that I learned from it and never made it again. The problem is, I've made that mistake a number of times. I think it's my nature. I'm someone who really likes to give people opportunities, to see people grow and step up, and who tends to give people the benefit of the doubt. In some situations, that has worked, and when it works, it is a fabulous thing to see.
What was the worst interview you ever conducted?
The worst interview I ever conducted was with a staff member whose qualification for the position was a bachelor's degree in a field related to the position for which we were hiring. This person had been doing similar work but did not have the specific degree we were looking for. That was the dilemma. I was interviewing this lovely person who looked at me across the table and said, "You know, Dr. Vogel, you don't qualify for this position either." I said, "You know, you're right, but then again, I'm not applying for it." It wasn't the worst interview, but it was a fascinating twist in the process.
Have you ever had a case where you really liked somebody you interviewed, but your team didn't like them? If so, did you hire them, and did the person work out?
I don't think I've ever had a situation where I've had someone go through a series of interviews where the team didn't think the person would work, while I thought the person was fabulous. I think the reason is because when a candidate goes through a series of interviews-particularly when they are interviewing with the people they will be managing-if those people come back and say they're not comfortable with the candidate, you're setting yourself up for a very difficult situation as CIO if you override that process.
I have had the opposite situation, where the team members liked a candidate who I didn't think was a good fit. It happened when the team members were not particularly effective in their own interview process. When I hire people who work directly for me, I'm looking for very particular kinds of experiences and chemistry. In a sense, I'm the one taking the risk because I make the final hiring decision.
Do you require unanimity on a hire?
There is usually some dissention because you have six or seven people involved in the interview process and not everybody is going to think the candidate walks on water. For directors, I make the final decision. For managers, the individual director makes the final decision. I've even interviewed manager candidates and told the director that I wasn't sure it would work, but it is their call. I'll give them the benefit of my experience and questions, but at the end of the day, it is their decision. I think that's one of the most difficult things that a CIO can do: to let staff make their own decisions because the CIO will pay for some of the consequences if it does not work out.
What should candidates wear to an interview?
That's an interesting question, because if you're talking to programmers and they're dressed in sports shirts and slacks and their boss is wearing a sport coat and tie, you probably ought to wear a tie to the interview. I tend to be more conservative about dress. It was an interesting cultural experience going from New York to Houston. New York tends to be much more formal in terms of dress codes; by and large it was suits and ties and white shirts. Houston is much more laid back. My direct reports and I discussed the issue for months. I have relaxed my standards since being in Texas. It is hot, so the expectation that you should always wear a suit or wear hose does not work when it is 95 degrees and 95 percent humidity. As a general rule for an interview, you create a
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