Teaching Your Directs How To Interview - Chapter 1 - Basics - Part 2

Summary

Manager Tools Podcast Summary — "Teaching Your Directs How To Interview - Chapter 1 - Basics - Part 2"
Release Date: May 25, 2026
Hosts: Sarah and Mark

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Episode Overview

In this episode, Sarah and Mark continue their deep dive into how managers can teach their direct reports ("directs") to become effective interviewers. Building on the foundational guidance from the Manager Tools "Effective Hiring Manager" process, the hosts walk through practical, step-by-step actions for leaders who want their team members to contribute meaningfully to hiring—specifically focusing on observation, best practices, and proper sequencing for training. The overarching goal: to develop not just good interviewers, but future leaders who understand and reliably apply a standardized, teachable process.

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Key Discussion Points & Insights

1. Observation as the First Training Step

• Let Your Directs Observe Interviews
  • After reading the Effective Hiring Manager book or attending the conference, the next step is for directs to observe interviews conducted by you (the manager), or a trusted peer who embodies the right standards.
  • “Have them observe you or their peers conduct an interview... This is a critical step. They have to be a passive observer of an effective interview to start the process.” (02:23, Mark)
• Why Observation Matters
  • Observing is not about evaluating the candidate, but learning the interviewer's behaviors: how to greet, ask questions, handle answers, interject for clarity, take notes, and close the interview.
  • "Tell them their purpose... will be to learn how you conduct an interview... Tell them to ignore the candidate and to focus on you." (03:58, Mark)

2. Who Should Be Observed?

• Only have them observe managers or peers who strictly follow the Manager Tools hiring process—not those with "their own style" or judgment that deviates from best practices.
• “If you have somebody... who says, 'I have my own style,'... I would not have that person be somebody that gets observed. We're going to create a simple, repeatable, teachable process.” (02:23, Mark)

3. Tips for Setting Up Observational Interviews

• Physical Layout
  • Place the observing direct behind and to the side of the candidate (in-person), so their focus is on the interviewer and they’re not perceived as part of a panel.
  • "Have your direct sit behind and to the side of the candidate... If that means you have to change your physical layout for the interview, do so." (06:23, Mark)
• Do Not Use Videos or Recordings
  • Videos don’t work as well as real-life observation. Observers are less engaged, more distracted, and less likely to internalize key lessons.
  • “We tried [videos] years ago. It did not work. They were much less effective when they got into the interviewing seat...” (10:09, Mark)

4. Virtual/Video Interviews

• For remote interviews, introduce the observer, then have them turn off their camera after the intro to minimize candidate distraction.
• "Have your observer turn off their video after they've been introduced... They're just a gray box at this point." (13:52, Sarah)

5. Mock Interviews

• Mock interviews with internal team members are untested but could be useful if you absolutely lack real interviews to observe.
• "A mock interview, I can't say specifically on first blush... But if I were training you, I would pick somebody on the team... and say, 'Here's what I need you to do in this mock interview for training.'" (11:21, Mark)

6. Review After the Observation

• Post-interview, debrief with the direct. Focus discussion on what they observed about the interviewer, not about the candidate.
• “Review the interview with your direct. Ask them what they learned... Again, don't ask opinions about the candidate. They're in no place to comment.” (15:55, Mark)

7. Repetition Before Responsibility

• Require observation of at least two interviews before moving to participation. If the direct isn’t ready, have them observe more.
• "We recommend that you have your directs observe two interviews before you allow them to proceed on to the next step." (15:52, Sarah)

8. Who Should Learn to Interview First?

• Prioritize top performers—they’re more likely to want peers who share their standards.
• “The top performers want to bring in other top performers... include your middle level performers [next]... If your lower level performers express an interest... they must improve their performance first.” (17:00, Mark)
• Also, consider personal conduct—don’t let anyone who wouldn’t impress a candidate (jerks, arrogant, dismissive) represent your team.
• "If they're going to be kind of a jerk... a bad interviewer... could be reason enough for a candidate to say no." (18:35, Sarah; 18:47, Mark)

9. Next Step: Conducting Interviews Without Vote/Weight

• After observation, directs can conduct an actual interview, but their input doesn't count during the interview results capture meeting. This lets them practice without putting hiring at risk.
• "Once they've observed at least two... allow them to conduct an actual interview... but their input will not be counted at the results capture meeting." (19:49, Mark)
• Screening ("phone screen") interviews should be reserved for you or the best direct since they're more difficult and time-constrained.
• “Reserve your screening interviews for you or your best direct because that's a, an interaction that you're going to... want to make a decision in 30 to 45 minutes.” (20:32, Sarah)
• At the result capture meeting, your direct must still present—so they learn the process and expectations, but their vote is not factored in.
• “This is essentially them being a, an observer, not of an interview, but... of an interview results capture meeting... they're going to have a speaking part that won't count for anything this time.” (22:34, Sarah)

