PROUDLY PRESENTS

Ronald .L.Garner
Resident of The USA and 3-DNET® VIP member
Email contact : ronald.garner@exec.org

      

VIDEO INTRODUCTION®

 

 

INTERVIEW WITH 3-DNET®

Listen to sample sound "bites" from the interview:  

Question 1 : Tell me about yourself

To paraphrase Longfellow, My life has been about, grasping beyond my reach. The middle son of a divorced woman struggling to raise 3 sons on a bank teller’s salary, I was fortunate to be blessed with intelligence and athletic ability enough to receive numerous offers of scholarships to college. I attended and graduated from Baylor University. Everything I know in life about discipline, hard work, goal setting and personal responsibility I learned in high school and college. Since then, I have been fortunate to have a rewarding and interesting career which has allowed me the option of marching to my own drummer.

Question:  "Tell me about yourself....?"  

Question 2 : What can you offer to your next employer ?

I have over 30 years of experience in senior and executive level management and marketing positions, demanding extraordinary performance and leadership capabilities under stressful conditions and deadlines. I have worked for two Presidents of the United States, as well as, presidents of two NYSE corporations. I have also run my own business. I understand the value of a strong work ethic and what is required to lead and manage an organization to success. Just as importantly, I understand what is required to understand your customer and to market, internally any externally, an organization’s products and services to assure success.

Question:  "What can you offer....?"  

Question 3 : What are your strengths ?

Executive level experience in business and government; in-depth political awareness and contacts; proven analytical capabilities in macro-economic and market analysis; demonstrated ability to perform in difficult and adverse environments; wisdom from having experienced failure and seeking to understand why; knowing the importance and substance of leadership.

Question:  "What are your strengths?"  

Question 4 : What are your accomplishments ?

My major accomplishments are as follows:

A): Personally, two sons who are 1] good citizens of the community, 2] vigorous scholars, 3] outstanding student athletes and 4] great sportsmen; and a loving wife of 22 years.

B): Professionally, I grew Savage Enterprises, a small, closely held, real estate development company, from $25M to $300M in three years.

I authored original and acclaimed macro-economic market research which was extensively quoted on the front page of the New York Times and the Boston Globe. The article was written as part of a marketing campaign which I had been engaged to undertake. The article created enormous leverage for the marketing campaign and raised the visibility of my client overnight.

I created the first [provider owned] home health care organization covering the entire State of Texas. In this project, I wrote the original business plan, marketed the concept, created the ownership entity, drafted [with counsel] an initial securities offering for the sale of the equity of the company and closed the transaction with 17 owner/providers.

In directing a management team in the re-structuring of John Hancock’s $2.5B ERA Fund, I was able to assuage the anger and impatience of important institutional investor clients of the insurance giant.

I managed the restructuring of Peace Corps’ world-wide recruitment and staffing operations. In this context, I was given responsibility of writing and implementing new policies and procedures for the purpose of gaining political control of a run-away agency of the US government

I authored original market research detailing characteristics of multi-family housing in the US market and directed at influencing institutional investment clients. The research is credited with having been influential in bringing multi-family investment into the institutional investment sphere.

Question:  "What are your accomplishments?"  

Question 5 : What are your limitations ?

Because I tend to be fast paced and multi-tasked in my approach to work, I am sometimes brusque and inattentive to problems among subordinates. The result is the impression of aloofness. I have learned to compensate by resisting my impulse to be dismissive of seemingly minor problems and listening, fully, to problems and issues raised. The issues may not be important to me or the task at hand, but they are important to the speaker raising the issue. I have also learned to take the time to ask employees about what is going on in the organization, in order not to be blind-sided by a problem of which I may have been totally unaware.

Question:  "What are your limitations ?"  

Question 6 : How much are you worth ?

My worth is totally dependent upon my ability to create value and add to the bottom line of the organization. Set a high and measurable standard which represents real progress for the organization and I will focus my skills and abilities toward meeting those goals. I am comfortable with the concept of “value given for value received”.

Question:  "How much are you worth ?"  

Question 7 : What are your ambitions for the future ?

My ambition is to find a challenging, intellectually stimulating position at a high decision making level which will put to the test my skills and abilities.

Question:  "What are your ambitions for the future ?"  

Question 8 : How long would it take you start contributing to the firm? 

Having moved across disciplines several times, I am experienced in the intense preparation required to be fully informed and ready to go, the first day on the job. At the time of my arrival, I will, because of my preparation, be able to devote the majority of my time to becoming familiar and building rapport with co-workers, not asking elementary questions about the nuts and bolts of the company’s operations.

Question:  "How long would it take ... ?"  

Question 9: What is your management style?

My management style is inclusive and stresses a positive, collegial style of open interaction. I want to hire good people and to trust them. I want people around me to participate in the development of business plans and actions and to accept personal ownership of well defined tasks which constitute their part of the overall plan. I stress open communications with the intent of creating a work environment in which group dynamics can flourish. I want my employees to be recognized before me for organizational success. I want my employees to value the approval of their co-workers as much as they value my approval. Then, everyone is vested in the success of the business.

