Knock 'em Dead Job Interview: How to Turn Job Interviews Into Job Offers
Transcript of Knock 'em Dead Job Interview: How to Turn Job Interviews Into Job Offers
JOBINTERVIEW
HowtoTurnJobInterviewsIntoJobOffers
MARTINYATE,CPCNewYorkTimesbestsellingauthor
Avon,Massachusetts
DEDICATION
Whenyouturnjobinterviewsintojoboffers,newandwonderfulthingsbecomepossibleinyourlife.Intheyearittooktowrite,edit,andpublishthisbook,IgotengagedtoandmarriedAngela,whohasgivenmetheopportunitytomakenewandwonderfulthingshappeninmylife.Angela,thisbookisforyou.
CONTENTS
INTRODUCTIONTheLawofSurvival
PARTONE:HOWTOTURNJOBINTERVIEWSINTOJOBOFFERS
CHAPTER1TheFiveSecretsBehindEveryHiringDecision
CHAPTER2TheFoundationsofCareerSuccess
CHAPTER3UnderstandWhatYou’reSellingandWhatYourCustomersAreBuying
CHAPTER4HowtoAcetheTelephoneInterview
PARTTWO:BEFORETHEINTERVIEW
CHAPTER5DressforJobInterviewSuccess
CHAPTER6BodyLanguage
CHAPTER7TheCurtainRisesontheJobInterview
PARTTHREE:ATTHEINTERVIEW
CHAPTER8WhyInterviewersDotheThingsTheyDo
CHAPTER9HowtoKnock’emDead:GreatAnswerstoToughInterviewQuestions
CHAPTER10QuestionsofManageabilityandTeamwork
CHAPTER11HowtoHandleStressandIllegalQuestions
CHAPTER12WelcometotheRealWorld
CHAPTER13StrangeVenuesforJobInterviews
CHAPTER14TheGracefulExit
CHAPTER15HowtoAcethePsychologicalTests
PARTFOUR:SEALINGTHEDEAL
CHAPTER16OutofSightCanMeanOutofMind
CHAPTER17NegotiatingtheJobOffer
APPENDIXAgeDiscriminationinaYouth-OrientedCulture
IndexofInterviewQuestionsandAnswers
INTRODUCTION
THELAWOFSURVIVAL
IFYOULIVEDINTHEWILD,you’dneedtoknowhowtomakefiretosurvive.Butyouliveinanurbanworld,andyouneedtomakemoney.Thatmeansyouneedajob,andtheonlywayyougetajobisbyturningajobinterviewintoajoboffer.Thetransitionyouaregoingthroughtodayprobablyisn’tyourfirst
jobchange,anditprobablywon’tbeyourlast,either.Statisticssaythatyouwilllikelychangejobsabouteveryfouryearsthroughoutyourworklife,andsinceyou’llprobablyworkforaboutfiftyyears,thatmeans12–15jobchanges.Withsomanyjobchangesthroughouttheaveragecareer,itshouldbeano-brainerthatjobsearchandcareermanagementskillsarethemostimportantskillsyoucanpossess.However,throughoutyourlifeyou’vebeentoldthatallyouneedtodoisgetaneducation,andtherestwilltakecareofitself.Theabilitytoturnajobinterviewintoajoboffer—theequivalentofthecaveman’sabilitytomakefire—isthemostimportantskillyoucaneverpossess,andyetnoonehaseverbotheredtoteachittoyou.Andbecauseofthat,whatshouldbeyourgreateststrengthhasbecomeyourgreatestliability.InthisKnock’emDeadbook,Iamgoingtoshowyouhowtoturnthis
criticalweaknessintoastrength:I’mgoingtoshowyouhowtoturnjobinterviewsintojoboffers.Goingforward,youwillusethestrategiesandtacticsyoulearnherenotjusttogetajob,buttoimproveyourcareer:Theseareskillsyouwillbethankfulforthroughoutyourlife.
WhyDoYouGotoJobInterviews?
Headhuntersandhiringmanagerssaythatmanycandidatesthinkinterviewsareaboutdecidingwhethertheywantthejob,andthatoftentheonlyquestionsaskedareaboutsalary,vacation,andbenefits.Youdon’tgotoajobinterviewtodecideifyouwantthejob,becauseyouhavenothingtodecideuntilanofferisputonthetable.Yougotoajobinterviewtogetajobofferandtoturnyourgreatestprofessionalweakness—turningjobinterviewsintojoboffers—intoaprofessionalstrength.Nothingelsematters,notthepay,thebenefits,ortheworkenvironment;theyareallirrelevantuntilanofferisonthetable.Yougotoeveryjobinterviewtoimproveyourabilitytogetjoboffers,soyoushouldtreateveryinterviewasanopportunitytobuildthismostcriticalsurvivalskill.
InterviewersHateInterviewing
Thepersonontheothersideofthedeskisnotyouradversary;she’ssomeonewhoreallywantstohireyou.Thetruthis,managershateinterviewing.Theywanttofindsomeonewhocandothework,wantstodothework,andcangetalongwithothers.TheywanttohiresomeoneASAPandgetbacktotheirrealwork.Youjusthavetohelpthemmakethatdecision,andthatiswhatIamgoingtohelpyoudo.Listenup,becauseIamnotgoingtowasteaword,oramomentofyourtime.Remember,whatyoulearnwillnotonlyhelpyoulandthatnextjob,itcanchangethetrajectoryofyourlife.
PARTONE
HOWTOTURNJOBINTERVIEWSINTOJOBOFFERS
CHAPTER1
THEFIVESECRETSBEHINDEVERYHIRINGDECISION
ASYOUWALKINTHEDOORFORYOURNEXTINTERVIEW,Iguaranteethathiringmanageristhinking,“PleaseletthisbetheoneIcanhiresoIcangetbacktomyrealjob.”Howwellyouperforminjobinterviewsdeterminesthejobsyouareoffered,themoneyyouearnand,toadegree,thelifeyouenjoyoutsideofwork:Youwanttodothiswell.Yourjobsearchisasalescampaign,andjobinterviewsaresalespresentations.Whateveryoudoprofessionally,forthedurationofyourjobsearchyouhaveanotherjobtitle:Youareasalespersonsellingtheprofessionalyou—auniqueportfolioofskills,experience,behaviors,andvalueswrappedinaliving,breathingpackagethatqualifiesyoutodoaspecificjobparticularlywell.Youaresellingalivingproduct:yourself.Atjobinterviews,youdisplayyourproductforpotentialbuyers.These
buyers—yourinterviewers—compareyourproducttotheotherstheyhaveseen.Howeffectivelyyoupitchyourproductanddifferentiateitfromtheotherswilldeterminewhetherornotyougetthejoboffer.
TheBuildingBlocksofJobOffers
Theabilitytoturninterviewsintooffersisbuiltfromthefollowingcomponents:
UnderstandinghowyourcustomersmakebuyingdecisionsUnderstandingwhatyourcustomerswanttobuyIdentifyingwhatyouhaveforsalethattheywanttobuy
Tailoringyoursalespitchtoyourcustomer’sneedsSellingwhatyouhavetooffer
Preparationishalfthework:Prepareproperlyandsucceed;ordon’t,andfail.Todifferentiateyourselffromothercandidates,you’vefirstgottounderstandhowyourcustomersmaketheirbuyingdecisions.Thisisespeciallyimportantbecausethecriteriaemployersusetomakehiresarethesameonestheyusetodecidewhogetstheraisesandpromotions.
HowEmployersMakeBuyingDecisions
Noemployerwakesupinthemorningsaying,“It’sawonderfuldayintheneighborhood;IthinkI’llhireanaccountant.”Staffisonlyeveraddedtothepayrollforonereason:tohelpthecompanymakemoney.Whateveryourjobtitle,thatjobisasmallbutimportantcoginthecomplexmoneymakingmachineryofthecorporation.Yourcoghasitsownsetofresponsibilitiesandcontributionstomake,butitmustalsomeshseamlesslywithothercogsinthedepartment(andelsewhereinthecompany),workinginharmonytoexecutetasksbeyondthescopeofindividualeffort.Yourjobtitleisonlyaddedtothepayrollwhenthecostsofhiringandpayingyouareoutweighedbyyourcontributiontothebottomline,throughbringingmoneyintothecompany,savingmoney,savingtime,orotherwiseincreasingproductivity.Therearefivecriteriathathiringmanagersapplytoeveryhiringdecisiontoensurethesegoalsaremet.Thesecriteriaareappliedwhenhiringforanyjob,atanylevelandineveryprofession.Understandingthesefivesecretsofthehirewillchangethewayyouthinkaboutyourwork,revolutionizeyourperformanceatjobinterviews,andcanpowergreatersuccessinyournextjobandthroughoutyourcareer.
TheFirstSecret:AbilityandSuitability
TheFirstSecret:AbilityandSuitability
Saying,“Hey,Icandothisjob—givemeashotandI’llproveittoyou,”isnotenoughtolandajoboffer.Youhavetoproveitbydemonstratingacombinationofalltheskillsthatdefineyourabilitytodothatjob.Youbringtwobroadsetsofskillstoanyjob:
1. Youmustdemonstrateanabilitytodothework:thatyouareinfullpossessionofthetechnicalskillsnecessarytoexecutethejob’sresponsibilities,andthatyouhaveacleargraspoftheroleyourjobplaysinthedepartment,asthatsmallbutimportantcoginthatcomplexmoneymakingmachineryofthecorporation.
2. Youmustalsoestablishyoursuitabilityforthejob.Youpossessabodyofprofession/industryknowledgethathelpsyouunderstand“thewaythingsgetdoneinbanking/agribusiness/pharmaceuticals.”Thisprofession/industryknowledgediffersfromoneindustrytothenextanditmustbeobviousthatyouspeakthelanguage,knowtheprotocols,andunderstandthechallengesthatyourindustryexiststohelppeoplesolve.
Forexample,acomputerprogrammerworkinginabankhastechnicalskills.Sheshowsabilitytodothejobbydemonstratingpossessionofcodingskillsindifferentprogramminglanguagesandhowtoapplytheminwritinggoodcodeforspecificapplications.Thisprogrammershowssuitabilityforthejobbydemonstratinganunderstandingofhowtheprogramwillbeusedinapplicationandwhyitwillbeusedthatway.Thisunderstandingcomesfromafamiliaritywiththeoperationsofbanking,theuniqueneedsthatbankingoperationsgenerate,andtheterminologyusedtocommunicateinbanking.Familiaritywiththeseindustry-specificconsiderationshasconsiderableimpactonthatprogrammer’sabilitytodoasatisfactoryjob.TheRealityofIndustryBias
TheRealityofIndustryBiasButwait,yousay,acomputerprogrammerdoesn’thavetoknow
banking:Hecanpickthatupfairlyquickly.It’stheprogrammingskillsthatareimportant.Idon’tdisagree,butifyouwerethehiringmanager,andyouhadtopickbetweentwoprogrammerswithequaltechnicalskills,identicalexceptforthefactthatonecandidatecomesfromyourindustryandtheotherdoesn’t,whichwouldyouchoose?It’sano-brainer:You’dchoosetheonewhoknowsyourbusiness.Whenemployersinterviewcandidatesfromotherindustries,theyfirst
lookforthetechnicalskillsusedtoexecutetheresponsibilitiesofthejob.Ifyou’vegottenasfarastheinterview,youclearlyhavemanyoftheseskills.Yourissuenowbecomesoneof“suitability”:yourindustry-specificunderstandingofwhythingsgetdonethewaytheydo.
TheCausesofIndustryBiasEveryindustrydevelopsdistinctivecharacteristicsinresponsetothe
uniquequalitiesoftheserviceitdeliverstocustomers.Everycompanyisengagedinindustry-specificmethodologiesandchallenges,andtherearealwaysidiosyncraticsituationsandsensitivitiesthatarisefromthenatureofthatindustry’sproductorservice.Industriesnaturallydeveloptheirownlanguages,priorities,andwaysofdoingthingsinresponsetotheirneeds.Industrybiasspringsfromrealconcernsaboutacandidate’s
understandingofthebuildingblocksofcommerceinthenewindustry:theindustryjargon,themyriadproblemslikelytocropuponthejobeveryday,andtheworkingrelationshipsnecessarytoexecuteonthecompany’spromiseofexcellentserviceorproduct.Acandidatewhodoesn’tunderstandthelanguageofthenewindustry
almostcertainlywon’tbesensitivetotheotherindustry-specificchallengesandthemethodologiesdevelopedinresponse.Thiscandidate
isseenashavingalonger,steeperlearningcurve,whichmeansmoretimeandmoneyintrainingandgreateroddsofafailedhire,bothofwhichmanagersprefertoavoidbecausethesecostsleadtofailedmanagers.Whatcanyoudotoovercomethisindustrybiasifswitchingindustriesispartofyourjobsearchplanandyouarestallingoutinjobinterviews?
TheSolutionstoIndustryBiasYoualreadyhavemanyofthetechnical,criticalthinking,andproblem-solvingskillsofthenewjob;whatyoulackisthatintuitivefeelforhowyourworkfitsintotheoverallmoneymakingmachineryofthisparticularindustry.Understandingtheuniquechallengesposedbytheservicesthenewindustryexiststosatisfy—theneedsoftheclients,vendors,colleagues,andcoworkerswithwhomyouandyourworkinteract—willbeatthecoreofbothyourresearchintothenewindustryandyoursubsequentpositioningatjobinterviews.Howdoyoudealwiththis?Giveyourselfa“newindustry101”orientationcourse.Takethetimetounderstandtheuniquequalitiesofservicethatdefineyourtargetindustryandthechallengesthesepresenttotheworkerswithintheindustry.Identifypeoplealreadydoingthiswork:Theycaneducateyouabouttheseissues,andtellyouwhythingsworkthewaytheydo.Youcanaskthesequestionsofcontactsinyouralumniorprofessionalassociation,yourprofessionalnetworks,oronindustry/profession-specificgroupsonLinkedIn.YoucanalsosearchdatabasesonLinkedInandothersocialnetworkingsitesforpeoplewhohavemadesimilartransitions.Theinsightsyougatherwillenableyoutounderstandyourfutureplaceinyournewindustry.(Howyouusesocialnetworkstohelpyoudothisisbeyondthescopeofthisbook,butitisdetailedinthelatesteditionofKnock’emDead:TheUltimateJobSearchGuide.)Whenanemployerseesyourgraspofindustry-specificissuesand
Whenanemployerseesyourgraspofindustry-specificissuesandprotocols,therisksassociatedwithhiringyouwilldiminish.
TheSecondSecret:EveryJobIsaboutProblemAnticipation,Identification,Prevention,andSolution
Aswehaveseen,thereisonlyonereasonanyjobiseveraddedtothepayrollofacompany,andthatistohelpthecompanymakemoney.Jobsdothisbybringingmoneyintothecompany,savingmoney,improvingproductivityinsomeway,orthroughsomecombinationoftheseactivities.Thismandateofcontributingtotheprofitabilityofthecompanyin
somesmallwayisattheheartofeveryjob.Takeafewmomentstodeterminewhetheryourjobischieflyconcernedwithgeneratingrevenue,protectingassets,improvingproductivityinsomeway,orisperhapsacombinationoftheseimperatives.Theday-to-dayrealitiesofyourworkingweek—therealmeatofyour
work—involve:
Identifyingandpreventingproblemsthatlimityourcontributionstothebottomline.Creatingtimelyandefficientsolutionstotheproblemsthatcannotbeavoided.
So,regardlessofprofessionortitle,atsomelevelweareallhiredtodothesamejob:Weareallproblemsolvers,paidtoanticipate,prevent,andsolveproblemswithinourareasofexpertise.Thisappliestoanyjob,atanylevel,inanyorganization,andineveryprofession.Yourchallengeatajobinterviewistoshowhowyoureffortssupport
thesegoals.Youcanstartworkonthisbycreatingacomprehensivelist
ofthetypicalproblemsyoutackleonadailybasis.Thenforeachitemonyourlist,identify:
1. Thewaysyouexecuteyourresponsibilitieseverydaytopreventthisproblemfromarisinginthefirstplace.
2. Earlywarningsignalsyoulookforandtheactionsyoutaketoniptheseproblemsinthebud,beforetheygetanyworse.
3. Howyoutacklethefull-blownproblemsthatarriveonyourdeskeverydayanyway.
Repeatthisexerciseforeveryitemonyourlist,thenlookatyourworkandseeifyoucanidentifycertainmethodologiescommontoallofthem.Thenextstepistoreviewwhatyouhavelearnedaboutthechallenges
ofyourjobandhowyouhandlethem,andtweakthemjustalittlefurthersothatyoucanusetheminconversationatjobinterviews.Here’sanapproachyoucanusetodevelopexamplesofyourproblem-solvingskillsinaction,andtheresultingsolutionsandtheirbenefits:
1. Statetheproblem.Whatwasthesituation?Wasittypicalofyourjob,orhadsomethingunusualoccurred?
2. Whatwasthecauseoftheproblem?Isolaterelevantbackgroundinformation.
3. Whatwasthedesiredoutcome?4. Whatskillsdidyoubringintoplaytotacklethisproblem?5. Recallthesolution.Howdidthingsturnoutintheend?Whobenefitedandhow?
6. Ifyoucan,quantifythesolutionintermsofmoneyearned,moneysaved,ortimesavedorproductivityincreased.Specifyyourroleaseitherateammemberoralonegun.
Thesecondsecretofthehiretellsyouthatwhateveryourjobtitle,
youarehiredtoanticipate,prevent,andsolveproblemswithinyourareasofexpertise.Yourtaskatajobinterviewistoshowhowyoureffortssupportthesegoals.That’sexactlywhattheseexerciseshelpyoudo.
TheThirdSecret:TheTransferableSkillsThatUnderlieProfessionalSuccess
Successfulprofessionalsaresimplypeoplewhocrackthecodeofprofessionalsuccessandapplywhattheylearn.Thereis,infact,asetoftransferableskillsandprofessionalvaluescommontoalljobs,whichhelpyoudoyourjobwell.Theyarethefoundationofallprofessionalsuccess,informingyouractions,judgment,ethics,andinteractionwithothers.
TheTransferableSkills TheProfessionalValues
Technical MotivationandEnergy
CriticalThinking CommitmentandReliability
Communication Determination
Multitasking PrideandIntegrity
Creativity Productivity
Teamwork SystemsandProcedures
Leadership
Youseethesewordsandphrasesinjobpostingsallthetime;theyaresocommonthattheyoftenseemtohavelostallmeaning.Infact,theyaretheskillsandvaluesthathelpyoudowhateveritisyoudo,well.Itisyourembodimentofthesetransferableskillsandprofessionalvaluesineverythingyoudothatconveysprofessionalcompetence;theyaretheskillsthatbuildreputationsandsuccess.Theygetyouhired,getyounoticed,landyoutopassignments,andleadtopromotionsandraises;
theyenableyoutosucceedinallyourprofessionalendeavorsbecausetheyarethebuildingblocksofsuccess.Whenyoushowyourpossessionoftransferableskillsandprofessionalvaluesatjobinterviews,yougiveyouranswerssubstance,theringoftruth,andatonethatchimesp-r-o-f-e-s-s-i-o-n-a-l.Wewilltalkaboutthemingreaterdetailinthenextchapter.
TheFourthSecret:IntelligentEnthusiasm
Inatightlyrunjobrace,whenthereisnothingtochoosebetweentwotopcandidates,thejobofferwillalwaysgotothemostintelligentlyenthusiasticcandidate.Theproblemisthatinterviewsarestressfulsituations,andwhenyouarestressed,yourdefensesareupandyouretreatbehindawallofstiffprofessionalism;thenaturalenthusiasmandmotivationsnormallypartofyourprofessionalpersonaarerestrained.However,employersseeintelligententhusiasmforyourworkasasignalthatyouaresomeonewhoismotivatedtodoagoodjob.Thisisexpressedbymorethansmilesandsayingyouwantthejob;itisexpressedbyyourdeepunderstandingandrespectforyourworkanditschallenges,aswellasyourobviousrelishintacklingthosechallengeseveryday.Itisalsoexpressedbyyourgenuineengagementintheworkthroughthequestionsyouask.Interviewersmakejudgmentsofprofessionalcompetencybasedpartlyoncandidates’statementsabouttheworktheydo,andpartlyonthequestionsthosecandidatesask,becausethosequestionsdisplayadepthofunderstandingthatstatementscannot.Fromtheemployer’ssideofthedesk,thepreferenceformotivated,intelligentlyenthusiasticcandidatesisroughlythis:
Theintelligentlyenthusiasticcandidatewillworkharderandwillturn
inasuperiorworkproduct.Someonewhoreallyenjoyshisworkandisengagedinhisprofessionwillbeeasiertoworkwith,andthatwillbeapositiveinfluenceandawelcome,happyadditiontotheteam.Yourdisplayofadeepunderstandingandrespectforyourworkanditschallenges,andyourobviousrelishintacklingthosechallengeseveryday,reinforcesyourunderstandingoftheproblemsthatlieattheheartofthejobandyourabilitytohandlethem.Thisintelligententhusiasmspeakstoaprofessionalcommitmentthatismorelikelytobebackedupbytechnicalcompetencyandthepossessionofthetransferableskillsandprofessionalvaluesthatmakeforgoodhires.Someonewhoisintelligentlyenthusiasticandmotivatedbyherworkislikelytohaveagreaterunderstandingofthejobandthereforeagreatercommitmenttotakingtheroughwiththesmooth.
Letthisfourthsecretofthehireencourageyoutoallowyournaturalenthusiasmforyourworkandforthisjobopportunitytoshinethrough,ratherthanhideitbecauseofinterviewnervesoramisconstruedsenseofprofessionalism.Whenitcomestoatightlyrunjobracebetweenequallyqualified
candidates,theofferwillalwaysgotothemostintelligentlyenthusiasticcandidate.Showenthusiasmforyourwork,yourprofession,andtheopportunity;itjustmightbethetiebreakerthatdeliversyouridealjob.
TheFifthSecret:TeamworkandManageability
Teamworkrelatestoyourabilitytofunctionproductivelyasamemberofagroupfocusedonachievinglarge-scalegoals.Workingonateamtakes
patience,balance,tolerance,andanabilitytoassertyourownpersonalitywithoutoverpoweringeveryoneelse’s.Youdon’thavetolikeeveryoneonyourteam;butyouhavetomaketheefforttoworkwiththemproductively.Yourwillingnesstobeateamplayerandyourabilitytofunctionasanintegratedmemberoftheteamiscriticalbecausemanyofthecontributionsyourdepartmentmustmaketowardthesmoothrunningofthecorporatemachinearebeyondthescopeofyourindividualcontribution.
CHAPTER2
THEFOUNDATIONSOFCAREERSUCCESS
UNDERSTANDWHATYOURCUSTOMERSWANTTOBUY.Therearecertainkeywordsrelatingtoskillsthatyouseeinalmosteveryjobposting:communication,multitasking,teamwork,creativity,criticalthinking,leadership,determination,productivity,motivation,andafewmorewe’lldiscussshortly.Thesewordsrepresentasecretlanguagethatfewjobhuntersevershowthattheyunderstand.Theoneswhodo“getit”arealsotheoneswhogetthejoboffers.Thatisbecause,asdiscussedinthepreviouschapter,thesekeywords
andphrasesrepresenttheskillsthatenableyoutodoyourjobwell,whateveryourjobmaybe.Theyareknownastransferableskillsandprofessionalvaluesbecausenomatterwhatthejob,theprofession,ortheelevationofthatjob,theseskillsandvaluesmakethedifferencebetweensuccessandfailure.
TheProfessionalEveryoneWantstoWorkWith
Overtheyears,I’vereadalotofbooksaboutfindingjobs,winningpromotions,andmanagingyourcareer.Onethemethatrunsthroughmanyofthemisjustplainharmful:theadviceto“justbeyourself.”Wrong.Rememberthatfirstdayonyourfirstjob,whenyouwenttogetyourfirstcupofcoffee?Youfoundthecoffeemachine,andthere,stuckonthewallbehindit,wasahandwrittensignreading:
YOURMOTHERDOESN’TWORKHEREPICKUPAFTERYOURSELF
PICKUPAFTERYOURSELF
Youthought,“Pickupaftermyself?Gee,guessI’vegottodevelopanewwayofdoingthings.”Andsoyoustartedtoobserveandemulatethemoresuccessfulprofessionalsaroundyou.Youweren’tbornthisway.Youdevelopednewskillsandwaysofconductingyourself,ineffectcreatingaprofessionalpersonathatenabledyoutosurviveintheprofessionalworld.Thereisaspecificsetoftransferableskillsandprofessionalvaluesthatunderliesprofessionalsuccess:skillsandvaluesthatemployersallovertheworldineveryindustryandprofessionareanxioustofindincandidatesfromtheentry-leveltotheboardroom.Whythisisn’ttaughtinschoolsandintheuniversityprogramsthatcostasmallfortuneisunfathomable,becausetheseskillsandvaluesarethefoundationofeverysuccessfulcareer.Theybreakdownintothesegroups:
1.TheTechnicalSkillsofYourCurrentProfessionThesearethetechnicalcompetenciesthatgiveyoutheabilitytodoyourjob:theskillsneededforataskandtheknow-howtousethemproductivelyandefficiently.Thesetechnicalskillsaremandatoryifyouwanttolandajobwithinyourprofession.Technicalskills,whiletransferable,varyfromprofessiontoprofession,somanyofyourcurrenttechnicalskillswillonlybetransferablewithinyourcurrentprofession.
2.TransferableSkillsThatApplyinAllProfessionsThesearetheskillsthatunderlieyourabilitytoexecutetheresponsibilitiesofyourjobeffectively,whateverthatjobmaybe.Theyarethefoundationofalltheprofessionalsuccessyouwillexperienceinthisoranyothercareeryoumaypursueovertheyears.
thisoranyothercareeryoumaypursueovertheyears.
TransferableSkillsandProfessionalValues
Herearethetransferableskillsandprofessionalvaluesthatwillspeedtheconclusionofthisjobsearchandyourongoingprofessionalsuccess.You’llfindthatyoualreadyhavesomeofthemtoagreaterorlesserdegree,andifyouarecommittedtomakingasuccessofyourlife,you’llcommittofurtherdevelopmentofallofthem.
TransferableSkills ProfessionalValues
Technical MotivationandEnergy
CriticalThinking CommitmentandReliability
Communication Determination
Multitasking PrideandIntegrity
Creativity Productivity
Teamwork SystemsandProcedures
Leadership
Asyoureadabouteachtransferableskillandprofessionalvalueyoumay,forexample,readaboutcommunication,andthink,“Yes,Icanseehowcommunicationskillsareimportantinalljobsandatalllevelsofthepromotionalladder,and,hallelujah,Ihavegoodcommunicationskills.”Whenthishappens,takethetimetorecallexamplesoftheroleeachdifferentcommunicationskill(thereareeightofthem)playsineachofyourworkresponsibilities.Youwillalsorealizethatthereareskillsthatneedmorework.Wheneveryouidentifyatransferableskillthatneedswork,youhavefoundaprofessionaldevelopmentproject:improvingthatskill.Yourattentiontotheseareaswillrepayyoufortherestofyourworkinglife,nomatterhowyoumakealiving.
TransferableSkillsTECHNICALSKILLSThetechnicalskillsofyourjobarethefoundationofsuccesswithin
yourcurrentprofession;withoutthemyouwon’tevenlandajob,muchlesskeepitforlongorwinapromotion.Theyspeaktoyourabilitytodothejob,thoseessentialskillsnecessaryfortheday-to-dayexecutionofyourduties.Thesetechnicalskillsvaryfromprofessiontoprofessionanddonotrefertoanythingtechnicalassuchortotechnology.However,itisagiventhatoneofthetechnicalskillsessentialtoevery
jobistechnologicalcompetence.YoumustbeproficientinallthetechnologyandInternet-basedapplicationsrelevanttoyourwork.Evenwhenyouarenotworkinginatechnologyfield,strongtechnologyskillswillenhanceyourstabilityandhelpyouleverageprofessionalgrowth.Someofyourtechnologyskillswillonlyberelevantwithinyour
currentprofession,whileothers(Word,Excel,PowerPoint,tonametheobvious)willbetransferableacrossallindustryandprofessionallines.Stayingcurrentwiththeessentialtechnicalandtechnologyskillsofyourchosencareerpathisthekeystoneofyourprofessionalstabilityandgrowth.
CRITICALTHINKINGSKILLSAsInotedinthepreviouschapter,yourjob,whateveritis,existsto
solveproblemsandtopreventproblemsfromarisingwithinyourareaofexpertise.Criticalthinking,analytical,orproblem-solvingskillsrepresentasystematicapproachtodealingwiththechallengespresentedbyyourwork.Criticalthinkingskillsallowyoutothinkthroughaproblem,definethechallengeanditspossiblesolutions,andthenevaluateandimplementthebestsolutionfromallavailableoptions.Fiftypercentofthesuccessofanyprojectisinthepreparation;critical
thinkingisattheheartofthatpreparation.Inaddition,usingcriticalthinkingtoproperlydefineaproblemalwaysleadstoabettersolution.
COMMUNICATIONSKILLSAsGeorgeBernardShawsaid:“Thegreatestproblemincommunicationistheillusionthatithasbeenaccomplished.”Everyprofessionaljobtodaydemandsgoodcommunicationskills,butwhatarethey?Whentheprofessionalworldtalksaboutcommunicationskills,itisn’tjustreferringtoverbalcommunication,buttofourprimaryskillsandfoursupportivecommunicationskills.Theprimarycommunicationskillsare:
Verbalskills—whatyousayandhowyousayit.Listeningskills—listeningtounderstand,ratherthanjustwaitingyourturntotalk.Writingskills—clearwrittencommunicationcreatesalastingimpressionofwhoyouareandisessentialforsuccessinanyprofessionalcareer.Technologicalcommunicationskills—yourabilitytoevaluatetheprotocols,strengths,andweaknessesofalternativecommunicationmedia,andthenchoosethemediumappropriatetoyouraudienceandmessage.
Thefoursupportivecommunicationskillsare:
Groominganddress—thesetellotherswhoyouareandhowyoufeelaboutyourself.Socialgraces—howyoubehavetowardothersinallsituations;thisdefinesyourprofessionalism.Bodylanguage—thisdisplayshowyou’refeelingdeepinside,aform
ofcommunicationthatpredatesspeech.Fortrulyeffectivecommunication,whatyourmouthsaysmustbeinharmonywithwhatyourbodysays.EmotionalIQ—youremotionalself-awareness,yourmaturityindealingwithothersinthefullrangeofhumaninteraction.
Allthetransferableskillsareinterconnected—forexample,goodverbalskillsrequirebothlisteningandcriticalthinkingskillstoaccuratelyprocessincominginformationandenableyoutopresentyouroutgoingverbalmessagingpersuasivelyinlightoftheinterestsandsophisticationofyouraudiencesothatitisunderstoodandaccepted.Developeffectiveskillsinalleightofthesubsetsthattogethercomprisecommunicationskillsandyou’llgainenormouscontroloverwhatyoucanachieve,howyouareperceived,andwhathappensinyourlife.
MULTITASKINGThisisoneofthemostdesirableskillsofthenewera.Accordingto
numerousstudies,however,themultitaskingdemandsofmodernprofessionallifearecausingmassivefrustrationandmeltdownsforprofessionalseverywhere.Theproblemisnotmultitasking,theproblemistheassumptionthatmultitaskingmeansbeingreactivetoallincomingstimuliandthereforejumpingaroundfromonetasktoanotherastheemergencyofthemomentdictates.Suchadefinitionofmultitaskingwouldofcourseleaveyoufeelinglikewildhorsesareattachedtoyourextremitiesandtearingyoulimbfromlimb.Fewpeopleunderstandwhatmultitaskingabilitiesarebuilton:sound
timemanagementandorganizationalskills.Herearethebasics:
EstablishPrioritiesMultitaskingisbasedonthreethings:
1. Beingorganized2. Establishingpriorities3. Managingyourtime
ThePlan,Do,ReviewCycleAttheendofeveryday,reviewwhatyou’veaccomplished:
Whathappened:A.M.andP.M.?Whatwentwell?Domoreofit.Whatwentwrong?HowdoIfixit?WhatprojectsdoIneedtomoveforwardtomorrow?Rankeachproject.A=Mustbecompletedtomorrow.B=Goodtobecompletedtomorrow.C=IfthereissparetimefromAandBpriorities.MakeaprioritizedToDolist.Sticktoit.
Doingthisattheendofthedaykeepsyouinformedaboutwhatyouhaveachieved,andletsyouknowthatyouhaveinvestedyourtimeinthemostimportantactivitiestodayandwilltomorrow,soyoufeelbetter,sleepbetter,andcomeintomorrowfocusedandreadytorock.
TEAMWORKCompaniesdependonteamsbecausetheprofessionalworldrevolves
aroundthecomplexchallengesofmakingmoney,andsuchcomplexitiesrequireteamsofpeopletoprovideongoingsolutions.Thismeansthatyoumustworkefficientlyandrespectfullywithotherpeoplewhohavetotallydifferentresponsibilities,backgrounds,objectives,andareasofexpertise.It’struethatindividualinitiativeisimportant,butasaprofessional,muchofthereallyimportantworkyoudowillbedoneasamemberofagroup.Yourlong-termstabilityandsuccessrequirethatyoulearntheartsofcooperation,team-baseddecision-making,andteam
memberofagroup.Yourlong-termstabilityandsuccessrequirethatyoulearntheartsofcooperation,team-baseddecision-making,andteamcommunication.Teamworkdemandsthatacommitmenttotheteamanditssuccesscomesfirst.Thismeansyoutakeonataskbecauseitneedstobedone,notbecauseitmakesyoulookgood.Asateamplayeryou:
Alwayscooperate.Alwaysmakedecisionsbasedonteamgoals.Alwayskeepteammembersinformed.Alwayskeepcommitments.Alwayssharecredit,neverblame.
Ifyoubecomeasuccessfulleaderinyourprofessionallife,it’sagiventhatyouwerefirstareliableteamplayer,becausealeadermustunderstandthedynamicsofteamworkbeforeshecanleveragethem.Whenteamworkiscoupledwiththeothertransferableskillsandprofessionalvalues,itresultsingreaterresponsibilityandpromotions.
LEADERSHIPSKILLSLeadershipisthemostcomplexofallthetransferableskillsandcombinesalltheothers.Asyoudevelopteamworkskills,noticehowyouarewillingtofollowtrueleaders,butdon’tfallinlinewithpeoplewhodon’trespectyouandwhodon’thaveyourbestinterestsatheart.Whenothersbelieveinyourcompetence,andbelieveyouhaveeveryone’ssuccessasyourgoal,theywillfollowyou.Whenyouractionsinspireotherstothinkmore,learnmore,domore,andbecomemore,youarebecomingaleader.Thiswillultimatelyberecognizedandrewardedwithpromotionintoanduptheranksofmanagement.
Yourjobasaleaderistohelpyourteamsucceed,andyour
teamworkskillsgiveyouthesmartstopullateamtogetherasacohesiveunit.Yourtechnicalexpertise,criticalthinking,andcreativityskillshelpyoucorrectlydefinethechallengesyourteamfaces,andgiveyouthewisdomtoguidethemtowardsolutions.Yourcommunicationskillsenableyourteamtobuyintoyourdirectivesandgoals.There’snothingmoredemoralizingthanaleaderwhocan’tclearlyarticulatewhyyou’redoingwhatyou’redoing.Yourcreativity(discussednext)comesfromthewideframeofreferenceyouhaveforyourworkandtheprofessionandindustryinwhichyouwork,enablingyoutocomeupwithsolutionsthatothersmightnothaveseen.Yourmultitaskingskills,basedonsoundtimemanagementandorganizationalabilities,enableyoutocreateapracticalblueprintforsuccessandyourteamtotakeownershipofthetaskanddelivertheexpectedresultsontime.
