새로운 직원을 고용할 때 성적, 이전 직업, 직급 등 외부적인 요소를 파악하기는 쉽습니다. 소셜미디어가 더 많은 정보를 제공해줄 수도 있겠죠. 그러나 이보다 더 중요한 건 기본적으로 어떤 사람인가 하는 겁니다. 업무는 가르칠 수 있어도, 태도나 성격은 바꿀 수 없으니까요. 아래는 사람을 더 잘 이해하기 위해 확인해야할 목록입니다.
1. 말하는 것과 듣는 것의 비율이 어떻게 되나요? 자신의 의견을 잘 피력하는 것도 중요하지만, 말하는 비율이 60%를 넘어간다면 자기중심적이고 다른 사람들로부터 배우는 데 관심없는 사람일 가능성이 높습니다.
2. 긍정적인 기운을 전파하는 사람(energy-giver)인가요, 부정적으로 다른 사람 일할 기운까지 가져가는 사람(energy-taker)인가요?
3. 새로운 일에 방어적이 되어 부정적으로 반응하는 사람인가요, 바로 나서 뛰어드는 사람인가요?
4. 진실된 사람인가요, ‘척’을 하는 사람인가요?
5. 배우자는 어떤 사람인가요? 배우자, 연인, 아주 가까운 친구는 그 사람에 대해 많은 걸 말해줍니다.
6. 잘 모르는 사람에게는 어떻게 대하나요? 저는 이를 택시기사나 웨이터 테스트라 부릅니다. 자신이 잘 모르는 사람에게도 친절하고 편안한 대화를 할 수 있는 사람인가요?
7. 어떻게 살아왔나요? 한 사람이 살아온 인생은 그 사람의 성격에 많은 영향을 끼칩니다. 어릴 때 경제적 어려움을 겪은 사람이 창업자로서의 성공을 가져온다는 연구 결과도 있습니다.
8. 무얼 읽는 사람인가요? 독서는 가치관과 인생에 많은 영향을 끼치고, 최근의 시사뉴스도 파악하게 해줍니다. 많은 독서량은 지적 호기심의 증명이기도 합니다.
9. 이 사람과 긴 드라이브를 함께 할 수 있습니까? 한사람과 공항에서 오랜 시간 같이 갇혀있어도 괜찮을지 물어보는 “공항테스트” 가 있습니다. 비슷하게, 이 사람과 며칠을 함께하는 긴 드라이브를 할 수 있나요?
10. 자기 자신에 대해 잘 알고 있는 사람입니까? 자신의 강점과 약점까지 잘 알고 있는 사람만이 발전도 가능합니다. (Harvard Business Review)
출처: http://newspeppermint.com/2013/06/27/better-judgement/
원문: http://blogs.hbr.org/tjan/2013/06/becoming-a-better-judge-of-peo.html
Becoming a Better Judge of People
In business and in life, the most critical choices we make relate to people. Yet being a good judge of people is difficult. How do we get better at sizing up first impressions, at avoiding hiring mistakes, at correctly picking (and not missing) rising stars?
The easy thing to do is focus on extrinsic markers — academic scores, net worth, social status, job titles. Social media has allowed us to add new layers of extrinsic scoring: How many friends do they have on Facebook? Who do we know in common through LinkedIn? How many Twitter followers do they have?
But such extrinsic credentials and markers only tell one part of a person's story. They are necessary, but not sufficient. What they miss are the "softer" and more nuanced intrinsic that are far more defining of a person's character. You can teach skills; character and attitude, not so much.
1. What is the talk-to-listen ratio? You want people who are self-confident and not afraid to express their views, but if the talk-to-listen ratio is anything north of 60%, you want to ask why. Is it because this person is self-important and not interested in learning from others — or just because he is nervous and rambling?
2. Is this an energy-giver or -taker? There is a certain breed of people who just carry with them and unfortunately spread a negative energy. You know who they are. Alternatively, there are those who consistently carry and share a positivity and optimism towards life. There is a Chinese proverb that says that the best way to get energy is to give it. Energy-givers are compassionate, generous and the type of people with whom you immediately want to spend time.
3. Is this person likely to "act" or "react" to a task? Some people immediately go into defensive, critical mode when given a new task. Others jump right into action and problem-solving mode. For most jobs, it's the second kind you want.
4. Does this person feel authentic or obsequious? There is nothing flattering about false praise, or people trying too hard to impress. Really good people don't feel the need to "suck up." Those who can just be themselves are more pleasant to work with.
5. What's the spouse like? One of my business partners gave me a great tip for interviewing a super important hire — go out with their spouse, partner, or closest friend. We are known by the company we keep.
6. How does this person treat someone she doesn't know? At the other end of the spectrum, observe how a person treats someone she barely knows. This is what I call a "taxi driver or server test." Does the person have the openness and yes, kindness, to have a real conversation with a waiter at a restaurant or the driver of a taxi? Does she ignore them or treat them rudely?
7 Is there an element of struggle in the person's history? History matters. In our research for the book, Heart, Smarts, Guts, and Luck (Harvard Business Review Press, 2012), my co-authors and I found that around two-thirds of people who were "Guts-dominant" — those who had the desire to initiate and the ability to persevere so crucial in entrepreneurial ventures — had some financial hardship or other challenges in their formative years. Early failures and hardships shape one's character as much or more than early successes.
8. What has this person been reading? Reading gives depth, helps one understand one's history, frames ideas, sparks new thoughts and nuances to existing perspectives, and keeps you apprised of current events. It's a generalization, but the more interesting people I have met tend to read a lot — it's a mark of intellectual curiosity.
9. Would you ever want to go on a long car ride with this person? This is a variant of the "airport test." Years ago at my first job, I was told about the thought-experiment of asking if you were stuck at an airport with a candidate, how would you really feel? In a similar fashion, is this the type of person with whom you could imagine going on a cross-country drive?
10. Do you believe that this person is self-aware? My colleagues and I believe the most important pre-requisite to great leadership is self-awareness. Does this person have an intellectual honesty about who he is and his strengths and weaknesses? Does she have a desire to learn and take appropriate actions based on that awareness? It is usually a more difficult question to answer than the rest — but look for humility, and congruence between what the person thinks, says, and does.
Ask these ten questions about someone, or even a subset of them, and you'll be on a path to being a better judge of people.
