Training for Hiring Managers

The Case for Maximal Referencing of PMs: In a past job, I worked with two product leaders with equal skill in building products. But they had completely divergent skills in hiring. One hired phenomenal PMs. They quickly grew to be company-wide favorite PMs due to their strong viewpoints. The other hired on paper phenomenal PMs. But they just weren’t right for the company. It’s not really a surprise the first got promoted - and the other left for greener pastures. 𝗥𝗲𝗳𝗲𝗿𝗲𝗻𝗰𝗲 𝗰𝗵𝗲𝗰𝗸𝘀 𝗮𝗿𝗲 𝘄𝗼𝗿𝘁𝗵 𝘁𝗵𝗲 𝘁𝗶𝗺𝗲 One of the practices the first hiring manager swore by was lots of reference checking. She was a master of back channel reference checking throughout the interview process. And her reference checks were notoriously long. The other just did one reference check after he had already decided he was giving out the offer. 𝗢𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝘁𝗵𝗶𝗻𝗴𝘀 𝘁𝗵𝗮𝘁 𝗺𝗶𝗴𝗵𝘁 𝘀𝘂𝗿𝗽𝗿𝗶𝘀𝗲 𝘆𝗼𝘂 𝗺𝗼𝘀𝘁 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗵𝗶𝗿𝗶𝗻𝗴 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 𝘄𝗵𝗼 𝗱𝗶𝗱 𝗾𝘂𝗶𝘁𝗲 𝘄𝗲𝗹𝗹 𝗶𝘀: 𝘚𝘩𝘦 𝘦𝘷𝘦𝘯 𝘥𝘪𝘥 𝘳𝘦𝘧𝘦𝘳𝘦𝘯𝘤𝘦 𝘤𝘩𝘦𝘤𝘬𝘴 𝘣𝘦𝘧𝘰𝘳𝘦 𝘱𝘢𝘴𝘴𝘪𝘯𝘨 𝘢 𝘤𝘢𝘯𝘥𝘪𝘥𝘢𝘵𝘦 𝘧𝘳𝘰𝘮 𝘩𝘪𝘳𝘪𝘯𝘨 𝘮𝘢𝘯𝘢𝘨𝘦𝘳 𝘴𝘤𝘳𝘦𝘦𝘯. I, too, have found it works really well. Nowadays, I’ve started to do these reference checks at three stages. Let’s break this approach. 𝗖𝗵𝗲𝗰𝗸 𝟭 - 𝗦𝗰𝗿𝗲𝗲𝗻𝗶𝗻𝗴 𝗦𝘁𝗮𝗴𝗲 Committing to a conversation with a candidate means I’ll also tap into: • Previous workplace colleagues • Mutual connections Direct collaborators get a call, a brief 10-minute check-in. My aim here is to pinpoint standout candidates that I really want to push through. 𝗖𝗵𝗲𝗰𝗸 𝟮 - 𝗣𝗼𝘀𝘁-𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗦𝘁𝗮𝗴𝗲 The second reference check I like to do is post-interview. I’ll use this to 𝘷𝘦𝘵 𝘵𝘩𝘦 𝘢𝘤𝘤𝘶𝘳𝘢𝘤𝘺 of what people said in the interview. If the pass this second reference check, they’re almost ready to hire. 𝗖𝗵𝗲𝗰𝗸 𝟯 - 𝗣𝗿𝗲-𝗢𝗳𝗳𝗲𝗿 𝗦𝘁𝗮𝗴𝗲 The third and final reference check is the one most companies do. But I like to focus it on supervisors and skip levels. All PMs need to make an impact on leadership. This is the only round I actually use references supplied by the candidate. Everything else is back-channels. 𝗜𝘁 𝗺𝗮𝗸𝗲𝘀 𝗮 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲 “𝘉𝘶𝘵 𝘈𝘢𝘬𝘢𝘴𝘩, 𝘐’𝘷𝘦 𝘨𝘰𝘵 𝘵𝘩𝘳𝘦𝘦 𝘳𝘰𝘭𝘦𝘴 𝘵𝘰 𝘧𝘪𝘭𝘭 𝘵𝘩𝘪𝘴 𝘲𝘶𝘢𝘳𝘵𝘦𝘳!” I know that it seems a lot of work to add two stages of reference checks to your process when you probably only have the pre-offer stage right now. The thing is, getting your hiring right makes you much more impactful. But getting them wrong really hurts you. 𝗧𝗵𝗶𝘀 𝗽𝗼𝘀𝘁 𝗶𝘀 𝗵𝗲𝗿𝗲 𝘁𝗼 𝘁𝗲𝗹𝗹 𝘆𝗼𝘂: 𝘆𝗼𝘂 𝗻𝗲𝗲𝗱 𝘁𝗼 𝗱𝗲𝗹𝗲𝗴𝗮𝘁𝗲 𝗺𝗼𝗿𝗲 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 𝘄𝗼𝗿𝗸 𝘁𝗼 𝗺𝗮𝗸𝗲 𝗺𝗼𝗿𝗲 𝘁𝗶𝗺𝗲 𝗳𝗼𝗿 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸.

