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Gathering the Data 63

bits of information you seek. Don’t squeeze the interviewee dry
and leave him regretting the process afterward. Instead, take time
to explain the positive impact the information may make and the
primary objectives of your time together, and give some good
information in return as a quid pro quo. As the interviewer, you
often occupy a position of power relative to the interviewee; you
have a responsibility to use that power wisely.
Difficult interviews. No matter how well prepared and sensi-
tive you are, you will eventually face someone who is just a “diffi-
cult” interviewee. This person may have his own ideas of how
things should be, and they definitely don’t match up with yours.
If an interviewee is playing hardball, you may have to as well—just
hope his bat isn’t a lot bigger than yours.
This person could be the “sandbagger,” an individual who pur-
posely withholds key information. A sandbag is just an obstacle
to go around, so your path of least resistance should lead you to
another source for the information you need. Of course, if you
have the right heavy equipment, you can just bulldoze her out of
the way.
The most difficult interviewee, though, is the person whose job
is truly threatened by the problem-solving process. The person is
likely to get fired, and you know it. Unfortunately, there’s no easy
way around this one; you just have to soldier on for the benefit of
the organization as a whole.
Always write a thank-you note. Writing thank-you notes is not
just good etiquette; this is good business. Thank-you letters can
really help in building a relationship that can yield future benefits.
Imagine the nice feeling you get when you receive an unexpected
thank-you letter. Many of us need to fight the temptation to neglect
this courtesy because we keep moving forward at such a rapid pace,
especially in the wired and wireless world of the New Economy.
Take time to smell the roses, and thank someone for them as well.