Leadershipisacombinationandoutgrowthofallthetransferableskillsplustheclearpresenceofalltheprofessionalvaluesweareabouttodiscuss.Leadersaren’tborn;theyareself-made.Andjustlikeanythingelse,ittakeshardwork.
CREATIVITYYourcreativitycomesfromtheframeofreferenceyouhaveforyourwork,profession,andindustry.Thiswideframeofreferenceenablesyoutoseethepatternsthatliebehindchallenges,andsoconnectthedotsandcomeupwithsolutionsthatothersmighthavemissedbecausetheyweremiredindetailsanddidn’thavethatholisticframeofreferencethatenabledthemtostepbackandviewtheissueinitslargercontext.
There’sabigdifferencebetweencreativityandjusthavingideas.Ideasarelikeheadaches:Weallgetthemonceinawhile,andlikeheadaches,theydisappearasmysteriouslyastheyarrived.Creativity,ontheotherhand,istheabilitytodevelopthoseideaswiththestrategicandtacticalknow-howthatbringsthemtolife.Someoneisseenascreativewhenhisideasproducetangibleresults.Creativityalsodemandsthatyouharnessothertransferableskillstobringthoseideastolife.Creativityspringsfrom:
Yourcriticalthinkingskills,appliedwithinanareaoftechnicalexpertise(anareawhereyourtechnicalskillsgiveyouaframeofreferenceforwhatworksandwhatdoesn’t).Yourmultitaskingskills,whichincombinationwithyourcriticalthinkingandtechnicalskillsallowyoutobreakyourchallengedownintospecificstepsanddeterminewhichapproachisbest.Yourcommunicationskills,whichallowyoutoexplainyourapproachpersuasivelytoyourtargetaudience.Yourteamworkandleadershipskills,whichenableyoutoenlistothersandbringtheideatofruition.
ProfessionalValuesProfessionalvaluesareaninterconnectedsetofcorebeliefsthatenable
professionalstodeterminetherightjudgmentcallinanygivensituation.Highlyprizedbyemployers,thisvaluesystemisintegraltothetransferableskills.
MOTIVATIONANDENERGYMotivationandenergyexpressthemselvesinyourengagementwithand
enthusiasmforyourworkandprofession.Theyinvolveaneagernesstolearnandgrowprofessionally,andawillingnesstotaketheroughwith
thesmoothinpursuitofmeaningfulgoals.Motivationisinvariablyexpressedbytheenergyyoudemonstrateinyourwork.Youalwaysgivethatextraefforttogetthejobdoneandgetitdoneright.
COMMITMENTANDRELIABILITYThismeansdedicationtoyourprofession,andtheempowermentthat
comesfromknowinghowyourpartcontributestothewhole.Yourcommitmentexpressesitselfinyourreliability.Thecommittedprofessionaliswillingtodowhateverittakestogetajobdone,wheneverandforhoweverlongittakestogetthejobdone,evenifthatincludesdutiesthatmightnotappearinajobdescriptionandthatmightbeperceivedbylessenlightenedcolleaguesasbeneaththem.
DETERMINATIONThedeterminationyoudisplaywiththetravailsofyourworkspeaksof
aresilientprofessionalwhodoesnotbackoffwhenaproblemorsituationgetstough.It’saprofessionalvaluethatmarksyouassomeonewhochoosestobepartofthesolution.Thedeterminedprofessionalhasdecidedtomakeadifferencewithher
presenceeveryday,becauseitistherightthingtodo,andbecauseitmakesthetimegofaster.Sheiswillingtodowhateverittakestogetajobdone,andshewill
demonstratethatdeterminationonbehalfofcolleagueswhosharethesamevalues.
PRIDEANDINTEGRITYIfajob’sworthdoing,it’sworthdoingright.That’swhatprideinyour
workreallymeans:attentiontodetailandacommitmenttodoingyourverybest.Integrityappliestoallyourdealings,whetherwithcoworkers,management,customers,orvendors.Honestyreallyisthebestpolicy.
PRODUCTIVITYAlwaysworkingtowardproductivityinyourareasofresponsibility,
throughefficienciesoftime,resources,money,andeffort.
ECONOMYRemembertheword“frugal”?Itdoesn’tmeanmiserliness.Itmeans
makingthemostofwhatyou’vegot,usingeverythingwiththegreatestefficiency.Companiesthatknowhowtobefrugalwiththeirresourceswillprosperingoodtimesandbad,andifyouknowhowtobefrugal,you’lldothesame.
SYSTEMSANDPROCEDURESThisisanaturaloutgrowthofalltheothertransferableskillsand
professionalvalues.Yourcommitmenttoyourprofessioninallthesewaysgivesyouanappreciationoftheneedforsystemsandproceduresandtheirimplementationonlyaftercarefulthought.Youunderstandandalwaysfollowthechainofcommand.Youdon’timplementyourown“improved”proceduresorencourageotherstodoso.Ifwaysofdoingthingsdon’tmakesenseorareinterferingwithefficiencyandprofitability,youworkthroughthesystemtogetthemchanged.
HowTransferableSkillsandProfessionalValuesImpactYourJobSearch
Developmentoftransferableskillsandprofessionalvalueswillberepaidwithjoboffers,betterjobsecurity,andimprovedprofessionalhorizons.Whenyouareseentoembodythesetransferableskillsandprofessionalvaluesinyourworkandinthewaysyouinteractwiththepeopleinyourprofessionalworld,youwillbecomeknownandrespectedasa
consummateprofessional,andthiscandramaticallydifferentiateyourcandidacy.Forexample,thinkthroughhowajob-postingrequirementfor,say,
“goodcommunicationskills”appliestoyourwork.Itprobablyusedtomakeyouthinkofverbalskills,butnowyouknowthatemployersthinkofcommunicationskillsasawebofeightconnectedandsupportingskills.Inthenextchapter,we’lllookatwhatyou’resellingandwhatyour
customersarebuying,andpartofthatconversationinvolvesintegratingeachofthesetransferableskillsandprofessionalvaluesintoeveryresponsibilityanddeliverableofyourdailywork.Whenyoucantalktointerviewersaboutyourworkinwaysthathighlightyourapplicationoftheseskills,youwillbeonebigstepclosertoturninginterviewsintooffersandsucceedingonthejob.
CHAPTER3
UNDERSTANDWHATYOU’RESELLINGANDWHATYOURCUSTOMERSAREBUYING
INTHEPREVIOUSTWOCHAPTERS,youlearnedaboutthecriteriaemployersusetomakesmarthiringdecisions,anditshouldbeclearbynowthathavingadeepunderstandingofyourworkanditsrolewithinthedepartmentandinthelargergoalsofthecorporationwillmakeyouamoredesirablecandidate.Thebettertheunderstandingyoudevelopoftherealgutsofyour
targetjob,thebetteryourperformancewillbeatthejobinterview.Justbecauseyou’vedonethesameworkforyearsdoesn’tmeanyounecessarilyunderstandhowemployersarethinkingaboutandprioritizingitsdeliverables,orhowtheyareexpressingandmakinghiringdecisionsbasedonthoseneeds.Youmightrecallthatallyourearliestandmostimportantbusiness
lessonsrevolvedaround“gettingtoknowyourcustomer,”“thecustomerisalwaysright,”and“sellingtothecustomer’sneeds.”Injobtransitions,youareasalespersonsellingaproductthathappenstobetheprofessionalyou,andsoyouneedtogetinsideyourcustomers’headsandlearnwhatitistheywanttobuythisseason.Thisisthekeytounderstandinghowyoucanbestpackageyourbackgroundandskills.There’sapracticalandeasywaytodothis,andit’scalledaTargetJob
Deconstruction(TJD).TJDisthebestwaytogetatightfocusonwhatyourcustomersarebuyingandwhatyouhavetosell.YourinvestmentinTJDwillyieldanunderstandingof:
inTJDwillyieldanunderstandingof:
HowemployersprioritizetheirneedsforthisjobThewordsemployersusetoexpresstheirneedsTheskillsyoubringtoeveryneedWherethefocuswillbeduringinterviewsTheinterviewquestionsthatwillbeheadingyourwayandwhyThechallengesassociatedwitheachaspectofthejobHowyouhandlethechallengesassociatedwitheachaspectofthejobRelevantexampleswithwhichtoillustrateyouranswersAbehavioralprofileforgettinghiredandforongoingprofessionalsuccessAbehavioralprofilefornotgettinghiredandforongoingprofessionalfailure
Oh,andifthat’snotenough,doingaTJDcanalsosuperchargeyourresumebygivingyouatemplateforthestoryyourresumemusttelltobesuccessful—seethelatesteditionofKnock’emDeadResumesformore.InvestinyoursuccesswithTJD:It’ssimpletodoandtheresultscanbemagical.
TargetJobDeconstruction:TheWayIntoYourCustomer’sHead
Step#1:CollectPostingsCollect6–10jobpostingsforthejobyouarebestqualifiedtodoandsavetheminafolder(digitalandhardcopy).Thelocationofthejobdoesn’tmatter;what’simportantishowemployersareprioritizingandexpressingtheirneeds.Notsurewheretostart?Trythesejobaggregators(orspiders,robots,
Notsurewheretostart?Trythesejobaggregators(orspiders,robots,orbots)thatrunaroundthousandsofjobsiteslookingforjobswithyourchosenkeywords:
www.indeed.comwww.simplyhired.comwww.WorkTree.comwww.JobBankUSA.comwww.Job-Search-Engine.comwww.SourceTool.comwww.jobster.com
Step#2:DefineaTargetJobTitleOpenanewMicrosoftWorddocumentandsaveitas“TJD.”AddasubheadreadingJobTitle,thencopyandpasteinthevariationsfromeachofyoursamplejobdescriptions.Lookingattheresult,youcansay,“Whenemployersarehiringpeoplelikeme,theytendtodescribethejobtitlewiththesewords.”YoucanusethisinformationtocomeupwithaTargetJobTitleforyourresume.Mostresumesdon’tactuallylistTargetJobTitles,butifyouaddone,itcanhelpthereaderimmediatelyestablishwhoandwhattheresumeisabout.Asyouwillbetakingcopiesofyourresumetojobinterviews,thissimplesteppositionsyourcandidacyappropriatelyfromthemomentyousitdownwithaninterviewer.
Step#3:PrioritizeEmployerNeedsNow,addasecondsubheadtitled:Skills/Responsibilities/Experience/DeliverablesLookthroughthejobpostingsforasinglerequirementthat’scommontoallofyourjobpostings.Takethemostcompletedescriptionofthatsingle
requirementandcopyandpasteitintoyourTJDdoc,puttinga(6)byyourentrytosignifythatitiscommontoalljobdescriptions.Forexample,anaccountantmightmakethisentry:(6)Eightyears’accountspayableexperiencerequired,ideallyinhigh-volumeinsuranceoffice.
Addanyotherwordsandphrasesfromtheotherjobpostingsusedtodescribethissameareatothebottomoftheentry.Repeatthisexerciseforotherrequirementscommontoallofyoursamplejobpostings.
AWORDOFCAUTIONHiringmanagershirecandidatesbasedoncredentials,notpotential.
WhendoingaTJD,youmightcomeacrossskillsthatyoudon’thave:“Everyone’slookingforsixsigmaandleanmanagementskillsandIdon’tevenknowwhatthosewordsmean.”Asaruleofthumb,andespeciallyinatightjobmarketwhencompetitionisfierce,youneedabout70percentofajob’srequirementstopursuethatjobwithreasonablehopeoflandinginterviewsandajoboffer.IfyoucompletetheTJDprocessandrealizeyoudon’tmakethegrade,youhaveprobablysavedyourselfagooddealoffrustrationpursuingajobyouhadnorealchanceoflanding.Whatyouneedtodointhisinstanceispullyourtitlegoalsbackonelevelandpursueajobwhereyouhavethemajorityoftherequiredskills.ThenyoucansubsequentlyusethisTJDandthemissingskillsitidentifiesasaprofessionaldevelopmenttool:You’llneedtodevelopthoseskillstowarrantapromotion.
Step#4:CompleteSkillAnalysisRepeattheprocessfromStep#3forrequirementscommontofiveof
thejobs,thenfour,andsoonallthewaydowntothoserequirementsmentionedinonlyonejobposting.
Whenthisisdone,youcanlookatyourworkandsay,“whenemployersarehiringpeoplelikeme,they”:
RefertothembythesejobtitlesPrioritizetheirneedsinthiswayUsethesewordstodescribetheirprioritizedneeds
Step#5:IdentifytheProblemPreventionandSolutionIssuesJobsareonlyeveraddedtothepayrolltomakeorsavemoneyforthecompany,ortootherwiseincreaseproductivity.Alljobs,yoursincluded,achievethisbyidentifying,preventing,andsolvingtheproblemsthatoccurinyourareaofexpertiseeveryday,problemsthatinterferewiththepursuitofhelpingthecompanymaintainprofitability.Everyrequirementofyourtargetjobisrelatedtothisprofitimperativeinsomeway.Startingwiththoserequirementscommontoallofyourjobdescriptionsamples,identifytheproblemsthattypicallyarisewhenyouareexecutingyourdutiesinthisarea.Thenforeachproblemidentify:
HowyouexecuteyourresponsibilitiestopreventthisproblemfromarisinginthefirstplaceHowyoutacklesuchasituationwhenitdoesoccur,withexamples
Whenweapplytheproblempreventionandsolutionissuestoourexamplefromearlier—“Eightyears’accountspayableexperiencerequired,ideallyinhigh-volumeinsuranceoffice”—youbegintoseethevalueofthisproject.The“Eightyears’experience”becomeslessvaluablethanwhatyouhavelearnedtodointhoseyears.Anaccountant’sjobisprimarilyconcernedwithprotectingcashflow,soifthiswereyourtargetjob,youwouldbethinkingabout:
wouldbethinkingabout:
Thewaysyouexecuteyourdutiestopreventaccountspayablegoingoverthirtydays.Whatyoudowiththirty-dayaccountstogetthemoneyin,andwhatyoudotopreventtheseaccountsgoingtosixtydaysdelinquent;andsoon.
Thisnotonlygetsyouconsciouslythinkingabouttherealgutsofyourwork,itgivesyouammunitiontouseinjobinterviewstopositionyourselfasanaltogetherdifferentcandidate.
Step#6:ABehavioralProfileforSuccessRevisiteachindividualrequirementandrecallthebestpersonyou
haveeverknowndoingthataspectofthejob.Identifyspecificallywhatmadethatpersonstandoutinyourmindasatrueprofessional.Continuingwithourexample,yourentrymightnowlooklikethis:
(6)Eightyears’accountspayableexperiencerequired,ideallyinhigh-volumeinsuranceoffice
Excel,accountingsoftware,Peachtree,problemaccounts
Problempreventionandsolutionexamples:
(Habitstopreventcollectionsproblems)
(Habitualsolutionsforcollectionsproblems)
Successprofile:
Successprofile:
AngelaCiccine.Well-dressedandgroomed.Greatproblem-solvingskills,listenswell,smiles,supportive,teamplayer,greatorganizationalandtime-managementskills.Firmwhensheneedstobe.
YouthenrepeatthislittleexerciseforeveryitemizedrequirementyouidentifiedintheTJDprocess.Thiswillgiveyouabehavioralprofileofthepersoneveryemployerwantstohire,andabehavioralblueprintforsubsequentprofessionalsuccess.
Step#7:ABehavioralProfileforFailureThelaststepoftheTJDistoensurethatyouarenotdoinganythingto
inadvertentlysabotageyourcandidacyorsuccessonfuturejobs.Revisiteachindividualrequirementonelasttimeandrecalltheworstpersonyouhaveeverknowndoingthataspectofthejob.Yourentryforthatfirstrequirementwillnowlooksomethinglikethis:
(6)Eightyears’accountspayableexperiencerequired,ideallyinhighvolumeinsuranceoffice
Excel,accountingsoftware,Peachtree,problemaccounts
Problempreventionandsolutionexamples:
(Habitstopreventcollectionsproblems)
(Habitualsolutionsforcollectionsproblems)
Successprofile:
Successprofile:
AngelaCiccine.Well-dressedandgroomed.Greatproblem-solvingskills,listenswell,smiles,supportive,teamplayer,greatorganizationalandtime-managementskills.Firmwhensheneedstobe.
Failureprofile:
JeromeMulhallan.Passiveaggressive;neverlistened,poorcommunications,neverontimewithprojectsorformeetings,neversmiled,critical,nomanners.
ThenrepeatthisfortheotheritemizedrequirementyouidentifiedintheTJDprocessandyouwillhaveacompletebehavioralprofileofthepersonnoemployerwantstohireandabehavioralblueprintforprofessionalfailure.
PuttingItAllTogether
ThisTJDprocessalsotellsyouwhatyourinterviewerswillbeaskingabout.Youknowhowemployersprioritizetheirneedsforyourjob,andyouhavethoughtthroughtheissuesthatcomplicateyourjobeveryday.Youhaveexamplesofthewaysyouexecuteyourdutiestopreventtypicalproblemsfromarising,andyouhaveexamplesofyoutacklingtheproblemsthateveryoneinyourjobhastofaceeveryweek.Youunderstandthebehavioralprofileofthepersonemployerswanttohireandtheprofileofthepersontheywanttoavoidatallcosts.ArmedwiththeTJDandyourunderstandingofthetransferableskills,professionalvalues,andsecretsofthehire,youcannowdiveintothe
interviewprocesswithconfidenceinyourproduct.We’llstartwiththetelephoneinterview,afrequentscreeningtool.
CHAPTER4
HOWTOACETHETELEPHONEINTERVIEW
LITTLEHAPPENSINTHEPROFESSIONALWORLDWITHOUTCONVERSATIONStakingplace;thatiswhythefocusofyourjobsearchshouldalwaysbetogetintoconversationswiththepeoplewhocanhireyouasquicklyandasoftenaspossible.Yourfirstconversationwillusuallybeoverthetelephone;that
conversationmaybeplanned,butitmightalsohappenunexpectedly.Employersusethetelephoneasatime-managementtool.Itisquicker
andeasiertoweedoutcandidatesonthetelephonethaninperson.Ontheotherhand,yourgoalistoturnatelephoneinterviewintoaface-to-facemeeting,soyouneedtoconvincetheinterviewerthathewillnotbewastingtimeinmeetingwithyouinperson.
ThePhoneCanRingWhenYouLeastExpectIt
Telephoneinterviewshappeninoneofthreeways:
Youhavearrangedaspecifictimeforatelephoneinterview.Anemployercallsunexpectedlyastheresultofaresumeyouhavemailedore-mailed.Youaremakingamarketingornetworkingcall,andtherecruiterorhiringmanagergoesstraightintoaformalscreeningprocessbecauseyouhavearousedherinterest.
Now,thisbookisabouttheverbalinteractionsbetweenyouandthe
interviewerandwesimplydon’thavethespacetoaddresstheactivitiesthatleadtotelephoneinterviews;however,youwillfindacomprehensivediscussionofhowtomakemarketingandnetworkingcallsintheverylatestKnock’emDead:TheUltimateJobSearchGuide.Oddsarethatyouwillexperienceplentyoftelephoneinterviewsduringyourjobsearch.Nomatterhowthatconversationhappens,youmustalwaysbepreparedtothinkandactclearly,sothatyoucanturnthecallintoaface-to-facemeeting.Perhapsthemostimportantconsiderationwithatelephoneinterviewisthattheemployercanonlyjudgeyouwithhisears.Withthatinmind:
Ifthecallcomesunexpectedly,andscreamingkidsorbarkingdogssurroundyou,staycalmandsoundpositive,friendly,andcollected:“Thankyouforcalling,Mr.Wooster.WouldyouwaitamomentwhileIclosethedoor?”Youcanthentakeaminutetocalmyourself,pullupthecompanywebsiteonyourscreen,andgetyourpaperworkorganizedwithoutcausingoffense.Ifyouneedtomovetoanotherphone,sayso.Otherwise,putthecalleronhold,takeafewcontrolled,deepbreathstoslowdownyourpoundingheart,putasmileonyourface(itimprovesthetimbreofyourvoice),andpickupthephoneagain.Nowyouareincontrolofyourselfandthesituation.Ifyouareheadingoutthedoorforaninterview,orifsomeotheremergencymakesthisabadtimeforanunexpectedincomingcall,saysostraightawayandreschedule:“I’mheadingoutthedoorforanappointment,Ms.Bassett.CanwescheduleatimewhenIcancallyouback?”Bewareofoverfamiliarity:Youshouldalwaysrefertotheinterviewerbyhissurnameuntilinvitedtodootherwise.
Inthecourseofthe200telephoneinterviewsayearthatIaverage(theyareradiointerviews,notjobinterviews,butI’msureyoucan
(theyareradiointerviews,notjobinterviews,butI’msureyoucanappreciatethesimilarlevelofnervoustension),I’vefoundthatstandingfortheinterviewcalmsmyadrenalinerushalittle,helpsmybreathing,andallowsmetosoundconfidentandrelaxed.Itmightworkforyou,too,sogiveitatry.
TheTelephoneInterviewBegins
Howeveryourconversationwiththeheadhunter,corporaterecruiter,orhiringmanagercomestopass,afterafewintroductorywordsoneitherside,thequestionswillbeginandthere’sagoodchancethefirstonewillbe:
Tellmealittleaboutyourself.
There’slogicbehindthequestion;itisnotaninvitationtoramble.Theinterviewerwantstoknowaboutyourexperienceandqualificationsforthisjobandiftheywarrantbringingyouinforaface-to-facemeeting.Answerthequestionwellandyoucreateagoodfirstimpressionandsetthetoneforyourcandidacy;youalsoimmediatelyfeelmoreconfident.Asitturnsout,youalreadyhavetheanswertothisquestionprettymuchprepared.TheTJDexercisehelpedyouidentify:
Exactlyhowemployersprioritize,thinkabout,andexpresstheresponsibilitiesofthejobThewayyourjobfitsintoandcontributestocompanygoalsTheproblemsyourjobistheretoidentify,prevent,andsolveThewaysyouexecuteyourresponsibilitiestoidentifyandpreventproblemsfromarisingThewaysyouhandleproblemswhentheydoarise
Ifyou’vereadKnock’emDeadResumes,youwillalreadyhaveapplied
thisuniqueapproachtodevelopingakillerresume,andyouwillhaveaPerformanceProfileatthetopofyourresumethatgivesasuccinctportraitoftherelevantskillsyoubringtothetable.Ifyouhaven’tusedKnock’emDeadResumesyet,takethefourorfive
mostcommonemployerrequirementsfromyourTJDandturnthemintofourorfivesentencesreflectingyourexperienceineachofthoseareas.Thisgivesyouacondensedprofessionalworkhistorythatfocusesontheexperiencemostimportanttoemployerslookingtohireforthisposition.Addchronology—“Ispent ___________yearsat___________andthisiswhereIlearned...”—andyou’llshowtheprofessionaldevelopmentthatbroughtyoutothepointyouareattoday.Thisisn’taquestionthatyoucananswereffectivelywithoutthought
andpreparation,soyou’llneedtotakealittletimetothinkaboutyourexperiencestodate,comparingthemtothemajorrequirementsidentifiedinyourTJDandunderstandinghowtheyhavepreparedyouforthisjob.Forexample:“I’mtheareadirectorofmarketingforthe___________metropolitanarea.
Ioverseeallaspectsofmarketingtoacquireandretainbasic,digital,andonlinecustomersthroughtacticssuchasmassmediaanddirectmail.Inaddition,Ilaunchnewproducts/serviceslikeVOI.Ihaveateamofforty-sixemployees,whichalsoincludestwenty-sixdoor-to-doorsalesreps.“Irosetothispositionoverfifteenyears,climbingthroughtheranks
basedonmyperformance,achievement,andanever-growingframeofreferenceformyprofessionandourbusiness.Aswegetintothenuts-and-boltsdiscussionofthejob,IhopetoshowyouthatIhavearealunderstandingofthechallengesfacedbymydirectreports,asteadyhand,andthemanagerialskillsrequiredforamotivatedandproductivedepartment.”Thisquestionisoftenfollowedbyanother:
Whatdoyouknowaboutthecompany?
Whatdoyouknowaboutthecompany?
Theinterviewerspendsthemajorityofherwakinghoursintheenvironmentthatthewinningcandidatewilljoin.Yourknowledgeofthejobandthecompanyisapieceofthejigsawpuzzlethathelpsherevaluateyourenthusiasmandmotivationforyourwork.Ifyoudon’tunderstandwhatthecompanydoesandisknownfor,youwillloseouttocandidateswhodo.UsetheInternet,companywebsite,andnetworkingcontactstogaininsightintothecompany,itsproducts,andwhyitisagoodplacetowork.Visitthecompanywebsiteandreadmediacoverageonthecompanyanditskeyexecutives(viaGoogleNews,forexample),aswellasgeneralnewsabouttheissuesaffectingyourindustry.Yourresearchwillraiseasmanyquestionsasitanswers,andyoucanusethisinyouranswer:“Ireadthat___________________,andwonderhowthisisaffectingyou....?”Suchquestionsdemonstrateengagementwithyourprofessionandgettheinterviewertalking,perhapsgivingyouusefulinformation.It’sokaytothrowinsomerelevantpersonaldetailsaswell,suchasthefactthatworkingforthecompanywillbringyouclosertofamily.Thecompanyrepresentativemaytalkaboutthecorporation,andfromyourresearchorthewebsiteonyourscreenyoumayalsoknowsomethingabouttheoutfit.Alittleflatterygoesalongway:Admireacompany’sachievementswhenyoucan,andbyinferenceyouadmiretheinterviewer.Likewise,ifanyareasofcommoninterestarise,commentonthem,andagreewiththeinterviewerwhenreasonablypossible—peopleusuallyhirepeoplelikethemselves.
TheQuestionsStartFlowing
Afterlearningalittlebitaboutyourprofessionalbackgroundandwhatyouknowaboutthecompany,thequestionswillstarttoflowinearnest.
youknowaboutthecompany,thequestionswillstarttoflowinearnest.Afteryourresponsetoacoupleofinitialquestions,therewilllikelybe
asilenceontheotherendoftheline.Bepatient;theinterviewermayneedafewsecondstodigestyourwords.Whentheinterviewerisinterested,youwillbeaskedaquestion;whentheinterviewerhasaproblemwithwhatyouhavesaid,you’llfaceanobjection.We’llhandlewhattodoinbothsituations.Anyquestionmeansthelistenerisinterested:Thisisknownasa“buy
signal.”Questionsyoumightexpectinclude:
Howmuchexperiencedoyouhave?
Toomuchortoolittleexperiencecouldeasilyruleyouout.Becarefulhowyouanswerthisquestionandtrytogaintime.Itisavaguequestion,andyouhavearighttoaskforqualifications.Employerstypicallydefinejobsbyyearsofexperience.Atthesametime,thereiscurrentlyamajormoveawayfromsimplechronologicalexperiencetowardthemoreimportantconcernaboutwhatyoucandeliveronthejob.ManagersandHRprosarenowmoreopentothinkingintermsof“performancerequirements”and“deliverables”thaneverbefore.Hereareacoupleofwaystohandleit:“Ihave___________________years’chronologicalexperience,butifyou
couldyougivemeabriefoutlineoftheperformancerequirements,Icangiveyouamoreaccurateanswer.”Thenwiththeinformationyoumightbeabletoanswer,“Iamcomfortablewithallaspectsofthepre-sales,sales,andpost-salesprocessandhaveconsiderableexperience,comfort,andcontactsthroughouttheB-to-BcommunityhereinPittsburgh,includingpubliccorporations,institutions,andstart-ups.”Or:“Couldyouhelpmewiththatquestion?Ifyougivemeabriefoutline
oftheperformancerequirements,Icangiveyouamoreaccurateanswer.”Or,“Ihave___________________years’experience,buttheyaren’t
answer.”Or,“Ihave___________________years’experience,buttheyaren’tnecessarilytypical.Ifyou’dgivemeafewdetailsontheperformancerequirementsI’dbeabletogiveyouamoreaccurateanswer.”Theemployer’sresponse,whilegainingyoutime,tellsyouwhatit
takestodothejobandthereforewhataspectsofyourexperiencearemostrelevant.Takementalnotesastheemployertalks—youcanevenwritethemdownifyouhavetime.Thengiveanappropriateresponse.Youcanmovetheconversationforwardbyaskingafollow-up
questionofyourown.Forexample:“Theareasofexpertiseyourequiresoundlikeamatchtomyexperience,anditsoundsasifyouhavesomeexcitingprojectsathand.WhatprojectswouldIbeinvolvedwithinthefirstfewmonths?”Thenextquestionmightbesomethinglike:
Doyouhaveadegree?
Aneasyquestionifyouhaveone.Ifnot,qualifyyouranswerandpointthewayforward:“Myeducationwascutshortbythenecessityofearningaliving.However,I’mcurrentlyenrolledinclassestocompletemydegree.”Ifyoudon’thaveadegreeandanobjectionisraised,you’llseehowtohandleitinafewpages.
BuySignal:Howmuchareyoumaking/doyouwant?
Thisisadirectquestionlookingforadirectanswer,yetitisaknockoutquestion,soyoushouldproceedwarily.Earningeithertoolittleortoomuchcouldruinyourchancesbeforeyou’regiventheopportunitytoshineinperson.Thereareanumberofoptionsthatcouldserveyoubetterthanadirectanswer.First,youmustunderstandthatquestionsaboutmoneyatthispointintheconversationarebeingusedtoscreenyouinorscreenyouout.Theanswersyougivenowshouldbegearedtowardgettingyouinthedoorandintoaface-to-facemeeting.(Theseriousissuesofsalaryandsalarynegotiationsarehandledinthe
(Theseriousissuesofsalaryandsalarynegotiationsarehandledinthenegotiationchapter.)Fornow,justknowthemainoptionsareasfollows:
Directanswer:Ifyouknowthesalaryrangeforthepositionandthereisafit,giveastraightforwardanswer.Indirectanswer:“Inthe50s.”Or“inthe120s.”Givearange.Comeupwithtwofigures:afairofferconsideringyourexperienceandjoblocation,andagreatofferconsideringyourexperienceandjoblocation:“Hopefullybetween$xand$y.What’smostimportantisanopportunitytomakeadifference.IfIamtherightpersonforthejob,I’msureyou’llmakemeafairoffer.Bytheway,whatisthesalaryrangeforthisposition?”Putyourselfabovethemoney:“I’mlookingforanopportunitythatwillgivemetheopportunitytomakeadifferencewithmyefforts.IfIamtherightpersonforthejob,I’msureyou’llmakemeafairoffer.Bytheway,whatisthesalaryrangeforthisposition?”
Whenyougiveasalaryrangeratherthanasinglefigure,youhavemoreflexibilityandhavegreaterchanceof“clicking”withtheemployer’sapprovedrangefortheposition.Intheunlikelyeventthatyouarepressedforanexactdollarfigureatthispoint—andifyouhavetheskillsforthejob,andyouareconcernedthatyourcurrentlowsalarywilleliminateyou—youmightadd,“Irealizethisiswellbelowindustrynorms,butitdoesnotreflectonmyexpertiseorexperienceinanyway.ItspeaksoftheneedformetomakeastrategiccareermovetowhereIcanbecompensatedcompetitivelyandbasedonmyskillsandaccomplishments.”
HowtoDealwithObjections
Bynomeanswilleverytelephoneinterviewconsistofafewsimple
Bynomeanswilleverytelephoneinterviewconsistofafewsimplequestionsandthenaninvitationtointerview.Sometimestheinterviewerwillhaveobjectionstoyourcandidacy.Thisusuallycomesintheformofastatement,notaquestion:“Sendmearesume,”or“Idon’thavetimetoseeyou,”or“Youareearningtoomuch,”or“You’llhavetotalktopersonnel,”or“Idon’tneedanyonelikeyourightnow.”Theseseemlikebrush-offlines,buttheycanoftenbeturnedintointerviews.Indealingwithobjections,nothingisgainedbyconfrontation,whilemuchcanbegainedbyanappreciationoftheother’sviewpoint.Consequently,mostobjectionsyouheararebesthandledbyfirstdemonstratingyourunderstandingoftheother’sviewpoint.Startyourresponseswithphraseslike“Iunderstand,”or“Icanappreciateyourposition,”or“Iseeyourpoint,”or“Ofcourse.”Followupwithstatementslike“However,”or“Alsoconsider,”orasimilarlinethatallowstheopportunityforrebuttalandgatheringoffurtherinformation.Noticethatallthefollowingsuggestedresponsemodelsendwithaquestion,onethathelpsyoulearnmoreaboutthereasonfortheobjection,whichinturnhelpsyouovercomeitandmovetheconversationinthedirectionofameeting.It’snotnecessarytomemorizetheseresponsesverbatim,onlytounderstandtheunderlyingconceptandthenputtogetherresponsesinwordsthatarenaturaltoyourpersonalityandstyleofspeech.
Whydon’tyousendmearesume?
Theemployermaybegenuinelyinterestedinseeingyourresumeasafirststepintheinterviewcycle,oritmaybeapolitewayofgettingyouoffthephone.Youshouldidentifytherealreasonwithoutcausingantagonism,andatthesametimeopenuptheconversation.Agoodreplywouldbe,“Ofcourse,Mr.Grant.Wouldyougivemeyourexacttitleandyoure-mailaddress?Thankyou.SothatIcanbesurethatmyqualificationsfityourneeds,whatskillsareyoulookingforinthis
qualificationsfityourneeds,whatskillsareyoulookingforinthisposition?”or“WhatspecificjobtitleandopeningshouldIrefertowhenIsendit?”Noticethesteps:
AgreementwiththeprospectiveemployerAdemonstrationofunderstandingAquestiontofurthertheconversation(inthisinstancetoconfirmthatanopeningactuallyexists)
Answeringinthisfashionwillopenuptheconversation.Mr.Grantwillrelaytheaspectsofthejobthatareimportanttohim,andyoucanusetheadditionalinformationtomovetheconversationforwardagainwithnewinformationaboutyourexperience.FollowingMr.Grant’sresponse,youcanrecapthematchbetweenhisneedsandyourskills:“Assumingmyresumematchesyourneeds,asIamconfidentthatit
will,couldwepencilinadateandtimeforaninterviewnextweek?IamavailablenextThursdayandFriday;whichwouldbepreferabletoyou?”Apenciled-indateandtimeforaninterviewveryrarelygetscanceled,
becausetheydon’tactuallyget“penciledin”—inthiselectronicage,theyimmediatelytakeupatimeslotintheschedule.
Idon’thavetimetoseeyou.
Iftheemployeristoobusytoseeyou,itindicatesthatshehasworkpressures,andbyrecognizingthat,youcanshowyourselfastheonetoalleviatesomeofthosepressureswithyourproblem-solvingskills.Youshouldavoidconfrontation,however;itisimportantthatyoudemonstrateempathyforthepersonwithwhomyouarespeaking.Agree,empathize,andaskaquestionthatmovestheconversationforward:
forward:“Iunderstandhowbusyyoumustbe;itsoundslikeacompetent,
dedicated,andefficient___________________couldbeofsomeassistance.PerhapsIcouldcallyoubackatabettertimetodiscusshowImightmakeacontributionineasingthepressureatpeaktimes.Whenareyouleastbusy,inthemorningorafternoon?”Theinterviewerwilleithermaketimetotalknoworarrangeabetter
timeforthetwoofyoutotalkfurther.Youcouldalsotry,“Sinceyouaresobusy,whatisthebesttimeof
dayforyou?Firstthinginthemorning,oristheafternoonaquietertime?”Oryoucouldsuggest,“Ifyouwouldliketoseemyresume,youcouldstudymybackgroundatyourleisure.What’syoure-mailaddress?Thanks.Whatwouldbeagoodtimeofdaytofollowuponthis?”
Youareearningtoomuch.