10. Building a Cadre of Interviewers and Leaders

• Systematic, teachable interviewing processes support the firm's hiring quality, set the tone for team culture, and are a strategic responsibility for all managers.
• “A manager’s most important strategic contribution... are the people they hire. That makes this hiring process a really critical one.” (24:03, Mark)

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Notable Quotes & Memorable Moments

• The “Warm Body Problem”
  “We do not want to introduce the warm body problem to our team because every warm body has a halo. And getting rid of somebody is much more painful on the team than choosing not to hire.” (24:24, Mark)
• Panel Interviews Are the Devil
  “Candidates hate those guys. We have a podcast, I think, that says… panel interviews are the devil. I actually think that’s the title.” (14:31, Mark)
• Manager's Strategic Role
  “A manager's most important strategic contribution to their organization are the people they hire.” (24:03, Mark)
• Developmental Mindset Sells
  “If you get hired, you can look forward to the same kind of training. Tell the candidate that your direct will be observing you and will not have any input into the hiring decision... it appeals to people who have a developmental mindset.” (12:14, Mark)

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Timestamps for Important Segments

• [00:34] — Introduce the problem: Why (and how) to teach directs to interview
• [02:23] — Who should your directs observe? Only interviewers who follow the Manager Tools method
• [06:23] — Practical setup for observation: Positioning, environment, and why videos fail
• [10:09] — Video and mock interviews: Pros, cons, and cautions
• [13:52] — Special guidance for video/virtual interviews and observer etiquette
• [15:52] — How many observations before "promotion" to interviewing?
• [17:00] — Prioritizing who to train as interviewer
• [19:49] — Next step: Practice interviews with “no-weight” feedback
• [24:03] — The strategic and cultural importance of great hiring

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Tone and Style

Conversational, direct, action-oriented, and pragmatic—Sarah and Mark blend humor and storytelling into actionable, stepwise advice for practicing managers. Their focus is always on what works in reality, with repeated emphasis on building a teachable, repeatable process for sustainable results.

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Recommended Actions for Managers

1. Familiarize yourself and your directs with the Manager Tools hiring process.
2. Have new interviewers observe at least two interviews conducted according to standard.
3. Position observers physically (or virtually) to avoid panel confusion.
4. Reject "video training" for real, immersive observation.
5. Debrief after interviews—focus on interviewer behaviors, not candidate analysis.
6. Assign interviewing responsibility to top (and later, middle) performers first.
7. Let learners conduct their first real interviews, but exclude their input from initial decisions.
8. Systematize interviewer development as part of building your team—and shaping culture.

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Final Words

Mark closes the episode with a reminder: interviewing is not just a tactical activity, but a strategic imperative for managers. By developing a cadre of skilled interviewers, managers set themselves—and their organizations—up for long-term excellence.
"Well done, you." (25:15, Mark)

Transcript

[A]

Welcome to Manager Tools. This is Sarah and I'm Mark. Today's podcast, Teaching Ear Directs how to interview, Chapter one, part two of two.

[B]

As always, our content has been crafted by humans and we are now certified by Proudly Human. The questions this cast answers are, should my directs interview someone who would become their peer? How can I teach my directs how to interview? What do I need to teach my directs before they get a chance to interview?

[A]

If you want answers to these questions and more, keep listening. Your team understands you, but does that mean you're communicating well? There's a difference between being heard and actually connecting. The Effective Communicator conference reveals that your natural communication style works for only about 25% of the people you lead. The other 75% need something different, and most managers never realize the gap exists. At Manager Tools, we'll teach you how to read behavioral cues, adapt your style, and reach. All of them available for individual managers and for full leadership teams. Visit us at manager-tools.com ecc to learn more. Okay, now that they've read the book or they've gone to the conference and they've understood it, what, what we would have them do next is observe interviews that you're holding.

[B]

If you had somebody on your team who was a direct, who was conducting interviews, had already done this, they could observe them as well, right? Not necessarily just you, right?

