"What is your greatest weakness?" The interviewer for a new client asks.
I think "Can't you be more creative than that?"
My response: "Chocolate!"

Heck, my answer was as valid a response as any.

This question is commonly asked. However, it doesn't uncover the value the interviewee can provide and it gives a negative message about the organization.

Think about what you're asking with this question. What you are trying to find out? What tone does it imply?

If I'm going to build a team, I don't want to know their weaknesses. I want to know the assets of each member. This way I can build a team filling in all the gaps with people that are great at something. If you are the best at something, good chances are you are passionate at it. If you are the best at something, good chances are you love to do it and want to keep on doing it. Wouldn't you want a team of people that really enjoy doing what they are best at?

What are you really trying to uncover by asking someone, "What is your greatest weakness?" If it's to uncover a skill that you need and they don't have, there are better ways to assess each individual. Listen for what they are not telling you and if that is a high-priority item, then you know.

Think about what you really want to know about the potential hire. You want to know if they have the potential to perform the job. In addition, you want to know if the person would be a good fit with the team. Finally, you want to know if the person would be someone the business contacts will trust.

Notice that I say potential to perform the job. You will never know, especially these days of checklist resumes, if the person can really do the job. The person may be great at book knowledge but have zero sense at applying the knowledge to the project at hand.

Think of the story (which may be folklore) about Albert Einstein. He made it a regular practice not to cloud his thinking with anything he could look up in under two minutes. When he was asked for his telephone number, he went and picked up a phone book to look it up. (Yeah, you had to look at a physical telephone during those days...google didn't exist). When asked by a colleague why he didn't know his own telephone number, his response (according to the story) was as valid today as it was then..."Why would I remember anything I can look up?"

I ask you the same question. Do you care about syntax of a function or do you care that the person knows how to apply it? People tend to get nervous on interviews. That increases the chances that the candidate will screw up the details. These are details that could easily be found in a reference book. Instead how about asking the candidate:

1. What business books do you reread or reference? (IEEE Standards collection is something I listen for).
2. What problems have you solved using this technology?
3. How have you applied this technology?
4. What value did your application add to the business community?
5. What have you done that made a positive difference to the business community?
6. How do you explain a complex technical solution to the business community?

Notice that the above questions uncover the person's thinking ability. You gain insight into how they think. You gain insight into where (or doesn't bother) he/she references (O'Reilly? books should be on the list as well). The best people in any technology will ALWAYS have books or websites they can reference. It helps them think through problems when they are stuck.

The other important aspect to finding the right team member is to see how the person will fit in the organization. These are questions that I'm asked when I need to work on helping IT and business communities improve their communication.

1. Tell me about the time you used humor or a lighter tone to diffuse a difficult situation.
2. How have you used your wit to win over (not manipulate) a business person?
3. How do you earn respect from your colleagues and the business community (or the opposite if I'm going to report on the business side of the organization)?

Now let's look at the reverse side. In other words, let's look at this from the interviewee's perspective.

Asking "What is your greatest weakness" sets a negative tone. You are looking at the worst in people. Do you really want to set that tone? Do you really want to find out everyone's weaknesses? Spend your valuable time discovering what the person is best at doing. Spend your valuable time identifying whether or not the person would be a good fit in the organization (intelligent, positive attitude, good work ethic).

The current checklist mentality is worthless (to be blunt). Anyone can itemize anything on the resume. A machine searches for keywords on things that can easily be supplemented by someone (who may NOT be the interviewee) and a few reference books. The checklist mentality attempts to remove all humanity out of the interview process. It puts the valuable traits (intelligence, positive attitude, good work ethic) second to a simple lookup.

The Levity Effect (by Adrian Gostick and Scott Christopher) documents that a great place to work involves happy people. Levity lifts the spirits of the entire team. Productivity (which includes producing quality products and services) is higher in companies with a high levity quotient. This means, besides identifying whether or not a person can think, find out if they have the intelligence to add a little levity to your team.

1. Tell me how you would bring fun and energy to the project. (If I'm not asked this, I add it. Being too professional tends to squash idea generation and sucks the energy right out of the project).
2. What was the best (and harmless) practical joke you played on a boss?

"Oh, but Pat, asking about weaknesses lets me know of potential conflicts or personnel problems." No it won't! People are prepared for this question. They will choose something that they do not have a problem with just to turn it positive. It's a given and a gimmick. It never uncovers anything negative about the person. Why would anyone tell you something that will not secure them the job?

Ask about what the person is passionate about in business and see if it fits with the team spirit. Heck, it may be something you HATE to do. Wouldn't that be a real blessing!

To find the best team...pick people who are best at what you need.

SBDi speaks both Business and IT languages. Bring SBDi in to help communication between both organizations. Let us help you find the right flexible solution that will help business increase revenue.

Pat Ferdinandi, Chief Thought Translator