Question:  "What is your management style .... ?"  

Question 10: Why do you think you have a good potential to be a manager?

Management is as much art as science encompassing a number of disparate disciplines requiring you to be able to organize, motivate, evaluate and lead a group of people who will only be led if they accept and trust your vision and judgment. However, successful management is essentially about winning. A good manager sets realistic goals and creates the conditions that result in the meeting of those goals, making sure that success is a win for the group, not an individual. Having experienced and succeeded in challenging management situations in the past, I feel my management potential has unlimited upside.

Question:  "Why do you think you..... ?"  

Question 11: What would you look for in hiring people?

Beyond determining an individual’s professional skills and abilities, I want to be confident about the individual’s character and personality. Is this individual capable of putting aside a personal agenda and working cooperatively in a team environment? Does this individual have the commitment and work ethic to be successful? Can this individual accept personal responsibility for the team’s results? Can this individual accept criticism from co-workers without equivocation? Can this individual assume the role of mentor, when necessary? In other words, I look for smart, committed people with a positive “can do” attitude, who can bring added benefit to a team of people, beyond just doing a job.

Question:  "What would you look for hiring .... ?"  

Question 12: As a manager, have you ever had to fire someone?

I have, on several occasions, fired employees for a variety of reasons, ranging from failure to abide by company policy to an inability to perform the duties assigned. In all instances, firings occurred following counseling and intervention. It is not a pleasant part of management, but it comes with the territory. Once you have determined the best course is to terminate an employee, do it promptly, with fairness and honesty and before the employee has the opportunity to cause dissension among other team members..

Question:  "As a manager, have you ever..... ?"  

Question 13: What do you see as the most difficult task of being a manager?

Leadership! It is not about being universally liked. The easiest way to feel good, personally, is to avoid conflict, especially someone with whom you have a close working or personal relationship. The difficultly comes from the balancing of your emotions and insecurities with a professional need to act. In conflicted situations the successful manger will be firm, tactful and direct, leaving no misimpression as to meaning or consequence. The critical concern, in the end, must be about maintaining respect and the manager who equivocates will lose respect and the ability to lead. Even in the most difficult of situations, a leader must be confident and consistent.

Question:  "What do you see as...... ?"  

Question 14: Describe what you feel is the best work environment?

A place where, to the extent possible, egos, ambitions and jealousies are left at home and everyone comes to work committed to being part of a team. In such a place, people know that they are cared for as individuals, as well as, employees and they interact with each other with a positive attitude. Such an environment is not easy to create, but it can certainly be an invigorating place to work.

Question:  "Describe what you feel..... ?"  

Question 15: Looking back how do you describe your past employer?

Columbia Health Services: Columbia was a challenging place to work. The health services industry is brutally competitive requiring a comprehensive knowledge about your customers needs. Companies which are successful have an ability to turn customer awareness into new products and services meeting customer needs before the customer asks for it. This ability to create value for your customer is intrinsic to successful growth. Responsibility for strategic planning and development was rewarding and allowed for a range of creative ideas to be transformed into services with market value. The company’s mission was, however, hampered by a high rate of turnover, which made long-term planning difficult and day to day management chaotic. Although in a staff position for most of my time with Columbia, my conclusion as to the high rate of turnover was the inability of managers to create mutual trust between themselves and employees. A streak of paranoia seemed to permeate the environment, beginning at the top. Consequently, the company struggled in its efforts to retain good employees.

Question:  "Looking back how do you ..... ?"  

Question 16: What have you done to increase productivity, performance, efficiency, etc..?

Medical AfterCare, Inc.: The Company was created to bring efficiencies to the health care system as they relate to medication compliance issues with chronically ill patients outside the hospital setting. The proprietary software driving the company’s services was an innovative architecture. Studies showed the cost of the service was a net gain after allowance for reduced hospitalizations of chronically ill patients.

Question:  "What have you done to .... ?"  

Question 17: Whether you are a "computer wizard", how do you respond to the financial side of your responsibilities?

Having had professional responsibilities as a CFO and a FO Principal, I am familiar with the constructs of balance sheets and operating statements. As a manager, having had responsibility for million dollar operating budgets, I am familiar with the urgency of knowing what is happening financially in your operation. I take very seriously the need to be constantly and fully informed about the numbers. I am a firm believer in trending and charting and if I see trends and charts I don’t like. I get on top of it, immediately. Finally, I ascribe to the maxim about a war being lost because of a horse shoe and the horse shoe can, generally, be found in your financial reports. That said, it is important to note, reviewing financials is evening work. During the day, you are responsible for driving the boat.

Question:  "Whether you are a "computer wizard".... ?"  

Question 18: How many people have you supervised in your recent job?

In my professional past, I have had supervisory responsibility for more than 50 people. Of course, this is illusory. No one can actually supervise 50 or more people. Ideally, I can supervise 4 to 5 subordinates and trust they can supervise the rest.

Question:  "How many people have you .... ?"  

Question 19: What do you like more, working with figures or words?