[A]

Yeah, absolutely. Absolutely. Anybody who you thought was capable of delivering an interview that you were standards emulated. Exactly. That's the thing. So now, again, folks, an important note. The guidance is best used by those managers who understand and use the manager tool's effective hiring process. If you're not familiar with it, obviously it's going to be much, much harder to train your direct on the basics. I mean, to our point a moment earlier, I don't have them watch an interview that was a non Manager Tools effective hiring manager interview and then think that that was the, the training, because it's obviously not. That's they're watching something completely different. It's a different thing if you've got

[B]

some old person on your team. No offense to old people, but I can say that because I'm old, I'm 65. But if you have somebody in your team who says, well, I'm, I'm a really good interviewer. I've been interviewing all my career and so on, and you know, I've got my own style, but I'm really good at picking yeses and nos kind of thing. I wouldn't have that person be somebody that gets the that it gets observed. I would only have somebody observed who interviews the way you want it to be done. And frankly, if I had somebody like that on my team who says, you know, I've got my own style, I said, no, I'm not going to have you interview then. No, that's not what I'm doing. That's not what we're doing here. We're going to create a simple, repeatable, teachable process. I can't. I can't tell you how often I have this conversation with people I just got back from Dallas who spent a day with Premier Truck Group teaching one on ones and feedback and delegation. And I said, everything you do as a manager has to be teachable and repeatable. It has to be behavioral. It can't be your personality. It can't be ideas you have in your head and your super creative mind that other people may not have. It has to be something that's teachable so that other people can learn it and learn to get better at it. Because the more time they spend at it, the more they tend to learn. One of my favorite phrases is, when you love doing something, it reveals all of its secrets to you. Well, the only way you're going to have all the secrets revealed to you of interviewing is by. Is by doing interviews. And that means somebody has to teach you first. Okay? The first step in teaching directs, other than having them read the effective hiring manager and attend the conference, is to have them observe you or their peers. Conduct an interview. Please, please. This is a critical step. They have to be a passive observer of an effective interview to start the process. It would be easy to skip, but please don't skip it. Let them sit in and watch without the responsibility for asking questions and evaluating the answers and so on. As we said, it's wrong to assume that being interviewed is in any way a good way to learn how to be an interviewer. It's. It just is. So here's what you do. Here's how to do it. Notify your direct that they're going to be observing you or one of your trusted directs, okay? Provide them the interview questions that you will be asking. Remember, the first step was to create the interview so that our interview is already created. We're not making things up as we go. Tell them their purpose when they sit in on your interview will be to learn how you conduct an interview or how your director conducts an interview, how you greet the candidate, how you ask questions by following the interview questions that you have prepared, how you interject, to learn about Behaviors, the underlying behaviors, how you answer questions, how you take notes, how you finish the interview. That's the purpose. Tell them that's the purpose. And assuming they'll have to sit through more than one interview, make sure to tell them that you will not be asking for their input on the candidate. Okay, if you tell them, if you hint at them, or at the end of the interview, you tell them, what did you think of the candidate? You will confuse them. They will now have two focal points, you and the candidate. Tell them to ignore the candidate and to focus on you. If you give any indication, even flippantly, that they are there to evaluate the candidate or you ask them for input on the candidate after the interview, you will have given them two separate responsibilities which will dilute their effectiveness in both of them.

[A]

And folks, if none of your directs have ever acted as an interviewer before using the manager tools hiring process, what we'd recommend is that you have them sit in on your interviews. If you have directs that have already been through this training process, you can have your learners sit in on your direct interviews as well.

[B]

Yeah, it's like I use the word learners in the show notes because I was reminded when I used the example of the car, Sarah, the. The driving versus being driven in California when I was young, when Mike was young, when we got our driver's licenses, I don't know what it's called everywhere else, but we had a thing called a learner's permit. And you couldn't drive without an adult in the car. It wasn't a full driving license. I think it was at 15. And then you could get your driver's license, the actual driver's license. Although I know like in the uk, maybe in Canada too, they don't call it a driver's license, they call it a driving license. But there's a step before getting a driver's license and it's called a learner's permit. And you can't have a learner's permit and just have all your buddies in the car. You have to have an adult with you. So the learner is going to sit in on you or your direct interviews. Now listen, this is an important thing to avoid the issue of the perception on the part of the candidate that this could be a panel interview. You have your direct sit behind and to the side of the candidate so they can see you clearly, maybe over the shoulder of the candidate, but they cannot see the face of the candidate. If that means you have to change your physical layout for the interview, do so Tell them to largely ignore the candidate. They won't be able to ignore them completely. We tried that. You can't get them to completely ignore it because they're fascinated by not having a responsibility to make a decision, but watching an interview occur. And by the way, we don't recommend you show them a video of an interview. We don't. We tried that years ago. It doesn't work nearly as well. They're not connected. If they're in an interview room, they will sit quietly and they will take notes. If they're at their desk watching a video, they'll be distracted, they'll stop the interview, they'll lose their focus, they'll lose their thread that they're watching, and so on. And tell them to really try to not try to evaluate the candidate. The session is not about the candidate for them, but it's about them learning how you or one of your directs, who's good, conducts an interview as an interviewer.

