The 15-Minute Interview Technique That Consistently Delivers Top Talent

Picture this: You're about to hire your next crucial leadership role. The CV looks great, the references were glowing but something feels... off. Six months down the line, you're grappling with team conflicts, missed deadlines, and a culture clash that's costing you more than just pounds. Sound familiar?

Before we dive into my go-to technique, I'd like to invite you to take our Interview Strength Assessment a quick 3-minute quiz that will give you personalized recommendations on your interviewing process. Whether you're new to hiring or a seasoned pro, this assessment can provide valuable insights. Now, let's explore a powerful tool that can transform your leadership hiring process

But, what if I told you there's a way to spot strong leadership potential using a simple technique in just 15 minutes? Let me share one of my go-to techniques: the "Hungry, Humble, Smart" test - a powerful tool in my hiring arsenal that consistently delivers great results.

When I landed my first management role, I was determined to be a great boss. I dove headfirst into research, devouring management books, attending seminars, and experimenting with various hiring techniques. Among all the strategies I’ve tried since, Patrick Lencioni's "Hungry, Humble, Smart" concept stands out.

While I've found that the most suitable hiring approach varies depending on a company's unique values and culture, this method has proven to be incredibly effective across a wide range of scenarios. Here's how I often implement it in a 15-minute interview segment:

1.???? The Hungry Test: I kick off with this curveball: "Tell me about a time you worked on a project outside your job description."

The hungry candidates' eyes light up. One interviewee, James, enthusiastically shared an example from his earlier career, how he noticed their company website was outdated and took it upon himself to learn basic web design over a weekend to create a prototype for a new site. He then presented it to the marketing team, leading to a company-wide project he spearheaded.

The less hungry candidates, however, struggle. They umm and ah, eventually mustering up mundane examples like "washing up in the office kitchen" or situations where they’d gone along with a request from their manager to work on a temporary project alongside their ‘day job’.

2.???? The Humble Check: Next, I pose the question: "What's your biggest professional failure, and what did you learn from it?"

The humble candidates own their mistakes. Emma, a potential Marketing Director, recounted a failed product launch. She detailed how her overconfidence led to inadequate market research, resulting in a product that missed the mark. Emma then explained the robust research process she developed as a result, which had since prevented similar missteps.

In contrast, less humble candidates deflect blame. One memorably said, "Well, my team missed an upgrade deadline for our main platform, but that's because they didn't follow instructions properly."

3.???? The Smart Gauge: For the final test, I present a hypothetical scenario: "Imagine two of your direct reports are in conflict. One is a high performer who brings in significant revenue but is often abrasive. The other is works well in the team but their performance is average. How would you handle this?"

The emotionally intelligent candidates demonstrate nuanced thinking. Tom, a potential operations director, outlined a plan to meet with each employee individually, then together. He emphasised the importance of understanding underlying issues, setting clear expectations for behaviour and performance, and fostering a culture of constructive feedback.

Less emotionally intelligent candidates jump to simplistic solutions like "I'd side with the high performer" or "I'd tell them to sort it out themselves."

The Results: I've found it to be remarkably effective at providing valuable insights in most situations. When I've implemented this technique, hiring success rates have soared. It saves countless hours and resources by quickly identifying candidates who are likely to be great in an important leadership position. I’ve oversimplified for the purpose of this piece, but including this technique in your broader interview process should really move the needle on your hiring success.

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