The Art of Asking Questions - The most important skill in Corporates One of the most valuable skills in the corporate world is knowing how to ask the right questions. Over time, I’ve realized that good questions don’t just gather information—they shape discussions, uncover insights, and drive decisions. Here’s what I’ve learned: 1. Don’t ask for the sake of asking. Thoughtless questions add noise, not value. A well-placed question shows genuine curiosity and strategic thinking. 2. Always follow up if you’re not satisfied. If an answer feels incomplete or vague, don’t hesitate to probe deeper. The best insights often come from follow-up questions. 3. Frame your questions well. Instead of asking, “Is the company doing well?”, ask, “What key metrics indicate the company’s growth this quarter?” Precision matters. 4. Be an active listener. The best questions come from truly understanding the discussion. Don’t just wait for your turn to speak—engage with the responses. 5. Challenge assumptions. Don’t take things at face value. A simple “Why do we do it this way?” can lead to breakthrough ideas and efficiency improvements. 6. Ask open-ended questions. Avoid questions that lead to simple “yes” or “no” answers. Instead of “Did you like the project?”, ask, “What aspects of the project worked well, and what could be improved?” 7. Read the room. Timing and context are everything. The right question at the right moment can change the direction of a conversation entirely. Mastering the art of asking questions can set you apart in any professional setting. What’s a question that has helped you unlock valuable insights at work? Let’s discuss! #CareerGrowth #CorporateSkills #AskingTheRightQuestions #Communication

The key to designing powerful interview questions is to focus on cognitive patterns rather than past accomplishments. Research shows strong connections between certain thinking patterns and job success. For example: • Original thinking strongly predicts innovation ability • Intellectual independence correlates with leadership effectiveness • Perseverance consistently outperforms raw intelligence in predicting achievement These research findings demonstrate why carefully crafted questions matter. To develop your high-impact questions, focus on five cognitive domains that predict exceptional performance. Follow this formula to create questions that uncover thinking patterns, not just experience: 💡 Design questions targeting original thinking: Ask about problems candidates see that others miss. Format: "What [challenge/opportunity/trend] do you notice that seems overlooked by most people in [relevant context]?" This reveals pattern recognition and the capacity for novel insights. 💡 Craft questions probing intellectual independence: Encourage candidates to articulate contrarian but thoughtful positions. Format: "Where do you find yourself disagreeing with conventional wisdom about [relevant domain]?" This assesses courage and independent analysis. 💡 Develop questions that examine perseverance: Structure questions around specific obstacles that have been overcome. Format: "Tell me about a time when you pursued [relevant goal] despite [specific type of setback]." Focus on process over outcome. 💡 Create questions measuring intellectual flexibility: Ask candidates to describe evolution in their thinking. Format: "What important belief about [relevant domain] have you revised recently and what prompted this change?" This evaluates adaptability and learning orientation. 💡 Formulate questions exploring intrinsic motivation: Probe self-directed development activities. Format: "How do you invest in developing [relevant skill/knowledge] when it's not required by your role?" This reveals a proactive growth mindset. The most effective questions avoid hypotheticals and instead target specific behavioral patterns that reveal how candidates actually think and operate. That's how you can develop interview questions that identify true potential—uncovering the cognitive patterns that transcend resume qualifications. Coaching can help; let's chat.  Follow Joshua Miller #executivecoaching #interviewing #careeradvice

