Although I don’t have a “standard” set of questions, here are some ideas that might help you get started.

The following applies to white papers and case studies developed on behalf of my B2B clients, and may or may not apply to other disciplines. It also assumes I’ve already completed a creative brief for the project and a value proposition for the product if one is required.

All the questions I compose and ask are open-ended, beginning with one of these words: what, who, when why, where, or how. For example, “What astrological sign are you?” provides an opportunity for a better response AND the opportunity for a follow-up question such as, “I don’t know anything about Gemini. What are they like?” I don’t ask closed-ended questions such as “Are you a Gemini?” There are only three possible answers to a closed-ended question: yes, no, and I don’t know, leaving very little room for constructive follow-up. Also, I never ask more than one question at a time, avoiding questions such as, “What was the result AND how did it affect the business?”

Generally speaking, “Why?” makes for good follow-up questions, rather than an initial one. You have to be careful with “why” questions, because they can be assumptive and accusatory in their nature, (e.g., “Why didn’t you call a consultant sooner?”) and could put your respondent on the defensive. Sometimes a follow up of simply “Why?” or “Why not?” is enough.

1. After an orientation meeting with the subject matter experts, I send them an email asking them to compose from 5 to 10 questions that, when asked of them, would provide them the best opportunity to share their knowledge on the subject. While I don’t use all the questions they compose, and the ones I do I don’t use verbatim, it usually provides a good start.

2. Since I’m writing white papers and case studies, (or editing podcasts that are effectively white papers and case studies) I always write down at least these four questions:

a. My standard ice-breaker: How much time have you set aside for today’s meeting/teleconference”
b. What was the fundamental business problem you were trying to solve?
c. How did you solve the business problem?
d. How did your solving the problem affect the business?
(Notice, too, they’re all personal rather than the more passive and impersonal “What business problems was the company trying to solve?)

From there, you can go on to:

What had you tried before going with the solution that worked?

What bottom line benefits did you experience? (IRACIS: Increased Revenue, Avoided Costs, Improved Service)

Where did all the project resources come from?

If you had to do it again, how would you change your approach?

Finally, I always finish with this question:

Considering what you know now, what bottom line recommendations would you make to other executives who are experiencing a similar problem?

Here’s a sample set of questions I composed for an podcast interview on “Offshoring Governance.” Because it was a podcast, I wasn’t necessarily focused on “problem/solution,” but it gives you an idea of the questioning flow. The respondent composed about half the questions.

Q. GOOD MORNING, ERNIE. HOW MUCH TIME HAVE YOU SET ASIDE FOR TODAY’S INTERVIEW?
[ZIBERT]
Q. IN MY INTRODUCTION, I SAID I THOUGHT YOU WERE IN YOUR COMPANY’S OFFSHORING HOT SEAT. PLEASE TELL OUR LISTENERS A LITTLE ABOUT YOUR ROLE AND RESPONSIBILITIES AT HP.
[ZIBERT]
Q. WHAT CAREER PATH DID YOU FOLLOW TO ARRIVE AT YOUR CURRENT POSITION WITH HP?
[ZIBERT]
Q. I READ YOUR CURRICULUM VITAE AND IT MENTIONED YOU HAD A “PASSION FOR OUTSOURCING SUCCESS.” HOW DOES THAT TRANSLATE TO “OFFSHORING SUCCESS?”
[ZIBERT]
Q. EARLIER I MENTIONED “OFFSHORING GOVERNANCE.” WHAT DOES THAT MEAN TO YOU?
[ZIBERT]
Q. WHY IS “OFFSHORING GOVERNANCE” IMPORTANT?
[ZIBERT]
Q. WHAT ARE THE MOST VISIBLE CHALLENGES IN OFFSHORING, ESPECIALLY IF A COMPANY WANTS TO DO IT WELL?
[ZIBERT]
Q. WHAT ADDITIONAL COMPLICATIONS DOES THE RELATIONSHIP WITH THE OUTSOURCING PARTNER BRING TO A BUSINESS?
[ZIBERT]
Q. WHAT ROLE DOES GOVERNANCE PLAY IN MAKING YOUR OFFSHORING VENTURES A SUCCESS?
[ZIBERT]
Q. HOW CAN YOU TELL WHEN YOUR GOVERNANCE MODEL IS FAILING YOU IN AN OUTSOURCED OFFSHORING RELATIONSHIP?
[ZIBERT]
Q. WHAT HAPPENS WHEN THE OFFSHORING GOVERNANCE MODEL FAILS?
[ZIBERT]
Q. HOW DO YOU FIX A FAILED OFFSHORING GOVERNANCE MODEL?
[ZIBERT]
Q. ONCE A COMPANY HAS THE RIGHT GOVERNANCE MODEL IN PLACE, HOW DO THEY ENSURE IT STAYS ON TRACK?
[ZIBERT]
Q. IT SOUND TO ME LIKE MANAGING YOUR INTERNAL CUSTOMER’S EXPECTATIONS MIGHT BE A BIG PART OF YOUR JOB. HOW DO YOU ENSURE THEY DON’T GET ANY PROGRAM SURPRISES?
[ZIBERT]
Q. BASED ON YOUR EXPERIENCE, WHAT WOULD YOU RECOMMEND TO OTHER EXECUTIVES SITTING IN THEIR RESPECTIVE COMPANY’S OFFSHORING HOTSEATS?

