1) Empathy
Imagine the daily life scenes of the president and vice president, what they often see and what information they often come into contact with. Usually see all kinds of data, mainly the overall results and final results; They tend to pay attention to current major events and future trends, and pay attention to customers and competitors, that is, pay close attention to their own strategies, competitors' strategies and national strategies. Knowing this, it may be easier to explore and understand the words of executives. Of course, it is also inseparable from the accumulation of interviewers in these areas.
The key strategy is to jump out of your own role cognition. Many interviewers, because they are fully prepared before the conversation, have a full understanding of their plans and are completely convinced. Therefore, on the one hand, it is difficult to restrain their excitement, and they must come clean about their great plans; On the other hand, it is difficult to have the patience to listen and understand each other's words, but eager to advance the conversation. Only by jumping out of your own role framework can you really think from the perspective of others.
2) Build trust
Being able to put yourself in each other's shoes has actually laid the foundation of trust. At the same time, trust needs to be constantly maintained and consolidated, and it is easy to lose if it is a little careless. In an interview, the key strategy to maintain and consolidate trust is listening. Listening in the true sense is full of empathy, that is, not only to understand each other's views and ideas, but also to understand each other's emotions and psychological activities, so as to establish a * * * sound with each other.
3) Love and criticism
Executives are usually very concerned about the value of time, that is, what value the interview process will bring him. They usually don't like to be a pure information source, but simply provide information for others. They are usually more pragmatic and more concerned about returns. Therefore, they need to get value from the interviewer. Interviewers can at least provide executives with the following values:
(1) Different constructive opinions
Interviewers need a little courage and confidence, and share different constructive views with executives when necessary. Therefore, the interviewer needs to have independent and in-depth thinking and insight.
(2) Different identical views
Even if the interviewer's point of view is the same as that of the executives, the arguments can be different, the argumentation methods can be different, and all roads lead to the same goal. Even if the same goal does not produce value, different paths can still produce value.
(3) to guide * * * to create and summarize the results.
The process of conversation is the process of two people colliding with each other and inspiring ideas. High-quality conversation can create valuable conversation results, which cannot be completed by one person. This process is sometimes done naturally, and sometimes it can be done through guidance. Therefore, if the interviewer can provide executives with a set of conversation ideas to guide a high-quality conversation and bring valuable results, then its value will not be underestimated by executives.
(4) Improve the self-confidence level of executives.
It refers to giving affirmation and praise to executives, but this kind of affirmation and praise needs to be very cautious, not flattering or even praising and praising, but a kind of recognition or even appreciation, which needs to be sincerely and naturally revealed.
(5) create a pleasant atmosphere
That is, you can joke, tell jokes or laugh at yourself appropriately, so that the conversation atmosphere is friendly, warm and harmonious. No one will refuse a harmonious atmosphere, especially executives, who are often lonely and often away from the crowd or, to be precise, the crowd will habitually stay away from them. The so-called high is not low. So they need warmth, love and care more, but they generally don't accept it easily. One is unable to maintain a tall image because of fear of naivety, and the other is afraid and sensitive to the world because of frequent scars.
Summary:
(1) Treat senior executives as ordinary people, even vulnerable groups, and give them sincere care, care, patience and ability.
(2) Cherish their time, that is, provide them with various values, which can be independent opinions or the results of guiding innovation.
Therefore, I believe that it can improve the success probability of interviewing executives.