8 28 11 Job Interviews Lead With 2 Big Questions

8 28 11 Job Interviews Lead With 2 Big Questions -...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Job Interviews Lead With 2 Big Questions By ADAM BRYANT Published: August 27, 2011 This interview with  Andy Lansing , president and chief executive of Levy Restaurants, was  conducted and condensed by  Adam Bryant Andrea Mohin/The New York Times Andy Lansing is president and C.E.O. of Levy Restaurants, based in Chicago. He routinely asks job candidates if they are nice, which surprises them. Q.   You rose to the C.E.O. position from the legal side. How did that come about?   A.  I started, just because it was my nature, poking my nose into other areas. I would say to  people, why do we do it that way in purchasing, or why do we do it that way in human  resources? And Larry Levy, our founder, would say to me, “Just go fix it if you want. Go work  with it.” So I found myself collaborating with other people who didn’t report to me.   Q.  How did you do that without people getting their backs up?   A.  Part of it is the nature of our company, which is sort of this entrepreneurial family where  people really didn’t live in silos. Even though there’s a head of human resources and a head  of purchasing, there’s more of a sense of openness. We all did everything, we all worked  hard, and I would approach people in a nonthreatening way.   I sort of did my best Columbo act, where I’d come in and say, “I don’t know, I don’t quite get  it.” Maybe things made perfect sense to everyone else, but not growing up in the business  gave me an advantage because I could say, “I don’t understand; will you explain it to me?”  
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
I also learned early on about a trait of good leaders, which is that I may have the idea, but  I’m going to make you think that you came up with the idea and give you credit for it at the  end of the day. So it’s sort of getting people to do things without letting them know what hit  them, and giving them credit for it.   Q.  And how did you learn to do that?    A.  I don’t know. What I can tell you is that early on I wasn’t crazy about the concept of  telling people what to do and being a boss. The power of being a boss is an awesome  responsibility, and I feared it a bit when I first became a boss.   I figured out that I didn’t want people to fear me and do things because of who I was. People  have personal power or they have positional power. Positional power means I have power  over you because I’m your boss — “I’m very important, I’m the C.E.O.” You should fear me 
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 02/22/2012 for the course CSR 309 taught by Professor Staff during the Fall '08 term at Purdue University-West Lafayette.

Page1 / 5

8 28 11 Job Interviews Lead With 2 Big Questions -...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online