Don’tgiveupimmediately;followtheprocessthrough:“Oh,I’msorrytohearthat—whatistherangeforthatposition?”Dependingonthedegreeofsalarydiscrepancy,youmightreiterateyourinterest.Ifyourcurrentearningsarehigherthantheapprovedrange,youcould
say,“Mr.Smith,mycurrentemployersfeelIamwellworththemoneyIearnduetomyskills,dedication,andhonesty.Whenwemeet,I’msureIcanconvinceyouofmyabilitytocontributetoyourdepartment.Ameetingwouldprovideanopportunitytomakethatevaluation,wouldn’tit?”Ifthejobreallydoesn’tpayenough—andtherewillbeopeningsfor
whichyouareearningtoomuch—you’vegotten“close,butnocigar!”Youcanalsorefertothenegotiationchapterlaterinthebook,whereyouwillfindfurtheradviceondealingwiththisissue.
Weonlypromotefromwithin.
Yourresponsecouldbe,“[smiling]Yourdevelopmentofemployeesis
Yourresponsecouldbe,“[smiling]YourdevelopmentofemployeesisamajorreasonIwanttogetin!Iambright,conscientious,andmotivated.Whenyoudohirefromtheoutside,anditmusthappenonoccasion,whatdoyoulookfor?”or“HowdoIgetintoconsiderationforsuchopportunities?”Theresponsefinisheswithaquestiondesignedtocarrythe
conversationforwardandtogiveyouanewopportunitytosellyourself.Noticethattheresponselogicallypresupposesthatthecompanydoeshirefromtheoutside,asallcompaniesobviouslydo,despiteyourbeingtoldotherwise.
You’llhavetotalktoHumanResources.
Inthiscase,youreply,“Ofcourse,Mr.Grant.WhomshouldIspeaktoinHR,andwhatspecificpositionshouldImention?”Youcoveragooddealofgroundwiththatresponse.Youestablish
whetherthereisajobthereorwhetheryouarebeingfobbedoffonHRtowastetheirtimeandyourown.Also,youmovetheconversationforwardagainwhilemodifyingittoyouradvantage.Developaspecificjob-relatedquestiontoaskwhiletheemployerisansweringthefirstquestion.Itcanopenafruitfullineforyoutopursue.Ifyoureceiveanonspecificreply,probealittledeeper.Asimplephraselike,“That’sinteresting.Pleasetellmemore,”or“Why’sthat?”willusuallydothetrick.Oryoucanask,“WhenIspeaktoHR,willitbeaboutaspecificjob
youhave,orisittoseewhetherImightfillapositionelsewhereinthecompany?”Armedwiththeresultinginformation,youcantalktoHRaboutyour
conversationwithMr.Grant.RemembertogetthenameofaspecificpersoninHRwithwhomtospeak,andquotethispriorcontactbynameinanye-mailorverbalcontact:“Goodmorning,Ms.Johnson.CaryGrant,overinmarketing,
“Goodmorning,Ms.Johnson.CaryGrant,overinmarketing,suggestedweshouldspeaktoarrangeaninterviewforthesalesassociateposition.”ThiswayyoushowHRthatyouarenotatime-waster,becauseyouhavealreadyspokentothepersonwhoishiringforthisjob.Don’tlookattheHRdepartmentasaroadblock.Itmaycontainahost
ofopportunitiesforyou.Inmanycompanies,differentdepartmentscoulduseyourtalents,andHRisprobablytheonlydepartmentthatknowsaboutalltheopenings.Withlargercompanies,youmightbeabletoarrangeinterviewsfortwoorthreedifferentpositions!
Ireallywantedsomeonewithadegree.
“Mr.Smith,Iappreciateyourviewpoint.ItwasnecessarythatIstartearningalivingearlyinlife,becauseof___________________(theneedsdictatedbyyourcircumstances).Thatsaid,Ihaveusedmyemploymentason-the-jobtrainingandbelievemyskills,knowledge,andjudgmentaretheequalofanycandidateyouarelikelytointerview,degreedornot.Ifwemeet,Iamcertainyouwillrecognizethevalueofmypracticalexperience.”Ifyouhavebeensmartenoughtoenrollinacourseortwoinorderto
pursuethatalways-importantdegree,youcanfinishyourresponsewith,“IshouldalsoaddthatIamcurrentlyenrolledincoursestocompletemydegree,whichshoulddemonstratemyprofessionalcommitment,andperhapsthatmakesadifference?”Youcouldalsoadd,“Thisalsomeansthatmycurrenteducationaleffortsgivememorecurrentskillsthanothercandidatesof___________________years’experience,whoseeducationisnowthatmuchoutofdate.”Inaworldofongoingeducationthiswilloftenovercomethe“no
degree”problem.Ifyourecognizetheproblemsalackofthatdegreeiscausingyou,enrollinginacoupleofcoursesrelevanttothatdegreeandyourcurrentworkloadcanonlybeabenefit.Youmightendyouranswerwithaquestionofyourown,askingwhat
Youmightendyouranswerwithaquestionofyourown,askingwhatthecompanypolicyisforsupportandencouragementofemployeescontinuingtheireducation.
Idon’tneedanyonelikeyounow.
Shortofsuggestingthattheemployerfiresomeonetomakeroomforyou(which—Iswear—hasbeendonesuccessfullyonatleastafewoccasions),thechancesofgettinganinterviewwiththiscompanyareslim.Withtherightquestions,however,yourcontactwillgiveyouapersonalintroductiontosomeoneelsewhocoulduseyourtalents;ifyoureadKnock’emDead:TheUltimateJobSearchGuide,you’llfindawholesectiononsuchquestionsandhowtousetheminyourjobsearch.
ConversationIsaTwo-WayStreet
Conversationisatwo-waystreet,andyouaremostlikelytowinaninterviewwhenyouturnaone-wayexaminationofskillsintoatwo-wayconversationbetweenprofessionalswithacommoninterest.Byaskingquestionsofyourowninthenormalcourseofconversation,
youwillgatherinformationaboutthejobthatwillhelpyoufocusyouranswerstocomingquestions.Thenatureofyourquestionswillalsotelltheinterviewerhowwellyouunderstandthegutsofthejob.Bewareofgivingyes-or-noanswers,astheygivenorealinformation
aboutyourabilitiesanddonothingtoforwardyouragenda.Atthesametime,don’twaffle;youranswersneedtobeconcise.Wheneverpossible,youshouldgivereal-worldexamplestoillustrateyourpoints:“That’sinteresting.Iwasinvolvedinanauditlikethatacouplemonthsbackanditpresentedsomeinterestingchallenges.”Allowtheinterviewertoguidetheconversationandaskmostofthe
questions,butkeepupyourendoftheconversation.Keepyouranswers
questions,butkeepupyourendoftheconversation.Keepyouranswersshortandtothepoint:Youneverwanttotalkformorethantwominuteswithoutverbalencouragement.Wheneveritmakessensetodoso,finishyouranswerswithaquestionofyourown.Thisisespeciallyimportantwhentheinterviewerdoesnotgiveyoutheopeningsyouneedtosellyourself.Thefollowingquestionswillgiveyouanideaofwhythepositionisopenandexactlythekindofpersonthecompanywilleventuallyhire:
“Whatarethemajorresponsibilitiesinthisjob?”“Whatwillbethefirstproject(s)I’lltackle?”or“WhichprojectswillIbemostinvolvedwithduringthefirstsixmonths?”“Whatareyoulookingforinthecandidateyouhire?”“Whatarethemostimportantskillsformakingasuccessofthejobonaday-to-daybasis?”“Wherehaveyoufoundcandidatesorfailedemployeeslacking?”“Whatproblemsdonewemployeeshaveinadjustingtothejob?”“Whatisthemostchallengingaspectofthejob?”“Whosucceedsinthisjobandwhy?”“Whofailsinthisjobandwhy?”“Whatarethebiggestchallengesthedepartmentfacesthisyearandwhatwillbemyroleasateammemberintacklingthem?”
HowtoLeverageNewInformationWhenyougetaclearunderstandingofanemployer’shot-buttonissueswithquestionslikethese,youhavethefocuswithwhichtosellyourselfappropriately.Youmightrespondtotheinsightsgainedfromthesequestionsasfollows:
“WoulditbeofvalueifIdescribedmyexperiencein__________?”
“Thenmyexperiencein__________shouldbeagreathelptoyou.”“Irecentlycompletedan__________projectjustlikethat.Woulditberelevanttodiscussit?”
Whenyouidentifyanemployer’simminentchallengesanddemonstratehowyourskillscanlessentheload,youportrayyourselfasaproperlyfocusedemployeewithaproblem-solvingattitude,andimmediatelymoveclosertoaface-to-faceinterview,becausemanagerswanttohireaproblem-solverwhoknowsthejob.
HowtoUseVerbalSignalsofAgreementandUnderstandingYoucanalsokeepupyourendoftheconversationbygivingverbalsignalsthatyouareengagedinwhatisbeingsaid.Youdothiswithoccasionalshortinterjectionsthatdon’tinterrupttheemployer’sflowbutlethimknowyouarepayingattention.Commentslike“uh-huh,”“that’sinteresting,”“okay,”“great,”and“yes,yes,”areverbalequivalentsofthebodylanguagetechniqueswe’lldiscussfurtheron.
PracticalConsiderationsofUsingtheTelephone
Alwaysspeakdirectlyintothetelephone,withthemouthpieceaboutoneinchfromyourmouth.Numberedamongthemysticalpropertiesoftelephonetechnologyisitsexcellenceatamplifyingbackgroundnoise.Thisisexcelledonlybyitspowertotransmitthesoundsoffoodandgumbeingchewed,orsmokebeinginhaledandexhaled.Smokerstakenote:Nonsmokersinstinctivelydiscriminate,andtheywillassumethatevenifyoudon’tactuallylightupattheinterview,you’llhavebeenchain-smokingbeforehandandwillcarrythesmellwithyouaslongasyou’rearound.Theyprobablywon’tevengiveyouachancetogetthroughthedooroncetheyhearyoupuffingawayoverthephone.Understandingsomeoneoverthetelephonecansometimesbeachallenge,soifyoudidn’thearordidn’tunderstandaquestion,askthe
challenge,soifyoudidn’thearordidn’tunderstandaquestion,askthespeakertorepeatit.Ifyouneedtimetothinkaboutyouranswer—andthatisquiteacceptable—sayso:“Letmethinkaboutthatforamoment.”Youshouldtakenoteswhenpossible;theywillbeinvaluableiftheemployerisinterrupted.Youcanjotdownthetopicunderdiscussion,thenwhenshegetsbackontheline,helpfullyrecap:“Wewerejustdiscussing...”Thiswillbeappreciatedandshowthatyouareorganizedandpayingattention.Yournoteswillalsohelpyoupreparefortheface-to-facemeeting.
AskingaboutMoneyandBenefits
Undernocircumstancesshouldyouaskaboutsalaryorbenefitsandvacationtime;thatcomesmuchlater.Yoursingleobjectiveatthispointistomeetface-to-face;moneyisnotanissue.Iftheinterviewerbringsupadirectquestionabouthowmuchyouareearning,youcan’tgetaroundit,sobehonest.Ontheotherhand,ifyouareaskedhowmuchyouwant,answertruthfullythatatthispointyoudon’tknowenoughaboutthecompanyorthejobtoanswerthatquestion.Thereisawholechapterlaterinthebookthatcoversnegotiationinsomedetail.
AskfortheFace-to-FaceMeeting
Thetelephoneinterviewhascometoanendwhenyouareaskedwhetheryouhaveanyquestions.Thisisawind-downquestion,soitisagoodopeningtogetsomespecificquestionsofyourownansweredthatcanadvanceyourcandidacy.Ifyouhaven’taskedthemalready,besuretoaskthequestionsweaddressedpreviouslyundertheheading,“ConversationIsaTwo-WayStreet.”Theanswersyougettothesequestionswillgiveyoutheammunitiontomakeapowerfulsummation,wintheface-to-face,andhelpyouprepareforthatinterview.Ifyouhavenotalreadyaskedorbeeninvitedtomeettheinterviewer,
Ifyouhavenotalreadyaskedorbeeninvitedtomeettheinterviewer,nowisthetimetotaketheinitiative.Yourlastquestiongoessomethinglikethis,“Itsoundslikeaveryinterestingopportunity,Ms.Bassett,andasituationwhereIcoulddefinitelymakeacontribution.ThemostpressingquestionIhavenowiswhencanwescheduleameeting?”
WhenYouScoreanIn-PersonInterview
Whenaninvitationforaninterviewisextended,therearepracticalmattersthatyouneedtoclarify,likethedateandtimeandwheretheinterviewwilltakeplace;don’tassumeit’satafacilitythatyouassociatewiththecompany.Youwillalsowanttoinquireabouttheinterviewprocedure:
“Howmanyinterviewstypicallyoccurbeforeadecisionismade?”“Whoelsewillbepartoftheselectionprocess,andwhataretheirroleswithinthedepartmentorcompany?”“Whatisthetimeframeforfillingthisposition,andhowmanyotherpeopleareinconsiderationatthistime?”
Askaboutthedirectiontheinterviewwilltake:“WouldyoutellmesomeoftheareaswewilladdressonThursday?”Or“WhatdoyouhopetolearnaboutmeonThursday?”Theknowledgegainedwillhelpyouprepare,andwillallowyoutimetoboneuponanyweakorrustyareas.Thisisalsoagoodtimetoestablishhowlongthemeetingisexpectedtolast,whichwillgiveyousomeideaofhowtopaceyourself.Nomatterhowmanyquestionsyougetansweredinthisinitialconversation,therewillalwaysbesomethingyouforgot,soask:“IfIneedanyadditionalinformationbeforetheinterview,mayIfeelfreetogetbacktoyou?”Theinterviewerwillnaturallyagree.Thisallowsyoutocallagaintosatisfyanycuriosity—anditwillalsoenableyoutoincreaserapport.Don’ttaketoomuchadvantageofit,though:Onewell-
increaserapport.Don’ttaketoomuchadvantageofit,though:Onewell-placedphonecallthatcontainstwoorthreeconsideredquestionswillbeappreciated;fourorfivephonecallswillnot.Inclosingyourconversation,takecaretoascertainthecorrectspelling
andpronunciationoftheinterviewer’sname.Thisshowsyourconcernforthesmallbutimportantthingsinlife—anditwillbenoticed,particularlywhenyourinterviewerreceivesyourfollow-upthank-younote.(SeethelatesteditionofKnock’emDeadCoverLettersforacomprehensiveselectionofsamplefollow-upletters.)Itisdifficulttoevaluateanopportunityproperlyoverthephone,so
evenifthejobdoesn’tsoundright,gototheinterview;itwillgiveyoupractice,andthejobmaylookbetterwhenyouhavemorefacts.Youmightevendiscoveramoresuitableopeningelsewherewithinthecompany.Onceyouscoreaface-to-facemeeting,therearealotofpreparations
tobemade.Thefirstoftheseispreparingyourinterviewwardrobe.
PARTTWO
BEFORETHEINTERVIEW
CHAPTER5
DRESSFORJOBINTERVIEWSUCCESS
WHENYOUMAKETHEEFFORTTODRESSPROFESSIONALLY,therearethreeresults:Youlookbetter,youfeelbetter,andotherstreatyoubetter.That’sagoodheadstarttohaveheadingintoajobinterview.Themomentyouseteyesonsomeone,yourmindmakesevaluations
andjudgmentswithlightningspeed.Potentialemployersalsomakethesamelightning-speedevaluationswhenyoufirstmeetatthebeginningofajobinterview.It’safairestimatethatnineoutoftenoftoday’semployerswillrejectanunsuitablydressedapplicantwithoutasecondthought.
“WhatYouSeeIsWhatYouGet!”
Theinitialrespectyoureceiveattheinterviewwillbeindirectproportiontotheimageyouproject.Thecorrectprofessionalappearancewon’tgetyouthejoboffer—butitwilllendeverythingyousaythatmuchmorecredenceandweight.Wearingastandardbusinessuniforminstantlycommunicatesthatyouunderstandoneoftheparamountunwrittenrulesofprofessionallife,andthatyouhaveaconfidentself-image.Employersrarelymakeovertstatementsaboutacceptabledresscodes
totheiremployees,muchlesstointerviewees.Instead,thereisagenerallyacceptedbutunspokendictumthatthosewhowishtosucceedwilldressappropriately,andthosewhodon’t,won’t.Thereareafewprofessionswhereon-the-jobdress(asopposedto
interviewdress)issomewhatlessconservativethaninthemainstream:Fashion,entertainment,andadvertisingarethreeexamples.Butfor95
Fashion,entertainment,andadvertisingarethreeexamples.Butfor95percentofus,jobsandemployersrequireacertainleveloftraditionalprofessionalisminourwardrobes.Whileyouneednotdresslikethechairmanoftheboard(althoughthatprobablywouldn’thurt),adopting“casualFriday”attireonthedayofyourinterviewisnotinyourbestprofessionalinterests.Forajobinterview,youshoulddressonetotwolevelsupfromthejobyouareapplyingfor,whileremainingconsistentwiththetypeofoccupationitiswithin.Tomaximizeyourcareeroptionsoverthelonghaulofacareer,youmustaimtoconsistentlymeetorexceedthesestandards.
YourInterviewAdvantage
Yourappearancetellspeoplehowyoufeelaboutyourselfasanapplicant,aswellashowyoufeelabouttheinterviewer,thecompany,andtheinterviewprocessitself.Bydressingprofessionally,youtellpeoplethatyouunderstandthenicetiesofcorporatelife,andyousendasubtle“reinforcing”messagethatyoucan,forexample,bereliedontodealone-on-onewithmembersofacompany’sprizedclientbase.Howyoudresssendssignalsabout:
Howseriouslyyoutaketheoccasion,and,byextension,howmuchrespectyouhaveforyourinterviewers.Howwellyouunderstandtheconfidencealookoftraditionalprofessionalismgivesclients,customers,peers,andsuperiors.
Yetnomatterhowimportanttheseconcernsmightbe,theypaleincomparisontotheimpactasharpappearancecanhaveonyourownsenseofself.Whenyouknowyouhavetakencareofyourappearanceandthatyoulookthebestyoucan,youfeelprideandconfidence:Yourpostureisbetter,yousmilemore,andyoufeelmore“incontrol”ofyourdestiny.Inturn,otherswillrespondpositivelytotheimageof
destiny.Inturn,otherswillrespondpositivelytotheimageofprofessionalismandself-confidencethatyoupresent.Portrayingthecorrectimageataninterviewwillgiveyouarealedgeoveryourcompetition.Whatyousayisreinforcedbythewayyoupresentyourself.Appearancescount.
TheLook
Thesafestlookforbothmenandwomenatinterviewsistraditionalandconservative.Considerinvestinginagood-fitting,well-madesuitasyourfirststeptoasuccessfulstrategiccareermove.Withyourbusinessclothes,qualitymattersfarmorethanquantity;it’sbettertohaveonegoodoutfitthantwomediocreones.Yourprofessionalwardrobeisalong-termcareerasset,soaddqualityitems,andovertimethequantitywillcome.Upuntilrecently,thiswasfairlyeasyformen,astheirprofessionalfashionstendedtoremainconstant.Thesedays,men’sfashionsareexperiencingametamorphosis,withdesignersofhighfashionofferingaffordablelinesofupdated,professionallyacceptablelooks.However,amancanalwaysinterviewwithconfidenceandpoiseinhissix-year-oldBrooksBrotherssuit,provideditisn’tworntoashine.Forwomen,thingsaremorecomplicated.Appropriatefemaleattireshouldreflectcurrentprofessionalfashionsiftheapplicantistobetakenseriously.Moreover,inselectingacurrentprofessionallook,awomanmustwalkafineline,combiningelementsofbothconformity(toshowshebelongs)andpanache(toshowameasureofindividualityandstyle).Thekeyforbothsexesistodressforthepositionyouwant,nottheoneyouhave.Thismeanstheupwardlymobileprofessionalmightneedtoinvestintheclothesthatprojectthedesiredimage.Thecorrectappearancealoneprobablywon’tgetyouajoboffer,butitdoesgoalongwaytowardwinningtheattentionandrespectyouneedtolandtheoffer.Whenyouknowyoulookright,youcanstopworrying
doesgoalongwaytowardwinningtheattentionandrespectyouneedtolandtheoffer.Whenyouknowyoulookright,youcanstopworryingabouttheimpressionyourclothesaremakingandconcentrateoncommunicatingyourmessage.Everyinterviewandinterviewerisdifferent,soitisn’tpossibletoset
downrigidguidelinesforexactlywhattowearinanygivensituation.However,thereareahandfulofcommonsenseguidelinesthatwillensureyouareperceivedassomeonesavvy,practical,competent,reliable,andprofessional.
GeneralGuidelines
Therightlookvariesfromindustrytoindustry.Acollegeprofessorcansporttweedjacketswithelbowpatchesonthejob,andanadvertisingexecutivemaydonthelatestdesignerdressorwearwildtiesasabadgeofcreativity(thatiswhattheyarebeingpaidfor).Nevertheless,thatsamecollegeprofessorislikelytowearasuittoanimportantinterview,andevenprofessionalmenandwomeninadvertisingandthemediaarelikelytodressmoreconservativelyforajobinterview.Mostofusarefarmoreadeptatrecognizingthedressmistakesof
othersthanatspottingourownimagefailings.Whenyoulookforasecondopinion,youoftenmakethemistakeofaskingonlyalovedone.Bettercandidatesforevaluationofyourinterviewattirearetrustedprofessionalfriendswhohaveproventheirobjectivityinsuchmatters.Wheneverpossible,findoutthedresscodeofthecompanyyouare
visiting.Forexample,ifyouareanengineerapplyingforajobatahigh-techcompany,abluethree-piecesuitmightbeoverpowering.ItisperfectlyacceptabletoasksomeoneinHumanResourcesaboutthedresscode(writtenorinformal)ofthecompany.Youmayevenwanttomakeananonymousvisittogetasenseofthecorporatestyleofthecompany;ifthatisn’tpractical,youcanalwaysvisitthewebsitetoseehowthecompanylikestobeperceivedbyitspublic.
companylikestobeperceivedbyitspublic.Ihavebeenasked,“IfeveryonewearssweatersatthecompanywhereIaminterviewing,shouldn’tIwearthesameifIwanttobeseentofitin?”Infact,veryfewcompaniesallowaveryrelaxeddresscodeforalltheiremployeesallthetime.Anincreasingpercentageallowsasomewhatrelaxeddresscodeonaparticularday(oftenFriday),when“casualprofessional”attireisallowed,ifnotalwaysencouraged.Sometimes,someyoungerprofessionalsmistakethistomeantheycandressforthebeachatalltimes.Evenifthecompanyiscasualallthetimeforallitsemployees,donotdresscasuallyforajobinterview.Therearetwobigreasonstoavoidcasualinterviewattire:
1. Thecompanyisconsideringaninvestmentthatwillprobablyrunintohundredsofthousandsofdollarsifthehireworksout,andpotentiallyasmuchastensofthousandsofdollarsifitdoesn’t—hardlyacasualevent.
2. Companiessometimesallowcasualdressattimesandincircumstancesthatwillnotjeopardizebusiness.Theyarecomfortabledoingthisbecausetheyalreadyknoweveryoneonthepayrollknowshowtodressappropriately.Theinterviewiswherethecompanyneedstoknowyouappreciatethenicetiesofbusinessdress;theyalreadyhaveafairideathatyouownasweaterandapairofkhakis.
TattoosandPiercingsIfyouarecontemplatingaprofessionalcareer,recognizethatvisiblebodypiercingsandtattooswillforeverclosemanydoorstoyourentry,andmostoftheresttoyourascent.Whiletattoosandpiercingsareanindividualexpressionandyourright,corporationsalsohavearightnottohirepeoplewhomtheyfeelareunabletorepresentcompanyinterests
inthebestlight.Likeitornot,anyandallbodydecorationisfrowneduponbythevastmajorityofemployers.Inotherwords,ifyousporttatsorpiercings,concealthemduringthe
interviewandatalltimesduringyourprofessionalendeavors.Ifyouareconsideringbodydecoration,askyourselfifinthehistoryofhumankindtherehaseverbeenoneiteminanymanorwoman’swardrobethatheorshehaswillinglyworneverydayfortherestofhisorherlife.Soberlyweighyourpersonalinterestsagainstyourprofessionalsuccess.
Men
Thefollowingarethebestcurrentdressguidelinesformenpreparingforaprofessionalinterview.
Men’sSuitsAWallStreetJournalsurveyofCEOsshoweda53percentpreference
fornavyblueanddarkblue,while39percentfavoredgrayorcharcoalgray.Browncanbeacceptableforsubsequentinterviewsatsomecompanies.Insummermonths,alightweightbeigesuitisfineatsecondorthirdinterviews;youwouldneverwearalight-coloredsuitexceptduringthewarmermonths.Ideally,weara100-percentwoolsuit,aswoollooksandwearsbetterthananyothermaterial.Thedarkerthesuit,themoreauthorityitcarries.(Beware:Amanshouldnotwearablacksuittoaninterviewunlessapplyingforanundertaker’sjob.)Pinstripesandsolids,indarkgray,navy,ormediumblue,areequallyacceptable,althoughmanyfeeladarksolidsuitisthebestoptionbecauseitgivesauthoritytothewearerandisseenaslessstuffythanapinstripesuit.Somewhatlesscommonbutalsoacceptablearegray-coloredglenplaid(alsocalled“PrinceofWales”)orhound’s-toothsuits.Atwo-piecesuitisthesafestchoice.Double-breastedjacketsareseen
asmoreedgy,andyouaremorelikelytowearthemtoaninterviewat
asmoreedgy,andyouaremorelikelytowearthemtoaninterviewatanadvertisingagencythanatthelocalbank.Aboveall,it’sthequalityandfitofyoursuitthatmatters.Currentfashionsfavoraslimmercut,particularlyinthetrousers.However,thefitandcutmustcomplementyourbuild.Theleaner,taperedlookelongatesyourappearance;theloosercutsaddbulk.Thereshouldbenopullatthejacketshouldersandnogapeattheback,andthejacketcuffsshouldbreakatyourwrists.Yourtrousersshouldfitcomfortablyatthewaist.Aflatfrontismostflattering(unlessyouareenviablyscrawny),andthereshouldbeonlyaslightbreakwherethetrouserhitstheshoe.Ifyouranklesarevisibleinthemirror,thepantsaretoodamnshort!Cuffedtrousersaddaverysophisticatedandconservativelook,butanimportantconsiderationmightbethatun-cuffedtrousersaddheight.
Men’sShirtsTheprinciplesherearesimple:
RuleOne:Alwayswearalong-sleevedshirt;neverwearashort-sleevedshirt.RuleTwo:Alwayswearawhite,cream,orpaleblueshirt.
Bywhite,Idonotmeantoexclude,forinstance,shirtswithverythinredorbluepinstripes;nevertheless,thereisapresenceaboutasolidwhiteshirtthatseemstoconveyhonesty,intelligence,andstability;itshouldbeyourfirstchoice.Itistruethatartists,writers,softwareengineers,andothercreativetypesaresometimesknowntoobjecttowhiteshirtsbecausetheyfeelthatitmakesitlooklike“thesuitiswearingthem.”Ifthisisyouandyoucan’tgetoverit,palebluemaybethebestoption.Remember—thepalerandmoresubtletheshade,thebettertheimpressionyouwillmake.Palecolorsdrawattention,andyourcollarisrightnexttoyourface,whichiswhereyouwanttheinterviewertostayfocused.
interviewertostayfocused.Whilemonogramsarecommonenough,thosewhodon’twearthemmayfeelstronglyabouttheimpliedostentationofstylizedinitialsonclothing;thegreatvaletJeevesoncecommentedonthetopic,saying,“Ithoughtthepracticewasrestrictedtothoseindangerofforgettingtheirnames.”Cottonshirtslookbetterandholdupunderperspirationmoreimpressivelythantheirsyntheticcounterparts.Ifatallpossible,optforacottonshirtthathasbeenprofessionallycleanedandstarched.Acottonandpolyesterblendcanbeanacceptablealternative,butkeepinmindthatthehigherthecottoncontent,thebettertheshirtwilllook.Whileblendshirtswrinklelesseasily,youareadvisedtoignorethe“wash-and-wear”and“noneedtoiron”claimsyou’llreadonthefrontofthepackagewhenyoupurchasethem.Makesureyourshirtfitstheneckproperly;thesleevecuffshouldendatthewrist.Detailssuchasfrayedfabricandloosebuttonswillnotgounnoticedwhenyouareunderprofessionalscrutiny.It’sbesttochooseyourinterviewclotheswellinadvance,makeanyminorrepairs,havethemcleaned,andkeepthemready.
TiesJustasacheap-lookingtiecanruinanexpensivesuit,therighttiecandoalottopulltheless-than-perfectsuittogetherforaprofessionallook.Whenyoucan’taffordanewsuitfortheinterview,youcanupgradeyourwholelookwiththerighttie.Apuresilktiemakesthemostpowerfulprofessionalimpact,hasthebestfinishandfeel,andiseasiesttotiewell.Apuresilktieora50percentwool/50percentsilkblend(whichisalmostwrinkle-proof)shouldbeyourchoicefortheinterview.Linentiesaretooinformal,canonlybetiedonceortwicebetweencleaningsbecausetheywrinkleeasily,andonlylookrightduringwarmerweatheranyway.Awooltieis
easily,andonlylookrightduringwarmerweatheranyway.Awooltieiscasualinappearanceandhasknotproblems.Mostman-madefibersaretooshiny,withharshcolorsthatmayundercutyourprofessionalimage.Thetieshouldcomplementyoursuit.Thismeansthatthereshouldbeaphysicalbalance:Theruleofthumbisthatthewidthofyourtieshouldapproximatethewidthofyourlapels.Theprevailingstandard,whichhasheldforoveradecadenow,isthattiescanrangeinwidthbetween21⁄2and31⁄2inches.Wearinganythingwidermaymarkyouassomeonestilltrappedinthediscoera.Currently,tiesarebeingwornnarrowerinthepagesofthefashionmagazines,butthatreallydoesn’thavetoconcernyou.Whilethetieshouldcomplementthesuit,itshouldnotmatchit.Youwouldnever,forinstance,wearanavybluetiewithanavybluesuit.Chooseanappropriatetiethatneithervanishesintonorbattleswithyoursuitpatternorcolor.Themostpopularandsafeststylesaresolids,verysmallprints(foulards),stripes,andpaisleys.Donotweartieswithlargepolkadots,picturesofanimalssuchasleapingtroutorsoaringmallards,orsportingsymbolssuchasgolfclubsor(Godforbid)littlemenonpoloponies.Avoidwearinganypieceofapparelthathasamanufacturer’ssymbolemblazonedonthefrontaspartofthedecoration.Otherconsiderationsincludethelengthofthetie(itshould,whentied,extendtoyourtrouserbelt),thesizeoftheknot(smallerisbetter),andwhetheryoushouldwearabowtietoaninterview(youshouldn’t).
Men’sShoesShoesshouldbeeitherblackleatherorbrownleather.Stayawayfromallothermaterialsandcolors.Lace-upwingtipsarethemostuniversallyacceptable.Slightlylessconservative,butequallyappropriate,areslip-ondressshoes—nottobeconfusedwithboatingshoes.Theslip-on,withitslow,plainvamportasselisversatileenoughtobeusedforbothdayandeveningbusinesswear.Thosewhoarehyperconsciousoffashion
itslow,plainvamportasselisversatileenoughtobeusedforbothdayandeveningbusinesswear.Thosewhoarehyperconsciousoffashionwillsaythatalace-upwingtipcanlookabitcloddishatdinner.ThismaybetrueifyouhaveadinnerinterviewwiththeseniorpartnerofalawfirminChicago,LosAngeles,orNewYork,butotherwise,don’tlosesleepoverit.IncertainareasoftheSouth,Southwest,andWest,heeledcowboy
bootsarenotatallunusualforbusinesswear,andneitherarethoseGrandOleOpryversionsofthebusinesssuit.Butbeware:OutsideofDallas,Nashville,Muskogee,andsimilarmunicipalities,youwillattractonlypuzzledstares—sotrytobeawareoftheregionalvariationsinprofessionaldress.
Men’sSocksSocksshouldcomplementthesuit.Accordingly,theyshouldbeblue,
black,gray,orbrown.Whentheymatchthesuitcolor,theyextendthelengthofyourleg,givingmoreheightandauthority.Theyshouldalsobelongenoughforyoutocrossyourlegswithoutshowingoffbareskin,andshouldnotfallinabunchtowardtheankleasyoumove.Elastic-reinforced,over-the-calfsocksareyourbestbet.
Men’sAccessoriesTherightaccessoriescanenhancetheprofessionalimageofany
applicant,maleorfemale,justasthewrongaccessoriescandestroyit.Theguidingprinciplehereistoincludenothingthatcouldbemisconstruedorleaveabadimpression.Forinstance,youshouldnotwearobviousreligiousorpoliticalinsigniasintheformofrings,ties,orpins,astheydrawattentiontomattersthatemployersareforbiddentoaddressbyfederallaw.Thisdoesnotnecessarilyapplywhenyouareawarethataparticularspiritualassociationwillestablishconnectivity,suchaswearingacrosswhenyouinterviewwiththeArchdiocese.Thewatchyouwearshouldbesimpleandpreferablyplain,which
Thewatchyouwearshouldbesimpleandpreferablyplain,whichmeansthatfunkyMickeyMouseisout.Sportswatchesordigitalmonstersareacceptablenowadaysbutaren’tthebestchoice.Don’tbeafraidtowearasimple,slimwatchwithaleatherstrap;youwillnoticeitiswhatthemostsuccessfulandsophisticatedbusinessprofessionalswear.Abriefcaseisalwaysperceivedasasymbolofauthorityandcanmake
astrongprofessionalstatement.Leathermakesthebestimpression,withbrownandburgundybeingthecolorsofchoice.Thecaseisbestunadorned—embellishmentscanonlydetractfromtheeffectofquietconfidenceandauthority.It’sagoodideatotakeacottonorlinenhandkerchiefonall
interviews.Plainwhiteisbestbecauseitlookscrisp,butthecolorisn’treallythatimportant.Youaren’ttakingahandkerchieftoputinabreastpocket,butforfarmorepracticalreasons.Thathandkerchiefcanbeusedtorelievetheclammy-handssyndromesocommonbeforeaninterview—anythingtoavoidtheinfamous“wetfish”handshake.Keepitinaninsidepocket,avoidingthematchingtie-and-pocket-squarelookofadyed-in-the-wooldoofusatallcosts.Beltsshouldmatchorcomplementtheshoesyouselect.Accordingly,a
blueorgraysuitwillrequireablackbeltandblackshoes,whilebrown,tan,orbeigesuitscallforbrown.Wearagood-qualityleatherbeltifyoucan.Themostcommonmistakemadewithbeltsisthebuckle;aninterviewisnottheplaceforyourfavoriteHarleyDavidson,GratefulDead,orBartSimpsonbuckle.Selectasmall,simplebucklethatdoesn’toverwhelmtherestofyourlookormakepersonalstatementsthatyoucannotbecertainwillresonatewithaninterviewer.
Men’sJewelryMenmaywearaweddingband,andcufflinksareacceptablewith
Frenchcuffs.Anythingmoreinthewayofjewelrycanbedangerous.
Frenchcuffs.Anythingmoreinthewayofjewelrycanbedangerous.Necklaces,bracelets,neckchains,andearringscansendthewrongmessage,andtietacksandclipsarepasséinmostareasofthecountry.
Men’sRaincoatsThesafestandmostutilitariancolorsforraincoatsarebeigeandblue;
sticktothesetwoexclusively.Ifyoucanavoidwearingaraincoat,doso(it’sanencumbranceandaddstoclutter),butitisbettertohavearaincoatthantohaveyoursuitdrenched.
Women
Followingarethebestcurrentdressguidelinesforwomenpreparingforaprofessionalinterview.