Mike - many thanks to you for making this forum available!!

All the best,
- J

When developing a white paper or case study for a B2B company, I follow the same process:

1. I meet with the principal or principals to complete a Creative Brief. The principles are the people in the company that commissioned the white paper or case study. I use the Creative Brief to collect all the meta data about thw white paper or case study such as due date, key messages, target audience, theme, call to action, timeline, contact information for SMEs, and approvals. Generally speaking, by the end of the CB meeting, I’ve got a good sense of the title, theme, and direction.

2. I schedule and conduct an Orientation Meeting with the SMEs. I explain the process, tell them how the content is going to be used, and what they can contribute to ensure the best possible product. At the end of the meeting I send them a blank bio sketch form, a release for their signature, and a blank questions form (I ask them to compose 5 to 10 questions they’d like me to ask them that gives them the best opportunity to share their knowledge).

3. Once I get the above information back, I schedule the recording or recordings. Before the recording, I’ll prepare an interview script that includes their questions along with questions I’ve composed to make certain that the territory is completely covered. I send them the interview questions.

4. I conduct the interview on the scheduled date, recording it in its entirety. 90% of my interviews are via teleconference. At the end of the interview I ask the SME if they have any documentation that might help my research.

5. I edit the junk out of the recording and I send the recording off to escriptionist.com to have it transcribed.

The transcripts are treated like written research. When I use the transcripts for quotes, I edit them for grammar, punctuation and clarity. I’ve never had an SME ask me to reverse my changes.

Hope this helps.

Cheers.

t.

In B2B interviewing I’ve done - mostly by phone - it’s so important to make the interviewee feel comfortable with the scope of the interview and with your ability to translate what they tell or convey to you in the correct context. I’ve found that it’s a good idea to ask (towards the end of the interview) if there was anything that wasn’t covered that the interviewee might feel was important or relevant. Sometimes you’ll get a bit of information there that reshapes or refocuses what you’ve already learned. Or, as Mr. Grobel said, takes you in a new direction.

Like June, I’ve found that checking direct quotes by phone or e-mail is the best way to handle an interviewee who wants to make sure that they’ve been quoted in context. Sometimes, people you interview have been “burned” by a journalist. Once they’ve been misquoted or misrepresented, they may be uneasy over talking to anyone.

Thanks for posting the release form. That’s terrific.

Jill - You asked what to do when a client has made a “preview” a condition for being interviewed. I email (or telephone) and only provide the direct quotes. That way, they don’t wordsmith the entire article or white paper. I find that there is less chance of the client revising the quotes if you phone instead of sending email.

Toby - Nice of you to post that for us!