I hope my friends can help me, which is a clear intention. Deng Xiaoping's speech was interpreted by western media as China's reform and opening up.

For example, Deng Xiaoping clearly expressed his position and desire, which is an expression of intention. Defined as follows: a clear expression of position and expectation.

The premise of decisiveness is to have a position and a direction. A decisive person can clearly know where I am (location) and where I am going (direction) when facing a strange scene. When you listen to a decisive person, you can hear his clear position and clear direction. Among business leaders, Jobs' decisiveness is typical. Computer, animation, music and mobile phone, these four industries, because of the promotion of jobs, have undergone revolution. And what he relies on is a clear position and a clear direction.

1. Position: Jobs' position is a product, not a capital, which is a revolutionary position change. The western world has experienced a market economy for two hundred years. In the early days of market economy, capital has always been the primary resource of the market because of its scarcity. By the time Jobs started his business, the American economy had been growing for 40 years, with a serious surplus of capital and more money than business opportunities. In this context, the primary resource should be innovation ability, not capital.

However, change always lags behind reality. When money is not the primary resource, the structure and process of business organizations are still designed around "money". The structure of a traditional company is a pyramid structure. CEO exercises decision-making power on behalf of capital, and products are subordinate to capital.

Jobs as CEO is a product manager representing a professional position, not a traditional CEO. Apple's architecture, because the product manager is also the CEO, has formed a solar architecture centered on the product manager and radiating outward. In this structure, products have decision-making power, and capital should serve products.

The structure of the sun responds quickly. Organizers have calculated that the medium-sized enterprises with 2000 people adopt the solar structure, and the reaction speed is three times faster than that of the pyramid structure. For a large enterprise with 10,000 people, the solar structure is 5.5 times faster than the pyramid structure.

Quick response is Apple's core competitiveness. In the competition with opponents, they always come from behind. Music player, Apple surpassed Sony, and mobile phone surpassed Nokia. The CEO of Nokia said sadly, we didn't do anything wrong. Why did we lose to Apple? In fact, Nokia's organizational structure determines its fate.

Apple's process is different. Apple's process is research and development, products have the right to establish projects, and capital has only veto power. Apple has strong products and weak capital. The process of traditional companies is budget-driven, capital has the right to establish projects, and products only have the right to suggest. Traditional companies are strong capital and weak products. Why can't other companies make the same product, but Apple can do it well? Because Apple engineers are developing their own products; Engineers in traditional companies are developing capital products.

Apple is a model, representing the organizational change of American enterprises. In the United States, most innovative enterprises have adopted the solar energy structure advocated by R&D. In industrial upgrading, such processes and structures can ensure that capital serves products.

Japan has experienced 30 years of economic take-off, but also faces capital surplus. Writer Haruki Murakami said that it was an era when money overflowed. Japan's cultural inertia is so great that it is difficult for enterprises to carry out organizational changes. In Japanese business circles, capital always holds the decision-making power, which makes it impossible for capital to serve products.

If there is more money, the money is still in charge, and the consequences are very serious. Japan's surplus capital can't serve products, so it begins to serve itself. The self-entertainment of capital makes the real estate price soar. Finally, the bubble burst. Among chicken feathers, only highly personalized Japanese animation has formed a product-led solar structure and developed into a new industry. Entrepreneurs' lack of Jobs-style product attitude is a microscopic analysis of Japan's economic downturn.

Jobs' product positioning is very clear. At Apple's press conference, he always talks about products, and finally mentions the company's financial situation by the way.

2. Direction: The direction that Jobs pursues is customer experience, which is a revolutionary direction change. In the era of shortage economy, customers pursue cost performance and hope to achieve maximum product functions with the least money. In the era of surplus economy, product prices and functions converge, and customers no longer value cost performance, but instead pursue experience.

Change always lags behind reality, customers' enthusiasm for cost performance is gradually declining, but enterprises are strengthening cost performance. At this time, Jobs has a unique eye, shifting from cost performance to experience, and launching products that make customers scream.

In order to increase the product experience, Jobs adjusted the organizational structure. He added a series of expert positions such as color expert, sound expert and appearance expert at the outer end of product design. There are even Chinese experts who guarantee that when customers read the instructions, the text experience and the pronunciation experience of reading are very good. This series of experts have a veto power. With such a system design, Apple can always reshape the customer experience from multiple dimensions.

Jobs himself is a geek who pursues experience. In 2009, Jobs had a liver transplant. After anesthesia, the doctor helped him put on a breathing mask. Jobs took off his mask and said it was ugly. He asked the doctor for five masks, and he chose the least ugly one. He also doesn't like the monitor worn by doctors, saying it's too ugly and complicated. Jobs told the doctor that he would redesign the mask and monitor after the operation.

Do or die and Jobs are still positioned as product managers, and the pursuit direction is customer experience. His position and direction have been integrated into his soul, which makes him sharp and decisive.

Listen to Jobs, and you can feel his decisiveness. Once, a Japanese reporter asked Jobs, What's the difference between Sony and Apple? Jobs said that Apple's products, this table is not enough, Sony's products, the whole house can not be put down, Sony's products are too many. If a person says he is a musician, engineer, blacksmith, professor, painter, gardener, chef, doctor, etc., how do others feel? This is a liar!

In this speech, Jobs, as always, has a clear stand and a clear direction, which is a typical schematic diagram. Jobs's other speeches are all in this style, which shows that he has a position and direction in seeing problems and does things neatly.

Here comes the problem. How does the interviewer judge whether the candidate is decisive when facing him? You can do a "dominance test" and ask the candidate a question he doesn't know to see if he pretends to know or frankly doesn't know. Before asking questions, you should add a professional vocabulary according to the position you want to recruit. If the position is marketing director, add a marketing professional vocabulary, such as "secondary orientation theory". Then according to this vocabulary, design interview questions. In order to emphasize the importance of interview questions, the questions should be asked like this:

"The following questions are designed by experts in the industry. Please think carefully before answering. Please explain the theory of secondary orientation in marketing in your language. "

After listening to the interviewer's question, the candidate looked blank, pondered for a while, and then asked, "I haven't heard of the theory of secondary orientation." Can you give me some hints? " When the candidate answered this question, the interviewer told him that he didn't know the meaning of the word either. The question was designed by an expert, who just read it out.

If you don't understand, you will ask questions, indicating that the applicant is highly explicit and doesn't know how to pretend to understand. Ask if you don't understand. This is a valuable work habit. Guided by this habit, candidates can solve most problems in their work.

After listening to the interviewer's question, the examinee replied: "The second orientation theory is a deformation of the positioning theory, and it is fundamentally the positioning theory." This way of answering questions is called male answer syndrome. It is said that men like to pretend to understand and answer questions they don't understand, also to show their profound knowledge.

The three positions mentioned at the beginning of this article, especially the high-level positions that solve problems, should be strictly screened during the interview. High-level people who don't pretend to understand are difficult to correct and will cause endless harm, just like Aesop's fable says: the rabbit is lying and the fox is sneering; The lion is lying and the fox is jealous.