Study Experiment

5 business myth traps to avoid at interviews. 

What do you do when the obvious answer to an interview question makes sense , but isn’t always right? Most Interview questions can be predictable based on the criteria and behaviors expected from the ideal candidate.

Interviewers however are aware that many answers can be anticipated and prepared in advance, so they may challenge you on your opinions, business common sense and ability to recognize a potential debate instead.  My recommendation to you: if you want to hire essay writer – go to the essay writing service australia.

What Business myths are used as traps, if you don’t have an opinion on them, or can’t debate them in context?

  1. Time is Money
  2. If you can’t Measure It, you can’t Manage It
  3. It is all about the Numbers
  4. It’s not supposed to be Fun; that’s why it’s called Work
  5. Don’t just Sit there, do something
  6. Time is Money

It depends; to some, yes it is, and to many businesses it may be an appropriate measure of performance and contribution, but it is how you spend it mosty effectively, rather than the quantity of time used.

  • Getting a task done in record time does not mean that it has been done well, or with consideration to the longer-term consequences.
  • Doing “just enough”, is never going to make you or your employer stand out, and in the interview process, standing out above other candidates, for the right reasons is essential.
  • In areas of Sales and Customer Service, gains can be made by investing just that little bit more time in ensuring you have all the angles covered, issues resolved and treating the valuable Customer politely, as well as with efficiently.
  1. If you can’t Measure It, you can’t Manage It

It depends; on what you are measuring, how you are measuring it and how much resource it takes to do so. Measurement for the sake of it, or micro-managing the wrong elements is an energy and motivation sapping danger.

  • Not everything that can be measured has a profound impact on the outputs and end results, or the same level of contribution to the end results.
  • There are Key Performance Indicators that are a fair indication of productivity, but make sure you are measuring the right ones is a key factor in any process-to-output chain.
  • Managing variance is not just about identifying it; ensuring the right message and understanding in any remedial action will only have the right positive impact if the true cause is identified and communicated effectively.
  • It depends; sometimes it is about certain numbers, sometimes it is the trend rather than the number itself, and sometimes it is about behaviors, or lack of behaviors behind the numbers that are as important, or more important than the numbers themselves.
    • A 10% decline in profitability, year-on-year, is not a bad thing if there has been heavy investment in R&D, or infrastructure, that will increase profitably in the future considerably for a short-term lack of gain.
    • A 10% increase in profitability for short-term gain, which may impact on the sustainability of longer-term profits can be masking the bigger picture.
    • “Lies, damned lies, and statistics” (attributed to Disraeli by some and Mark Twain by others) describes the persuasive power of numbers, particularly the use of statistics to bolster otherwise weak arguments.
    1. It’s not supposed to be Fun; that’s why it’s called Work

    It depends; there are very few businesses I have come across that are not dependent on the quality, co-operation and buy-in of their staff, and not just their key high potentials. Google and Facebook have demonstrated that their service is a product of their staff environment as well as their talent.

    • All people, but particularly the Gen Y’s, relish environment (other things being equal) and in a free market people won’t put up with certain standards and measurements, perceived as outdated.
    • Free thought and inspiration, in my experience, rarely thrive in a strict rules based environment and the “hygiene factors” set the tone.
    • There has to be underlying standards of expectations and standards set from the start, but these need to be both personal and team orientated so that people buy into the goal and their willing cooperation.
    1. Don’t just Sit there, do something

    It depends; yes there are times and situations where urgent and immediate action is required, but there are other times when a “knee-jerk” reaction, or a pre determined to-do list won’t necessarily generate the best output.

    • Thinking time is not a luxury, but often provides the most effective decision-making, and a considered opinion is often more productive than your first instinct.
    • Activity and productivity is expected and required in any position and at any level, but only the right activity generates the right productivity.

    “Measure thrice, cut once”,Hoping for the best takes no time at all, but preparing for the worst does” and “Even it there turns out to be no better way, ensure you have thought through and considered every other option” are 3 mantras I learned from a very trusted offshore sailor and it has saved lives as well as careers.