The Reference Check That Saved Two People From a Bad Match Called a reference. Standard stuff—asked about the candidate's performance, work ethic, teamwork. Then I threw in my usual curve ball: "What's one thing this person needs to watch out for in their next role?" Long pause. "She's amazing with clients but struggles with internal politics. Put her in front of customers and she's brilliant. Internal stakeholder management? Not her strength." That one sentence changed everything. My client's role? Senior account manager with heavy internal coordination. Weekly cross-functional meetings. Constant negotiation between sales, ops, and product teams. I called the candidate. Laid it out straight. "The reference mentioned you're strongest in client-facing work but find internal politics challenging. This role is 60% internal coordination. Worth thinking about whether that's the right fit." She thought about it. Withdrew her application. Last I heard, she landed a pure client-facing role somewhere else and is doing well. Here's what I've learned from doing reference checks for many years: the question nobody asks reveals everything. And it protects both sides. Most people think reference checks are just about vetting candidates. They're about fit. You don't want to hire someone who'll struggle. Candidates don't want to accept offers for roles where they'll be miserable. I also ask: "What kind of environment helps them shine?" or "What would surprise me about working with them?" One reference told me a candidate was "great in small teams but gets lost in large organizations." The role was at a 2,000-person company. He withdrew after we talked. Found a 50-person startup instead. Reference checks aren't about catching lies. They're about understanding where you shine and where you don't. What environment lets you do your best work. As a candidate, you should want this information too. Better to know now than three months in when you're already looking for the exit. Good reference checks save everyone time and trouble. #Recruitment #HiringTips #CareerAdvice

Most interview questions are...   Well, lazy.   Hiring the right person is less about the answers you get. It's more about the questions you ask.   "Tell me more about yourself." "What’s your biggest weakness?" "Where do you see yourself in five years?"   Candidates rehearse these answers. Interviewers tick boxes.   And companies end up with hires who look good on paper. But fall short in reality.   We need to ask better questions. Ones that spark real conversations. Instead of scripted performances.   You can level up your interviews:   1. Tailor questions to the role Generic questions get generic answers. Adjust your questions based on the skills, mindset, and culture fit you’re looking for. ↳ Example: "Can you walk me through a time when you had to learn something completely new on the job?" This reveals adaptability, curiosity, and self-awareness.   2. Focus on behaviour Hypothetical questions sound smart but often miss the mark. Past behaviour is a far better predictor of future performance. ↳ Example: "Tell me about a time you disagreed with a colleague. How did you handle it?" This shows problem-solving skills and emotional intelligence.   3. Check for genuine interest Passion isn’t taught. If someone hasn’t researched your company or seems indifferent. That’s a red flag. ↳ Example: "What about our company or this role excites you?" The best candidates are curious and invested from day one.   4. Leave space for their questions Interviews aren’t interrogations, they’re conversations. Give candidates a chance to dig deeper. ↳ Example: "What would you like to know about the team or the company culture?" The quality of their questions often tells you more than their answers.   5. Avoid the cliches Forget strengths and weaknesses. Instead, go for substance. ↳ Example: "If you joined tomorrow, what would you prioritise in your first 90 days?" This tests preparation, strategic thinking, and how well they understand the role.   Great interviews lead to great hires. And great hires transform businesses.   What’s the best interview question you’ve ever asked or been asked?

Most interviews are designed to collect answers. Great interviews are designed to ask better questions. As someone who has coached many people and seen hundreds of interviews, I’ve noticed a pattern: We ask questions to tick boxes, not to uncover character. Skills? Checked. Experience? Checked. Hiring isn’t just a process of ticking boxes. Here’s what I believe: Interviewing isn’t just selecting it's inviting someone into your culture, into your vision, into the space where your team will grow and your future. And here’s the truth: Even one wrong hire can shift that space, change the culture, and affect everyone else’s energy. Hiring is never neutral. Every single person you bring in either moves you forward or holds you back. I’ve learned this as a coach: If you only ask questions that have a “right” answer, you’ll get rehearsed stories, not real insight. The best questions are Open-Ended. They don’t just measure competence, they invite reflection. They help you discover who someone is, not just what they do. We’ve all been trained since school to focus on answers. The person with the “best answer” is the one who gets the applause. But very few people stop and say: That was a great question. Here are a few that change the conversation: What belief about yourself has changed the most in the last two years? When have you surprised yourself at work? What did that teach you? What’s one decision you made that scared you but shaped who you are today? When things go wrong, how do you usually talk to yourself? What does a good day at work feel like for you and why? The List can go on... Even one question can make the entire conversation flow These aren’t about right or wrong answers. They are about understanding the human you are inviting into your vision. Notice none of these can be answered with a copy-paste “STAR” story. They make people pause. They make them go inward. Sometimes, they even surprise themselves with what they say. Because here’s the thing: A candidate’s skill will help them do the work. But their self-awareness, their values, their resilience those are what help them shape the work, grow with the role, and elevate the culture. #CultureFit #LeadershipThoughts #HiringRight #OpenEndedQuestions #SelfAwareness #TeamCulture #Resilience #LeadershipGrowth

