Page 87 - The McKinsey Mind

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62 The McKinsey Mind

McKinsey-ite’s favorite question: “Is there anything I forgot to
ask?” Every now and then, it hits pay dirt.
When conducting interviews, listen and guide. Conduct your
interviews in a rigorous but sensitive manner. Active listening—
acknowledging the interviewee with nods, interjections, and the
“McKinsey grunt” (“uh-huh, uh-huh”)—plays a key part in that,
but don’t overlook the value of silence. Use positive body language.
Don’t let the interviewee lead you off on tangents or, worse, the
garden path; politely but firmly keep the interviewee on track.
Seven tips for successful interviews. McKinsey consultants
have many stratagems for conducting effective interviews:

1. Have the interviewee’s boss set up the meeting.
2. Interview in pairs.
3. Listen, don’t lead.
4. Paraphrase, paraphrase, paraphrase.
5. Use the indirect approach.
6. Don’t ask for too much.
7. Adopt the Columbo tactic.

Most of these are self-explanatory, save the last one. Lieutenant
Columbo was a 1970s TV cop played by Peter Falk. He would
often finish questioning a suspect and then pause by the door to
ask one more question—usually a zinger. This tactic succeeded
because the suspects often dropped their guard and allowed the
truth to come out. You can try this approach if you think an inter-
viewee is holding out on you. Who knows, you just might crack
the case.
Don’t leave the interviewee naked. Some people become
uncomfortable under the stress of an interview. As the interviewer,
you are responsible for being sensitive to the fears of the inter-
viewee. Establish a connection with him in order to get those few