[A]

Yeah, you brought up a really good point a minute ago, Mark, that you don't want them to watch a video of an interview. What that brings up for me then is how do they train their directs to interview if there is no interview for them to watch?

[B]

I'm not sure I follow you.

[A]

What I think I'm hearing is that the only way you can train another interviewer, you're direct. The only way you can train them using this process, is if you have got some interviews to be watched. But what if you don't have that kind of time?

[B]

Ah, that's a very good point. What do you mean, that kind of time?

[A]

Like what if, like what if I don't have three candidates or three candidate cycles to wait for someone to have learned enough information over the course of time to actually train them?

[B]

Yeah, okay, I, I think that's fair. But I think what we're getting here to here is, is a fundamental issue of time versus quality. If I understand your question correctly, what you're saying is I can't wait. Okay, then if that's the case, if you truly cannot wait, then what you have to do is accept that you're going to have somebody conduct an interview who's not qualified to conduct an interview. And in which case I would not have them interview. I mean, I just would never let anybody conduct an interview unless they've proven to me that they can do an interview. And we're not even the second step yet.

[A]

Okay, yes, you're absolutely right. But what if they did conduct an interview? They just conducted and viewed mock interviews? Does that work?

[B]

A mock interview?

[A]

Yeah. Like, what if, like, for example, we set up an interviewing situation where I am interviewing one of the already existing, one of the already employed directs on my team.

[B]

It doesn't strike me as wrong, but look, this is manager tools and I have no data on that. We never tested that. Okay, we did test. Oh, let's just show them a video. We'll video three or four interviews and then we'll have a set of videos that they can watch. And it did not work. They were much less effective when they got into the interviewing seat, into the interviewing chair, because.

[A]

Because they were just.

[B]

They had watched videos. Yeah, passively. And checking email and so on. And it, frankly, it's. It ticked me off. I'm like, hey, your boss told you. We told your boss what to tell you about watching this interview and you just ignored him. Now, I think that actually would be worse. This was, you know, we gathered Data on this 30 years ago. Creating a video was not as easy as it is today.

[A]

Yeah, totally.

[B]

And so videos were less ubiquitous than they are now. I think today it would be even worse to have a video situation.

[A]

And when you say video, you mean a recording.

[B]

Yeah, recording, yeah. Sorry. But a mock interview, I can't say specifically on first blush. I gotta tell you, I like the idea. Now, if it were me and I were training you, for instance, as a director of mine, I'm not now. You're not my direct anymore. But if I were training you, I would pick somebody to interview on the team that I knew I could talk to in advance and say, here's what I need you to do in this mock interview for this training. Now in that case, I will say I'm interested in this. You know, we don't have time to do the kind of gather the kind of data we used to, but you could actually have two observers in that interview. I would never put two observers in an actual candidates interview. They would lose their mind. I will say, though, I don't know, I may be stealing my thunder here from later, I will say that if you've got a good candidate and they find out that there's going to be observer in their interview, and you tell them the purpose of the observer is because I want my people to learn how to be good interviewers before they become managers. I think that appeals to people who have a developmental mindset. They're like, wow, going to teach me how to interview? Yeah, you can't be on this team without learning how to interview because you're going to get A chance to interview your future peers. And I'm not going to have you do whatever the heck you think is what you consider to be good interviewing when there's no reason to believe you would be a good interviewer at all.

[A]

Okay, yeah, sorry, folks, I took us off on a segue there, but I just had a moment, like an interesting idea. Okay, so going back to this idea that you are interviewing an actual candidate, let's now adjust that. For what if it's a video interview? I mean, video interviews are pretty predominant. I mean, there's a lot of interviews happening around us. What we would recommend is the same steps as before with the addition of have your observer turn off their video after they've been introduced to the candidate. The candidate is going to. To our previous points immediately. They're at the beginning, they're going to have a feeling about it. But then once they get into the answering of questions and all the stress and all of the. The brain power associated with actually being a good candidate, they're going to forget about the second interview in their room. Especially since they can't see that person's face anymore. They're just a gray box at this point. Obviously, our seating guidance doesn't apply because you don't need to say the dynamic.