Women’sSuitsYouhavemoreroomforcreativityinthisareathanmendo,butalso
moreroomformistakes.Untilrecentyears,professionalfashioncreativityhadtoremainwithincertainacceptedguidelinesdictatednotbythefashionindustry,butbytheconsensusofthebusinessworld—whichtrailsfarbehindthepagesoffashionmagazines.Andwhiletherearestillthelimitsofgoodtasteandnecessaryconservatismfortheinterviewer,fashiondesignershaveworkedhardtocreateworkableprofessionalalternativesfortheever-growingfemaleworkforce.Awoman’sbusinesswardrobeneednolongerbesimplyapseudo-
maleselectionofdrabgrayskirtsandblouses.Withtherightcuts,pinstripesandmenswear-inspiredfashionscanlookbothstylishandprofessional.Woolandlinenarebothacceptedastherightlookforprofessional
women’ssuits,butlinencanpresentaproblem.Linenwrinklessoquicklythatyoumayfeelasthoughyouleavethehousedressedforsuccessandarriveatyourdestinationlookinglikeabaglady.Cotton-
successandarriveatyourdestinationlookinglikeabaglady.Cotton-polyesterblendsaregreatforwarmclimates;theylooklikelinenbutlackthewrinklefactor.Combinationsofsyntheticsandnaturalfabricshavetheiradvantages:Suitsmadeofsuchmaterialwillcertainlyretaintheirshapebetter.Theeyetrainedtopayattentiontodetail,however(read:theinterviewer’s),maydetectthetypeoffabric—say,acheappolyesterblend—anddrawunwarrantedconclusionsaboutyourpersonalityandtaste.Thechoiceisuptoyou.Ifyoudooptfornaturalfabrics,youwillprobablywanttostaywithwool.Itprovidesthesmartestlookofallandismostversatileandrugged.Therearewonderful,ultra-lightwoolgabardinesavailablenowthatwilltakeyouthroughthetoughestinterviewonthehottestsummerday.Likehermalecounterpart,theprofessionalwomanshouldstickto
solidsorpinstripesingray,navy,andmediumblues.TheubiquitousPrinceofWalesplaid(glenplaid)orhound’s-toothcheckcanbothlookverydistinguishedonawomanaswell.Atthesametime,amuchwiderpaletteofcolorsisopenforconsiderationbytheprofessionalwoman.Whiletherearesituationswhereyouwillwanttochooseoneofthemorepowerfulcolors,itmightbebestatoneofthesubsequentinterviews,ratherthanthefirst.Asolidskirtwithacoordinatingsubtleplaidjacketisalsoacceptable,
butmakesurethereisnottoomuchcontrastoritwilldetractfromthefocusofyourmeeting:theinterview.Colorsmostsuitableforinterviewsuitsincludecharcoal,mediumgray,steelgray,black(whereasamanisadvisedagainstblack,thecolorisopenandacceptablefortheprofessionalwoman),andnavyblue.Ofalltheselooks,thecleanestandmostprofessionalisthesimplesolidnavyorgraysuitwithawhiteblouse.Jacketsshouldbesimple,welltailored,andstylish,butnotstylized.
Thisisprobablynotthetimetowearapeplum-stylejacket—astandardlengththatfallsjustatthehipsispreferable.Thecutandstyleshould
lengththatfallsjustatthehipsispreferable.Thecutandstyleshouldflatteryourbuildandreflectyourpersonalstylewithoutdetractingfromwhatyouhavetosay.Attentiontodetailssuchassmoothseams,evenhemlines,correctlyhanginglinings,andwell-sewnbuttonsareessential.Howlongaskirtshouldyouwear?Anyhard-and-fastruleIcouldoffer
herewouldbeoutdatedalmostimmediately,asthefashionindustrydemandsdramaticallydifferentlookseveryseasoninordertofuelsales.Itshouldgowithoutsayingthatyoudon’twanttosportsomethingthatsoarstotheupperthighifyouwanttobetakenseriouslyasanapplicant.Yourbestbetistodresssomewhatmoreconservativelythanyouwouldifyouweresimplyshowingupforworkattheorganizationinquestion.Hemlinescomeandgo,andwhilethereissomeleewayastowhatisappropriateforeverydaywearonthejob,thesafestbetisusuallytoselectsomethingthatfallsatornomorethantwoinchesabovetheknee.Increasinglypopularisthedresswithamatchingjacket.Thisoutfitis
particularlyusefulforthe“businessdayintoevening”crowd,butcanbeperfectlysuitableforinterviewsifitisproperlystyledandfitted.Itisparticularlyimportanttostickwithsubtlesolidcolorsforthislook.
DressShirtsDressshirtswithlongsleeveswillprojectaresponsibleand
professionallook.Three-quarter-lengthsleevesarelessdesirable,followedinturnbyshortsleeves.Neverwearasleevelessblousetoaninterview;youmaybeconfidentthatthereisabsolutelynochancethatyouwillberequiredtoremoveyourjacket,butwhytaketheriskofoffendingsomeonewithunexpectedglimpsesofundergarments?Solidcolorsandnaturalfabrics,particularlycottonandsilk,arethe
bestselectionsforblouses—althoughsilkiswarmandthereforeraisesperspirationconcernsforanervousinterviewee.Combinationsofnaturalandsyntheticfabricsarewrinkle-resistantbutdonotabsorbmoisture
andsyntheticfabricsarewrinkle-resistantbutdonotabsorbmoisturewell,sowiththesechoicesyouwillneedtotakeperspirationcountermeasuresintoaccount.Theacceptablecolorspectrumiswiderforwomen’sshirtsthanformen’s,butitisnotlimitless.Themostprudentchoicesarestillwhiteorcreamorgray;theseofferauniversalprofessionalappeal.Palepinkorlightbluecanalsowork,butshouldbewornonlyifitfullyblendsintoyouroveralllook.Lightcolorsare“friendly”anddrawattentiontoyourface,yetwillnotdistracttheinterviewerfromwhatyouhavetosay.Aclassicsoftenedshirtcollarworksbestwithasuit.Also,thebutton-downcollaralwayslooksgreat,particularlyifyouareinterviewingwithaconservativecompanyorindustry.
Women’sNeckwearWhileawomanmightchoosetowearastringofpearlsinsteadofascarftoaninterview,thescarfcanstillserveasapowerfulstatussymbol.Optingtowearascarfsayssomethingdramaticaboutyou;makesureit’ssomethingpositive.Apuresilkscarfwillofferaconservativelook,agoodfinish,andeaseintying.Someofthebettersyntheticblendsachieveanoveralleffectthatisalmostasgood.Avoidoverlyflamboyantstyles,andstickwithsolidsorbasicprints(verysmallprints[foulards],smallpolkadots,orpaisleys)insubtlecolorsthatwillcomplement—notcompetewith—youroutfitoryourconversation.
Women’sShoesTheprofessionalwomanhasagreatercolorselectioninfootwearthandoeshermalecounterpart.Theshoesshouldpreferablybeleather,butinadditiontobrownandblack,awomanissafeinwearingnavy,gray,orburgundy.Good-qualityblackpatentleatherisacceptableforwinter.Itissafesttostayawayfromfaddishormulticoloredshoes(evensuchclassicsastwo-tonedoxfords).First,allfashionistransitory,andevenifyouareup-to-date,youcannotassumethatyourintervieweris.Second,
youareup-to-date,youcannotassumethatyourintervieweris.Second,agoodproportionofyourinterviewersmightbemen,whoarelesslikelytoappreciatevividcolorcombinations.Aswiththerestofyourwardrobe,stayawayfromradicalchoicesandoptfortheeasilycomprehensibleprofessionallook.Heelheightisimportantaswell.Flatsarefine;ashoewithaheelofuptoabout21⁄2inchesisperfectlyacceptable.Stayawayfromhigherheels;atbestyouwillwobbleslightly,andatworstyouwillwalkatanangle.Thepump,withitsclosedtoeandheel,isperhapsthesafestandmostconservativelook.Aconservativepeep-toepumpisacceptable,too,asistheslingbackshoewithaclosedtoe.Thetoeonanystyleshouldnotbeoverlypointed.Justthinkmoderationinallthings;thegoalistogethired,notdated.
PantyhoseTheseshouldnotmaketheirownstatement.Neutralskintonesarethesafest,mostconservativechoice,thoughyouareperfectlywithintherealmofprofessionaletiquettetowearoff-blackifitcomplementsyourshirtordress.Youmaymakeanexceptionifyouareinterviewingforajobinthefashionindustry,inwhichcaseyoumightcoordinatecolorswithyouroutfit,butbeverysureofthecompanydresscodethatisalreadyinplace.Eveninsuchaninstance,avoidloudorglitzylooks.Asyouwellknow,pantyhoseandstockingsarepronetodevelopingrunsattheworstpossiblemoment,sokeepanextrapairinyourpurseorbriefcase.
Women’sAccessoriesBecauseabriefcaseisasymbolofauthority,itisanexcellentchoicefortheprofessionalwoman.Donot,however,bringbothyourpurseandabriefcasetotheinterview(you’lllookawkwardjugglingthem).Instead,transferessentialitemstoasmallclutchbagyoucanstorein
Instead,transferessentialitemstoasmallclutchbagyoucanstoreinthecase.Inadditiontobrownandburgundy(recommendedcolorsforthemen),youmayincludeblackandnavyaspossiblecolorsforyourcase,whichshouldalwaysbefreeofpersonal,expensive,ordistractingembellishments.Beltsshouldmatchorcomplementtheshoesyouselect.Ablackorgraysuitwillrequireablackbeltandblackshoes;brown,tan,orbeigesuitswillcallforbrown;andnavylooksbestwithnavyorburgundyaccessories.Inaddition,womenmaywearsnakeskin,lizard,andthelike(thoughbewareofoffendinganimalrightsactivists).Rememberthatthebeltisafunctionalitem;ifitisinstantlynoticeable,itiswrong.
Women’sJewelryLessismore.Awomanshouldrestrictringstoengagementorweddingbandsiftheseareapplicable.Allotherjewelryshouldbesubdued,professional-looking,andingoodtaste.Avoidoversizedpieces,fashionjewelry,dangleearrings,initialedjewelry,andanythingthatmakesnoise.Youshouldalsoremoveanykindofvisiblebodypiercingexceptforearringsintheearlobe.Remember,toomuchofthewrongkindofjewelrycouldcostyouajobofferorinhibityourpromotionalopportunitiesonceontheteam.
MakeupTakecarenevertoappearoverlymade-up;“natural”isthekeyword.Eyemakeupshouldbesubtle,soasnottooverwhelmtherestoftheface.Asageneralrule,Iadviseverylittlelipstickataninterviewbecauseitcancausenegativereactionsinsomeinterviewers,andbecauseitcansmudgeandwearoffasthehourswearon.(Whocansay,goingin,howlongthemeetingwilllast?)However,womentellmethatastheyadvanceintotheirthirtiesandbeyond,thenaturalpinknessofthelipscanfade;youmightfeelyoulookpaleandwashed-outwithoutlipstick.Soifyoufeel“undressed”withoutyourlipstick,usesome:But
thelipscanfade;youmightfeelyoulookpaleandwashed-outwithoutlipstick.Soifyoufeel“undressed”withoutyourlipstick,usesome:Butapplyitsparinglyandcarefully,chooseaneutralorsubduedcolor,and,ofcourse,neverapplyitinpublic.Ifyouhaveatattooinaconspicuousplace,itcouldbeoffensivetoanintervieweranditcouldcauseyounottobetakenseriously.Youshoulddresstocoveryourink,andifthatisnotpossible,investinamake-upproductspeciallydesignedforhidingtattoossuchasDerma-Blend.
ForMenandWomen:ANoteonPersonalHygiene
Badbreath,dandruff,bodyodor,anddirty,unmanicurednailshavethepotentialtoundoallyoureffortsatgivingagoodfirstimpression.Theseandrelatedproblemsallspeaktoanunderlyingslovenliness,whichaninterviewermayfeelwillmanifestitselfinyourwork.Youwanttopresentyourselfasanappealing,self-respecting,andenjoyableprofessionaltobearound.Youcan’tachievethisifthepeopleyoumeethavetocallontheirpowersofself-controlinordertostayinthesameroomwithyou.WhatwasthatoldTVbodyodorcommercialtagline?“Whatevenyourbestfriendwon’ttellyou.”Sodon’taskyourselfwhetheranyfriendorcolleaguehasactuallycomeoutandsuggestedthatyoupaymoreattentiontopersonalhygiene;itissuchatouchyissuethatmostpeoplewillavoidyouratherthandiscussit.Askyourselfhowyoufeltthelasttimeyouhadtoconductbusinessofanysortwithsomeonewhohadahygieneproblem.Thenresolvenevertoleavethatkindofimpression.Personalgroomingofhair,skin,teeth,andnailsiseasyandstraightforward,butbodyodorisadifferentchallenge.Whenitcomestobodyodor,youareliterallywhatyoueat—thus,onions,garlic,junkfood,alcohol,andcoffeecanallgiveyourbodilyodorsadistinctlyunpleasantpungency.Becauseittakestimeforyourbodytoriditselfofsuchsmells,thebestadviceistostartpayingattentiontodietasyou
suchsmells,thebestadviceistostartpayingattentiontodietasyoubegintoputyourwardrobetogether.Ifyouareasmoker,dotakeintoconsiderationthatanon-smoking
interviewer,especiallyinacompanythatdeclaresitselfa“smoke-freeworkplace,”maybeoffendedbycigaretteodor.Bemindfuloflingeringsmokesmellsthatclingtoyourpersonandtoyourclothing.Avoidsmokinginacontainedareabeforeaninterview,haveyourinterviewattireprofessionallycleaned,donotsmokewhilewearingit,anddonotstoreitinanareaofyourhomeinwhichanyonesmokes.Nowthatyouknowhowtodressprofessionally,it’stimetolookat
anotheressentialcommunicationskill:bodylanguage.Learninghowitcanworkagainstyouandhowtomakeitworkforyouisvitalforturninginterviewsintojoboffers.
CHAPTER6
BODYLANGUAGE
WHILESPEECHISACOMPARATIVELYRECENTDEVELOPMENT,humanshavebeensendingandreceivingnonverbalsignalssincethedawnofourspecies,andthelanguageofourbodiesisthefirstmeansofcommunicationwedevelop.Wegainmasteryofbodylanguagesoearlythatitbecomesasubconsciousskill.Verbalcommunicationdominatesintheprofessionalworld—but
nonverbalsignalsarestillsentandreceived,andweallstillinterpretandrespondtothem,somemorethanothers,andskilledinterviewersmorethanmost.Ifyouarejobhunting(ormatehunting,forthatmatter),youshould
recognizethatyourbodyisconstantlysendingmessages,andmakeeveryefforttounderstandandcontroltheinformationstream.Ifyourmouthsays,“Hireme,”butyourbodysays,“I’mnotbeingtruthful,”youarelikelytoleavetheinterviewerconfused.“Well,”shewillthink,“therightanswersallcameout,buttherewassomethingaboutthatcandidatethatjustrubbedmethewrongway.”Suchmisgivingsaregenerallysufficienttokeepacandidatefromgettingthejoboffer.Theevaluationmightnotevenbeexpressednegatively;thehiringmanagermightjustpreferanothercandidate,inpartbecauseofthatcandidate’spositivebodylanguage.Ofcourse,interviewerswilllistencarefullytowhatyousay,too.
Whenyourbodylanguagecomplementsyourverbalstatements,yourmessagewillgainagreatdealofimpact,butwhenyourbodylanguagecontradictswhatyousay,theinterviewerwillbeskeptical.Inshort,
learningtousepositivebodysignalsandcontrolnegativeonesduringaninterviewcanhaveasignificantimpactonyourabilitytoturnjobinterviewsintojoboffers.
YourBodyMakesPowerfulFirstImpressions
Thechallengefortheintervieweristodetermine,usingeverymeansathisdisposal,whatkindofanemployeeyouwouldmake.Yourtaskasacandidateistoprovidethecluesmostlikelytopromptadecisiontohire.Let’sbeginatthebeginning.Whenyouareinvitedtoaninterview,youareprobablysafeinassumingthatyourinterviewerbelievesyoumeetcertainminimumstandardsandcouldconceivablybehired.Inthiscontext,theadagethatactionsspeaklouderthanwordsshouldbetakenquiteliterally.StudiesdoneattheUniversityofChicagofoundthatover50percentofalleffectivecommunicationreliesonbodylanguage.Sinceyoucanexpectinterviewerstorespondtothebodylanguageyouemployattheinterview,itisuptoyoutodecidewhatmessagesyouwantthemtoreceive.Therearealsostudiesthatsuggesttheimpressionyoucreateinthefirstfewminutesoftheinterviewisthemostlasting.Sincethefirstfewminutesafteryoumeettheinterviewerisatimewhensheisdoingthevastmajorityofthetalking,youhaveverylittlecontrolovertheimpressionyoucreatewithyourwords—youcan’tsaymuchofanything!Itisuptoyourbodytodothejobforyou.
TheGreetingForagoodhandshake:
1. Yourhandsshouldbecleanandyournailstrimmed.2. Yourhandsshouldbedry.
Certainprofessionaldifferencesshouldalsobeconsideredingreeting:
Certainprofessionaldifferencesshouldalsobeconsideredingreeting:Manydoctors,dentists,artists,andotherswhododelicateworkwiththeirhandscananddogivelessenthusiastichandshakesthanotherpeople.Ifyouworkinthemedia,you’llnoticethatmanyon-airpersonalitiesdon’twanttoshakehandsatall:It’stheeasiestwaytocatchacold,andtheydependontheirvoicesandappearancemorethanmost.Itisnormalforthehost(interviewer)toinitiatethehandshake,smileconfidently,andmakeeyecontact.Matchthepressureextendedbytheinterviewer—neverexceedit.Atypicalprofessionalhandshakelastsbetweentwoandfiveseconds,justtwoorthreereasonablyfirmup-and-downpumpsaccompaniedbyasmile.Yourhandshakeshouldsignalcooperationandfriendliness.Useonlyonehandandalwaysshakevertically.Donotextendyourhandparalleltothefloorwiththepalmup,asthisconveyssubmissiveness.Bythesametoken,youmaybeseenastooaggressiveifyouextendyourhandoutwardwiththepalmfacingdown.Whileaconfidentandpositivehandshakehelpsbreaktheiceandgetstheinterviewmovingintherightdirection,properuseofthehandsthroughouttherestoftheinterviewwillhelpconveyanabove-board,“nothing-to-hide”message.Employingyourhandsinthesepositivewayscanfurtheryourcandidacy:
Subtlyexposingyourpalmsnowandthenasyouspeakcanhelpdemonstratethatyouareopen,friendly,andhavenothingtohide.Youcanseethistechniqueusedtogreateffectbypoliticiansandtelevisiontalkshowhosts.Itcan,veryoccasionally,bebeneficialto“steeple”yourfingersforafewsecondsasyouconsideraquestionorwhenyoufirststartto
talk.Unlessyouholdthegestureforlongperiodsoftime,itwillbeperceivedasaneutraldemonstrationofyourthoughtfulness.Ofcourse,ifyouoveruseorholdthispositionfortoolong,youmaybetakenascondescending.Steeplingalsogivesyousomethingconstructivetodowithyourhands;itoffersachangefromholdingyourpadandpen.
Negativehandmessagesinclude:
Handsandfingersthattakeonalifeoftheirown,fidgetingwiththemselvesorotherobjectssuchaspens,paper,oryourhair.Pentappingisinterpretedastheactionofanimpatientperson—thisisagoodexampleofanotherwisetrivialhabitthatcantakeonimmensesignificanceinaninterviewsituation.Rarelywillanintervieweraskyoutostopdoingsomethingannoying.Instead,he’llsimplymakeamentalnotethatyouareanannoyingpersonandcongratulatehimselfforpickinguponthisbeforemakingthemistakeofhiringyou.Claspingyourhandsbehindyourhead.You’llexposeperspirationmarks,andyouruntheriskofappearingsmug,superior,bored,andpossiblywithdrawn.Showinginsecuritybyconstantlyadjustingyourtie.Wheninterviewingwithawoman,thisgesturecouldbeinterpretedasdisplayingsomethingbeyondabusinesslikeinterestintheinterviewer.Slouchinginyourchair,withhandsinpocketsorthumbsinbelt.Thisposturecanbrandyouasinsolentandaggressive(thinkofanyteenageboy).Whenthiserrorismadeinthepresenceofanintervieweroftheoppositesex,itcancarrysexuallyaggressiveovertonesaswell.
Pullingyourcollarawayfromyourneck.Thismayseemlikeaninnocentenoughreactiononahotday,butthewayweinterpretbodylanguagesignalsmayleadtheinterviewertoassumethatyouaretenseormaskinganuntruth.Thesamegoesforscratchingyourneckduring,before,orafteryourresponsetoaquestion.Movingyourhandstowardapersonalfeaturethatyouperceiveasdeficient.Thisisacommonunconsciousreactiontostress.Amanwiththinninghair,forexample,maythoughtlesslyputhishandtohisforeheadwhenponderinghowtorespondtoaquery(“Whyaren’tyouearningmoreatyourage?”).Thishabitmaybeextremelydifficultforyoutodetectinthefirstplace,muchlessreverse,butmaketheeffort.Suchprotectivemovementsarelikelytobeperceived—ifonlyonasubliminallevel—asanacknowledgmentoflowself-esteem.Pickingatinvisiblebitsoffluffonyourclothingorotherwiserearrangingyourimmediateenvironment.Thisisanervousticthatfriendsandfamilyhavegottenusedto,butothersfindalittleweird.IfyouhaveatouchofOCD,getafriendtohelpyouidentifythesekindsofrepetitivegesturesthatinterviewersmightfindannoying.
TakingYourSeatSomethirtyinchesfrommynoseThefrontierofmypersongoes.Bewareofrudelycrossingit,Ihavenogun,butIcanspit.
—W.H.Auden
Encroachingonanother’s“personalspace”isabadideainanybusinesssituation,butitisparticularlydangerousinaninterview.Thethirty-inchstandardisagoodonetofollow:Itisthedistancethatallows
thirty-inchstandardisagoodonetofollow:Itisthedistancethatallowsyoutoextendyourhandcomfortablyforahandshake.Maintainthisdistancethroughouttheinterview,andbeparticularlywatchfulofpersonal-spaceintrusionswhenyoufirstmeet,greet,andtakeaseat.Aperson’sofficeisanextensionofhispersonalzone;thisiswhyitis
notonlypolitebutalsosoundbusinesssensetowaituntiltheintervieweroffersyouaseat.Itisnotuncommontomeetwithaninterviewerinaconferenceroom
oranothersupposedly“neutral”site.Again,waitfortheinterviewertomotionyoutoaspot,or,ifyoufeeluncomfortabledoingthis,tactfullyasktheinterviewertotaketheinitiative:“Wherewouldyoulikemetosit?”Thetypeofchairyousitincanaffectthesignalsyourbodysends
duringaninterview.Ifyouhaveachoice,gowithanuprightchairwitharms.Deeparmchairscanrestrictyourabilitytosendcertainpositivesignalsandencouragethelikelihoodofslumping.They’rebestsuitedforwatchingtelevision,notforprojectingtheimageofacompetentprofessional.Alwayssitwithyourbottomwellbackinthechairandyourback
straight.Slouching,aswehavenoted,isout,butaslightforward-leaningposturewillshowinterestandfriendlinesstowardtheinterviewer.Keepyourhandsquietlyemployed,perhapsrestingonthearmsofthechair;iftherearenoarmsonthechair,keepyourhandsinyourlaporoccupiedwithpaperandpen.Thislatternotonlygivesyousomethingtodowithyourhands,itmakesyoulookorganizedandgivesyoutheabilitytojotdownnotesorquestions.
CrossedLegsCrossedlegs,inalltheirmanyforms,sendamixtureofsignals;most
ofthemarenegative:
Crossingoneankleovertheotherkneecanshowacertainstubbornandrecalcitrantoutlook(aswellasthebottomofyourshoe,whichisnotalwaysaprettysight).Thenegativesignalisintensifiedwhenyougraspthehorizontallycrossedlegor—worstofall—crossyourarmsacrossyourchest.Somebodylanguageexpertsfeelcrossedanklesindicatethatthepersondoingthecrossingiswithholdinginformation.Ofcourse,sincethemajorityofinterviewstakeplaceacrossadesk,crossedankleswilloftenbevirtuallyunnoticeable.Forwomen,somedressfashionsencouragedecorousanklecrossing.Thispostureisprobablythemostpermissiblebodylanguagefauxpas,soifyoumustallowyourselfonebodylanguagevice,thisistheonetochoose.Whensittinginarmchairsoronsofas,crossingthelegsmaybenecessarytocreatesomestabilityamidalltheplushupholstery.Inthisinstance,thesignalsyousendbycrossingyourlegswillbeneutral,aslongasyourlegsarenotcrossedankleoverknee.
FacialSignalsOnceyouandtheinterviewertakeyourseatsandtheconversation
begins,theinterviewer’sattentionwillbefocusedonyourface.Ourlanguageisfullofexpressionstestifyingtothepowerfulinfluence
offacialmannerisms.Whenyousaythatsomeoneisshifty-eyed,tight-lipped,hasafurrowedbrow,flashesbedroomeyes,staresintospace,orgrinslikeanidiot,youarespeakinginakindofshorthandandusingasetofarchetypesthatenableyoutomakejudgments—consciouslyorunconsciously—aboutthatperson.Tightsmilesandtensioninthefacialmusclesoftenbespeakan
inabilitytohandlestress;littleeyecontactcancommunicatepersonalinsecurityordesiretohidesomething;pursedlipsareoftenassociatedwithasecretivenature;whilefrowning,lookingsideways,orpeering
withasecretivenature;whilefrowning,lookingsideways,orpeeringoverone’sglassescansendsignalsofhaughtinessandarrogance.Hardlythestuffofwhichwinninginterviewsaremade!
EyeSignalsLookingatsomeonemeansshowinginterestinthatperson,andshowinginterestisagiantstepforwardinmakingtherightimpression.Remember:Weareallourownfavoritesubjects!Lookingawayfromtheinterviewerforlongperiodswhilesheistalking,closingyoureyeswhilebeingaddressed,andrepeatedlyshiftingyourfocusfromtheinterviewertosomeotherpointarealllikelytoleavethewrongimpression.Thereisadifferencebetweenlookingandstaringatsomeone.Ratherthanlookingatthespeakerstraightonatalltimes,createamentaltriangleincorporatingbothoftheeyesandthemouth;youreyeswillfollowanatural,continuouspathalongthethreepoints.Maintainthisapproachforroughlythree-quartersofthetime;youcanbreakyourgazetolookattheinterviewer’shandsaspointsareemphasizedortorefertoyournotepad.Thisisthewaywemaintaineyecontactinnonstressfulsituations,anditwillallowyoutoappearattentive,sincere,andcommitted.Bewaryofbreakingeyecontacttooabruptlyandofshiftingyourfocusinwaysthatwilldisrupttheatmosphereofprofessionalism.Examiningtheinterviewerbelowtheheadandshoulders,forinstance,isasignofoverfamiliarity.Thisisespeciallyimportanttorememberwhenbeinginterviewedbysomeoneoftheoppositesex.
HeadMovementsNoddingyourheadslowlyshowsinterest,validatesyourinterviewer’scomments,andsubtlyencourageshimtocontinue.Tiltingtheheadslightly,whencombinedwitheyecontactandanaturalsmile,
slightly,whencombinedwitheyecontactandanaturalsmile,demonstratesfriendlinessandapproachability.Thetiltshouldbemomentaryandnotexaggerated,almostlikeaboboftheheadtooneside.(Donotoverusethistechniqueunlessyouareapplyingforajobinaparrotshop.)Rapidlynoddingyourheadcanleavetheimpressionthatyouareimpatientandeagertoaddsomethingtotheconversationifonlytheinterviewerwouldletyou;ifaninterviewerdoesthis,youneedtowrapupyourpointandreturncontroloftheconversationtoher.
MouthSignalsTheguidingprincipleofgoodbodylanguageistoturnyourmouthupwardratherthandownward.Lookattwoboxersafterafight:Thevictor’sarmsareraisedhigh,hisbackisstraight,andhisshouldersaresquare.Hissmilingfaceisthrustupwardandoutward,andyouseehappiness,openness,warmth,andconfidence.Theloser,ontheotherhand,isslumpedforward,browsknitandeyesdowncast,andthesignalsyoureceivearethoseofanger,frustration,belligerence,anddefeat.Yoursmileisoneofthemostpowerfulpositivebodysignalsinyourarsenal,anditexemplifiestheup-is-bestprinciple.Offeranunforced,confidentsmileasfrequentlyasopportunityandcircumstanceallow,butavoidgrinningidiotically,asthisindicatesthatyoumaynotbequiterightinthehead.Youshouldbeawarethatthemouthalsoprovidesaseeminglylimitlesssupplyofopportunitiestoconveyweakness.Touchingthemouthfrequently,“faking”acoughwhenconfrontedwithadifficultquestion,orgnawingonone’slipsabsentmindedlymaydothis.Employinganyofthese“insinceritysigns”whenyouareaskedabout,say,whyyoulostyourlastjob,mightinstillorconfirmsuspicionsaboutyourhonestyoropenness.
Glasses
GlassesPeoplewhowearglassessometimesleavethemoffwhengoingonan
interviewinanattempttoprojectamorefavorableimage.Therearedifficultieswiththisapproach.Farsightedpeoplewhodon’tweartheirglasseswill(unwittingly)seemtostarelongandhardatthepeopletheyconversewith,andthisisanegativesignal.Also,pullingoutglassesforreadingandpeeringoverthetopofyourglasses—evenifyouhavebeenhandedsomethingtoreadandsubsequentlyaskedaquestion—carriesprofessorialconnotationsthatcanbeinterpretedascritical.Ifyouwearglassesforreading,youshouldremovethemwhenconversing,replacingthemonlywhenappropriate.Wearingdarkglassestoaninterviewwillpaintyouassecretive,cold,
anddevious.Evenifyourprescriptionglassesaretinted,theeffectwillbethesame.Youmightconsideruntintedglassesforyourinterview,orcontacts.Atthesametime,glassesonayounger-lookingpersoncanaddanairofseriousnessandmightbeconsideredaplus.
BodyBarricadeSignalsFoldingorcrossingyourarms,orholdingthingsinfrontofyourbody,
sendsnegativemessagestotheinterviewer:“Iknowyou’rethere,butyoucan’tcomein.I’mnervousandclosedforbusiness.”Itisbadenoughtofeelthisway,butworsetoexpressitwithblatant
signals.Don’tfoldyourarmsor“protect”yourchestwithhands,briefcase,oranythingelseduringtheinterview.Youcan,however,keepapadandpenonyourlap,sinceitmakesyoulookorganizedandgivesyousomethingtodowithyourhands.
FootSignalsYourfeetshouldintrudeontheinterviewaslittleaspossible.Thereis
littletheycandothatisovertlypositiveinaprofessionalenvironmentandthereareacoupleoffootsignalsthatcansendnegativemessages.Womenandmenwearingslip-onshoesshouldbewareofdanglingthe
Womenandmenwearingslip-onshoesshouldbewareofdanglingthelooseshoefromthetoes;thiscanbedistracting,and,asitisagestureoftenusedtosignalphysicalattraction,ithasnoplaceinajobinterview.Likewise,avoidcompulsivejabbingoffloor,desk,orchairwithyour
foot;thiscanbeperceivedasahostileandangrymotion,andislikelytoannoytheinterviewer.Someofus(andI’moneof“us”)havesomethingcallednervousleg
syndrome.Sitmeatadeskandonelegwillbeflexedatthekneesnappingupanddownlikethedrummerinathrashmetalbandshreddingthehelloutofthatbassdrum.I’mADHDwithatouchofOCDthrowninandthisistypicalofmanyofmyfellowtravelers.Now,ifyouareoneofus,youknowitisnothingmorethanasoothingsoundtracktothebeatofanagilemind,buttoothersitcanbeannoyingandoffensive.Itissomethingyouneedtoconsciouslycontrolatjobinterviews,oritwillcostyoujoboffers.Thesolutionistogiveafriend/lovedonepermissiontocallyouonit
everytimeyoustartdrumming.Learntobeconsciousofwhenyouaredoingit,anddon’tdoitatanypointduringajobinterview.Itisanindulgencethatyoucanovercome...atleastwhenyouhavetodealwiththerhythmlessatjobinterviews;-)
SignalsYouSendWhenWalkingorStandingManyinterviewswillrequirethatyouwalkfromoneplacetoanother
—onaguidedtouroffacilities,fromoneofficetoanother,ortoandfromthetableinarestaurant.Howlongthesewalkslastisnotasimportantashowyouusethemtoreinforcepositiveprofessionalbehaviorsandimpressions.Postureisyourmainconcern:Keepyourshouldersbackandstay
erect.Smileandmakeeyecontactasappropriate.Walksoftenincludepausestotalkorlookatsomepointofinterest.
Walksoftenincludepausestotalkorlookatsomepointofinterest.Avoidfidgetingwithyourfeet,rubbingoneshoeagainsttheother,orkickingabsentmindedlyatrandomobjectsortheground;thesesignalswillbedistractingtoyourinterviewerandmayleadtoabeliefthatyouareanxiousorinsecure.Crossingyourarmsorlegswhilestandingcarriesthesamenegative
connotationsasitdoeswhenyouaresitting.Hands-in-pockets,hands-on-hips,orthumbs-in-beltposturessendmessagesthatyouareaggressiveandtryingtodominate.Nointerviewerwantstohiresuchapotentialmanagementandteam-disruptionproblem.
PuttingItAllTogether
Let’sreduceallthisinformationintoahandfulofsimplerecommendations.Positivesignalsreinforceoneanother;employingthemincombinationyieldsanoverwhelminglypositivemessagethatistrulygreaterthanthesumofitsparts.Sofar,wehavefocusedprimarilyonthepitfallstoavoid—butwhat
messagesshouldyousend,andhow?Herearesevengeneralsuggestionsongoodbodylanguagefortheinterview:
1. Walkslowlyandstandtalluponenteringtheroom.2. Ongreetingyourinterviewer,giveasmile,makeeyecontact,andrespondwarmlytotheinterviewer’sgreetingandhandshake.
3. Asyousit,getyourbuttwellbackinthechair;thisallowsthechairbacktohelpyousitupright.Increasetheimpressionofopenness(“Ihavenothingtohide!”)byunbuttoningyourjacketasyousitdown.Keepyourheadup.Maintaineyecontactagoodportionofthetime,especiallywhentheinterviewerbeginstospeakandwhenyoureply.Smilenaturallywhenevertheopportunityarises.
4. Usemirroringtechniquestoreproducethepositivesignalsyour
interviewersends.Saytheinterviewerleansforwardtomakeapoint;afewmomentslater,you,too,leanforwardslightly,demonstratingthatyoudon’twanttomissaword.Perhapstheinterviewerleansbackandlaughs;you“laughbeneath”theinterviewer’slaughter,takingcarenottooverwhelmyourpartnerbyusinganinappropriatevolumelevel.Thiscanseemcontrivedatfirst,butthroughobservingthoseinyourownsocialcircle,you’llnoticethatthisisnaturalbehaviorforgoodcommunicators.
5. Keepyourheadupanddon’tslouchinyourseat.6. Trytoremaincalmanddonothurryyourmovements;you’lllookharriedandaremorelikelytoknockthingsover.Mostpeopleareklutzywhentheyarenervous,andconsciouslyslowingyourbodymovementswilllessenthechancesofdisasterandgiveyouamorecontrolledpersona.
7. Remembertobreathe.Whenwearenervous,wecanforgettodothis,whichleadstooxygendeprivationandobviouslyscrewsupcognitiveprocesses.
