The interviews went well. The feedback was always positive (or better) and our references validated the impression we created throughout the process. The job is ours and, before we know it, we’re two weeks into our new gig.
But with each one-to-one meeting and conference call it starts to dawn on us that the original job description missed the mark. The role we were hired for is actually a hybrid. That ‘innovative company seeking a highly accomplished (Finance, Technology, Marketing, Human Resources, etc., etc.) executive to lead a transformation’ also expects us to completely overhaul our team. So we’re really a ‘Recruiting & Marketing’ executive during the critical first three months. Or, whoever wrote ‘innovative’ in the job description was unaware that most of the company’s senior managers think of technology as a four letter word. Which means we’re a Chief Educator & Technology’ executive until we’ve created significant buy-in and those shiny new strategies and projects in our 90 day plan will just have to wait until next year.
What was our strategy during the interview process? Did we approach each interview as ‘pleasers’ or ‘consultants’? Were we so focused on building rapport and demonstrating our competencies that we didn’t take the time and effort to prepare — and then ask — questions that were designed to determine if we could actually solve their problems? Did we challenge assumptions? Explore alternative scenarios? Were we afraid to ask the ‘stupid sounding questions’ that might have uncovered the dysfunctional marketing department or the backward looking, risk averse leadership team?
If we choose to approach interviews with a subordinate mindset then we shouldn’t complain when we uncover the company’s dirty laundry and then handed a tub and a washboard.