The riskiest job interview is with future subordinates

You're in the homestretch of the interview process for a job you really want. The hiring manager has become your ally and you've interviewed well with other key managers. They're checking those glowing references and starting to discuss offer terms. Things are looking good.

But it may not be over yet. Often there's one last round of interviews that can prove the riskiest of all: the interviews with your prospective subordinates.

No one is more likely to have a hidden agenda; no one is more likely to harbor some grudge; and no one is more likely to try some subtle sabotage than a disgruntled subordinate interviewing you as his or her prospective boss.

Consider why:

• Maybe she aspired to the job herself.
• Maybe he's being included in the interview process as an afterthought, as an expected rubber stamp. He may know it and resent it.
• Maybe she doesn't appreciate the stress of getting a new manager -- the person with the most control over her success and happiness on the job. Her cheese is being moved and it's your fault.
• Maybe you're here to displace his trusted mentor, whom he feels was unfairly treated.
• Maybe she disliked her old boss, and wants a new direction.

There's no end to the possibilities. Each subordinate is an actor in a hidden drama with endless possible storylines.

Someone you're going to manage may not be able to prevent your hire. But here's the rub: He can certainly derail your success once on the job. That's why this interview round is crucial and fundamentally different from the others.

Your prospective subordinates may be more deferential and less challenging than your other interviewers, but winning their support is just as important.

Three essential steps

How do you navigate this minefield? There are three essentials:

• Prepare
• Be personable
• Uncover the hidden story.

First, prepare. Ask the hiring manager and perhaps your other prior interviewers for information about prospective subordinates, their viewpoints and situations. Since your prior interviewers are probably on your side by this time, they'll likely be willing to share what they know, and should appreciate your approach.

Second, be personable. Treat each subordinate with the respect that shows you see them as peers on a personal level, even though you'll be the boss on a professional level. This may involve sharing something personal about your upbringing, family, interests, or why the opportunity appeals to you. It may involve asking their advice about how to accomplish things at this organization and in this department. Show that you consider this a critical part of the interview process.

Third, uncover the hidden story. Ask questions about each subordinate's work, their challenges and goals, what they like and dislike about the way the department operates. Listen and learn. Don't make any promises this early, but tell them your objective will be to help them get what they need for greater success and happiness in their work.

This interview round is perhaps the most difficult to prepare for, but with tact and the ability to think on your feet, you can make a good start toward winning the support you'll need from your subordinates.

Peter Gray is the head of executive recruiting at QTI Professional Staffing in Madison.