OpenforBusinessThemoreopenyourbodymovementsduringtheinterview,themore
youwillbeperceivedasopenyourself.Understandinganddirectingyourbodylanguagewillgiveyouaddedpowertoturninterviewsintocooperativeexchangesbetweentwoprofessionals.Justasyouinterpretthebodylanguageofothers,bothpositiveand
negative,yourbodylanguagemakesanindelibleimpressiononthoseyoumeet.Ittellsthemwhetheryoulikeandhaveconfidenceinyourself,whetheryouarepleasanttobearound,andwhetheryouaremorelikelytobehonestordeceitful.Likeitornot,yourbodycarriesthesemessagesfortheworldtosee.
Parting
Parting
Atypicalprofessionalhandshakelastsforbetweentwoandfiveseconds,justtwoorthreereasonablyfirmup-and-downpumpsaccompaniedbyasmile.Thepartinghandshakemaylastalittlelonger;smileandleanforwardveryslightlyasyoushakehandsbeforedeparting.Jobinterviewsarereliableinoneway:Theybringoutinsecurities.All
themorereasontoconsciouslymanagetheimpressionsyourbodysends.Youwillabsorbthelessonsinthischapterveryquicklyifyoutakethetimetoobserveandinterpretthebodysignalsoffriendsandfamily.Whenyouseeandcanunderstandbodylanguageinothers,you’llbemoreawareofyourown,andmorecapableofcontrollingit.Onceyou’veinternalizedtheimportantlessonsoftheprevioustwo
chaptersonyourphysicalappearanceandconduct,you’realmostreadytoheadtotheinterview.Inthenextchapter,wewillputtogetheraninterviewkit,makesomefinalpreparations,andgetpsychedtogoturnthatinterviewintoajoboffer.
CHAPTER7
THECURTAINRISESONTHEJOBINTERVIEW
BACKSTAGEINTHETHEATER,theannouncement“Places,please”ismadefiveminutesbeforethecurtainrises.It’stheperformers’signaltopsychthemselvesup,completefinalcostumeadjustments,andmaketimetoreachthestage.Theyaregettingreadytogoonstageandknock’emdead.Youshouldgothroughasimilarprocesstogetthoroughlypreparedforyourtimeinthespotlight,onlyyoushouldbegintwoorthreedaysinadvanceoftheinterview.Interviewnervesaretobeexpected;thetrickistoharnessthis
nervousenergy,likeperformersdobeforeaperformance,toyourphysicalandmentalpreparation.Astheinterviewapproaches,settledownwithyourresumeandTJDexercises.AreviewofyourTJDwillremindyou:
WhatisimportanttointerviewersTheareastheyarelikelytoquestionHowyouexecuteyourjobtopreventproblemsfromoccurringExamplesofyourachievementsandtheproblemsyoudealtwithtoaccomplishthemThebehavioralprofileofthepersoneveryonewantstoworkwithThebehavioralprofilethatspellscareerfailure
Sitwithyourresumeandimmerseyourselfintheseconsiderationsand
theprofessionalexperiencesthatwillsupportyourcandidacy,identifyingthetransferableskillsandprofessionalvaluesthatunderlieyourprofessionalcompetencyineacharea.
CheckYourAppearance
Yourdressshouldbeclean-cutandconservative,aswediscussedinChapter5.Keepyourinterviewoutfitfreshlycleaned,shirtsorblouseswrinkle-free,shoespolished,andallreadiedforaninterviewatamoment’snotice.Andalwaysdouble-checkthematleastonedayinadvanceoftheinterview.Visitthehairdressereverymonthsothatyoualwayslookgroomed,andkeepyournailscleanandtrimmedatalltimes(evenifyouworkwithyourhands).Whileyouwillnaturallyshowerorbathepriortoaninterview,andtheuseofanunscenteddeodorantisadvisable,youshouldavoidwearingaftershaveorperfume;youaretryingtogetajob,notadate.Neverdrinkalcoholthedaybeforeaninterview;itaffectsyourwitsandappearance,especiallyeyesandskintone.
WhattoTake
Thecompanydossier:Printoutanyinformationyouhaveaboutthecompanyanditsoperations,sinceyouarelikelytobeaskedwhatyouknowaboutthecompany.Visitthecompanywebsite,reviewanycompanyliteratureandresearchyoumighthave,anddoGoogleandGoogleMediasearchesfornewsarticlesmentioningthecompanybyname,aswellasforarticlesthatrelatetoyourprofession.
Yourresume:Alwaystakecopiesoftheresumeyoucustomizedforthisjob,andperhapsanexecutivebriefingthatclearlydefineshowyoumatchthejob’srequirements:oneforyouandoneforeachoftheinterviewersyoumightmeet(seeKnock’emDeadResumes).Yourmaininterviewerwillinvariablyhaveacopyofyourresume,butyoucan’tbecertainofthatwithotherpeopleyoumeet.Itisperfectlyacceptabletohaveyourresumeinfrontofyouattheinterview;itshowsyouareorganized,anditmakesagreatreferencesheetwhentheinterviewerreferstoyourresume.Adecentfolderwithpadofpaperandwritinginstruments:Thesedemonstrateyourpreparedness,andtheygiveyousomethingconstructivetodowithyourhandsduringtheinterview.Youcankeepyourresumeinthefolder.Referenceletters:Ifyouhavereferencelettersfrompastemployers,takethemalong.Someemployersdon’tputmuchstockinwrittenreferencesandpreferaone-on-oneconversationwithpastemployers.Nevertheless,havingthemwithyouandgettingthemplacedinyourcandidatefilecan’tdoanyharm.Alistofjob-relatedquestions:Askingquestionsthatgiveyouinsightintotheday-to-daychallengesofthejobshowsyourengagementwiththework.Italsohelpsyouadvanceyourcandidacy,becausejudgmentsaboutyouwillbebased,inpart,onthequestionsyouask,sinceyourquestionsdemonstratethedepthofyourinterestandunderstandingofthejob.Additionally,askingquestionsgivesyouinsightintohowyoushouldbestfocusyouranswerstotheinterviewer’squeries.YoucanfindalistofappropriatequestionsinChapter14.(Note:Intheearlyroundsofinterviewing,stayawayfromquestionsaboutwherethejobcanleadandwhatthepayandbenefitsare.It’snotthatthesequestionsaren’timportant,justthat
thetimingiswrong.Itwon’tdoyouanygoodtoknowwhatajobpaysifyoufailtogetajoboffer.Instead,askthequestionsthatwillhelpyoumovetowardajobofferbeingextended,andthenaskthequestionsyouneedtoevaluatethatoffer;you’llfindquestionstoaskduringnegotiationinthatchapter,towardtheendofthebook.)Directionstotheinterview:Decideonyourformoftransportationandfinalizeyourtimeofdeparture,leavingenoughtimetoaccommodatetraveldelays.Checktheroute,distance,andtraveltime.Ifyouforgettoverifydate,time,andplace(includingfloorandsuitenumber),youmightnotevenarriveattherightplaceorontherightdayforyourinterview.
Writeitalldownlegiblyandputitwiththerestofyourinterviewkit.Toarriveataninterviewtooearlyindicatesoveranxiousness,andtoarrivelateisinconsiderate,soarriveattheinterviewontime,butatthelocationearly.Thisallowsyoutimetovisittherestroom(usuallyyouronlyprivatesanctuaryataninterview)andmakethenecessaryadjustmentstoyourappearance,reviewanynotes,andputonyourgameface.Remembertoaddcontactnumberstoyourinterviewkit,soifyouaredelayedonthewaytotheinterview,youcancallandlettheinterviewerknow.
OnArrivalattheInterview
Whenyougettotheinterviewsite,visittherestroomtocheckyourappearanceandtakeacoupleofminutestodothefollowing:
Reviewthecompanydossier.
ReviewyourTJDandresume.Becomeyourresume.Recallyourcommitmenttotheprofessionandtheteam,andthetransferableskillsandprofessionalvaluesthathelpyousucceed.Turnoffyourcellphone:Nothingintheworldismoreimportantthanthisinterview,andnothingintheworldannoysaninterviewermorethanyourphoneringingoryoulookingfurtivelyattexts.Breathedeeplyandslowlyforaminutetodispelyournaturalphysicaltension.Duringtheinterview,youcanreviewthelistofquestionsyoudeveloped,butithelpsgetyourheadinthezonetoreviewthemnow.Smileandheadfortheinterview—youareasreadyasyouareevergoingtobe.
Undernocircumstancesshouldyoubackoutbecauseyoudonotlikethereceptionistorthelookoftheoffice—thatwouldbeallowingpersonalinsecuritiestotriumph.Youareheretoimproveyourmostcriticalprofessionalskill—yourabilitytoturninterviewsintojoboffers;whateverhappens,youcanandmustlearnfromthisexperience.
Do:
Giveafirmhandshake—respondtotheinterviewer’sgripandduration.Makeeyecontactandsmile.Say,“Hello,Ms.Larsen.IamJohnJones.I’vebeenlookingforwardtomeetingyou.”
DoNot:
Usefirstnames(unlessasked)Smoke(evenifinvited)Sitdown(untilinvited)ShowanxietyorboredomLookatyourwatchDiscusspolitics,sex,race,nationalorigin,religion,orageShowsamplesofyourwork(unlessrequested)Askaboutbenefits,salary,orvacation
Nowyou’rereadyforanything—exceptforthetoughquestionsthataregoingtobethrownatyounext.You’vedoneallyourhomework:You’vestudiedthebuildingblocksofasuccessfulprofessionalpersonaandcompletedthecrucialTJDprocess(Chapters1–3);you’velearnedhowtotakecontrolofyourphysicalappearanceandconductandturnthemintoanasset(Chapters5and6);andnowyou’vepreparedakitsoasnevertobecaughtunawaresonthebigday.Now,atlast,you’rereadytodowhatyoucametothisbooktodo:Learnhowtoanswerthosetoughinterviewquestions.Therearelotsoftheminthefollowingchapters,butalltheprepworkyou’vedonehasinstilledinyouanunderlyingfamiliaritywiththelogicofprofessionalismthatwillmakethetaskmucheasier.Youwon’tbesomuchmemorizinganswersasunderstandinghowthequestionsaimtoevaluateyourprofessionalskillsandvalues,andintheprocessdeterminethequalityofyourprofessionalpersona.
PARTTHREE
ATTHEINTERVIEW
CHAPTER8
WHYINTERVIEWERSDOTHETHINGSTHEYDO
SITTINGINFRONTOFTHEINTERVIEWERashelooksoveryourresume,yourmindracingwiththepossibilitiesofwhatcouldhappennext,you’reprobablythinking,“Thisiscrazy.WhyamIhere?I’dratherbeabductedbyaliens.”Whatprobablywon’toccurtoyouisthatquitealotofthetimetheinterviewerfeelsthesameway.Thereisnogettingaroundthefactthatjobinterviewsarescary
events,butyouarealreadywayaheadofmanyothercandidatesbecauseyouareseriouslyinvestingyourselfindevelopingthatcriticalskillofturningjobinterviewsintojoboffers.Ontheothersideofthedeskisnotanadversarybutsomeonewho
reallywouldliketohireyou.Youknowthattheintervieweryouarefacinghatestointerview.Iguaranteethatsecretlysheisthinking,“Pleasegodletthisbetheone,soIcangetbacktothatpileofworkonmydesk.”Youjusthavetohelpthemmaketherightdecision.Inthispartofthebook,you’llgetrightinsidetheinterviewer’shead
tounderstandwhyinterviewersdothethingstheydo.Andyou’lllearntheformulasforansweringtoughinterviewquestionsinwaysthatarehonest,uniquetoyou,andadvanceyourcandidacywithoutmakingyousoundlikeasnakeoilsalesman.There’samistakenbeliefthatanyperson,onbeingpromotedintothe
ranksofmanagement,becomesmysticallyendowedwithalltheskillsofmanagement,includingtheabilitytointerviewandhiretherightpeople.Thisisafallacy;perhapsonlyhalfofallmanagershavebeentaughthowtointerview.Mostjustbumblealongandpickupacertain
taughthowtointerview.Mostjustbumblealongandpickupacertainproficiencyovertime.Consequently,atanyjobinterviewyouarequitelikelytorunintooneoftwotypesofinterviewer:
1. Theuntrainedinterviewerwhodoesn’tknowwhatheisdoing,andworse,doesn’tknowhedoesn’tknowwhatheisdoing.
2. Thecompetentinterviewerwhoknowsexactlywhatsheisdoingandhasaplanfortheinterview.
Theybothpresentchallenges—andopportunities,whenyouknowhowtohandlethem.
StrategiesforInteractingwiththeUntrainedInterviewer
Doyoueverrememberleavinganinterviewandfeelingthatyoucoulddothejob,butthattheinterviewerdidn’taskyouthequestionsthatwouldallowyoutoshowcaseyourskills?Youwereprobablyfacinganuntrainedinterviewer,someonewhodoesn’tknowthathedoesn’tknowhowtointerview,andwhobaseshiringdecisionson“experience”and“knowingpeople”and“gutfeeling.”Facinganuntrainedinterviewer,youmustunderstandhowshethinksifyouwanttoturnthesituationtoyouradvantage.Untrainedinterviewersrevealthemselvesinsixdistinctways.
1. Theinterviewer’sdeskiscluttered,andhecan’tfindtheresumeorapplicationthatwashandedtohimafewminutesbefore.
Response:Sitquietlythroughthebumblingandsearching.Checkoutthesurroundings.Breathedeeplyandslowlytocalmanylingeringinterviewnerves.Asyoubringyouradrenalineundercontrol,youbringacalmingtonetotheinterviewandtheinterviewer.
2. Theinterviewerexperiencesconstantinterruptionsfromthetelephoneorpeoplewalkingintotheoffice.
Response:Interruptionsprovideopportunitiestoreviewwhat’sbeenhappeningandplanpointsyouwanttomake;it’sagoodtimetoreviewthelistofquestionsyouwanttoask.Theinterruptionsalsogiveyoutimetothinkthroughaquestionthathasjustbeenaskedortoaddnewinformationtoapointmadepriortotheinterruption.
Whenaninterruptionoccurs,makeanoteonyourpadofwhereyouwereintheconversationandrefreshtheintervieweronthepointwhenconversationresumes.Shewillbeimpressedwithyourlevelheadandgoodmemory.
3. Theinterviewerstartswithanexplanationofwhyyouarebothsittingthere,andthenwandersintoalengthylectureaboutthejoband/orthecompany.Thisinterviewerisnervousanddoesn’tknowhowtoaskquestions.
Response:Showinterestinthecompanyandtheconversation.Sitstraight,lookattentive,makeappreciativemurmurs,andnodattheappropriatetimesuntilthereisapause.Whenthatoccurs,commentthatyouappreciatethebackgroundonthecompany,becauseyoucannowseemoreclearlyhowthejobfitsintotheoverallschemeofthingsandhowvaluablethisorthatskillwouldbeforthejob.Couldtheinterviewerpleasetellyousomeoftheotherjobrequirements?
Thisisnowaninterviewthatyoucanguidewithouttheinterviewerfeelingyouhavetakencontroloftheproceedings.Allyouhavetodoisaskthequestionsfromyourlist.Theywilldemonstratearealgraspofwhatisattheheartofthisjob;theinterviewerwillbeimpressedbythegraspofthejobthatyourquestionsdemonstrate.
Usequestionslikethese:“WoulditbeofvalueifIdescribedmyexperiencewith___________?”or“Thenmyexperiencein___________shouldbeagreathelptoyou,”or“Irecentlycompletedanaccountingprojectjustlikethat.Woulditberelevanttodiscussit?”
4. Theinterviewerbeginswith,orquicklybreaksinto,thedrawbacksofthejob.Thejobmayevenbedescribedintotallynegativeterms.Thatisoftendonewithoutgivingabalancedviewofthedutiesandexpectationsoftheposition.Thisusuallymeansthattheinterviewerhashadbadexperienceshiringfortheposition.
Response:Listen,thenaskwhysomepeoplefailinthisjob.Theinterviewer’sanswerstellyouexactlyhowtosellyourselfforthisposition.Addresseachofthestatednegativesandaskwhatkindofpersonhandlesthisbest.Thenillustrateyourproficiencyinthatparticularaspectofthejobwithashortexamplefromyourworkhistory.
5. Theinterviewerkeepsaskingclosed-endedquestions—questionsthatdemandnomorethanayes-or-noanswerandofferlittleopportunitytoestablishyourskills.Now,everyothercandidateisfacingthesameproblem,soifyoucanfinessethesituation,yourcandidacywillreallystandout.
Response:Thetrickistotreateachclosed-endedquestionasiftheinterviewerhasadded,“Pleasegivemeabriefyetthoroughanswer.”Closed-endedquestionsareoftenmingledwithstatementsfollowedbypauses.Inthoseinstances,agreewiththestatementinawaythatdemonstratesbothagraspofyourjobandtheinterviewer’sstatement.Forexample:“That’sanexcellentpoint,Mr.Smith.Icouldn’tagreemorethattheattentiontodetailyoudescribenaturallyaffectscostcontainment.Mytrackrecordinthisareais...”
6. Youcanalsoruninto“situationallyincompetentinterviewers,”usuallywhenahiringmanageraskscolleaguesorteammembersforevaluationswithoutdetailingthedeliverablesofthejobclearly.Thisproblemcanbecompoundedwhensuchinterviewersdonotknowhowtointerview.
Response:Alwaystakeadditionalcopiesofyourresumewithyoutotheinterviewtoaidextrainterviewersinfocusingontheappropriatejobfunctions.Bereadytoholdupyourendoftheconversationbyaskingintelligentquestions,theanswerstowhichwillenableyoutosellyourcandidacy.
StrategiesforInteractingwiththeTrainedInterviewer
Amanager’sjobistogetworkdonethroughothers,andthefirststepistohiretherightpeople.Ifyoucannothireeffectively,youcannevermanageproductively;andifyoucan’tmanageproductively...youloseyourjob.Consequently,moreandmoremanagersarelearninghowtointervieweffectively.Youcanalsorelyonjustaboutallheadhunters,
corporaterecruiters,andHRpeopletoruncompetentinterviewsbecauseit’swhattheydoeveryday.Competentinterviewershaveaplan:Theyknowwhattheyaregoing
toask,whentheyaregoingtoaskit,whytheyareaskingit,andwhattheyhopetofind.Theyfollowasetformatfortheinterviewprocesstoensureobjectivityintheselectionprocess,andasetsequenceofquestionstoensurethefactsaregatheredlogicallyandintherightareas.Theyhaveallbeeninmanymoreinterviewsthanyouhave.Wegainthreepointersfromthis:
Youdon’tneedtoexaggerateorfabricate:Whatyouhavetosayisgoingtocapturetheirfullattention;besides,theycantellfactfromfictionandtruthfromdreams.Youdon’tneedtobeuptightorstiff;trytorelaxandbecomethefriendly,competent,outgoingpersonyouareonyourbestdays.Justdon’tbeawise-ass.Thisisajob:Itneedstobecompletedsotheinterviewerscangoontothenextone.Theyarehoping,praying,thatyouwillbetheone.
Competentinterviewersalwayshaveaplanfortheinterview,andthisiswhatitlookslikefromtheothersideofthedesk:
Howinterviewsareorganized
“OMG,Here’sAnotherOne”
Yes,that’sthefirstthoughtintheinterviewer’smindasyousitdowntobegintheinterview.Itcontinues,“IpraytothebabyJesusthatthisistheone.AllIwantissomeonewho‘gets’thejob,candoitandwantstodoit,comestoworkonaregularbasis,andgetsonwithpeople.Ijustneedtohiresomeoneandgetbacktotheemergenciesonmydesk!”Contrarytowhatyoumaythink,theinterviewerwantsyoutorelax.
That’sbecauseamorerelaxedyouisamorecommunicativeyou,andtheinterviewerneedsinformationonwhichtobaseherdecision.Soat
thebeginningofaninterview,you’llmovethroughsomeformulaicsmalltalkandtheofferofabeveragetopavethewayfortheactualquestioningtobegin.Alwaysacceptthebeverage,andaskforwater.Youarenervous,yourthroatismorepronetodryness,andwateristhebestremedy.Theinterviewgetsunderwaywithastatementfromtheinterviewer,whowillsaysomethingalongthelinesof“We’relookingfora___________,andIwanttofindoutaboutyourexperienceandthestrengthsyoucanbringtoourteam.”Hewillthenexplainabitabouthowtheinterviewitselfwillgo:whetheryou’llbetalkingtootherpeopleandifso,whotheyare.Thisisthetimeforyoutoofferanicelyformattedversionofyourresumeprintedondecentpaper,becausenexttheinterviewerisgoingtoglancedownattheresume,andsay,“Sotellmealittlebitaboutyourself...”
WalkThroughYourResumeUsingyourresumeasareferencepoint,interviewerswilloftenhaveyouwalkthroughyourworkhistory,askingyouquestionsaboutdifferentaspectsofyourexperience.Theseearlyquestionsaredesignedtogetyoucomfortablewithtalking,sotheywillmostlybestraightforward,sinceagoodinterviewerwantstolimithercontributionstoabout20percentoftheinterview,leavingyoutotalktheother80percentofthetime—offeringplentyoftimetoanalyzeyouranswers.Youranswersshouldbesimilarlystraightforward,andyou’llmakeaneffortheretoshowanunderstanding,ingeneralterms,ofyourjob’srolewithinthedepartment,andthatinessencethejobisaboutproblemidentification,prevention,andsolution.Someinterviewsendafterthisjourneythroughtheresume,eitherbecausetheinterviewerhasenoughinformationtoruleyouout,orbecausehedoesn’tknowanybetter.Skilledinterviewersusethiswalkthroughtheresumeasaqualifyinground.Ifyoupass,they’lltakethe
throughtheresumeasaqualifyinground.Ifyoupass,they’lltaketheinterviewtothenextlevel.
YourTJDWorkPaysOffNexttheinterviewer,examiningyourresume,willwanttolookatyourqualificationsandexperienceineachofthecriticaldeliverablesofthejob.Sinceyoualreadyinvestedtimeinworkingbackandforthamongthejobdescriptionyou’reinterviewingfor,yourTJDdocument,andyourresume,youwillbeabletoconnectreal-worldexperiencestotheproblemsanticipated,prevented,andsolvedineachareabytheintelligentapplicationoftheappropriatetechnicalandtransferableskills.Ifyoumakethetimetodothis,youwillbeabletoconnectanyquestionorissuetheinterviewerraisestothequalificationsyoubringtothetableandillustratethemwithreal-worldexamples,explaining:
WhatyoudidandwhyyoudiditTheunderlyingtransferableskillsyouusedtogetitdoneTheprofessionalvaluesthathelpedyoumaketherightjudgmentcallsWhatyoulearnedandhowyougrewprofessionallyfromtheexperience
AnyQuestions?
Youknowtheinterviewisdrawingtoaclosewhenyouareaskedifyouhaveanyquestions.Isuggestedyoumakealistofsuchquestions.Bringingoutthelistandaskingwhathasn’tyetbeencovereddemonstratesthekindofintelligententhusiasmthat,again,helpssetyouapartfromothercandidates.Thelistyoudevelopforyourfirstinterview
canbethetemplateforallsubsequentinterviews.YouwillfindanextensivelistofquestionsthatwilldemonstrateyourintelligententhusiasminChapter17.
FacinganInterviewPanel
Therewillbesituationswhereyouwillfacemorethanoneintervieweratatime.Whentheseoccur,remembertheexampleofanattorneywhohadfivelawpartnersallaskingquestionsatthesametime.Asthepoorintervieweegothalfwaythroughoneanswer,anotherquestionwouldbeshotather.Pausingforbreath,shesmiledandsaid,“Holdon,ladiesandgentlemen.Theseareallexcellentquestions,and,giventime,I’llanswerthemall.NowIbelievethemanagingpartnerhasaquestion?”Insodoing,sheshowedtheinterviewersexactlywhattheywantedtosee—someonewhoremainscalmandcanfunctionefficientlyinstressfulsituations.Youneverknowwhenaninterviewcantakeamorestressfulturn.It
mightappearthatwaybecauseyouaretenseandtired(remember,it’sokaytoaskforarestroombreak,torechargeyourself,atanytimeduringadayofinterviews);oritcanbethatrubber-stampmeetingwiththeseniorvicepresidentattheendofaseriesofgruelingmeetings.Thatisnotsurprising.Whileotherinterviewersareconcernedwithdeterminingwhetheryouareable,willing,andagoodfitforthejobinquestion,theseniorexecutivewhoeventuallythrowsyouforaloopmaybelookingatyourpromotionpotential.Interviewershavedevelopedanumberoftechniquesforthrowingyou
foraloop.Thefirst,andmostprominent,isbehavioralinterviewing.
HowtoHandleBehavioralInterviewStrategies
Behavioralinterviewinghasbecomeanintegralpartofalmosteveryjobinterviewtoday.Itisbasedonthereasonablepremisethatyourpast
interviewtoday.Itisbasedonthereasonablepremisethatyourpastbehaviorcanpredictyourfutureperformance:“IfIknowhowyoubehavedinspecificsituationsonsomeoneelse’spayroll,I’llknowhowyouwillbehaveonmine.”Togetthisinsight,aninterviewerexaminesyourbehavioringeneralworksituations—“Areyoucomfortablewithyouraccountsreceivableskills?”—thenlooksforexamples:“Tellmeaboutatimewhenyouhadaproblemwithanaccount.”Behavioralinterviewingalsolooksforbalance.Iftheintervieweris
feelingimpressed,hewilltrytotemperapositiveresponsewith,“Great,nowtellmeaboutatimewhenthingsdidn’tworkoutsowell.”Fortunately,youpreparedforthislineofquestioningwhenyoucompletedTJDexercisesearlier.
HowtoHandleStressInterviewStrategies
Whileeveryjobinterviewisastressinterview,iftheabilitytofunctionunderstressispartofyourjob—forexample,ifyouworkinsales—thentheinterviewermightreasonablybeexpectedtotrytocreateatemporaryenvironmentthatrevealshowyouperformunderstress;sheismostlikelytodothiswithquestionsordemands,forexample:“Sellmethispen.”“WhatwouldyousayifItoldyouyourpresentationwaslousy?”“I’mnotsureyou’rerightforthisjob.”Wheneveryoufeelstressrisinginaninterview,staycalm:
Breatheevenlyandcalmly.Shortnessofbreathwillinhibityourthinkingprocessandmakeyousoundnervous.Ifyouareofferedabeverageatthebeginningoftheinterview,alwaysacceptsomewater.Thenif,atanytime,youneedamomenttocollectyourthoughts,youcantakeasip;besidesbuyingyoutimetothink,swallowinghelpsreduceanytensionyoumightbefeeling.
Keepyourbodyposturerelaxedandopen.Manypeoplehaveatendency,whenunderstress,tocontracttheirbodies.Thisaddstothetensionandsendsthewrongmessage.Thinkthroughthequestion.Consciouslyremoveanyperceivedintimidatingverbalinflection.Forexample,dependingonthetoneofvoiceused,thequestion,“I’mnotsureyouarerightforthejob.Whatdoyouthink?”canbeheardas,“Youjustaren’trightforthisjob.”Oryoucouldhearitas,“I’dliketohireyouandyou’reoneofmytopcandidates,butI’mnotsureyou’retheone,sopleaseconvinceme.”
HowtoHandleSituationalInterviewStrategies
Situationalstrategiesgivetheintervieweranopportunitytoseeyouinsomethingclosetoarealworksituation,withthegoalofgettingabetterideaofhowyouperformyourduties.Thesituationalstrategywillalwaysrelatetoafrequentlyexecutedtask,somethingattheveryheartofyourjob,anditcanhappenasaformalpartoftheintervieworverycasually.Customerserviceandsalesjobsarepronetosituationalinterviewing
strategiesmorethanmost;ifyoufaceoneofthese,you’llpanicalittle,butthesituationalroleplayisgoingtorecreateataskorsituationthatisatthecoreofyourwork,sotrytorelax.Askafewquestionsforclarificationandtogetnervesundercontrol.Ifit’sgoingtotakemorethanafewminutes,youcanaskforarestroombreak.Then,asmuchasyoucan,relax,stepup,anddoyourjob.Remember,whatisbeingsoughtisconfirmationthatyouunderstandthebuildingblocksofthetask:Youaren’texpectedtodeliveranOscar-worthyperformance.
HastalaVista,Baby
Theinterviewerwillthankyouforyourtimeandmaygiveyousome
Theinterviewerwillthankyouforyourtimeandmaygiveyousomeideaofnextsteps.Ifthisinformationisn’toffered,askforit.Ifthereisanotherroundofinterviews,recap:
YourunderstandingofthejobWhatyoubringtothetableThatyouarequalifiedandveryinterestedAsktoschedulethenextinterview
Iftherearenomoreinterviews,askwhenthedecisionwillbemade.Thenrepeatthestepsabove,butinsteadofaskingforthenextinterview,askforthejob.Youhaveeverythingtogainandnothingtolose;showingmotivationandintelligententhusiasmforthejobnowcouldbethedecisivefactor.
Nowthatyouhaveagoodideaofhowtheinterviewwillplayout,aswellasthetypesofinterviewersyouwillmeetandthetacticstheywilluse,it’stimetolookatthequestionsthatwillbeheadingyourwayandhowtohandlethem.
CHAPTER9
HOWTOKNOCK’EMDEAD:GREATANSWERSTOTOUGHINTERVIEWQUESTIONS
ONEOFTHETWOBADSEATSATAJOBINTERVIEWissittinginfrontoftheinterviewerwonderingwhatsheisgoingtoasknext;theotherissittingacrossfromacandidatewonderingwhatkindofphony,prepackagedplatitudesyouaregoingtobefedinresponsetoaseriousquestion.Allanyinterviewerreallywantsistofindsomeonewhocandothe
job,wantstodothejob,andcangetalongwithothers.Allyouneedtodotowinthejobofferisshowtheintervieweryouarethatperson.Youdon’tneedtobephonyinyourresponses:Youaretherealdealandtheinterviewer’squestionswillgiveyoutheopportunitiestoshowit.Fortunately,youareinapositiontodothis.Youknowexactlywho
getshiredforthisjobandwhy.YourTJDworkrevealedhowemployersprioritizetheirrequirementsandhowtheyexpressthem.Youdeterminedtheexperienceandskillsyoupossessineachofthedeliverableareasofthejob,youdevelopedexamplesofassignmentsthatshowyoutacklingthatarea’stypicalproblemssuccessfully,andyoucreatedbehavioralprofilesofthepersoneveryonewantstoworkwithandthepersonnobodywantsasanemployee.Allthisissupportedbytheunderstandingyougainedofhoweachofthetransferableskillsandprofessionalvaluesimpactstheresponsibilitiesofthetargetjobandeveryaspectofyourdailyprofessionallife.Showingtheseuniversallyadmired
skillsandvaluesinyouractionsgivesyouranswerssubstanceandaringoftruth.Armedwiththisknowledge,youarealreadybetterpreparedthanthevastmajorityofothercandidates.Apartfromahealthyandperfectlynaturalcaseofpreperformancenerves,theonlyrationalworryyouhaveleftisfearoftheunknown:notknowingwhatquestionsyoumightbeasked,whatisbehindthem,andhowtoanswerthem.Thatwillbeourfocusforthenextfewchapters.Iwillhelpyouunderstandwhatisbehindeachquestion—thekindofinformationanemployerislikelytobeseeking—andI’llgiveyouexamplesofthepointsyoushouldmakeinyouranswers.Butremember,thesearesampleanswers;theyaremeanttorevealthelogicofthequestionsandpointthewaytowardanswersthatworkforyou.Asyoureadthroughthequestionsandbegintothinkaboutwhat’smotivatingthem,youwillseealogicalpatternemergethatwillhelpyouthinkthroughwhatyoucansayaboutyourownexperience.
CommonOpeningQuestions
Thereisaveryhighprobabilitythatthefirsttwoquestionsyou’llfacewillbe:“Tellmealittleaboutyourself”and“Whatdoyouknowaboutthecompany?”Asthesequestionsfrequentlyoccurinbothtelephoneandface-to-faceinterviews,wedealtwiththeminthetelephoneinterviewchapter;torefreshyourmemoryabouthowtohandlethem,gobackandrereadtheanswersinChapter4.Answerthesequestionswell,andyoucreateagoodfirstimpressionandsetthetoneforyourcandidacy.
Whyhaveyoubeenoutofworksolong?
Thisquestionalwayshasyouscramblingforananswer;ittouchesarawspotandcanbehumiliating,butyoucanturnitaroundbyfacing
rawspotandcanbehumiliating,butyoucanturnitaroundbyfacingandusingthefactsofthematter.Thefactsarethatyouareahardworking,competentprofessionalwhohadalwaysbeenledtobelievethatwasenough.You’dneverhadaproblemfindingworkbeforeandnoonehadevertoldyoutherewerespecificjobsearchskillsyouneededtodevelop,notathome,school,college,oranywhere.Thenyougotsideswipedbythebiggestrecessionineightyyearsandontopofthis,thesuddenmovetoInternet-basedrecruitment(whileyouwereworkingandnotpayingattentiontosuchthings)hadchangedalltherulesofjobsearchanyway.Youmighttrysomethingalongthelinesof,“Ifyoulookatmyworkhistory,you’llseeithasbeensteadyfor___________years.ThenIlostmyjob.Thebigproblemformewasmycompletelackofunderstandingabouthowtofindajobintheworstrecessionineightyyears,atatimewhenrecruitmenthadmovedentirelyonlineandchangedalltherulesofjobsearch.“I’dneverhadaproblemfindingajobbefore,butbecauseofthechangesinhowyoufindajobtoday,whenIdidapplyforjobs,mostofthetimemyresumegotstuckinadatabaseandwasneverevenseenbyrecruiters.Ididn’tunderstandthatmyresumehadtobewrittendifferently.ThebigreasonI’vebeenoutofworkisthatmyresumedidn’tworkinthisnewenvironmentandIjusthaven’tbeengettinginterviews.”Thenmovetheconversationforwardtowhat’smostimportanttotheinterviewer:whatyoucandoandhowlongitwilltakeyoutobeproductive.Youmightfinishwithaquestionofyourown,askingaboutthemostdifficultand/orurgentresponsibilitiesofthejobandwhypeoplefailinthisjob,“butputmetoworkandI’llgetrightbacktodoingwhatIdobest:identifying,preventing,andsolvingproblems.Whataresomeoftherecurringproblemsyourpeoplehavetodealwith
Whataresomeoftherecurringproblemsyourpeoplehavetodealwithinthisjob?”Theinterviewer’sanswershouldgiveyouammunitiontotalkabouthowwell-suitedyouwillbefortheposition.Youranswershouldemphasizethatwhileyoumaynothavebeenin
thecorporateworkplace,neitherhaveyoubeenidle.Talkabouthowyouhavekeptcurrentwithclassesorpart-timework,and/orwhatyouhavebeendoingtokeepthespecifictechnicalskillsofthejobhoned.Youcanalsotalkabouthowyouusedothertransferableskillsandappliedprofessionalvaluesinwhateverworkyouweredoing,notingthattheseskillsarefresh,current,andneededineveryjob.
Walkmethroughyourjobchanges.Whydidyouleave/wanttoleavethisjob?
Thisquestioncomesearlyinaninterviewandhelpstheinterviewerunderstandthechronologyandreasoningbehindyourcareermovesandgapsinemployment.Don’tworryaboutgaps;everyonehastodealwiththem.Youmustbereadytowalkthroughyourresumewithouthesitation,makingtwostatementsabouteachemployer:
1. Whatyoulearnedfromthatjobthatappliestothisone;inotherwords,theexperienceyougainedfrompastjobsisanindicatorofhowyouwillperforminthisone.
2. Whyyouleft.Youshouldhaveanacceptablereasonforleavingeveryjobyouhaveheld.ThefollowingLAMPSacronymidentifiesacceptablereasonsforleavingacompany:
Location:Thecommutewasunreasonablylong.Advancement:Youweren’tabletogrowprofessionallyinthatposition,eitherbecausetherewereothersaheadofyouortherewasnoopportunityforgrowth.Money:Youwereunderpaidforyourskillsandcontribution.
