[指南]麦肯锡_-_概述与基础框架-访谈技能.pptVIP

访谈技巧 概述与基本框架 访谈三步曲 确定访谈目的 了解访谈重点 明确解答访谈对象关心的问题 确定访谈方式 开放式问题的利与弊 封闭式问题的利与弊 避免落入典型的访谈陷阱 组建访谈小组 整理思路 访谈三步曲 营造良好的访谈氛围 对不同行为的反应 访谈技巧 选择正确的问题类型 有效地聆听 鼓励被访谈者 悉心探究 结束访谈 访谈三步曲 共享访谈结果 访谈纪要的内容 最终的建议 最佳做法 最佳做法 最佳做法 电话访谈 In addition, the extent to which either relationship building or information gathering will dominate the interview depends on the interviewee’s role in the engagement, previous contact with McKinsey, and the insights we seek. Therefore, defining the interview’s overall objective requires thinking about our specific objectives in the context of the engagement. Typically, interviewees have some common concerns. We can ask our questions in two formats: open or closed. Therefore, we need to consider the advantages and disadvantages of these questions to determine their sequence. Open questions promote broad discussion and encourage interviewees to talk freely. However, asking too many “Whys” can be intimidating. Closed questions direct the dialogue or elicit specific information. They should be used sparingly, otherwise we run the risk of sounding like interrogators. Finally, we need to double check that our questions are clear and fair; they should not antagonize the interviewee, damage our relationship, limit the flow of information, or taint its value. Finally, the team needs to decide who will go and how they will interact during the meeting... …and then we must organize our own thoughts. After careful planning, the keys to conducting a successful interview are to build rapport, listen effectively, and be flexible. Good interviews have three components – all of which require time and attention. During the opening, we establish an atmosphere of trust. In the core, we guide the dialogue and manage the tradeoff between allowing a free-ranging discussion and covering everything we planned. In the closing, we recap key points and agree on next steps. OPENING The first few minutes of any interview are critical because we set the tone and degree of openness for the