A significant portion of the meeting was dedicated to discussions about the interview questions for the general manager position, with a special focus on union contract negotiations. The RMLD, a union-run utility, is currently involved in several overdue negotiations, making the candidates’ experience in this area crucial. The board debated the best ways to phrase questions to gauge candidates’ strategies for handling potentially contentious negotiations, with an emphasis on understanding their mindset and approach.

One question sparked notable discussion: how to handle challenging situations, initially phrased as “tell us about terrible situations.” The term “terrible” was deemed too strong, and there was a consensus to replace it with “difficult.” The board sought to understand how candidates manage adversity, emphasizing the need for insights into real-world scenarios like layoffs or budget cuts. This approach aimed to assess candidates’ capabilities in making unpopular decisions and managing through adversity, a common aspect of managerial roles.

Further, the board explored the overall structure of the interview questions, prompted by concerns that the original set overly focused on interpersonal management at the expense of domain knowledge. There was agreement to ensure the questions covered various essential areas, including operations management and budgeting. The board proposed adding a question specifically about managing operations and budgets in a dynamic energy environment.

The meeting also delved into the specifics of how questions should be categorized to maintain a balance between different areas of expertise. It was suggested that questions on topics like union management and operational challenges be integrated into broader categories rather than as standalone questions. This approach would ensure that the questions were comprehensive yet clear, facilitating meaningful responses from candidates.

A logistical discussion ensued regarding the scheduling of the next meeting, ultimately deciding on a Wednesday evening. The board opted for an online format to accommodate a member’s travel schedule. Despite a potential conflict with another meeting, the earlier time slot was agreed upon.

The board concluded by agreeing to redistribute the proposed interview questions in a Word document for further editing.

Additionally, the meeting transitioned into an executive session, where the board formally voted to consider applicants by reviewing resumes and criteria for the general manager position. This transition marked a step as the board moved closer to the candidate selection phase, emphasizing the importance of a thorough and fair evaluation process.