Interviewing

Read 29 in-depth, candid interviews with people holding the top marketing roles within their organizations. Interviewees include CMOs and other top marketers from established companies and organizations—such as Linda Boff of GE, Jeff Jones of Target, and Kenny Brian of the Harvard Business School—to startups—such as Matt Price of Zendesk, Seth Farbman of Spotify, and Heather Zynczak of Domo. Interviewer Josh Steimle (contributor to business publications such as Forbes, Mashable, and TechCrunch and founder of an international marketing agency) elicits a bounty of biographical anecdotes, professional insights, and career advice from each of the prominent marketers profiled in this book. Chief Marketing Officers at Work: Tells how CMOs and other top marketers from leading corporations, nonprofits, government entities, and startups got to where they are today, what their jobs entail, and the skills they use to thrive in their roles. Shows how top marketing executives continuously adapt to changes in technology, language, and culture that have an impact on their jobs. Locates where the boundaries between role of CMOs and the roles of CEOs, CTOs, and COOs are blurring. Explores how the CMO decisions are now driven by data rather than gut feelings. The current realities in marketing are clearly revealed in this book as interviewees discuss the challenges of their jobs and share their visions and techniques for breaking down silos, working with other departments, and following the data. These no-holds-barred interviews will be of great interest to all those who interact with marketing departments, including other C-level executives, managers, and other professionals at any level within the organization.

Interviewing is easy, right? Anyone can do it… but few do it well enough to unlock the benefits and insights that interviewing users and customers can yield. In this new and updated edition of the acclaimed classic Interviewing Users, Steve Portigal quickly and effectively dispels the myth that interviewing is trivial. He shows how research studies and logistics can be used to determine concrete goals for a business and takes the reader on a detailed journey into the specifics of interviewing techniques, best practices, fieldwork, documentation, and how to make sense of uncovered data. Then Steve takes the process even further―showing the methods and details behind asking questions―from the words themselves to the interviewer’s actions and how they influence an interview. There is even a chapter on making sure that information gleaned from the research study is used by the business in such a way to make it impactful and worthwhile. Oh, and for good measure he throws in information about Research Operations. But, hey, that’s just the nuts and bolts of the book. The truly fun part is Steve’s voice and how he portrays this information through amusing anecdotes about his career, fascinating examples from other practitioners, and tips and tricks that only the most experienced UX researchers, like Steve, could come up with. As a nod to the pandemic, he offers ideas for the best way to interview someone remotely, and he also discusses personal bias―how to identify and deal with it so that it doesn’t affect interviews. Everyone will get something from this book. But beyond the requisite information, it’s simply a good read. And if you want another good read with stories galore, pick up Steve’s other book Doorbells, Danger, and Dead Batteries. "Quite simply the best book on when, why, and how you should conduct user interview studies." —Elizabeth F. Churchill, PhD, Senior Director, Google Who Should Read This Book? Anyone and everyone who is interested in finding out what makes their business tick, i.e., who their users are. Anyone and everyone who wants to learn how to interview and listen to people. Anyone and everyone, including CEOs, user researchers, designers, engineers, marketers, product managers, strategists, interviewers, and you. Takeaways User research is key for companies to include in their design and development process. The best way to do user research is through interviewing users and determining their needs. Interviewing can identify what could be designed or what is actually a problem. Teams who meet their users face-to-face will build better products. Field research takes a lot of preparation to be successful―and a solid plan in advance. There are critical techniques and frameworks for mapping human behavior. A good interviewer always puts their participants at ease. If you ask the right questions, you’ll get the right answers. A smart interviewer checks their worldview at the door. To establish a rapport with your interviewee, listen and don’t be judgmental. Research data is a combination of analysis and synthesis. The importance of research analysis must be continually highlighted and emphasized to the powers that be.

Teaching managers how to structure a successful interview, spot exceptional candidates, and hire only those who will add value to the business, this work includes advice on what questions to ask and how to put candidates at ease.

This volume represents a clear, jargon-free overview of diagnostic categories with helpful hints regarding a psychiatric interview. Completely revised and updated, detailing current innovations in theory and practice, including recent changes in the DSM-IV.

Since the initial publication of this classic text, motivational interviewing (MI) has been used by countless clinicians in diverse settings. Theory and methods have evolved apace, reflecting new knowledge on the process of behavior change, a growing body of outcome research, and the development of new applications within and beyond the addictions field. Including 25 nearly all-new chapters, this revised and expanded second edition now brings MI practitioners and trainees fully up to date. William R. Miller and Stephen Rollnick explain how to work through ambivalence to facilitate change, present detailed guidelines for using their approach with a variety of clinical populations, and reflect on the process of learning MI. Chapters contributed by other leading experts then address such special topics as MI and the stages-of-change model; using the approach with groups, couples, and adolescents; and applications to general medical care, health promotion, and criminal justice settings.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

Developing expertise in motivational interviewing (MI) takes practice, which is exactly the point of this engaging, user-friendly workbook. The volume is packed with real-world examples from a range of clinical settings, as well as sample interactions and hands-on learning activities. The author is an experienced MI researcher, clinician, and trainer who facilitates learning with quizzes, experiential exercises, and reproducible worksheets. The reader learns step by step how to practice core MI skills: raising the importance of behavior change, fostering the client's confidence, resolving ambivalence, solidifying commitment to change, and negotiating a change plan. The utility of the book is enhanced by the large-size format and lay-flat binding. The book shows how to navigate each session using microskills that many clinicians already know: open-ended questions, affirmations, reflective listening, and summaries, or OARS for short. This book is in the Applications of Motivational Interviewing series.