Two Difficult Tasks

Introduction

Two of the most difficult tasks managers face: interviewing candidates and handling the resignation of a valued employee. Both are emotionally charged and consequential. This chapter provides practical frameworks for navigating each.

Part 1: Interviewing

Interviewing is deceptively difficult. You’re trying to predict future performance based on a brief conversation. Most interviews fail to gather useful information.

Common Interview Failures

• Talking more than listening
• Asking hypothetical questions
• Failing to probe beneath surface answers
• Confusing likeability with competence
• Not checking for cultural fit

The Purpose of Interviewing

An interview has four goals:

What to Assess

1. Technical knowledge: Can they do the job?
2. Past performance: What have they actually accomplished?
3. Discrepancies: Do their stories add up?
4. Operational values: How do they work? Will they fit?

Grove’s Interview Technique

Effective Interview Questions

• “Describe a project you’re proud of.” — Reveals what they value and how they think about their work
• “What were the problems? How did you solve them?” — Probes for depth beyond the surface story
• “Why did you leave your last job?” — Reveals motivation and self-awareness
• “What would you do in your first 90 days?” — Shows how they approach new situations

“Your job as an interviewer is to get the candidate to reveal themselves. The best way to do this is to ask open-ended questions about their actual experience, then probe deeply.” — Andy Grove

Listen More Than Talk

A common mistake: the interviewer talks 80% of the time, “selling” the job. Grove recommends the opposite—listen 80%, talk 20%.

Interview Time Allocation

• 20% — You talking (about the role, company, answering questions)
• 80% — Candidate talking (about their experience, approach, questions)

Part 2: Handling Resignation

When a valued employee resigns, it’s emotionally difficult. But how you handle it matters—both for that person and for everyone watching.

What’s at Stake

• Losing a valuable contributor
• Knowledge walking out the door
• Signal to remaining team members
• Your reputation as a manager

First Response to Resignation

Step 1: Drop Everything

When someone tells you they’re leaving, nothing is more important. Cancel your next meeting. Give them your full attention. This signals respect and creates space for a real conversation.

Step 2: Listen to Understand

Don’t immediately try to counter-offer. First, understand why they’re leaving. Often the stated reason isn’t the real reason. Listen deeply.

To Counter-Offer or Not

Counter-Offer Considerations

• If it’s about money: You can counter, but ask yourself why you weren’t paying them fairly before
• If it’s about the job: Can you genuinely change what’s frustrating them?
• If it’s about management: This is feedback—can you act on it?
• If it’s about growth: Is there a real path forward here?

The Counter-Offer Trap

Even if a counter-offer is accepted, the relationship is often damaged. The employee has mentally moved on. Statistics show most people who accept counter-offers leave within a year anyway.

Learning from Departures

Every resignation is a learning opportunity. Conduct a proper exit interview:

Exit Interview Questions

• What could we have done differently?
• What did you like best about working here?
• What frustrations did you experience?
• What advice would you give us?

Key Takeaways

• In interviews, listen 80% and talk 20%—your job is to learn about them
• Assess: technical ability, past performance, consistency, operational values
• When someone resigns, drop everything and give them full attention
• Understand the real reason before considering counter-offers
• Counter-offers often fail—the relationship is damaged
• Treat every departure as a learning opportunity