Prideorprestige:Youwantedtobewithabettercompany.Security:Thecompanywasnotstable.
Forexample:“Mylastcompanywasafamily-ownedaffair.IhadgoneasfarasIwasabletogo.Itjustseemedtimeformetojoinamoreprestigiouscompanyandacceptgreaterchallenges.”Undernocircumstancesshouldyoubadmouthamanager—evenifshewasadirectdescendantofAttilatheHun.Doingsowillonlyraisearedflagintheinterviewer’smind:“Willhebecomplainingaboutmelikethisinafewmonths?”Thisisa“checkbox”question:Theinterviewerwantstoaskthequestion,checkthebox,andmoveon.Yougetintotroublewithtoomuchinformation.Anyanswerlongerthantwoshortsentencesistoolong.UseaphrasefromtheLAMPSacronymabove,keepitshortandsimple,andthenshutup;iftheinterviewerwantsmore,shewillask.
Whyhaveyouchangedjobssofrequently?
Ifyouhavebeencaughtinmergersandlayoffs,simplyexplain.Ifyouhavejumpedaround,blameitonyouth(eventheinterviewerwasyoungonce).Nowyourealizewhatamistakeyourjob-hoppingwas,andwithyouraddeddomesticresponsibilitiesyouarenowmuchmoresettled.Oryoumaywishtoimpressontheinterviewerthatyourjob-hoppingwasneverasaresultofpoorperformanceandthatyougrewprofessionallyasaresultofeachjobchange.Youcouldreply:“Myfirstjobhadalongcommute.Isoonrealizedthat,butIknewitwouldgivemegoodexperienceinaverycompetitivefield.Subsequently,Ifoundajobmuchclosertohomewherethecommutewasonlyhalfanhoureachway.Iwasveryhappyatmysecondjob.However,Igotanopportunitytoreallybroadenmyexperiencebasewithanewcompanythatwasjuststartingup.Withthe
experiencebasewithanewcompanythatwasjuststartingup.Withthewisdomofhindsight,Irealizethatmovewasamistake;ittookmesixmonthstorealizeIcouldn’tmakeacontributionthere.I’vebeenwithmycurrentcompanyareasonablelengthoftime.SoIhavebroadexperienceindifferentenvironments.Ididn’tjustjob-hop;Ihavebeenfollowingapathtogainbroadexperience.Soyousee,Ihavemoreexperiencethantheaveragepersonofmyyears,andadesiretosettledownandmakeitpayoffformeandmyemployer.”Oryoucansay:“NowIwanttosettledownandmakemydiverse
backgroundpayoffinmycontributionstomynewemployer.IhaveastrongdesiretocontributeandIamlookingforanemployerthatwillkeepmechallenged;Ithinkthismightbethecompanytodothat.AmIright?”
Whataspectsofyourworkdoyouconsidermostcrucial?
Alljobsexisttosupportprofitability;youneedtodeterminewhetheryourjobischieflyconcernedwithgeneratingrevenue,protectingassets,improvingproductivityinsomeway,orisperhapsacombinationoftheseimperatives.Onceyouhavedeterminedthis,youhavetheframeworkforananswer.Buttoanswereffectively,youneedtograspthetruegutsofyourjob,
whichistoidentify,prevent,andsolveproblemsthatoccurwithinyourareaofexpertise,andintheprocesstohelpyouremployerachieveandmaintainprofitability.Youranswerbeginswithanexplanationofwhythejobexistsand
whatroleitplaysinachievingdepartmentalandcompanygoals.Thenitemizethemostimportantresponsibilitiesofthejob(youprioritizedtheseinyourTJD).Youthenproceedtoaddress:
Thetechnicalskillsyouneedtodeliverontheseresponsibilities:“Ineedtobeabletodo___________toexecutemyresponsibilities.”“Ofcourse,crucialtothejobismyabilitytoidentify,prevent,andsolvetheproblemsthatcropupineachoftheseareaseveryday...”
(A)Youanticipatethewaysthatproblemscanariseinyourareaofresponsibilityandexplainhowyouexecuteyourworkinwaysthatpreventmanyoftheproblemstypicaltoyourjobfromarisinginthefirstplace.Youhaveanexampleortwoready.
(B)Youtackleandsolveproblemsthatdooccur,becausetheycannotbeprevented,inatimely,effective,andprofessionalmanner.You’llhaveanillustrationreadyforthistoo.
Youdothisinawaythatiscourteoustocustomersandvendorsandconsideratetothosecoworkerswho,intheirjobs,mustdealwiththeresultsofyourwork.Again,you’llhaveexamples.
Finally,makementionofoneortwoofthetransferableskillsandprofessionalvaluesthathelpyoudeliveronthesecrucialresponsibilities:“Somymultitasking,communication,andcriticalthinkingskillshelpmedothiseveryday...”
Haveyoueverbeenaskedtoresign?
Whensomeoneisaskedtoresign,itisagestureonthepartoftheemployer:“Youcanquit,orwewillcanyou,sowhichdoyouwantittobe?”Becauseyouweregiventheoption,thatemployercannotlatersay,“Ihadtoaskhimtoresign,”sincethatistantamounttofiringandcouldleadtolegalproblems;that’sthepointofthegesture.Ifyouanswer,“Yes,”it’samarkagainstyouandcanderailyourcandidacy,soanswer,“No.”Ifyouareindoubtaboutwhatwouldbesaidinareferencecheck,callHumanResourcesatthecompanyandverify.
callHumanResourcesatthecompanyandverify.
Whywereyoufired?
Ifyouwerefiredandyoudon’ttrytocleanupthemessandchangeyourways,itcandogyouforyears.Firingsomeoneisunpleasantandneveradecisionanymanagermakeslightly,sointhemajorityofcasestheemployeebearsadegreeofresponsibility.Thefirstandmostimportantthingistotakeresponsibilityfortheactionsorbehaviorthatledtoyourdismissal.Ifyoudonottakeresponsibilityforyouractions,youcannotchangethem.Ifyoutakeresponsibilityforyouractions,youcancleanupyouractandcleanupthepast.Callthepersonwhofiredyou;youraimistocleartheair,sowhateveryoudo,don’tbeantagonistic.Reintroduceyourselfandexplainthatyouarelooking(or,ifyouhavebeenunemployedforawhile,sayyouare“stilllooking”)foranewjob.Saythatyouappreciatethatthemanagerhadtodowhatwasdone,thatyouwanttoapologizeforbeingsuchaproblem,andthatyoulearnedfromtheexperience.Thenaddresswhatyoulearnedandask,“Ifyouwereaskedaspartofapre-orpost-employmentreferencecheck,whatwouldyousayaboutme?Howwouldyoudescribemyleavingthecompany?WouldyousaythatIwasfiredorthatIsimplyresigned?Yousee,everytimeItellsomeoneaboutmytermination,whoosh,theregoesanotherchanceofgettingbacktowork!”Mostmanagerswillplumpforthelatteroption.Takingresponsibilityandcleaningupthepastreallyworksandisthefirststepinputtingyourselfbackonasuccesstrack.
Howdoyoumanageyourworkdeadlines?
Thisexaminesthetime-managementandorganizationabilitiesthatenableyoutomultitaskproductively.YoushouldaddressthePrioritize,
Do,Reviewcycle:Yousettimeattheendofeverydaytoreviewthatday’sactivitiesandplantomorrow’s.Youprioritizealltheplannedactivitiesandsticktothoseprioritiestomakesuretheimportantworkisattendedtofirst.
Describetomehowyourjobcontributestotheoverallgoalsofyourdepartmentandcompany.
Everycompanyisinbusinesstomakeaprofit.Everycompanydependsonindividualinitiativebeingharnessedtoteamworktoperformthecomplextasksthatresultincorporateprofitability.Describehowyourjobmakesindividualcontributionsanditsroleasanimportantcoginthemachinerythatisyourdepartment.Yourcogneedstomeshwithalltheothercogs(yourcolleagues)forthegearsofproductivitytoengageandmovethedepartmenttowarditsgoals.Showthatyouareawareoftheproblemsthatcropupinyourjobeverydayandgetinthewayofcompanyproductivity.Identifyhowyourjob,atitscore,istoanticipateandpreventproblemsfromarisingandtosolvethemwhentheydo.
Whatisyourgreateststrength?
Firsttalkaboutamust-havetechnicalskill.Forexample,asalesprofessionalmighttalkaboutprospectingfornewclients,illustratingtheanswerwiththetacticsandstrategiesused.Second,talkaboutoneormoreofthetransferableskillsthathelpyouexecutethiscriticalpartofyourjob;forexample,youcouldtalkabouttherolesthatcommunication,criticalthinking,andmultitaskingskillsplayinhelpingyouexecuteyour“greateststrength.”Thiswayyougiveacompleteandbelievableanswerthatalsospeakstoskillsyouapplyinotheraspectsofyourwork.
Whatisyourgreatestweakness?Thisisoneofthetoughestofallinterviewquestions,andoftencomes
Whatisyourgreatestweakness?Thisisoneofthetoughestofallinterviewquestions,andoftencomes
rightafteryouhavebeentossedthatsoftball,“What’syourgreateststrength?”Everyconceivableslickanswerhasalreadybeenusedahundred
times,sosayingyouworktoohardisn’tgoingtoimpressanyone.Thetruthofthematteristhatweallhaveweaknesses,evenyouandI,andthisisoneinstancewhereanyinterviewerisgoingtorelishanhonestanswerlikeabreathoffreshair.Yourgoalistobehonestandforthrightwithouttorpedoingyourcandidacy.Weallshareaweakness:stayingcurrentwithrapidchangesin
technology.Changesintechnologygiveeveryoneanongoingchallenge:gettinguptospeedwiththenewskillsdemandedifyouaretodoyourjobwell.Youranswercanaddressthisveryissueandintheprocessstillshowthatyouaresomeonecapableofstayingontopofthingsinarapidlychangingworkplace.Firsttalkabouttheseconstantlyevolvingchallenges,thenfollowwith
examplesthatshowhowyouarekeepingupwithtechnologiesthataffectyourproductivity.“I’mcurrentlyreadingabout...”;“Ijustattendedaweekendworkshop...”;or“I’msignedupforclassesat...”Withthistypeofansweryouidentifyyourweaknessassomethingthat
isonlyofconcerntothemostdedicatedandforward-lookingprofessionalsinyourfield.Youcouldalsotalkaboutthegeneraldifficultiesinkeepingupwith
allthedeliverablesofthejobanduseittotalkaboutwhatyouaredoingtodevelopyourmultitaskingskills.Youcanalsoconsiderthefollowingaseffectivealternativesorasadditionalillustrationsiftheyaredemanded:
Ifthereisaminorpartofthetargetjobwhereyoulackknowledge—butknowledgeyouwillpickupquicklyandcanprovethatyouwillpickupquickly—usethat.
Identifyaweaknessthathasnopossiblerelationtotheneedsofthisjob.However,ifyoudothis,youmightbeaskedforanotherexample,whichwillbringyoubacktothefirsttwooptions.
Whatisyourroleasateammember?
Thinkforamomentaboutwhythejobexists:Itistheretocontributetothebottomlineinsomeway.Yourdepartment,inturn,hasasimilarbutlargerroleinthecompany’sbottomline.Yourabilitytolinkyourjob’sroletothatofthedepartment’slargerresponsibilities,andthentotheoverallsuccessofthecompany,willdemonstrateyoursenseoftheimportanceofteamwork.Thedepartmentdependsonteamwork,sodescribeyourselfasateamplayer.
Whatkindsofdecisionsaremostdifficultforyou?
Themostdifficultdecisionsalwaysrelatetothemostcrucialresponsibilitiesofyourwork.Theemployerislookingforpeoplewhocanmakedecisionsandsolveproblems,notthosewho’llditherinsteadofdo.Youwanttopositionyourselfassomeonewho’sdecisivebutnotprecipitate,whoconsiderstheimplicationsofdecisions,anysideeffectstheymighthaveonotheractivities,andwhetherthedecisionconflictswithexistingsystemsandproceduresorothercompanypriorities.Emphasizethat,havinganalyzedthesituationandreachedalogicalconclusion,youact.Thequestionalmostdemandsthatyouexplainhowyoumakethese
difficultdecisions,andthatyougiveanillustration,andifyoudon’tgiveone,itmightwellcomeinafollow-upquestion.Yourexampleshouldrelatetooneofthecrucialresponsibilitiesofyourjob,anditemizethelogicalstepsyoutakeinanalyzingtheproblemtohelpyoureachtherightdecision.
Whatbothersyoumostaboutyourjob?
Whatbothersyoumostaboutyourjob?
Thinkaboutthoseaspectsofyourworkthateveryoneinyourprofessionagreesareanannoyingbutimportantpartofthejob.Useoneoftheseasthebasisforyouranswerandendonapositivenoteabouthowyoudealwiththem:Youtaketheroughwiththesmooth,andtakethetimetodo___________wellsoyoudon’thavetodothedamnthingover.Itisimportantthatyouranswershowthatyouremainobjectiveanddon’ttakeshortcuts.
Tellmeaboutatimethingswentwrong.
Youareaskedtotalkaboutsomethingthatwentwrong,butthatdoesn’tmeanyoucan’tdosowithanexamplethatturnedoutfine.YourTJDidentifiedanumberofexamplesyoucanuse.Chooseanexampleandpaintitblack,butdon’tpointthefingerofblame;craphappens.Endwithhowyousolvedtheproblemorcontributedtoitssolution.
Getinasubtleplugfortransferableskills:“...sostickingwithitanddoingitbythebookhelpedusputthingsrightintheend.”Youcangoontoexplainthatthenexttimeyoufacedthesamekind
ofproblemyouhadabetterframeofreference,knewwhattoavoid,whattodomoreof,andwhatothernewapproachesyoucouldtry.Finishyouranswerwithastatementaboutwhatyoulearned.
Howhaveyoubenefitedfromyourdisappointments/mistakes?
Youlearnmorefromfailures,mistakes,anderrorsthanyoudofromsuccesses,sothisisanopportunityforyoutodemonstrateyouremotionalmaturity(youstaycalm)andcriticalthinkingskills(youthinkthingsthroughobjectively).Youranswerwillexplainhowyoutreatsetbacksaslearning
experiences:Youlookatwhathappened,whyithappened,andhowyou
candothingsdifferentlyateachstage.Edisononceexplainedhissuccessasaninventorbyclaimingthatheknewmorewaysnottodosomethingthananyoneelseliving;youcandoworsethantoquotehim.Inanyevent,sumupyouranswerwith,“Itreatdisappointmentsasalearningexperience.Ilookatwhathappened,whyithappened,andhowIwoulddothingsdifferentlyineachstageshouldthesamesetofcircumstancesappearagain.Thatway,Iputdisappointmentbehindmeandamreadywithrenewedvigorandunderstandingtofacethenewday’sproblems.”Youdon’tneedtobespecificaboutyourfailures,butbepreparedwith
anexampleincaseofafollow-upquestionstarting,“Tellmeaboutatimewhen...”
Whatareyoulookingforinyournextjob?
Asknotwhatyourcompanycandoforyou;askwhatyoucandoforyourcompany.Youaretheretogetajoboffer,andyouonlywanttoaddressyourneedswhenanofferisonthetableandnegotiationlikely.Withsolittlerealknowledgeaboutthecompany,youneedtobe
carefulaboutspecificity.Keepyouranswergeneralandfocusonthefulfillmentyouexperiencefromajobwelldone,withateamsimilarlycommitted,workingforacompanywithasolidreputation.Ifyou’reloweronthesuccessladder,addlearnedandearnedprofessionalgrowthtothis—althoughifyourfuturebossisthenextstepup...notsuchagoodidea.Youcanaddthatyouhaveobservedthatgoodpeopleseemtomoveforwardingroupsandyou’dliketoearnaplacewithinthisinnercircleandearntheopportunitytogrowascircumstancesallowbymakingaconsistentdifferencewithyourpresence.
Whatdoyouspendmostofyourtimeon,andwhy?
Youranswerobviouslyneedstoshowthatyoufocusontoppriorities,andyoucanmakeadditionalpointsbynotingthatyoudon’tignorethe
andyoucanmakeadditionalpointsbynotingthatyoudon’tignoretheimportantbuttime-consumingrepetitivetasks.Youcanmentionsomesmallthingthathastobedonefrequently,becauseifithastobedonefrequently,itisobviouslycriticaltosuccess.Butdon’tdothisattheexpenseofthosetoppriorities,oryou’relikelytobepeggedassomeonewhogetsboggeddowninminutiae.Anothertacticistouseanexampleofmultitaskingtoemphasizehow
youmanagetheprioritiesofthejob.Forexample,“Likealotofbusinesspeople,Iworkonthetelephoneandmeetingstakeupagreatdealoftime.What’simportanttomeisprioritizationofactivitiesbasedonthedeliverablesofmyjob.Ifindmoregetsachievedinashortertimeifameetingisscheduled,say,immediatelybeforelunchoratthecloseofbusiness.Itrytoblockmytimeinthemorningandtheafternoonformain-thrustactivities.Atfouro’clock,IreviewwhatI’veachieved,whatwentrightorwrong,andplanadjustmentsandmymainthrustfortomorrow.”
Whatareyourqualificationsforthisjob?
Theinterviewerisinterestedinyourexperienceandyourpossessionofthetechnicalskillstodothejob,youracademicqualifications,andthetransferableskills/professionalvaluesthatenableyoutodoanytaskwell.Thisiswhyyouneedaclearrecallofwhichtransferableskillshelpyouexecuteeachaspectofyourjob.Whenyouareconfidentinyourskills,youcanlearnmoreaboutthe
jobandmakepointsforyourcandidacybyaskingaquestionofyourown:“IfyoucouldtellmeaboutspecificworkassignmentsI’llbeinvolvedwithearlyon,IcanshowexactlyhowIcanmakerealcontributionsinthisjob.”
Whatcanyoudoforusthatsomeoneelsecannotdo?
Youcannotknowothercandidates’capabilities,sosmilinglydisarmyourinterviewerwiththisfact,thensay,“ButwhatIbringis...”Youranswerwillthendemonstrateyourgraspofthejob’sresponsibilities,theproblemsthatoccurineacharea,andhowyouarepreparedtodealwiththem.Youcanfinishyouranswerwithreferencetothetransferableskillsandprofessionalvaluesyoubringtothejob:“Ialsobringtothisjobadeterminationtoseeprojectsthroughtoaproperconclusion.Ilistenandtakedirectionwell.Iamanalyticalanddon’tjumptoconclusions.Iunderstandweareinbusinesstomakeaprofit,soIkeepaneyeoncostandreturn.”Endwith:“Howdothesequalificationsfityourneeds?”or“Whatelseareyoulookingfor?”Ifyouhaven’tcoveredtheinterviewer’shotbuttons,shewillcoverthemnow,andyoucanrespondaccordingly.
Howdoyoustaycurrent?
Weliveinanageoftechnologicalinnovation,inwhichthenatureofeveryjobischangingasquicklyasyouturnthesepages.Thismeansyoumustlooktoprofessionaleducationasthepriceofsustainedemployability.Inyouranswer,talkabouttheimportanceofkeepingabreastofchangesintheprofession.Youcanreferto:
CoursesyouhavetakenorareplanningtotakeBooksyouhavereadorarereadingMembershipinprofessionalassociationsSubscriptionstoprofessionaljournalsoronlinegroupsyoubelongto
Ifyou’renotalreadydoingsomeofthesethings,youneedtostartnow.
Whatachievementsareyoumostproudof?
Whatachievementsareyoumostproudof?
Useanexampleofsomethingthatisatthecoreofyourjobandcentraltoitssuccess,whereyouwerepartofateamworkingonsomelargerprojectbeyondthescopeofindividualcontribution,orwhereyouacceptedresponsibilityforsomedirty/ignoredprojectthatneverthelesshadimportancetothesuccessofyourdepartment.Don’texaggerateyourcontributionstomajorprojects—sharethesuccessandbeseenasateamplayer.Behonest,andtoguaranteeyourillustrationsarerelevant,takethemfromyourTJD.Forexample:“AlthoughIfeelmybiggestachievementsarestillaheadofme,Iamproudofmyinvolvementwith___________.Imademycontributionaspartofthatteamandlearnedalotintheprocess.”
Tellmeaboutthemostdifficultprojectyou’vetackled.
Theinterviewerwantstoknow(A)Ifyouhaveexperiencerelativetocurrentprojects(B)HowyouhandlethemWhenpossible,discussprojectsthatparallelworkyouarelikelytodoatthenewjob.Statetheproject,thenidentifyitschallenges(insomedetail),yourcriticalthinkingprocesstoisolatecausesoftheproblemandpossiblesolutions,thestoryofyourimplementationofthesolution,andthevalueitdeliveredtoyouremployer.
Tellmeaboutanimportantgoalyousetrecently.
Youranswershouldciteagoalthatrelatestoproductivityoranotheraspectrelatedtothemoreimportantdeliverablesofyourjobinsomeway.Youmightuseaskill-developmentgoal,explainingwhyyouchoseit,howithelpedyougrow,andthebenefitsofcompletion.Oryoucantalkaboutaproductivity/performancestandardgoal,whyyouchoseit,andhowithelped.Youcanaddtothishowyouintegratedachieving
thisgoalintoallyourotheractivities,whichallowsyoutotalkaboutyourmultitaskingskills.
Whathaveyoudonetobecomemoreeffectiveinyourjob?
Similarlytothepriorquestion,behindthisisaninterestinyourmotivationtodotheworkbeingoffered.Theinterviewerislookingforafitbetweenyourdreamsandherreality.Allworthwhilejobsrequirehardworkandadesiretolearn.Technologychangesmeanyourjobskillsmustalwaysbeindevelopmentifyouwanttoremaincurrentandviable.Theinterviewerwantstoknowifyouarecommittedtoyourprofession,andislookingforatleastoneexample.Youcanalsotalkofthementorrelationshipsyouhaveformed,thebooksandprofessionalcommentariesyou’veread,theprofessionalorganizationsyoubelongto,thecertificationsyou’reearning,thecoursesyouareenrolledin,andthewebinarsyouattend.Ifyouaren’tdoingsomeofthesethings,wakeupandstartnow.
Howdoyourankamongyourpeers?
Theinterviewerisexaminingyourself-esteem.Insomecases(forinstanceinsales)itmaybepossibleforyoutoquantifythis:“I’mnumbertwointheregion.”Inothercases,you’llbemoresubjective,butyoushouldstrivetoberealistic.Youmightslipinareal-lifedetailsuchas,“Therearetwogroupsinmydepartment:thosewhomakeadifference,andthosewhowatch.I’minthefirstgroup.”
Howdoyoufeelaboutyourprogresstodate?
Youranswershouldillustrateacommitmenttoproductivityandprofessionaldevelopment.Explainhowyouensurethatyourworkisexecutedeffectivelyand,ifyoucan,citeendorsementsgivenyoubymanagers.Youseeeachdayasanopportunitytolearnandcontribute,
managers.Youseeeachdayasanopportunitytolearnandcontribute,andyouseetheenvironmentatthiscompanyasconducivetoyourbestefforts.Perhapssaysomethinglike,“Giventheparametersofmyjob,myprogresshasbeenexcellent.Iknowthework,andIamjustreachingthatpointinmycareerwhereIcanmakesignificantcontributions.”Youmightfinishbysayingthatbeingatthisinterviewmeansyou’vegoneasfarasyoucanwithyourpresentemployerandthatthisenvironmentat___________anditsnewwayswillencourageanewspurtofgrowth.
Isitevernecessarytogoaboveandbeyondthecallofdutyintermsofeffortortimetogetyourjobdone?
Ifyouhopetogetaheadinyourprofessionallife,anyjobyoueverholdwilleverynowandthendeliveropportunitiestorescheduleyourpersonallifeandotherwisemessupyourweekends.Buttheseinvasionsofpersonaltimeareneverthelessopportunitiestoshowyourcommitmentandteamspirit,soyoualwaysstepupwhenthesesometimesunwelcomeopportunitiespresentthemselves;doingsoincreasesprofessionalsuccess...andthatgivesyoubetterpersonaltime.Answer“Yes,”andthenillustratewithastoryofmakingextraandspecialeffortswithgoodhumor.
Tellmeaboutatimewhenanemergencycausedyoutorescheduleyourworkload/projects.
Thequestionexaminesmultitaskingskillsandhowyouhandleemergencyimperatives.You’llmakepointswhenyouexplainhowyourplanningandtime-managementskillshelpyoustayontopofyourregularresponsibilitiesevenwhenemergencyprioritiesthrownormalschedulingoff.Thestoryyouthentellshouldillustrateyourflexibilityand
willingnesstoworkextrahourswhennecessary.Demonstratethatyourmultitaskingskillsallowyoutochangecoursewithouthavinganervousbreakdown.
Howlongwillittakeyoutomakeacontribution?
Ittakestimetounderstandsystemsandprocedures,whothepowerplayersare,andwhythingsaredonethewaytheyare.Besuretoqualifythequestion:Inwhatareadoestheinterviewerneedrapidcontributions?Youmightask,“Whereareyourgreatestareasofneedrightnow?”Yougiveyourselftimetothinkwhiletheinterviewerexplainspriorities.
Whatisthemostdifficultsituationyouhavefaced?
You’rereallybeingaskedtwodifferentquestions:“Whatdoyouconsiderdifficult?”and“Howdidyouhandleit?”Thismeanstheinterviewerwillbeevaluatingbothyourcriticalthinkingandtechnicalskills.Don’ttalkaboutproblemswithcoworkers.Instead,focusonajob-
relatedproblem.Throughoutthebook,wehavetalkedabouttheimportanceofproblemsolvingandthestepsaprofessionaltakestoidentifythemostappropriateapproachesandsolutions;youshouldhavenumerousexamplesfromyourTJDwithwhichtoillustrateyouranswer.Makesuretoidentifythebenefitsofyoursolution.
Whatdoyouthinkdeterminesprogressinagoodcompany?
Theinterviewerneedstoseethatyouunderstandprogressisearnedovertimeanddoesnotcomeasaresultofsimplyshowinguptoworkonaregularbasis.Beginwitheachofthetechnicalskillsrequiredtodothejob,brieflycitingthetransferableskillsthatallowyoutodothejob
well.Finishwithyourwillingnesstotaketheroughwiththesmooththatgoeswitheveryjob,andthegoodfortuneofhavingamanagerwhowantsyoutosucceed.
Whataresomeoftheproblemsyouencounterindoingyourjob,andwhatdoyoudoaboutthem?
There’satrapinthisquestionandtwoareasyouneedtocoverinyourresponse,soyouranswerhasthreesteps:
1. Firstthetrap:Notewelltheoldsaying,“Apoorworkmanblameshistools,”anddon’tfindproblemswiththejobitselforthetoolsyouhavetoexecutethatjob.Next,thetwoareasyouneedtocover:
2. Whateveryourtitle,atitsheartyourjobisaboutproblemidentification,prevention,andsolution.Makethisstatementwithdetailsoftheproblemsyouareaspecialistinpreventingandsolving.Thispartofyouranswerdemonstratesyourdeepunderstandingofyourwork.
3. Yourawarenessthatcarelessmistakescostthecompanygoodmoneymeansyouarealwaysonthelookoutforpotentialproblemscausedbyoversight.Forexample:“Somepartsofmyjobarefairlyrepetitive,soit’seasytooverlookproblems.Lotsofpeopledo.However,Ialwayslookforthem;ithelpskeepmealertandmotivated,soIdoabetterjob.Togiveyouanexample,wemakecomputer-memorydisks.Eachonehastobemachinedbyhand,and,oncecompleted,theslightestabrasionwillturnoneintoareject.Ihaveasteadystaffandlittleturnover,andeveryonewearscottonglovestohandlethedisks.Yetaboutsixmonthsago,therejectratesuddenlywentthroughtheroof.Isthatthekindofproblemyoumean?Well,thecausewasonethatcouldhavegoneunnoticedforages.Jill,thesectionheadwhoinspectsallthedisks,
hadlostalotofweight,andherdiamondengagementringwasslippingaroundherfinger,scratchingthedisksasshepassedthemandstackedthemtobeshipped.Ourmainclientwasgivingusabigproblemoverit,somylookingforproblemsandpayingattentiontodetailreallypaidoff.”
Inyourlastjob,howdidyouplantointerview?
Ifyouareamanager,gettingworkdonethroughothersisattheveryheartofyourjob.Recruitmentandselectionarepartofyourjobdescription,andyoucanexpectthisquestion.Youranswershouldgiveadescriptionofhowtheskilledinterviewerprepares,aswediscussedinChapter8.YoumightalsoreadHiringtheBestandthee-bookKnock’emDeadBreakingIntoManagement:TheEssentialsofSurvival&Success(detailsatwww.knockemdead.com).
IfIhiredyoutoday,whatwouldyouaccomplishfirst?
Gearyouranswertofirstgettingsettledinthejob,understandinghowthingsaredone,andbecomingamemberoftheteam.Youwouldmentionthatofcoursethisincludesaclearpriorityonallyourresponsibilities.Thenfinishwithaquestion,“Whatarethemostcriticalprojects/problemsyou’llwantmetotackle?”Theresponsetothatbecomesyourfinalanswertowhatyouwillaccomplishfirst.
Whattypeofdecisionsdoyoumakeinyourwork?
Thisexaminestheextentofyourauthorityandhowcriticalthinkingentersintoyourwork.WiththeTJD,youwillhaveaclearunderstandingofthejob’sdeliverablesandcandeterminethedecision-makingeventsthatareintegraltoyourjob.Theinterviewerwillcertainlyfollowupwitharequestforanexample;youranswerwill
addressthetypesofdecisionsyoumakeandincludeanexamplethatshowshowyouapproachmakingthem.
Howdoyouhandlerejection?
Thisquestioniscommonifyouareapplyingforajobinsales,includingface-to-facesales,telemarketing,publicrelations,andcustomerservice.Ifyouareafterajobinoneoftheseareasandyoureallydon’tliketheheavydosesofrejectionthatareanysalesperson’slot,consideranewfield.Theanguishyouwillexperiencewillnotleadtoasuccessfulcareerorahappylife.Withthatinmind,let’slookbehindthequestion.Theinterviewer
simplywantstoknowwhetheryoutakerejectionasrejectionofyourselforwhetheryousimplyacceptitasatemporaryrejectionofaserviceorproduct.Hereisasampleanswerthatyoucantailortoyourparticularneedsandbackground:“Iacceptrejectionasanintegralpartofthesalesprocess.Ifeveryonesaid‘yes’toaproduct,therewouldbenoneedforthesalesfunction.Asitis,Iseeeveryrejectionasbringingmeclosertothecustomerwhowillsay‘yes.’Salesisaprofessionofcommunication,determination,andresiliency;rejectionisjustpartoftheprocess,it’snothingpersonal.Ialwaystrytoleavethepotentialcustomerwithagoodfeeling,asnosaletodaycanwellbecomeasalenextmonth.”
Tellmeaboutasituationthatfrustratedyouatwork.
Thisquestionisaboutemotionalmaturity.Theinterviewerwantstoknowhowyouchannelfrustrationintoproductivity.Giveanexampleofadifficultsituationinwhichyouremaineddiplomaticandobjectiveandfoundasolutionthatbenefitedallconcerned.Showyourselftobesomeonewhoisn’tmanagedbyemotions:Youacknowledgethe
frustration,thenputitasideinfavorofachievingthegoalsofthejobyouarepaidtodo.
Whatinterestsyouleastaboutthisjob?
Thequestionispotentiallyexplosivebuteasilydefused.Regardlessofyouroccupation,thereisatleastonerepetitive,mindlessdutythateveryonegroansaboutbutthatneverthelessgoeswiththeterritory.Usethatasyourexample.“___________areprobablytheleastdemandingpartofmyjob.However,Iknowtheyareimportantfor___________,soIdothemattheendofthedayaspartofmyperformancereviewandnext-dayplanning.”Noticehowthisresponsealsoshowsthatyouareorganizedandpossesscriticalthinkingandmultitaskingskills;italsoshowsyouunderstandthatitisnecessarytotaketheroughwiththesmooth.
I’mnotsureyou’resuitableforthejob(tooinexperienced).
Inajobsearchyouquicklydevelopafeelingforwhetheraparticularpositionisaclosematch,ajobyou’vealreadydoneforsolongthatyoumightbeperceivedastooexperienced(tooheavy),orajobthatmightbeabitofastretch(toolight).Ifyoucanseeapotentialproblemwithanopportunity,theemployerprobablycantoo.Nevertheless,youwerecloseenoughtogettheinterview,somakeeveryefforttolandtheoffer.Thiscouldalsobeusedasastressquestion(toseehowyouhandle
adversesituations,seeChapter11).Theinterviewer’s“I’mnotsure”couldreallymean,“I’dliketohireyou,sohere’sawide-openopportunitytosellmeonyou.”Eitherway,remaincalmandacceptthisasanotheropportunitytosetyouapartfromothercandidates.Puttheballstraightbackintotheinterviewer’scourt:“Whydoyou
saythat?”Youneedmoreinformationandtimetoorganizeanappropriatereply,butitisalsoimportanttoshowthatyouarenotintimidated.
intimidated.Whenyoumightbetoolight,youransweritemizesalltheexperience
andskillsyoubring,andoffsetsweaknesseswithotherstrengthsandexamplesofhowefficientlyyoudevelopnewskills.Youcanalsotalkaboutthemotivationyoubringtothejob,andthat
youwillexpecttobemotivatedforsomeconsiderabletimebecauseoftheopportunitythejoboffersforyourprofessionaldevelopment,whilesomeonewithalltheskillsisgoingtoneedaquickpromotiontokeephimhappy.Youcanfinishyouranswerwithareflexivequestionthatencouragesa“yes”answer,“Wouldn’tyouagree?”
I’mnotsureyou’resuitableforthejob(tooexperienced).
Ifyouaretoldyouhavetoomuchexperience,respondwiththepositives:howyourskillshelpyoudeliverimmediately,andwhythepositionfitsyourneeds;perhaps,“Ireallyenjoymywork,soIwon’tgetbored,andI’mnotlookingforapromotion,soI’mnotafteranyone’sjob.I’llbeareliableandtrustworthypersontohaveatyourback.Ihaveexcellentskills[itemize],soIcandeliverquicklyandconsistently.Myexperiencemakesmeasteadyingmemberoftheteam,andwhenyouthinkI’mready,Icanhelpmentor.”Finishwithasmile,“...andlet’snotforget,I’vealreadymademymistakesonsomebodyelse’spayroll.”
Doyouhaveanyquestions?
Asignthattheinterviewisdrawingtoaclose.Taketheopportunitytomakeastrongimpression.Askquestionsthathelpadvanceyourcandidacybygivingyouinformationaboutthereal-worldexperienceofthejob:“Yes,Idohaveoneortwoquestions.”Youmightask:
Whosucceedsinthisjobandwhy?Whofailsinthisjobandwhy?
Whatarethemajorprojectsofthefirstsixmonths?Whatwillyouwantmetohaveachievedafterninetydays?Whatwillyouwantmetohaveachievedaftersixmonths?Whatwillmyfirstassignmentbe?
Foralongerlistofthesortofquestionsyoumightwanttoask,checkoutChapter14.Mostcandidatesaskquestionsaboutmoneyandbenefits.Theseare
nice-to-knowquestionsthataninterviewerisnotreallyinterestedindiscussingatthispoint.Asyourgoalateveryinterviewistobringtheinterviewertothepointofofferingyouthejob,suchquestionsarereallyirrelevantbecausetheydon’tbringyouclosertothejoboffer.Betterthatyouconcentrateongatheringinformationthatwillhelpyoufurtheryourcandidacy.Askaboutnextstepsiftherearemoreinterviews.Ifthereare,match
yourskillstotheneedsofthejob,explainyourinterestinthejobanddesiretopursueit;askforthenextinterview.Ifthere’snotanotherinterview,citeyourunderstandingofthejob,
howyourskillsmatcheachofthedeliverables,statethatyouwantthejobandwanttojointheteam,andaskforthejob.