Words. Numbers are the end result of words; words which communicate vision, plans, ambitions, shared purpose and mutual respect.

Question:  "What do you like more ..... ?"  

Question 20: How do you think that your subordinates receive you?

I am perceived by subordinates as serious. I communicate early and often, that I am present for a purpose and each subordinate has the choice of sharing in the pursuit and fulfillment of that purpose or leaving. It has been my experience that new leadership always is accompanied by some change in staff, which is fine. Those who remain and those who follow on will share my purpose.

Question:  "How do you think .... ?"  

Question 21: What do you think of your previous boss?

Isolated. He tended to rely on a few close associates, with whom he was comfortable, and to treat all other employees with a degree on suspicion. The result was a steady stream of policies designed to curtail employees’ freedom to act independently. Additionally, his hiring decisions were based on short term needs rather than long term ability to fit into the organization. The consequence was organizational instability, which, in the end, drove up costs. My failure is that I was never able to convince him to change his style of management.

Question:  "What do you think .... ?"  

Question 22: Describe a situation in which your work was criticized?

I was once criticized by my college coach [now famous] for quitting, i.e. not giving my best effort. It was at the end of a grueling three days of competition and I had been over used and was exhausted. I had nothing left in my tank. It taught me a valuable lesson. Sometimes leaders can demand too much and end up with nothing. A good leader knows when to call a time out. Years later, my coach, older and wiser, apologized for his outburst.

Question:  "Describe a situation .... ?"  

Question 23: If I spoke with your boss what he would say about your greatest strength and weaknesses?

He would comment on my creativity and ability to handle numerous tasks at one time. He would praise my ability to synthesize large amounts of data and draft business plans and reach conclusions. He would praise my organizational skills and my ability to direct a complex business operation. He would fault me for not being a better, more sensitive, listener.

Question:  "If I spoke with your boss.... ?"  

Question 24: How can you handle life under pressure and with tough deadlines?

My professional career began in politics. Politics has a unique way of creating a deadline called election day. Having been employed by two Presidential election campaigns, and a number of state and local campaigns, I have learned to accept the physical and mental pressures of absolute, immutable deadlines. Praise is, generally, not given to those who just finish the race. Praise is given to those who finish first. Once you decide to step to the starting line and the gun goes off, second place is not an option. You do whatever is required to get to the finish line first, as long as it is within the rules. For me, as my children are reaching adulthood, the pressures associated with family are diminishing and my ability to focus on career is expanding.

Question:  "How can you handle .... ?"  

Question 25: What do you think you do better: staff work or line work?

It doesn’t matter. I am equally confident in my ability to lead an organization as I am in my ability to deliver advice, strategy and direction.

Question:  "What do you think.... ?"  

Question 26: In your current position, what problem have you identified that was previously overlooked?

When I arrived at Columbia, the company was struggling with a recurrent, periodic negative cash flow. My first task was to get control of it. I quickly discovered the company was being defrauded by a scheme involving the company’s medical director and outside accountants. They were both fired and made restitution in exchange for not being prosecuted.

Question:  "In your current position .... ?"  

Question 27: If you had a choice of job and a company what would you choose?

I have already enjoyed working for people and companies with marquee names. I am interested in a challenging position that I can have fun doing. I don’t really care about the name over the door.

Question:  "If you had a choice of job.... ?"  

Question 28:Do you have any objection to take a psychological test?

I am quite used to intrusive examinations and background checks such as FBI full field investigations for security clearances to criminal checks for security licensing. I am perfectly comfortable with any type of testing.

Question:  "Do you have any objection.... ?"

Question 29: Do you consider yourself as a creative person?

My life has been defined by an inquiring mind seeking creative answers to problems. Most of my professional associates will acknowledge creativity as a defining trait

Question:  "Do you consider yourself.... ?"

Question 30: How do you describe your personality?

Hard driving, creative, positive and low-key. I am , for the most part, soft spoken, reserved and tactful in my manner and mindful of the feelings of others. I enjoy intellectual discussion and debate; I abhor personal assaults. I enjoy consensus but I am not afraid to go it alone when I think I am right. I am, by nature, a risk taker and will not be content charting a middle course. To paraphrase an old Texas saying, “The only things in the middle of the road are yellow stripes and dead armadillos.”

Question:  "How do you describe.... ?"  

Question 31: What is your outside reading you do?

I read extensively but selectively. I rarely read fiction devoting most of my reading to history, biography, political theory and economics. I read three daily newspapers, as I have for over 20 years. Lastly, I read the Economist regularly and general business publications occasionally.

Question:  "What is your outside.... ?"  

Question 32: What are some of your outside activities?

I enjoy golf and rely on jogging for most of my exercise needs. I am active in my community and am a town meeting member. I am the long time Secretary and coach in the Little League. I am frequently active in local elections.

Question:  "What are some of.... ?"  

Question 33: Are you continuing your education?

Following graduation from college, I completed the Federal Executive Institute in 1975. I have not had any further formal education.

Question:  "Are you continuing your.... ?"

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