"If someone tells me that they turned around an organization that was in the red and now they are in the black, I want to know how did they do that as much as what they did. How did they solve certain problems? How did they get information they needed and how did they use it? Did they use logic or jump to conclusions? Did they use past experience versus being open-minded?"
To get at those sorts of in-depth responses, interviewers have to keep probing. "Interviewers tend to stop when they hear the right answer," he says. "But what I'm looking for is to have someone tell me what some of the challenges were during that process, were you able to repeat that, did other departments repeat that success? I can go into an interview with one question and keep asking more questions about that question."
As Bishop puts it: "One part is here's the self-starter mode -- here's enthusiasm and creativity. But then here's the side that says I know that it takes other people, so here's how I lead with my own creativity and yet invite the collaborative spirit."
Answers to those questions will also help a CFO get a feel for whether the candidate is a good fit for the company's culture -- assessing that was a key mentioned repeatedly by CFOs in interviews, and is especially critical for smaller companies.
"It's very difficult for small companies to thrive. If you have one bad employee it can really hinder your success," says Zoovy CFO Tom Saftig. "In a large company, one employee out of a thousand won't make much difference, but in a smaller company one out of 10 or 20 can really hurt you."
That's where a CFO might consider Wolfe's question of whether the job candidate seems to be an able "firefighter," as a means of determining if the person will fit with a company's culture.
Says he: "You might not want someone good at extinguishing the most recent fire, but someone who is good at not letting them get started in the first place."