CHAPTER10
QUESTIONSOFMANAGEABILITYANDTEAMWORK
“WHATAREYOULIKETOWORKWITH,MR.JONES?”Learnthetechniquesinterviewersusetofindoutifyouaremanageable,ifyouwillfitin,andmostimportant,whetheryouarethetypeofpersonwhoisabletoworktowardcommongoalsandwithwhomothersliketowork.Whenyoujoinanewcompany,youwillbeworkingwiththehiring
managerandhisteamforfiftyweeksoftheyear.Everyinterviewer,recruiter,manager,andcoworkerwantstoknowwhetheryouwillfitinwiththerestofthestaff,whetheryouareateamplayer,andmostofall,whetheryouaremanageable.Fortunately,youhavecarefullythoughtthroughthebehaviorsofprofessionalsuccessandfailure;andasaresult,youhaveaclearideaofwhoyouareandhowyoubehaveprofessionally.Thisself-awarenesswillhelpyouhandlethequestionsaddressedinthischapter.Abigpartofyourjobasthatsmallbutimportantcoginthe
moneymakingmachineryofthecorporationistomeshwiththeothercogsinyourdepartment(andbeyond)tosupportthosedepartmentaldeliverablesthatarebeyondthescopeofindividualeffort.Yourbeingmanageableandateamplayeraresignificantconsiderationsforhiringmanagers.Herearethequestionsyourinterviewerswillasktoassessthis.
Howdoyoutakedirection?
Theinterviewerwantstoknowwhetheryouareopen-mindedandcanbeateamplayer.Canyoufollowdirections,orareyouadifficult,high-
Theinterviewerwantstoknowwhetheryouareopen-mindedandcanbeateamplayer.Canyoufollowdirections,orareyouadifficult,high-maintenanceemployee?Theemployerhopesthatyouarealow-maintenanceprofessionalwhoismotivatedtoaskclarifyingquestionsaboutaprojectbeforebeginningandwhothengetsonwiththejobathand,comingbackwithrequestsfordirectionascircumstancesdictate.Thisparticularquestioncanalsobedefinedas“Howdoyouacceptcriticism?”Youranswershouldcoverbothpoints:“Itakedirectionwellandrecognizethatitcancomeintwovarieties,dependingonthecircumstances.Thereiscarefullyexplaineddirection,whenmybosshastimetolaythingsoutformeindetail;thentherearethosetimeswhen,asaresultofdeadlinesandotherpressures,thedirectionmightbebriefandtothepoint.WhileIhaveseensomepeoplegetupsetwiththat,personallyI’vealwaysunderstoodthatthereareprobablyotherconsiderationsIamnotawareof.Assuch,Itakethedirectionandgetonwiththejobwithouttakingoffense,somybosscangetonwithherjob.”
Wouldyouliketohaveyourboss’sjob?
Itisararebosswhowantshislivelihoodtakenaway.Onmyownveryfirstjobinterview,myfuturebosssaid,“Mr.Yate,ithasbeenapleasuretomeetyou.However,untilyouwalkedinmydoor,Iwasn’toutonthestreetlookingforanewjob.”Yousee,Ihadthiscaseofwantingtostartatthetopratherthanactuallyworkmywayup.Theinterviewerwantstoknowifyouarethetypeofpersonwhowillbeconfrontationalorundermining.Shealsoseekstodeterminehowgoal-orientedandmotivatedyouareinyourworklife—soyoumayalsowanttocommentonyoursenseofdirection.Butwhileambitionisadmired,itisadmiredmostbythosefarenoughabovethefraynottobethreatened.Becautiouslyoptimistic;perhaps,“Well,ifmybosswerepromotedoverthecomingyears,Iwouldhopetohavemadeaconsistentenoughcontributiontowarranthisconsideration.It’snotthat
consistentenoughcontributiontowarranthisconsideration.It’snotthatIamlookingtotakeanyone’sjob;rather,Iamlookingforamanagerwhowillhelpmedevelopmycapabilities.”
Whatdoyouthinkofyourcurrent/lastboss?
Beshortandsweetandshutup.Peoplewhocomplainabouttheiremployersarerecognizedasthepeoplewhocausethemostdisruptioninadepartment.Thisquestionistheinterviewer’swayoffindingoutifyou’regoingtocausetrouble.“Ilikedherasaperson,respectedherprofessionally,andappreciatedherguidance.”Thequestionisoftenfollowedbyonethattriestovalidateyouranswer.
Describeasituationwhereyourworkoranideaofyourswascriticized.
Thisisadoublydangerousquestionbecauseyouarebeingaskedtodescribehowyouhandlecriticism,andtodetailinadequacies.Ifyouhavethechoice,describeapoorideathatwascriticized,notpoorwork.Putyourexampleinthepast,makeitsmall,andshowwhatyoulearnedfromtheexperience.Showthatyougothroughthesestepstobecomemaximallyproductive:
Listentounderstand.Confirmtheunderstanding.Askforguidance.Confirmthedesiredoutcome.Showasatisfactoryresolution.Addresswhatyoulearnedandhowtheexperiencehelpedyougrow.
Youmightendwithsomethingthatcapturestheessenceofyourexample:“Ilistenedcarefullyandaskedacoupleofquestionsforclarification.ThenIfedbackwhatIheardtomakesurethefactswerestraight.Iaskedforadvice,webouncedsomeideasaround,thenIcame
straight.Iaskedforadvice,webouncedsomeideasaround,thenIcamebacklaterandre-presentedtheideainamoreviableformat.Mysupervisor’sinputwasinvaluable.”Thosearestepsyougothroughtobecomemaximallyproductiveinthesesituations.
Howdoyougetalongwithdifferentkindsofpeople?
Youdon’thavetotalkaboutrespectforothers,theneedfordiversity,orhowittookyoutenyearstorealizeJanewasadifferentsexandCharleyadifferentcolor,becausethatisnotwhatthisquestionisabout.Ifyourespectothers,youwilldemonstratethisbyexplainingtoyourinterviewerhowyouworkinateamenvironment(becausethisis,inreality,a“teamplayer”question)andhowyousolicitandacceptinput,ideas,andviewpointsfromavarietyofsources.Giveaquick,honestillustrationofworkingproductivelywithapersonwhoisdifferentfromyouintermsofpersonalityorintermsofthedemandstheirjobplacesonthem—andhowyourespondtomaximizeproductivityandaharmoniousworkenvironment.
Rateyourselfonascaleofonetoten.
Thisquestionismeanttoplumbthedepthsofyourself-esteemandself-awareness.Ifyouanswerten,youruntheriskofportrayingyourselfasinsufferable.Ontheotherhand,ifyousaylessthanseven,youmightaswellgetupandleave.Yourbestbetisprobablyaneight:Saythatyoualwaysgiveofyourbest,whichincludesongoingpersonalandprofessionaldevelopment,andthatindoingso,youalwaysincreaseyourskillsandthereforealwaysseeroomforimprovement.Ithelpstogiveanexample:“Ijustreadagreatbookontime-managementcalledHowtoGetControlofYourTimeandYourLife,andfoundthatadailyplan/do/reviewcycleisareallyusefultoolforstayingontopofandprioritizingmultipleprojects.”Whatkindsofthingsdoyouworryabout?
Whatkindsofthingsdoyouworryabout?
Somequestions,suchasthisone,canseemsooff-the-wallthatyoumightstarttreatingtheinterviewerasaconfessorinnotimeflat.Yourprivatephobiashavenothingtodowithyourjob,andrevealingthemcangetyoulabeledasunbalanced.Itisbesttoconfineyouranswertothesensibleworriesofaconscientiousprofessional.“Iworryaboutdeadlines,staffturnover,tardiness,backupplansforwhenthecomputercrashes,orthatoneofmyauditorswillburnoutordefecttothecompetition—justthenormalstuff.Itgoeswiththeterritory,soIdon’tletitgetmedown.”Whateveryouidentifyasaworrymightthenbethesubjectofafollow-upquestion,sothinkthroughtheworryyoustateandhowyoucopewithit.
Whathaveyoudonethatshowsinitiative?
Thequestionprobeswhetheryouareadoer,someonewhowilllookforwaystoincreaserevenueand/orproductivity—thekindofpersonwhomakesadifferenceforgoodwithherpresenceeveryday.Besure,however,thatyourexampleofinitiativedoesnotshowadisregardforcompanysystemsandprocedures.Thestoryyoutellshouldshowyousteppinguptodoanecessaryjobothersdidn’tseeasimportantordidn’twanttodo.Forexample,“Everyquarter,Isitdownwithmybossandfindoutthedatesofallhermeetingsforthenextthreemonths.Iimmediatelymakethehotelandflightarrangements,andattendtoalltheweb-hostingdetails.Iaskmyselfquestionslike,‘IftheagendafortheJulymeetingneedstoreachtheattendeesatleastsixweeksbeforethemeeting,whenmustitbefinishedby?’ThenIcomeupwithadeadline.Idothatforallthemajoractivitiesforallthemeetings.IputthedeadlinesinherBlackberryandinminetwoweeksearliertoensureeverythingisdoneontime.Mybossisthebest-organized,mostrelaxedmanagerinthecompany.”
isthebest-organized,mostrelaxedmanagerinthecompany.”
Ifyoucouldmakeoneconstructivesuggestiontomanagement,whatwoulditbe?
Whatmattershereislessthespecificcontentofyouranswerthanthetone.Suggestwhatyouknowtobetrueandwhatyourinterviewerwillappreciateasabreathoffreshair:Mostpeoplewanttodoagoodjob.Managementshouldcreateanenvironmentwherestrivingforexcellenceisencouragedandwherethosewhoare“retiredonthejob”havetheopportunitytochangetheirwaysorleave.Everyonewouldbenefit.
Whydoyoufeelyouareabetter___________thansomeofyourcoworkers?
Thetrickistoanswerthequestionwithoutshowingyourselfinanythingbutaflatteringlight.“Idon’tspendmytimethinkingabouthowIambetterthanmycolleagues,becausethatwouldbedetrimentaltoourworkingtogetherasateam.Ibelieve,however,someofthequalitiesthatmakemeanoutstanding___________are...”Fromhere,goontoitemizespecifictechnicalskillsofyourprofessioninwhichyouareparticularlystrong,andacoupleofthetransferableskillsthatapplytodoingtheseaspectsofyourworksowell.
Whataresomeofthethingsthatbotheryou?/Whatareyourpetpeeves?/Tellmeaboutthelasttimeyoufeltangeronthejob.
Itistremendouslyimportanttoshowyoucanremaincalm.Mostofushaveseenacolleaguelosehiscoolonoccasion—notaprettysight,andonethateverysensibleemployerwantstoavoid.Thisquestioncomesupmoreandmoreoftenthehigherupthecorporateladderyouclimbandthemorefrequentyourcontactwithclientsandthegeneralpublic.Toanswerit,findsomethingthatangersconscientiousworkers.“Ienjoymyworkandbelieveingivingvaluetomyemployer.Dealingwithclock-
workandbelieveingivingvaluetomyemployer.Dealingwithclock-watchersandpeoplewhoregularlygetsickonMondaysandFridaysreallybothersme,butit’snotsomethingthatgetsmeangry.”Ananswerofthisnaturewillhelpyoumuchmorethanthekindgivenbyoneengineerwhowentonforseveralminutesabouthowhehatedthesmall-mindednessofpeoplewhodon’tlikepetrabbitsintheoffice.
Inwhatareasdoyoufeelyoursupervisorcouldhavedoneabetterjob?
Thesamegoesforthisone.NooneadmiresaMonday-morningquarterback.Youcouldreply,though:“Ihavealwayshadthehighestrespectformysupervisor.IhavealwaysbeensobusylearningfromMr.JonesthatIdon’tthinkhecouldhavedoneabetterjob.HehasreallybroughtmetothepointwhereIamreadyforgreaterchallenges.That’swhyI’mhere.”
Whataresomeofthethingsyoursupervisordidthatyoudisliked?
Ifyouandtheinterviewerarebothnonsmokers,forexample,andyourbossisn’t,useit.Apartfromthat:“Youknow,I’veneverthoughtofourrelationshipintermsoflikeordislike.I’vealwaysthoughtourrolewastogetalongtogetherandgetthejobdone.”
Howwelldoyoufeelyourbossratedyourjobperformance?
Thisisoneverysoundreasontoaskforwrittenevaluationsofyourworkbeforeleavingacompany.Someperformance-reviewproceduresincludeawrittenevaluationofyourperformance—perhapsyourcompanyemploysit.Ifyouworkforacompanythatasksyoutosignyourformalreview,youarequiteentitledtorequestacopyofit.Youshouldalsoaskforaletterofrecommendationwheneveryouleaveajob:Youhavenothingtolose.Ifyoudon’thavewrittenreferences,perhapssay:“Mysupervisoralwaysratedmyjobperformancewell.In
perhapssay:“Mysupervisoralwaysratedmyjobperformancewell.Infact,Iwasalwaysratedasbeingcapableofacceptingfurtherresponsibilities.Theproblemwastherewasnothingavailableinthecompany—that’swhyI’mhere.”Ifyouhavedoneyourresearchproperly,youcanquoteverbalappraisalsofyourperformancefrompriorjobs.“Infact,mybossrecentlysaidthatIwasthemostorganizedengineerintheworkgroup,because...”
HowdoIgetthebestoutofyou/didyourbossgetthebestoutofyou?
Theinterviewercouldbeenvisioningyouasanemployee.Encouragethethoughtbydescribingasupportivemanagerwhooutlinedprojectsandtheirexpectedresultsatthestart,noteddeadlines,sharedhergreaterexperienceandperspectives,andtoldyouaboutpotentialproblems.Shealwayssharedthebenefitofexperience.Youagreedonaplanofattackforthework,andhowandwhenyouneededtogivestatusupdatesalongtheway.Yourbosswasalwaysavailableforadviceandtaughtyoutotaketheworkseriouslybutencouragedacollegialteamatmosphere.
Howinterestedareyouinsports?
Theinterviewerislookingforyourinvolvementingroups,asasignalthatyouknowhowtogetalongwithothersandpulltogetherasateam.“Ireallyenjoymostteamsports.Idon’tgetalotoftimetoindulgemyself,butIamaregularmemberofmycompany’ssoftballteam.”Arecentlycompletedsurveyofmiddle-andupper-managementpersonnelfoundthattheexecutiveswholistedgroupsports/activitiesamongtheirextracurricularactivitiesmadeanaverageof$3,000peryearmorethantheirsedentarycolleagues.Don’tyoujustlovebaseballsuddenly?Apartfromteamsports,endurancesportsareseenasasignof
Apartfromteamsports,endurancesportsareseenasasignofdetermination:Swimming,running,andcyclingareallokay.Gamesofskill(bridge,chess,andthelike)demonstrateanalyticalskills;despitetherecentpopularityofpokerandrecognitionofitasagameofanalytical,math,communication,andnegotiationskills,Ifeelthatmentioningpokershouldbeavoided.
Whatpersonalcharacteristicsarenecessaryforsuccessinyourfield?
Youknowtheanswertothisone:It’sabriefrecitalofyourtransferableskillsandprofessionalvalues.Youmightsay:“Tobesuccessfulinmyfield?Drive,motivation,energy,confidence,determination,goodcommunication,andanalyticalskills.Combined,ofcourse,withtheabilitytoworkwithothers.”Youranswerwillbemorepowerfulifyourelatetransferableskillsandprofessionalvaluestotheprimeneedsofthejob.
Doyoupreferworkingwithothersoralone?
Thisquestionisusuallyusedtodeterminewhetheryouareateamplayer.Beforeanswering,however,besureyouknowwhetherthejobrequiresyoutoworkalone.Thenanswerappropriately.Perhaps:“I’mquitehappyworkingalonewhennecessary.Idon’tneedconstantreassurance.ButIprefertoworkinagroup—somuchmoregetsachievedwhenpeoplepulltogether.”
Explainyourroleasagroup/teammember.
Youarebeingaskedtodescribeyourselfaseitherateamplayeroraloner.Thinkforamomentaboutwhythejobexistsinthefirstplace:Itistheretocontributetothebottomlineinsomeway,andassuchithasaspecificroleinthedepartmenttocontributetowardthatlargergoal.Yourdepartment,inturn,hasasimilar,butlarger,roleinthecompany’s
Yourdepartment,inturn,hasasimilar,butlarger,roleinthecompany’sbottomline.Yourabilitytolinkyoursmallroletothatofthedepartment’slargerresponsibilities,andthentotheoverallsuccessofthecompany,willdemonstrateadevelopedprofessionalawareness.Mostdepartmentsdependonharmoniousteamworkfortheirsuccess,sodescribeyourselfasateamplayer:“Iperformmyjobinawaythathelpsotherstodotheirsinanefficientmanner.Beyondthemechanics,weallhavearesponsibilitytomaketheworkplaceafriendlyandpleasantone,andthatmeanseveryoneworkingforthecommongoodandmakingthenecessarypersonalsacrificesforit.”
Howwouldyoudefineamotivationalworkatmosphere?
Thisisatrickyquestion,especiallybecauseyouprobablyhavenoideawhatkindofworkatmosphereexistsinthatparticularoffice.Thelongeryouranswer,thegreateryourchancesofsayingthewrongthing,sokeepitshortandsweet.“Onewheretheteamhasagenuineinterestinitsworkanddesiretoturnoutagoodproduct/deliveragoodservice.”
Doyoumakeyouropinionsknownwhenyoudisagreewiththeviewsofyoursupervisor?
Ifyoucan,statethatyoucomefromanenvironmentwhereinputisencouragedwhenithelpstheteam’sabilitytogetthejobdoneefficiently.“Ifopinionsaresoughtinameeting,Iwillgivemine,althoughIamcarefultobeawareofothers’feelings.Iwillnevercriticizeacoworkerorasuperiorinanopenforum;besides,itisquitepossibletodisagreewithoutbeingdisagreeable.However,mylastmanagermadeitclearthatshevaluedmyopinionbyaskingforit.So,afterawhile,iftherewassomethingIfeltstronglyabout,Iwouldmakeanappointmenttositdownanddiscussitone-on-one.”
Whatwouldyousayaboutasupervisorwhowasunfairordifficult
Whatwouldyousayaboutasupervisorwhowasunfairordifficulttoworkwith?
“IwouldmakeanappointmenttoseethesupervisoranddiplomaticallyexplainthatIfeltuncomfortableinourrelationship,thatIfelthewasnottreatingmeasaprofessionalcolleague,andthereforethatImightnotbeperforminguptostandardinsomeway—thatIwantedtorightmattersandaskforhisinputastowhatImustdotocreateaprofessionalrelationship.Iwouldtakeresponsibilityforanycommunicationproblemsthatmightexistandmakeitclearthat,justasItookresponsibilityfortheproblem,Iwasalsotakingresponsibilityforthesolution.”
Doyouconsideryourselfanaturalleaderorabornfollower?
Ouch!Thewayyouanswerdependsalotonthejobofferyouarechasing.Ifyouarearecentgraduate,youareexpectedtohavehighaspirations,sogoforit.Ifyouarealreadyonthecorporateladderwithsomepracticalexperienceintheschoolofhardknocks,youmightwanttobealittlecagier.Assumingyouareupfor(andwant)aleadershipposition,youmighttrysomethinglikethis:“Iwouldbereluctanttoregardanyoneasanaturalleader.Hiring,motivating,anddiscipliningotheradultsandatthesametimemoldingthemintoacohesiveteaminvolvesanumberofdelicatelytunedskillsthatnohonestpersoncansaytheywerebornwith.Leadershiprequiresfirstofallthedesire;thenitisalifetimelearningprocess.Anyonewhoreckonstheyhaveitallundercontrolandhavenothingmoretolearnisn’tdoingtheemployeranyfavors.”Ofcourse,alittlehumilityisalsoinorder,becausejustaboutevery
leaderineverycompanyreportstosomeone,andthereisagoodchancethatyouaretalkingtojustsuchasomeonerightnow.Soyoumightconsiderincludingsomethinglike,“Nomatterhowwelldevelopedanyindividual’sleadershipqualities,anintegralpartofleadershipabilityis
considerincludingsomethinglike,“Nomatterhowwelldevelopedanyindividual’sleadershipqualities,anintegralpartofleadershipabilityistheabilitytotakedirectionfromyourimmediateboss,andalsotoseektheinputofthepeoplebeingsupervised.Thewiseleaderwillalwaysfollowgoodadviceandsoundbusinessjudgment,whereveritcomesfrom.Iwouldsaythatthetrueleaderinthemodernbusinessworldmustembraceboth.”Howcananyonedisagreewiththatkindofwisdom?
Youhaveadoctor’sappointmentatnoon.You’vewaitedtwoweekstogetin.Anurgentmeetingisscheduledatthelastmoment,though.Whatdoyoudo?
Whatacrazyquestion,youmutter.It’snot.Itisevenmorethanaquestion—itiswhatIcallaquestionshell.Thequestionwithintheshell—inthisinstance,“Willyousacrificetheappointmentorsacrificeyourjob?”—canbechangedatwill.Thisisasituational-interviewingtechnique,whichposesanon-the-jobproblemtoseehowtheprospectiveemployeewillrespond.AChicagocompanyasksthisquestionaspartofitsinitialscreening,andifyougivethewronganswer,youneverevengetaface-to-faceinterview.Sowhatistherightanswertothisoranysimilarshellquestion?Fortunately,onceyouunderstandtheinterviewingtechnique,itis
quiteeasytohandle—allyouhavetodoisturnthequestionaround.“IfIwerethemanagerwhohadtoscheduleareallyimportantmeetingatthelastmoment,andsomeoneonmystaffchosetogotothedoctorinstead,howwouldIfeel?”Itisunlikelythatyouwouldunderstandunlessthevisitwasfora
triplebypass.Toanswer,youstartwithanevaluationoftheimportanceoftheproblemandtheresponsibilityofeveryonetomakesomesacrificesfortheorganization,andfinishwith:“ThefirstthingIwoulddoisrescheduletheappointmentandsavethedoctor’sofficeinconvenience.ThenIwouldimmediatelymakesureIwasproperly
inconvenience.ThenIwouldimmediatelymakesureIwasproperlypreparedfortheemergencymeeting.”
Howdoyoumanagetointerviewwhilestillemployed?
Aslongasyoudon’texplainthatyoufakedadentistappointmenttomaketheinterview,youshouldbeallright.Bewareofrevealinganythingthatmightmakeyouappearatallunderhanded.Besttomaketheanswershortandsweet,andlettheinterviewermoveontoricherareasofinquiry.Justexplainthatyouhadsomevacationtimedueortookadayoffinlieuofovertimepayments.“Ihadsomevacationtime,soIwenttomybossandexplainedthatIneededacoupleofdaysoffforsomepersonalbusinessandaskedherwhichdayswouldbemostsuitable.AlthoughIplantochangejobs,Idon’tinanywaywanttohurtmycurrentemployerintheprocessbybeingabsentduringacrunch.”
Howhaveyourcareermotivationschangedovertheyears?
Thisquestiononlycropsupwhenyouhaveenoughyearsunderyourbelttoberegardedasatenuredprofessional.Theinterviewer’sagendaistoexamineyouremotionalmaturityandhowrealisticyouareaboutfutureprofessionalgrowth.Youranswerrequiresself-awareness.Whilethedesiretorulethe
worldcanbeseenasmotivationinyoungprofessionals,itmaynotbeinterpretedsopositivelycomingfromatenuredcorporatesoldierfromwhommorerealismisexpected.Youranswershouldreflectagrowingmaturityaswellasadesireto
doagoodjobforitsownsakeandtomakeacontributionaspartofthegreaterwhole.Here’sanexampleyoucanuseasastartingpointincraftingyourown:“IguessinearlieryearsIwasmoreego-driven,witheverything
focusedonbecomingastar.OvertheyearsI’vecometorealizethatnothinghappenswithateamofone—weallhavetofunctionaspartofa
focusedonbecomingastar.OvertheyearsI’vecometorealizethatnothinghappenswithateamofone—weallhavetofunctionaspartofagreaterwholeifwearetomakemeaningfulcontributionswithourprofessionalpresence.NowadaysItakegreatpleasureindoingajobwell,inseeingitcometogetherasitshould,andespeciallyinseeingagroupofprofessionalsworkingtogetherintheirdifferentrolestomakeithappen.I’vediscoveredthatthebestwaytostandoutistobearealteamplayerandnotworryaboutstandingout.”
Howdoyouregroupwhenthingshaven’tgoneasplanned?
Attimeswecanallreacttoadversityinprettymuchthesamewaywedidaskids,butthatisn’talwaysproductive,anditisn’twhataninterviewerwantstohear.Here’sawayyoucandealwithsetbacksinyourprofessionallifeandwowyourinterviewerintheprocess:“Ipauseforbreathandreflectionforaslongasthesituationallows—
thiscanbeacoupleofminutesorovernight.Idothistoanalyzewhatwentwrongandwhy.I’malsocarefultolookforthethingsthatwentright,too.I’llexaminealternateapproachesand,timeallowing,I’llgettogetherwithapeerormybossandreviewthewholesituationandmyproposednewapproaches.”Youcangoontoexplainthatthenexttimeyoufacethesamekindof
problemyou’llknowwhattoavoid,whattodomoreof,andwhatothernewapproachesyoucantry.Youmightconsiderfinishingyouranswerwithastatementaboutthe
beneficialeffectsofexperiencingproblems.“Overtheyears,I’velearnedjustasmuchfromlife’sproblemsasfromitssuccesses.”
Haveyoueverhadtomakeunpopulardecisions?
Inherentinthequestionisarequestforanexample,inwhichyou’lldemonstratehowcriticalthinkingandleadershipskillshelpyoumakethe
unpopulardecisions,whileteamworkandcommunicationskillshelpyoumakethempalatable.Youranswerneedstoshowthatyou’renotafraidtomakeunpopulardecisionswhentheyareinthebestinterestsofyourjoborthedepartment’sgoals.Simultaneously,stressyourefforttomakethedecisionworkableforallparties,andfinishbyexplaininghoweveryonesubsequentlyaccepteditsnecessityandgotonboard.
Whatwouldyourcoworkerstellmeaboutyourattentiontodetail?
Saythatyouareshoddyandneverpayattentiontothedetails,andyou’llhearawhooshasyourjobofferfliesoutthewindow.Youranswerobviouslyliesinthequestion.Youpayattentiontodetail,youranalyticalapproachtoprojectshelpsyouidentifyallthecomponentpartsofagivenjob,andyourmultitaskingskillsensurethatyougetthejobdoneinatimelymannerwithoutanythingfallingthroughthecracks.
Whatdoyoudowhenthereisadecisiontobemadeandnoprocedureexists?
Youneedtoshowthateventhoughyou’remorethancapableoftakinginitiative,you’renotaroguemissile.Explainthatthefirstthingyou’lldowillbetodiscussthesituationwithyourbossor—iftimeistightandthisisn’tpossible—withpeers.That’sexactlywhatthehiringmanagerwantstohear.Makeclearthatindevelopinganynewapproach/procedure/idea,you’llsticktothecompany’sestablishedsystemsandprocedures.
Whendoyouexpectapromotion?
Treadwarily.Showyoubelieveinyourselfbuthavebothfeetfirmlyplantedontheground.“Thatdependsonafewcriteria.Ofcourse,I
plantedontheground.“Thatdependsonafewcriteria.Ofcourse,Icannotexpectpromotionswithouttheperformancethatmarksmeasdeservingofpromotion.Ialsoneedtojoinacompanythathasthegrowthnecessarytoprovidetheopportunity.Ihopethatmymanagerbelievesinpromotingfromwithin,andwillhelpmegrowsothatIwillhavetheskillsnecessarytobeconsideredforpromotionwhentheopportunitycomesalong.”Ifyouaretheonlyonedoingaparticularjobinthecompany,oryouareinmanagement,youneedtobuildanotherfactorintoyouranswer.“Asamanager,Irealizethatpartofmyjobistohavedonemysuccessionplanning,andthatImusthavesomeonetrainedandreadytostepintomyshoesbeforeIcanexpecttostepup.Thatway,Iplaymypartinpreservingthechainofcommand.”Toavoidbeingcaughtoff-guardwithqueriesaboutyourhavingachievedthatinyourpresentjob,youcanfinishwith:“JustasIhavedoneinmypresentjob,whereIhaveacoupleofpeoplecapableoftakingoverthereinswhenIleave.”
Tellmeastory.
Wow.Whatonearthdoestheinterviewermeanbythatquestion?Youdon’tknowuntilyougethertoelaborate.Ask,“Whatwouldyoulikemetotellyouastoryabout?”Tomakeanyotherresponseistoriskmakingafoolofyourself.Sometimesthequestionisaskedtoevaluatehowanalyticalyouare:Peoplewhoanswerthequestionwithoutqualifyingshowtheydonotthinkthingsthroughcarefully.Itcanalsobeaskedtogetaglimpseofthethingsyouholdimportant.Theansweryougettoyourrequestforclarificationmaygiveyoudirection,oritmaynot;buteitherwayitdemonstratesyourcriticalthinkingskills.Youneedtohaveastoryreadythatportraysyouinanappropriatelight.Ifyouspeakofyourpersonallife,tellastorythatshowsyoulikepeople,areengagedinlife,andaredetermined.Donotdiscussyourlove
life.Ifthestoryyoutellisaboutyourprofessionallife,makesureitshowsyouworkingproductivelyasamemberofateamonsomeworthwhileprojectthathadproblemsbutwhichcameoutokayintheend.Alternatively,tellstoriesthatinsomewayshowyouemployingtransferableskillsandprofessionalvaluesinsomesubtleway.
Whathaveyoulearnedfromjobsyouhaveheld?
You’velearnedthatlittlegetsachievedwithoutteamwork,andthatthere’sinvariablysoundthinkingbehindsystemsandprocedures.Togettotherootofproblemsit’sbettertotalklessandlistenmore.Mostofall,you’velearnedthatyoucaneithersitonthesidelineswatchingthehoursgobyoryoucangetinvolvedandmakeadifferencewithyourpresence.Youdothelatterbecauseyou’regoal-oriented,timegoesquickerwhenyou’reengaged,andbesides,therelationshipsyoubuildarewithbetterpeople.Youmightfinishwith:“TherearetwogeneralthingsIhavelearnedfrompastjobs.First,ifyouareconfused,ask—it’sbettertoaskadumbquestionthanmakeadumbmistake.Second,it’sbettertopromiselessandproducemorethantomakeunrealisticforecasts.”
Define“cooperation.”
Thequestionexaminesmanageabilityandasksyoutoexplainhowyouseeyourresponsibilitiesasateamplayer,bothintakingdirectionandworkingfortheoverallsuccessofyourdepartment.Youranswerwilldefine“cooperation”asdoingyourjobinawaythatenablesyourcolleaguestodotheirswithaminimumofdisruption.It’syourdesiretobepartofsomethingsignificant:Throughhardworkandgoodwill,tomaketheteamsomethinggreaterthanthesumofitsparts.
Whatdifficultiesdoyouhavetoleratingpeoplewithbackgroundsandinterestsdifferentfromyours?
Whatdifficultiesdoyouhavetoleratingpeoplewithbackgroundsandinterestsdifferentfromyours?
Another“teamplayer”questionwiththeawkwardimplicationthatyoudohaveproblems.Say,“Idon’thaveany.”Butdon’tleaveitthere.“Idon’thaveanyproblemsworkingwithpeoplefromdifferentbackgrounds.Infact,Ifinditenergizing;withdifferentbackgrounds,yougetdifferentlifeexperiencesanddifferentwaysofcomingatproblems.Theopportunitytoworkwithpeopledifferentfromyourselfisgolden.”
Inhindsight,whathaveyoudonethatwasalittleharebrained?
Youareneverharebrainedinyourbusinessdealings,andyouhaven’tbeenharebrainedinyourpersonallifesincegraduation,right?Theonlysafeexamplestouseareonesfromyourdeeppastthatultimatelyturnedoutwell.Oneofthebest,ifitappliestoyou,is:“Well,IguessthetimeIboughtmyhouse.IhadnoideawhatIwaslettingmyselfinforanddidn’tpayenoughattentiontohowmuchworktheplacewouldneed.Still,thereweren’tanybigstructuralproblems,thoughIhadtoputalotofworkintofixingitupthewayIwanted.Yes,myfirsthouse—thatwasareallearningexperience.”Notonlycanmostpeoplerelatetothisexample,butitalsogivesyoutheopportunitytoselloneortwoofyourverypositiveandendearingprofessionalbehaviors.
You’vebeengivenaprojectthatrequiresyoutointeractwithdifferentlevelsofthecompany.Howdoyoudothis?Whatlevelsareyoumostcomfortablewith?
Thisisatwo-partquestionthatprobescommunicationandself-confidenceskills.Thefirstpartaskshowyouinteractwithsuperiorsandmotivatethoseworkingwithandforyouontheproject.Thesecondpartissaying,“Tellmewhomyouregardasyourpeergroup—helpmecategorizeyou.”Tocoverthosebases,includetheessenceofthis:“There
categorizeyou.”Tocoverthosebases,includetheessenceofthis:“TherearetwotypesofpeopleIwouldinteractwithonaprojectofthisnature.First,therearethoseIwouldreportto,whowouldbeartheultimateresponsibilityfortheproject’ssuccess.Withthem,Iwoulddeterminedeadlinesandamethodforevaluatingthesuccessoftheproject.Iwouldoutlinemyapproach,breakingtheprojectdownintocomponentparts,gettingapprovalonboththeapproachandthecosts.Iwouldkeepmysupervisorsupdatedonaregularbasisandseekinputwheneverneeded.Mysupervisorswouldexpectthreethingsfromme:thefacts,ananalysisofpotentialproblems,andthatInotbeintimidated,asthiswouldjeopardizetheproject’ssuccess.Iwouldcomfortablysatisfythoseexpectations.“Theotherpeopletointeractwithonaprojectlikethisarethosewho
workwithandforme.Withthosepeople,Iwouldoutlinetheprojectandexplainhowasuccessfuloutcomewillbenefitthecompany.Iwouldassignthecomponentpartstothosebestsuitedtoeach,andarrangefollow-uptimestoassurecompletionbydeadline.Myroleherewouldbetofacilitate,motivate,andbringthedifferentpersonalitiestogethertoformateam.“Asforcomfortlevel,Ifindthistypeofapproachenablesmeto
interactcomfortablywithalllevelsandtypesofpeople.”
Tellmeaboutaneventthatreallychallengedyou.Howdidyoumeetthechallenge?Inwhatwaywasyourapproachdifferentfromthatofothers?
Thisisastraightforward,two-partquestion.Thefirstpartprobesyourcriticalthinkingskills.Thesecondasksyoutosetyourselfapartfromtheherd.Outlinetherootoftheproblem,itssignificance,anditsnegativeimpactonthedepartment/company.Thecleareryoumakethesituation,thebetter.Havingdoneso,explainyoursolution,itsvaluetoyouremployer,andhowitwasdifferentfromotherapproaches:“Mycompanyhasofficesallaroundthecountry;Iamresponsiblefor
“Mycompanyhasofficesallaroundthecountry;Iamresponsibleforseventyofthem.Myjobistovisiteachofficeonaregularbasisandbuildmarket-penetrationstrategieswithmanagement,andtotrainandmotivatethesalesandcustomerserviceforces.Whentherecessionhit,theneedtoservicethoseofficeswasgreaterthanever,yetthetravelingcostsweregettingprohibitive.“Moralewasanespeciallyimportantfactor:Youcan’tletoutlying
officesfeeldefeated.Ireapportionedmybudgetanddidthefollowing:Idramaticallyincreasedtelephonecontactwiththeofficesandinstitutedweeklysales-techniquee-mailsandmonthlytrainingwebinars—howtoprospectfornewclients,howtonegotiatedifficultsales,andsoforth.Iincreasedmanagementtraining,againusingwebinarsandconcentratingonhowtorunsalesmeetings,earlyterminationoflowproducers,andsoforth.“Whilemycolleaguescomplainedaboutthedropinsales,mine
increased,albeitbyamodest6percent.Aftertwoquarters,thenewmedia/coachingapproachwasofficiallyadoptedbythecompany.”
