Welcome to Manager Tools. Today's topic, conduct multiple interviews, Chapter 1, Part 3.

Here we go. Okay, so we talked about, you know, in previous cast that interviewing is the most

important activity of effective managers, right? It's the quality of people

is the absolute most valuable organizational discriminator

and the fact that quality people is based upon the raw material plus development

but you know frankly I think we made the case why start in in in the ditch when you can start with yeah

raw town that's great right and make them even better we talked about horseman's risk

assessment and the idea that the worst thing you can possibly do is hire the wrong

person and yeah and limiting that possibility is the most important thing you

can do as a manager.

Yeah, I was thinking about that the other day.

I had forgotten that years ago, somebody sent me an email

reminded me that so many managers when they hire Mike,

they think they want to avoid a false negative right they want to

avoid missing somebody who's a great fit and what they do is they say that would be

terrible to miss somebody who's a great fit and I and I for a long time called that a Romeo and Juliet

That's where both of them wanted to be together the person was right?

They should have ended up together and as Romeo and Juliet did at the end of the play,

I mean they were both alive and together and then through a series of misunderstandings, not an interview of course, but

a series of misunderstandings, they both end up at the end of the play, dead.

Sorry for the plot spoiler there, folks. So now you're equating yourself to Shakespeare.

Good, good.

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