[B]

Who knows where everybody is.

[A]

Just them in the room with their camera off.

[B]

Yeah. Now, when the interview starts, after you greet the candidate as if the observer is not there, introduce the candidate to your direct who is observing. So if I were interviewing Mike and you were the observer, I'd say, Mike, I'd like to introduce you to Sarah Horstman. She'll be observing the interview today. Okay. Now, you also want to explain to the candidate that this is not a panel interview or a dual interview. Candidates hate those guys. We have a podcast, I think, that says. Says panel interviews are the devil. I actually think that's the title.

[A]

I'm not sure, but it's something really like that.

[B]

Yeah, it's dark. Yes, it's dark markish. Yeah. And rather, your direct is simply there to be trained on how you interview on your team. And by the way, if you get hired, you can look forward to the same kind of training. Tell the candidate that your direct will be observing you and will not have any input into the hiring decision. Now, following the interview, it doesn't have to be before you make the decision. Okay. Review the interview with your direct. Ask them what they learned. Ask them about the notes that they took. Keep in mind that you will have been interviewing the candidate, whereas your direct will have been paying attention to you. Again, don't ask opinions about the candidate. They're in no place to comment. If they really carried out their responsibilities, they didn't key on answers. They're going to hear the answers, but they won't be listening the way you want them to. Otherwise they're going to be like in a tennis match, going back and forth, paying attention to the candidate, paying attention to you, and they will essentially lose some of the focus on you because that's what they're trying to learn how to do to be you, the interviewer in the interview. That would be the counter to the stated purpose of you having them there to begin with.

[A]

And folks, we recommend that you have your directs observe two interviews before you allow them to proceed on to the next step, which we're going to get to in a minute here. And folks, this applies even if you're in heavy recruiting mode and you need them to help out immediately. A la our previous conversation, you're I don't have enough interviewers or I really, really want this person in there. Speed in training is really counterproductive to quality, especially in this case in terms of your interview outcomes. So for many managers, that's probably going to mean that you will almost always have a direct observing your interviews. I mean, it's rarely I going to occur where it's just you and the candidate. Almost every time you're going to be introducing someone who is sitting there watching. And again, that's good. It's going to make you as the interviewer, your best. And to Mark's point earlier, it's going to, it's going to show that you've got a developmental mindset and there are definitely people. I mean, I'd say the best people that you're looking for are going to be drawn to that kind of development.

[B]

Yeah. Lastly, on this point of having them observe interviews, we have not said, nor should you infer that we intend that all of your directs should be trained on how to interview. We're not saying that's not possible, it certainly is. But we're recommending first you start with your top performers. Think about it for a minute. The top performers want to bring in other top performers. You know what your bottom performers want another bottom performer. So you don't want that, all things being equal, that's more likely to happen. It's not perfectly matched that way, but it's close to that. Okay, so you start with your top performers. At some point, include your middle level performers. If your lower level performers express an interest. Explain that. Being an effective interviewer is a great skill, one they should totally learn. But they must improve their performance before they can start being trained on it. Encourage them to meet higher standards so that then they will hopefully apply those higher standards to the candidates whom they're interviewing.

[A]

I mean, and I think, and we talk about this a lot more in our actual interviewing guidance, but folks, if there's an individual on your team who would not impress the candidate, then whether they're a top performer or not, in my mind, if they're going to be kind of a jerk.

[B]

Yeah. If they're a top performer but they're arrogant.

[A]

Yeah.

[B]

Or they're dismissive or they want to talk about themselves all the time. Yeah, totally.

[A]

It's not even about performance. It's. It's a little bit about just whether or not they're just like a good person and someone you want your candidate to spend time with before they've chosen whether or not to work for you. Because that's the thing.

[B]

Yeah.

[A]

Someone, a bad interviewer on your panel in that way could be reason enough for a candidate to say no to you.

[B]

Folks, Sarah just said panel, so let's.

[A]

Oh, I'm sorry.

[B]

Clear. Don't.

[A]

I meant deconstructed panel.

[B]

Yes, exactly. Very good. That's a very fancy way of saying it. Yes, exactly.

