waste. So when she asks questions of a job candidate, she expects precision and
speed. She wants to know if the candidate has done his homework and has
something original to say. She asks:
What have we gotten right?
What haven’t we gotten right?
What’s missing?
If you were sitting in my chair, what would you have done?
She asks about decisions the candidate has made or actions he has taken that
are out of the ordinary. She is listening for answers that indicate the candidate
can think fast and pivot when an opportunity or a setback changes the equation.
She’s looking for risk takers.
How comfortable are you with unplanned surprises that come along?
Are you bold enough to put on the table an idea that’s fearless when
you don’t have the data to know it will work?
Can you make a compelling case as to why you should try it?
These are Jean’s fastball questions. They test the candidate’s thought process
and ask for logic and imagination about an unfamiliar situation or scenario.
Jean’s fastballs reflect real-world concerns and dilemmas—a business decision,
a personnel issue, an investment opportunity, a technology play—that relate
directly to the candidate’s experiences and aspirations.
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