5 Business Myth Traps to Avoid at Interviews Part 1

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.

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.