I've interviewed 100+ engineers at Microsoft, VMware & Instacart. The best predictor of performance isn't what you think. Here's what actually works: Most technical interviews are fundamentally broken. I ask candidates to describe their home internet setup. This single question reveals more than hours of coding tests. True engineers are obsessed with optimization. They can detail their router model, network configuration, and backup systems with enthusiasm. If they respond with "I don't know, it just works" - immediate red flag. The best candidates treat their home network like mission-critical infrastructure: "If the internet dies, I'm going ninja-level to figure it out. It's as important as breathing." This reveals the first trait I look for: Deep curiosity. The second trait? Systems thinking. I ask them to explain how email works. Not looking for textbook answers. Average candidates give surface-level explanations. Great candidates dive deep into: • DNS lookups • MX records • Multi-tier architecture • Edge cases They can't help themselves - they're fascinated by complexity. The third trait is crucial: Making complex things simple. At Acompli (acquired by Microsoft for $200M), I interviewed 100 iOS engineers to hire ONE. The key question: "How would you build an app where long lists scroll at 60fps?" 99% jumped straight into technical solutions. The 1% we hired? They started by asking about user experience and performance tradeoffs. These 3 traits combined: • Deep curiosity • Systems thinking • Simplifying complexity Are worth more than any coding test. Here's the counterintuitive part: You can't teach these traits. They're ingrained patterns developed over years. That's why I'd rather hire someone who compiled their own router firmware as a hobby than someone who aced every CS course. This approach helped me build teams that: • Scaled to hundreds of engineers • Shipped products used by millions • Led to multiple $100M+ exits The hard truth: Technical skills can be taught. But curiosity, systems thinking, and simplification abilities? Those are the real predictors of engineering excellence. Want to master the founder mindset and build better? Join Founder Mode for free weekly insights on startups, systems, and personal growth: https://lnkd.in/gSjjvzt9

46% of new hires fail within 18 months. The reason: ineffective interviews. Most interviews miss the mark in 3 key ways: → They focus on past experience, not future potential → They assume that candidates know their potential → They are a test rather than a discovery process That’s where coaching questions make a difference. Interviews become a discovery process that uncovers: → The candidate's aspirations and what they value → Their strengths and development areas → To what extent the role fits them Here’s how to incorporate coaching questions in interviews: 1/ Life Story ↳ Please tell me your 'life story' in your own words. This reveals their journey, not just their job history. 2/ Key Strengths ↳ Based on that, what are your top 3-5 strengths? Helps them articulate their abilities and learnt skills. 3/ Development Areas ↳ What are your top 3-5 areas of development? Encourages self-reflection and self-improvement. 4/ Future Vision ↳ Where do you see yourself 3 years from now? Ensures that the role supports their long-term goals. 5/ Future Journey ↳ What do you hope to experience in the next 3 yrs? Ensures that the day-to-day fits their expectations. 6/ What Matters The Most ↳ What things matter the most to you in life right now? Helps understand their current priorities and values. 7/ Impact On Them ↳ How will this role help you achieve these things? Evaluates how the role aligns with their life goals. 8/ Impact On The Company ↳ How do you expect to impact the company? Reveals their understanding of their potential value. 9/ How They'd Start ↳ What would you actually do in the first 3 months? Shows their practical understanding of the role. 10/ Fit Self-Assessment ↳ To what extent does this role fit you (1-10)? Turns the decision into a collaborative discussion. Everyone can be excellent at something if they are in: → The right role → The right environment → The right headspace When you're interviewing, you’re not just filling a role. You’re helping candidates see if they will thrive in it. The best part: You can come to a mutually agreed conclusion. You don't need to 'reject' them. Turn interviews from a test into a discovery process. P.S. What was the most insightful interview experience you've ever had? Share it with us in comments. ---------------------------------------------------- ♻️ Repost to turn interviews into a discovery process. ➕ Follow Mica Vaipan for more on how managers and leaders can bring out the best in people.