[A]

When your team isn't hitting the mark, the instinct is to push harder, but the fix is usually in your systems, not in your effort. The Effective Manager conference walks you through the management trinity of one on ones feedback, coaching, and delegation. There are four behaviors that separate managers who get results from managers who just stay busy. And at the Effective Manager conference, you'll hear all about them and practice them. So when Monday comes, you will be ready to lead in person and virtual options are available. Visit us at manager-tools.com forward/emc to learn more today.

[B]

Okay. Our next step in the process is to conduct interviews without full input. Okay, what do we mean by that? Once a direct has observed at least two interviews, and by the way, you could make them observe five interviews if you wanted. If you didn't get a good sense if they were learning up to speed. And that's fine. That's fine. Okay. But once they've observed at least two, don't promote them after one. Again, conducted by either you or one of your peers. One of their peers, you can allow them to conduct an actual interview. Put them on the interview schedule for a candidate when the candidate comes in for their final set of interviews.

[A]

And folks as an important aside, we've been referring to interviews here and not really screenings. Reserve your screening interviews for you or your best direct because that's a, an interaction that you're going to.

[B]

Tougher.

[A]

Yeah, they're tougher. And you're going to want to make a decision and 30 to 45 minutes. So the screening interview is really next level. Your, your beginner interviewers will have an hour, maybe even 90 minutes, which ought to give them, being that they're not as good an interviewer, more time to kind of suss out those important details. Yeah, it's not as much a time crunch, you know. Yeah. You don't have to be as good as and. Yeah, exactly.

[B]

And they're not going to trust themselves. And that's the problem. If you have 30, 45 minutes, you're going to have to trust yourself. Yeah. And that trust will only. Self trust in those situations will only come with reps, with experience. Okay, so when one of your directs is ready to interview, meaning they've gone through a couple of observed practices. Okay, tell them that they will be able to conduct an interview, but that their input will not be counted at the interview results capture meeting. Yes, they'll conduct an interview on their own. Yes. They will have to make a hiring recommendation decision immediately after their interview concludes. And they will have to provide that input following the format in our, in our hall of fame guidance to the interview results capture meeting, as everyone else in the meeting will.

[A]

Yes, but folks, their input in that meeting won't carry any weight. This is a test run so that the first time they're part of an interview results capture meeting, it's a time where they will already understand the meeting and how it works. This is essentially them being a, an observer, not of an interview, but an observer in a way of an interview results capture meeting.

[B]

Right. But an active observer, because they're going to, they, they're going to have a speaking part.

[A]

Yes, exactly. They're gonna have a speaking part that won't count for anything this time. But when their input matters, they're not going to be experiencing this process for the very first time. And thus it's basically a practice round really, of interview results capture meeting.

[B]

Yeah. You don't want them to come to a new process that they've never been to before and have what they're doing count. There's an issue of content and there's an issue of process. Okay, so they've got the content, but they don't know the process. And that might affect how they behave. And so we want to give them at least one rep through there before they start getting counted. You don't have to tell the candidate that their vote won't count. Don't tell the candidate that. I think that will cause candidates to do stupid things, but definitely you'll want them to know. And that will allow them to conduct a full interview and not feel the pressure of, oh my gosh, I could be wrong. All right, so we did go long. Obviously, I like talking about interviewing, so let me, let me summarize. I'm going to say it again, folks. A manager's most important strategic contribution to their organization are the people they hire. That makes this hiring process a really critical one. It's not talked about enough, it's not trained enough, it's not rewarded enough, it's not appreciated enough, it's not hot washed enough, and so on. But if we honestly assess our hiring processes, most of us as managers would find our own process lacking. It is the rare manager who can conduct one interview by themselves and make a great hiring decision. And to do it right, multiple interviews must be conducted. Folks, we can't afford to be wrong here. Right? We do not want to introduce the warm body problem to our team because every warm body has a halo. And getting rid of somebody is much more painful on the team than choosing not to hire. To conduct multiple interviews, we need to have multiple competent interviewers. And that means those interviewers, your directs, need to be trained. But training them is easy. Following this guidance, tell them about the overall interview process, have them observe, let them conduct interviews without giving their input to the results capture meeting. Then they'll be ready to contribute effectively. What's more, you'll be creating a cadre of effective interviewers which will make them better when they get promoted. And you'll be developing effective future leaders, which is exactly the second responsibility of every executive. So well done, you.

[A]

Well done, you.

[B]

That was fun.

[A]

That was good. It was really good. Thanks, Mark. Thanks so much for joining us, folks. We hope this helped you. Now help us help others and tell your friends. And of course, follow rate and review our podcast. And remember, five stars only, please.

[B]

Thanks everybody. Sam,