Givemeanexampleofamethodofworkingyouhaveused.Howdidyoufeelaboutit?
Youhaveachoiceofgivinganexampleofeithergoodorbadworkhabits.Giveagoodexample,onethatdemonstratesyourunderstandingofcorporategoalsandyourorganizationalorcriticalthinkingskills.Ifyouhavetakenthetimetodevelopthetime-managementandorganizationskillsthatunderliemultitaskingabilities,youhaveagreatillustrativeexampletouse.Youcouldsay:“Maximumproductivityrequiresfocusanddemands
organizationandtimemanagement.Idomypaperworkattheendofeachday,whenIreviewtheday’sachievements;withthisdone,Iplanfortomorrow,prioritizingallprojectedactivities.WhenIcometoworkinthemorning,I’mreadytogetgoingwithoutwastingtimeandsure
inthemorning,I’mreadytogetgoingwithoutwastingtimeandsurethatIwillbespendingmytimeandeffortintheareaswhereitismostneededtodeliverresults.Itrytoschedulemeetingsrightbeforelunch;peoplegettothepointmorequicklyifit’sontheirtime.Ifeelthisisanefficientandorganizedmethodofworking.”
Inworkingwithnewpeople,howdoyougoaboutgettinganunderstandingofthem?
Everynewhireisexpectedtobecomeaviablepartofthegroup,whichmeansgettinganunderstandingofthegroupanditsindividualmembers.Understandingthateveryonelikestogiveadviceisthekeytoyouranswer.Youhavefoundthatthebestwaytounderstandandbecomepartofanewteamistobeopen,friendly,asklotsofquestions,andbehelpfulwheneveryoucan.Theanswerstoyourquestionsgiveyouneededinsightsintothewaysofthejob,department,andcompany,andtheyhelpyougettoknowtheperson.
Whatwouldyourreferencessayaboutyou?
Youhavenothingtolosebygivingapositiveanswer.Ifyoucheckedyourreferences,asIrecommendedearlier,youcangivedetailsofwhatyourbestreferenceswillsay.Whenyoudemonstratehowwellyouandyourbossgotalong,theinterviewerdoesnothavetoask,“Whatdoyoudislikeaboutyourcurrentmanager?”
Everyinterviewisastressinterview,butsometimesinterviewerswillratchetupthestresslevel.Youneedtobeready,andthat’swherewe’reheadednext.
CHAPTER11
HOWTOHANDLESTRESSANDILLEGALQUESTIONS
THEREISNOGREATERFEARTHANFEAROFTHEUNKNOWN,andthatisexactlywhatyouworryaboutgoingintoajobinterview;thisworryincreasesyouranxietylevel.Whileinterviewerscategoricallydenyconductingstressinterviews,
theyreadilyadmitthatifthereisstressonthejob,theyneedtoknowhowacandidatewillreacttoit.Oftentheywilltrytorecreateitbythrowingintheoccasionalquestiontoseehowacandidatemaintainsherbalance:Doessheremaincalmandanalytical?Doeshermindstillprocesseffectivelywhenunderpressure?Cansheexpressherselfeffectively,andissheincontrolwhilemanagingstressfulsituations?Anyquestionyouareunpreparedforcancausestress.Interviewers
cancreatestressunintentionally,orcanconsciouslyusestresstosimulatetheunexpectedandsometimestenseeventsofeverydaybusinesslife.Seeinghowyouhandletheunexpectedinajobinterviewgivesafairindicationofhowyouwillreacttotheunexpectedwhenitcropsupinreallife.Interviewersarelookingforthecandidatewhostayscalmand
continuestoprocessincominginformationduringstressfuleventsand,havingprocessedit,asksquestionsforclarificationorrespondsprofessionallywithappropriateactionsand/orwords.Ifyouareill-preparedforaninterview,noonewillbeabletoput
morepressureonyouthanyoudoonyourself.Theonlywaytocombatthestressyoufeelfromfearoftheunknownistobeprepared,toknowwhatthestressquestionsmightbeandwhattheintervieweristryingto
whatthestressquestionsmightbeandwhattheintervieweristryingtodiscoverwiththem,andtoprepareyourstrategiesforthesesituations.Remember:Astressinterviewisjustaregularinterviewwiththevolumeturnedallthewayup—themusicisthesame,justlouder.
Howdoyougoaboutsolvingproblemsinyourwork?
Everyposition,fromCEOtofast-foodserver,hasitsproblemsandchallenges.Thisquestionexaminesyourcriticalthinkingskills,andasksyoutoexplainyourapproachtoproblemsolving.Thereisanestablishedapproachtoproblemsolvingthateveryonewhogetsaheadinhisprofessionallifelearns:Whenconfrontedwithaproblem,takethesesteps:
Definetheproblem.Identifywhyit’saproblemandwhomit’saproblemfor.Identifywhat’scausingtheproblem.Seekinputfromeveryoneaffectedbytheproblem.Identifypossiblesolutions.Identifythetime,cost,andresourcesitwilltaketoimplementeachoption.Evaluatetheconsequencesofeachsolution.Decideuponthebestsolution.Identifyandexecutethestepsnecessarytosolvetheproblem.
Youranswershouldcoverthesesteps.Ifaskedforareal-worldexample,you’llhaveplentyinmindfromyourTJDexercises.Remembertorecalltheresultsandbenefitsofyoursolutionandthetransferableskillsthatcameintoplay.
Withhindsight,howcouldyouhaveimprovedyourprogress?
Thisisaquestionthatasksyoutodiscussyourcommitmentto
Thisisaquestionthatasksyoutodiscussyourcommitmenttosuccess.Asprofessionalsuccessaffectssomanyotherpartsofyourlife,taketimetothinkthroughthemistakesyouhavemadeandcommittogettingbettercontrolofyourcareerforthefuture.Whateveryouchoosetosay,whenitcomestoquestionsaskingforinformationdetrimentaltoyourcandidacy,alwaysputyouranswerinthepast:Youwokeup,tookresponsibility,andcorrectedthesituation.Showthat,havinglearnedfromtheexperience,youarenowcommittedtoongoingprofessionaldevelopment.
Whatkindsofdecisionsaremostdifficultforyou?
Youarehuman—admitit,butbecarefulwhatyouadmit.Theemployerislookingforpeoplewhocanmakedecisionsandsolveproblems,notthosewho’llditherinsteadofdo.Youwanttocomeoffassomeonewho’sdecisivebutnotprecipitate,whoconsiderstheimplicationsofactionsonoutcomes,anysideeffectsthoseactionsmighthaveonotheractivities,andwhethertheyconflictwithexistingsystemsandproceduresorothercompanypriorities.Ifyouhaveeverhadtofiresomeone,youareinluck,becausenoonelikestodothat.Emphasizethat,havingreachedalogicalconclusion,youact.Ifyouarenotinmanagement,tieyouranswertotransferableskillsandprofessionalvalues:“It’snotthatIhavedifficultymakingdecisions—somejustrequiremoreconsiderationthanothers.Asmallexamplemightbevacationtime.Now,everyoneisentitledtoit,butIdon’tbelieveyoushouldleaveyourbossinabind.IthinkverycarefullyatthebeginningoftheyearwhenI’dliketotakemyvacation,andthenthinkofalternatedates.Igotomysupervisor,tellhimwhatIhopetodo,andseewhetherthereisanyconflict.Iwouldn’twanttobeoutoftheofficeforthetwoweekspriortoaprojectdeadline,forinstance.So
bycarefullyconsideringthingsfarenoughinadvance,Imakesuremyplansjibewithmybossandthedepartmentfortheyear.”Hereyoutakeatrickquestionanduseittodemonstrateyour
consideration,analyticalabilities,andconcernforthedepartment—andforthecompany’sbottomline.
Tellmeabouttheproblemsyouhavelivingwithinyourmeans.
Ifyouhaveexperiencedseverefinancialdifficulties,you’llneedtoaddressthemandhowtheyhavebeenhandled.Thinkthroughyouranswercarefullyandkeepitshort,emphasizingthatyouareincontrolofthesituation.Otherwise,saythatyoucontinuallystrivetoimproveyourskillsandyourlivingstandard:“Iknowfewpeoplewhoaresatisfiedwiththeircurrentearnings.Asaprofessional,Iamcontinuallystrivingtoimprovemyskillsandmylivingstandard.Butmyproblemsarenodifferentfromthoseofthisoranyothercompany—makingsureallthebillsgetpaidontimeandrecognizingthateverymonthandyeartherearesomethingsthatareprudenttodoandothersthatarebestdeferred.”
Whatareaofyourskills/professionaldevelopmentdoyouwanttoimproveatthistime?
Another“tellmeallyourweaknesses”question.Don’tdamageyourcandidacywithcarelessadmissionsofweakness.Chooseaskillwhereyouarecompetentbutthateveryone,includingtheinterviewer,knowsdemandsconstantpersonalattention.Technologyskillsastheyapplytoyourjobcouldbeagoodexampleofa“weakness”thateverycommittedprofessionalshares.Citetheimportanceandchallengeofstayingcurrentinthisareaandfinishwithsaying,“___________issoimportant,Idon’tthinkIwilleverstoppayingattentiontothisarea.”Bepreparedto
explainhowyouareworkingonthisskilldevelopmentrightnow.“Infact,I’mreadingabookonthisnow,”or“I’mtakinganothercoursenext...”Thereareplentyofbooksandonlinecoursesoneverytopicunderthesun,soifyouareengagedinyourcareer,youshouldbeabletogivesomedetails.Oneeffectiveanswertothisistosay,“Well,fromwhatyoutoldmeaboutthejob,Iseemtohaveallthenecessaryskillsandbackground.WhatIwouldreallyfindexcitingistheopportunitytoworkonajobwhere...”Atthispoint,youreplaytheskill-developmentareayoucited.Thisapproachallowsyoutoemphasizewhatyoufindexcitingaboutthejobandthatyouhavealltherequiredtechnicalskillsandareproactivelycommittedtoprofessionalskilldevelopment.Itworksadmirably.Youcanfinishwithsaying,“TheseareasaresoimportantthatIdon’tthinkanyonecanbetoogoodorshouldeverstoptryingtopolishtheirskills.”
Yourapplicationshowsyouhavebeenwithonecompanyalongtimewithoutanyappreciableincreaseinrankorsalary.Tellmeaboutthis.
Analyzewhythisstateofaffairsexists.Itmaybethatyoulikeyourprofessionallifeexactlyasitis.Youtakeprideinyourworkandhaven’tpushedforpromotions.Ifso,tellitlikeitis,becausemostpeopleareeagerforapromotion—someonewhoisn’tcouldmakeforagoodhire;itcouldbeyourace.Herearesometacticsyoucanuse.Firstofall,trytoavoidputtingyoursalaryhistoryonapplicationforms.Nooneisgoingtodenyyouaninterviewforlackofasalaryhistoryifyourskillsmatchthosethejobrequires.Andofcourse,youshouldneverputsuchunnecessaryinformationonyourresume.Now,we’lladdressthedelicatematterof“Hey,waitaminute;whynopromotions?”Theinterviewerhasposedatrulynegativeinquiry.The
Now,we’lladdressthedelicatematterof“Hey,waitaminute;whynopromotions?”Theinterviewerhasposedatrulynegativeinquiry.Themoretimeeitherofyouspendonit,themoretimetheinterviewergetstodevotetoconcentratingonnegativeaspectsofyourcandidacy.Makeyouranswershortandsweet,thenshutup.Forinstance,“Mycurrentemployerisastablecompanywithagoodworkingenvironment,butthere’sminimalgrowththereinmyarea—infact,therehasn’tbeenanypromotioninmyareasince___________.YourquestionisthereasonIammeetingherewithyou;Ihavetheskillsandabilitytotakeonmoreresponsibility,andI’mlookingforaplacetodothat.”
Inyourcurrentjob,whatshouldyouspendmoretimeonandwhy?
Withoutalittleself-controlyoucouldeasilyblurtoutwhatyouconsidertobeyourgreatestweaknesses.Trickyquestion,butwithalittleforethoughtyouranswerwillshine.Enlightenedself-interestdictatesthatyourongoingcareer-
managementstrategiesidentifyanddeveloptheskillsdemandedinaconstantlychangingworkenvironmentthatmakeyoudesirabletoemployers,andthateachofyourjobchangesshouldoccurwithinthecontextofanoverallcareermanagementstrategy.Soyouranswermightaddressthefactthatexistingskillsalwaysneed
tobeimprovedandnewskillsacquired,citinganexampleofsomeskilldevelopmentinitiativeyouareworkingonnow.Unlessyouareinsales/marketing,youcouldaddthatwithnetworkingseenassoimportantbyeveryonetoday,youshouldprobablybeinvestingmoretimeinthat;insalesandmarketing,ofcourse,thisisyourverylifeblood.Youranswermightinclude,“Withthefastpaceofchangeinour
profession,existingskillsalwaysneedtobeimprovedandnewskillslearned.Forinstance,inthisjobIthinktheorganizationalsoftwarenowavailablecanhaveamajorimpactonpersonalproductivity.IfIstayed
availablecanhaveamajorimpactonpersonalproductivity.IfIstayedwithmycurrentemployerthiswouldbeapriority,justasitwillbewhenImakethemovetomynextjob;it’sinmyownbestintereststohavegoodskills.”Withanansweralongtheselinesyoushowforesightinsteadofaweakness.Youcanthenendwith:
CoursesyouhavetakenandareplanningtotakeBooksyouhavereadorbookclubsyoubelongtoMembershipsinprofessionalassociationsSubscriptionstoprofessionaljournals
Suchananswerwillidentifyyouasanaware,connected,anddedicatedprofessional.
Areyouwillingtotakecalculatedriskswhennecessary?
Confirmyourunderstandingofthequestionbyqualifyingit:“Howdoyoudefinecalculatedrisks?Canyougivemeanexample?”or“Wouldyourunthatbymeagain?”Thiswillgiveyoumoreinformationaswellasmoretimetothinkwhiletheinterviewerrepeatsthequestioninmoredetail.(Youcanusethis“qualifyingthequestion”techniquewithtoughquestionswhenyouwantalittlerecoverytime.)Onceyouunderstandthequestion,you’llprobablyanswer,“Yes,”if
youwantthejoboffer.Bepreparedwithanexampleforthepossiblefollow-upquestionshowinghowyourcalculationsandpreparationminimizepotentialrisk.Whateveryouranswer,therisktakenmustbewithinthenormalboundsoftheexecutionofyourdutiesandinnowayjeopardizecolleaguesorcompany.
SeethispenI’mholding?Sellittome.
Thisquestionoftencomesupforsalesprofessionals,buteveryemployeeneedstoknowhowtocommunicateeffectivelyandsell
appropriately—sometimesproducts,butmoreoftenideas,approaches,andconcepts.Thisiswhattheinterviewerisgettingatwiththisapparentlyout-of-the-bluerequest.Assuch,youarebeingexaminedaboutyourunderstandingofconstitutive/needs-based/featuresandbenefitssales,howquicklyyouthinkonyourfeet,andhoweffectivelyyouuseverbalcommunication.Forexample,saytheinterviewerholdsupayellowhighlighter.First,youwillwanttoestablishthecustomer’sneedswithafewquestionslike,“Whatsortofpensdoyoucurrentlyuse?Doyouuseahighlighter?Doyoureadreportsandneedtorecallimportantpoints?Iscomfortimportanttoyou?”Thenyouwillproceedcalmly,“Letmetellyouaboutthespecialfeaturesofthispenandshowyouhowitwillsatisfyyourneeds.Firstofall,itistailor-madeforhighlightingreports,andthatwillsaveyoutimeinrecallingthemostimportantpoints.Thecaseiswideforcomfortandthebaseisflatsoitwillstandupandbevisibleonaclutteredworkarea.It’sdisposable—andaffordableenoughtohaveahandfulfordesk,briefcase,car,andhome.Andthebrightyellowmeansyou’llneverloseit.”Thenclosewithasmileandaquestionofyourownthatwillbringasmiletotheinterviewer’sface:“Howmanygrossshallwedeliver?”
Howwillyoubeabletocopewithachangeinenvironmentafter___________yearswithyourcurrentcompany?
Anotherchancetotakeanimpliednegativeandturnitintoapositive:“That’soneofthereasonsIwanttomakeachange.Afterfiveyearswithmycurrentemployer,IfeltIwasabouttogetstale.Ihaveexemplaryskillsin___________,___________,and___________.It’sjusttimeformetotaketheseskillstoanewandmorechallengingenvironmentandexperiencesomenewthinkingandapproaches.Hopefully,I’llhavethechancetocontributewithmyexperience.”
contributewithmyexperience.”
Whyaren’tyouearningmoreatyourage?
Acceptthisasacomplimenttoyourskillsandaccomplishments.“Ihavealwaysfeltthatsolidexperiencewouldputmeingoodsteadinthelongrunandthatearningswouldcomeinduecourse.Also,Iamnotthetypeofpersontochangejobsjustforthemoney.Atthispoint,Ihaveasetofdesirableskills[itemizethemastheyrelatetothejob’spriorities]andthetimehascomeformetojoinateamthatneedsandvaluestheseskills.HowmuchshouldIbeearningnow?”Thefigurecouldbeyouroffer.
Whatistheworstthingyouhaveheardaboutourcompany?
Thisquestioncancomeassomethingofashock.Aswithallstressquestions,yourpoiseunderstressisvital:Ifyoucancarryoffahalfwaydecentansweraswell,youareawinner.Thebestresponsetothisquestionissimple.Justsaywithasmileandalaugh:“Youareatoughcompanytogetaninterviewwith,andyoudemandalotofyouremployees.ButIactuallylikethataboutyou,becauseI’mlookingtogainthesortofexpertisethatwillfacilitatemyprofessionalgrowth.”Thiswayyoucomplimentthecompanyandpassoffthenegativejudgmentasamisperceptionbyallthoseotherjerkswhothinkhardworkisabadthing.
WhyshouldIhireanoutsiderwhenIcouldfillthejobwithsomeoneinsidethecompany?
Thequestionisn’tasstupidasitsounds.Obviously,theinterviewerhasexaminedexistingemployeeswithaneyetowardtheirpromotionorreassignment.Justasobviously,thejobcannotbefilledfromwithinthecompany.Ifitcouldbe,itwouldbe,andfortwoverygoodreasons:Itischeaperforthecompanytopromotefromwithin,anditisbetterfor
cheaperforthecompanytopromotefromwithin,anditisbetterforemployeemorale.Hidingbehindthisintimidatingquestionisapleasantinvitation:“Tell
mewhyIshouldhireyou.”Youranswershouldincludetwosteps.Thefirstisarecitationofyourtechnicalandtransferableskills,tailoredtothejob’sneeds.Forthesecondstep,realizefirstthatwheneveramanagerisfillinga
position,sheislookingnotonlyforsomeonewhocandothejob,butalsoforsomeonewhocanbenefitthedepartmentinalargersense.Nodepartmentisasgoodasitcouldbe—eachhasweaknessesthatneedstrengthening.Sointhesecondpartofyouranswer,includeaquestionofyourown:“Thosearemygeneralattributes.However,ifnooneispromotablefrominsidethecompany,youmustbelookingtoaddstrengthtoyourteaminaspecialway.Howdoyouhopethefinalcandidatewillbeabletobenefityourdepartment?”Theanswertothisisyourcuetosellyourapplicablequalities.
Haveyoueverhadanyfinancialdifficulties?
Acommonquestion,especiallyifyoudealwithmoney.Tellthetruthbecausewhenreferencesarechecked,salaryandcreditareatthetopofthelist.Youranswersuccinctlygivesthecircumstances,thefactsofyourdifficulties,andwhereyoustandtodayinresolvingthoseissues.Donotbringupfinancialproblemsuntilthisquestionisaskedoranofferisonthetableandreferencesaretobechecked.Forsomeonetocheckyourcredithistory,hemusthaveyourwritten
consent.Thisisrequiredunderthe1972FairCreditandReportingAct.Invariably,whenyoufilloutajobapplicationform,signit,anddateit,you’vealsosignedareleasepermittingtheemployertocheckyourcredithistory.Ifyouhavehadtofileforbankruptcy,itwillshowupinacredit
check,sobehonest,professional,andasbriefaspossible.Don’tgiveany
check,sobehonest,professional,andasbriefaspossible.Don’tgiveanyinformationaboutthecircumstances:Itisn’tnecessaryandnoonewantstoknow.Whatanemployerdoeswanttohearisthatyouhaveturnedthecornerandeverythingisundercontrolnow.Shealsowantstoknow,verybriefly,whatyoulearnedandhavedonetorebuildyourcreditandgetbackonyourfeet.Financialdifficultiesaren’tthedeal-breakertheyusedtobe,unless
theyaffecttheemployer’sinsuranceobligations,andinlightofthecorporateandpersonalfinancialcrisesofrecentyears,manycorporationsarere-evaluatingandtakingamorerealisticstanceonthesematters.Onceit’sbehindyou,getitexpungedfromyourrecord.
HowshouldIhandleaDWI?
Findoutifitwillshowuponabackgroundcheck,asproceduresdifferfromstatetostate.Iftheapplicationasks,answerandleaveitbe;ifnot,don’tofferthisinformationuntilbackgroundchecksareclose.Thenbebrief—“Ithappened,Iwasyoung,etc.”—andstresswhatyoulearnedfromit.Trytogetitexpunged:Google“DWIexpunge.”
HowshouldIhandleafelony?
First,determineifit’sonyourrecord,ifitwillshowupinabackgroundcheck,andwhatemployersinyourstatecantakeintoconsideration.Stateshandlefelonyrecordsdifferently,astheydotheinformationanemployermayinquireabout.Learnwhatyouhavetodisclosetoanemployeranddon’tdisclosemorethanyouhaveto.Briefly,telltheemployerwhatyou’velearnedandthatitisbehindyou.Discrepanciesbetweenyourapplicationandconvictionscancauseproblems.There’snoneedtodiscussissuesthatdidn’tresultinconvictionor
anythingthathasbeenexpunged.
Tellmeaboutatimethingsdidn’tworkoutwell.
Tellmeaboutatimethingsdidn’tworkoutwell.
Therearetwotechniquesthateveryskilledinterviewerwilluse,especiallyifyouaregivinggoodanswers.Inthisquestion,theinterviewerlooksfornegativebalance;inthefollow-up,thepersonwilllookfornegativeconfirmation.Here,youarerequiredtogiveanexampleofaninadequacy.Thetrickistopullsomethingfromthepast,notthepresent,andtofinishwithwhatyoulearnedfromtheexperience.Forexample:“That’seasy.WhenIfirstjoinedtheworkforce,Ididn’treallyunderstandtheimportanceofsystemsandprocedures.Therewasthissalesvisitreporteveryonehadtofilloutaftervisitingacustomer.Ialwaysputalotofeffortintoit,untilIrealizeditwasneverread;itjustwentinafile.SoIstoppeddoingitforafewdaystoseeifitmadeanydifference.IthoughtIwasgainingtimetomakemoresalesforthecompany.Iwassoproudofmyextrasalescalls,Itoldmybossattheendoftheweek.Mybossexplainedthattherecordswereforthelongterm,sothatshouldmyjobchange,thenextsalespersonwouldhavethebenefitofafullclienthistory.Itwasalongtimeago,butIhaveneverforgottenthelesson:There’salwaysareasonforsystemsandprocedures.I’vehadthebest-keptrecordsinthecompanyeversince.”Tolookfornegativeconfirmation,theinterviewermaythensay
somethinglike,“Thankyou.Nowcanyougivemeanotherexample?”Heistryingtoconfirmaweakness.Ifyouhelp,youcouldcostyourselfthejob.Here’syourreaction:Yousitdeepinthoughtforagoodtenseconds,thenlookupandsayfirmly,“No,that’stheonlyoccasionwhenanythinglikethathappened.”Shutupandrefusetobeenticedfurther.
Tellmeaboutatimewhenyouputyourfootinyourmouth.
Answerthisquestionwithcaution.Theinterviewerisexaminingyourabilityandwillingnesstointeractpleasantlywithothers.Thequestionistrickybecauseitasksyoutoshowyourselfinapoorlight.Downplaythe
trickybecauseitasksyoutoshowyourselfinapoorlight.Downplaythenegativeimpactofyouractionandendwithpositiveinformationaboutyourcandidacy.Thebestthingtodoistostartwithanexampleoutsideoftheworkplaceandshowhowtheexperienceimprovedyourperformanceatwork.“Aboutfiveyearsago,Iletthecatoutofthebagaboutasurprise
birthdaypartyforafriend,aterrificfauxpas.Itwasamortifyingexperience,andIpromisedmyselfnottoletanythinglikethathappenagain.”Then,afterthisfairlyinnocuousstatement,youcantalkaboutcommunicationsintheworkplace:“Asfarasworkisconcerned,Ialwaysregardemployer-employeecommunicationsonanymatterasconfidentialunlessexpresslystatedotherwise.So,puttingmyfootinmymouthdoesn’thappentomeatwork.”
Whatwasthereaboutyourlastcompanythatyoudidn’tparticularlylikeoragreewith?
Becarefulnottocriticizeamanager,oryoumightbeseenasapotentialmanagementproblem.Itissafesttosaythatyoudidn’thaveanyoftheseproblems.Iftherewasanunhappyworkenvironmentandthisopinionwassharedbymany,youcanmentionit,butremainnonspecific,althoughyoumightsaythatsomepeopledidn’tseemtocareaboutanythingtheydid,andyoufoundthisdifficult.Anotheroption:“Ididn’tlikethewaysomepeoplegavelipserviceto
the‘customercomesfirst’mantra,butreallydidn’tgooutoftheirwaytokeepthecustomersatisfied.Idon’tthinkitwasafaultofmanagement,justageneralmalaisethatseemedtoaffectalotofpeople.”
Whatdoyoufeelisasatisfactoryattendancerecord?
Therearetwoanswerstothisquestion—oneifyouareinmanagement,andoneifyouarenot.Asamanager:“Ibelieveattendanceisamatterofmanagement,motivation,andpsychology.
attendanceisamatterofmanagement,motivation,andpsychology.Lettingtheemployeesknowyouexpecttheirbesteffortsandwon’taccepthalf-bakedexcusesisonepart.Theotheristokeepyouremployeesmotivatedbyacongenialworkenvironmentandthechallengetostretchthemselves.Givingpeopleprideintheirworkandlettingthemknowyourespectthemasindividualshavealottodowithit,too.”Ifyouarenotinmanagement,theansweriseveneasier:“I’venever
reallyconsideredit.Iworkforaliving,Ienjoymyjob,andI’mrarelysick.”
Whatisyourgeneralimpressionofyourlastcompany?
Alwaysanswerpositively.Thereisastrongbeliefinmanagementranksthatpeoplewhocomplainaboutpastemployerswillcauseproblemsfortheirnewones.Youransweris,“Agooddepartmentandcompanytoworkfor.”Thensmileandwaitforthenextquestion.Ifpressedformore,add,“IhadgoneasfarasIcouldandcouldseenoopportunitiesopeningup,soIdetermineditwastimetomakeastrategiccareermove.”
Whataresomeofthethingsyoufinddifficulttodo?Whydoyoufeelthatway?
Youranswershouldshareadifficultycommontothejobandeveryonewhodoesit.“That’satoughquestion.Therearesomanythingsthataredifficultto
staycurrentwith,consideringthepaceofbusinesstodayandpaceofchangethattechnologybringstoourprofession.Oneofmyproblemshasbeenstayingontopofthecustomerbaseinaproductiveandresponsiblefashion.Ibuiltmyterritoryandhad140clientstoselltoeverymonth,andIwassobusytouchingbasewithallofthemthatInevergotachancetoselltoanyofthem.SoIgradedthemintothree
nevergotachancetoselltoanyofthem.SoIgradedthemintothreegroups.Icalledonthetop20percentofmyclientseverythreeweeks.ThebalanceofmyclientsIcalledononceamonth,butwithadifference—eachmonth,Imarkedtenofthemtospendtimewithandreallygettoknow.Istillhavedifficultyreachingallmyclientsinamonth,butwithtimemanagement,prioritization,andorganization,mysaleshavetripledandarestillclimbing.”
Jobshaveplusesandminuses.Whatweresomeoftheminusesonyourlastjob?
Avariationonthequestion,“Whatinterestsyouleastaboutthisjob?”whichwashandledearlier.Potentiallyexplosivebuteasilydefused.Regardlessofyouroccupation,thereisatleastonerepetitive,mindlessdutythateveryonegroansaboutbutwhichhastobedone.Youjustneedtoshowthatyourecognizeitsimportancedespitetheboredomfactorandtakecareofbusinessresponsibly.Forexample,“Clientvisitreportsareprobablytheleastexcitingpartofmyjob.However,Iknowtheyareimportantforreferenceandcontinuity,soIdothemattheendofthedayaspartofmydailyperformancereviewandnext-dayplanning.”Thisresponseanswersthequestionwithoutshootingyourselfinthefoot,andshowsthatyoupossesscriticalthinkingandmultitaskingskills.Youcanfinishwithanodtowardyourprofessionalvaluesandteamworkskills.“Besides,ifIdon’tdothepaperwork,thatholdsupotherpeopleinthecompany.”Orperhaps,“Inaccountsreceivable,it’smyjobtogetthemoneyintomakepayrollandgoodthingslikethat.Halfthetime,thegoodsgetshippedbeforeIgetthepaperworkbecausesalessays,‘It’sarushorder.’That’sarealminustome.Itwassobadatmylastcompanythatwetriedanewapproach.Wemetwithsalesandexplainedourproblem.Theresultwasthatincrementalcommissionswerebasedoncashin,notonbilldate.Theysawtheconnection,andthingsaremuchbetternow.”
onbilldate.Theysawtheconnection,andthingsaremuchbetternow.”
Whatkindsofpeopledoyouliketoworkwith?
Thisistheeasypartofwhatcanbeatrickythree-partquestion.Obviously,youliketoworkwithpeoplewhoarefullyengagedintheirworkandwhocometoworkwithasmileandwanttomakeadifferencewiththeirpresence;withpeoplewhoaretheretogetresults,notjustmarktimetilltheendoftheday.Youliketoworkwithpeoplewhohavepride,honesty,integrity,andcommitmenttotheirwork.
Whatkindsofpeopledoyoufinditdifficulttoworkwith?
Thisquestioncanstandaloneorcanbethesecondpartofathree-partquestion.Youranswercomesfromunderstandingwhyyourjobexists:It’sasmallcoginthecomplexmachinerythatmakesacompanyprofitable,soyoumightsay,“Peoplewhodon’tcareabouttheirworkanddon’tcareaboutbeingpartofsomethinglargerthanthemselves,peoplewhohavethetimetofindfaultbutnottofindsolutions.”Endbynotingthatwhiletheyaren’tthebestcoworkers,youdon’tlettheminterferewithyourmotivation.Or,“Peoplewhodon’tfollowprocedures,orslackers—theoccasionalrottenappleswhodon’treallycareaboutthequalityoftheirwork.They’relongoncomplaints,butshortonsolutions.”
Howhaveyousuccessfullyworkedwiththisdifficulttypeofperson?
Sometimesthisquestionstandsalone;othertimesit’sthethirdpartofathree-partquestion.First,youdon’tletsuchpeopleaffectyourmotivationorqualityofwork.Second,youdon’tbuyintotheirnegativismbyencouragingthem.Youarepoliteandprofessional,butprefertoallyyourselfwiththepeoplewhocometoworktomakeadifference.Youmaintaincordialrelations,butdon’tgooutofyourway
toseekcloseacquaintance.Lifeistooshorttobedemotivatedbypeoplewhothinktheircupishalfemptyandit’ssomeoneelse’sfault.Oryoumightreplywithsomethinglike:“Isticktomyguns,stayenthusiastic,andhopesomeofitwillruboff.Ihadabigproblemwithoneguy—allhedidwascomplain,andalwaysinmyarea.Eventually,ItoldhimhowIfelt.IsaidifIwereamillionaire,I’dclearlyhavealltheanswersandwouldn’thavetowork,butasitwas,Iwasn’t,andhadtoworkforaliving.ItoldhimthatIreallyenjoyedhiscompanybutIdidn’twanttohearitanymore.EverytimeIsawhimafterthat,Ipresentedhimwithaworkproblemandaskedhisadvice.InotherwordsIchallengedhimtocomeupwithpositives,notnegatives.”Youmightevenendbynotingthatsometimesyou’venoticedthatsuchpeoplesimplylackenthusiasmandconfidence,andthatenergeticandcheerfulcoworkerscanoftenchangethat.
Howdidyougetyourlastjob?
Theinterviewerislookingforinitiative.Showthatyouwentaboutyoursearchwithplanning,organization,andintelligence,thesamewayyou’dapproachaworkproject.Atleastshowdetermination.Forexample:“Iwasturneddownformylastjobforhavingtoolittleexperience.Iaskedthemanagertogivemeatrialfortheafternoon,thenandthere.Iwasgivenalistofcompaniesthey’dneversoldto.Ipickedupthephoneanddidn’tgetclosetoasaleallafternoon,butshecouldseeIhadguts.”
Howwouldyouevaluatemeasaninterviewer?
Thequestionisdangerous,maybemoresothantheoneaskingyoutocriticizeyourboss.Ifyouthinktheinterviewerisacongenitalimbecilewhomyouwouldn’tworkforonabet,don’ttellthetruth,becausebehindthisquestionisadesiretoseeyourverbalanddiplomacyskillsin
action.Thisisoneinstancewherehonestyisnotthebestpolicy:Remember,youaretheretogetajoboffer.Itisbesttosay,“ThisisoneofthetoughestinterviewsIhaveeverbeenthrough,andIdon’trelishtheprospectofgoingthroughanother.Ihavegreatprofessionalskills,butinterviewingisnotoneofthem;it’snotsomethingIhavehadmuchexperiencedoing.YetIdorealizethatyouarejusttryingtodetermineifIhavetheskillsyouneed.”Thengoontoexplainhowyourskillsmatchthejob.Youmaychoosetofinishtheanswerwithaquestionofyourown:“IthinkIcandothisjob,andIthinkIwouldlikeit.Whatdoyouthink?”
Wouldn’tyoufeelbetteroffinanothercompany?
Relax,thingsaren’tasbadasyoumightassume.Thisquestionisusuallyaskedifyouarereallydoingquitewellorifthejobinvolvesacertainamountofstress.Alawyer,forexample,mightwellbeexpectedtofacethisone.Thetrickisnottobeintimidated.Yourfirststepistoqualifythequestion.Relax,takeabreath,sitback,smile,andsay,“Yousurpriseme.Whydoyousaythat?”Theinterviewermustthentalk,givingyouprecioustimetocollectyourwitsandcomebackwitharebuttal.Thenanswer“no,”andexplainwhy.Alltheinterviewerwantstoseeishowmuchyouknowaboutthecompanyandhowdeterminedyouaretojoinitsranks.Overcometheobjectionwithanexampleshowinghowyouwillcontributetothecompany.Youcouldreply:“Notatall.Mywholeexperiencehasbeenwithsmallcompanies.Iamgoodatmyjobandintimecouldbecomeabigfishinalittlepond.ButthatisnotwhatIwant.Thiscorporationisaleaderinitsbusiness.Youhaveastrongreputationforencouragingskillsdevelopmentinyouremployees.ThisisthetypeofenvironmentIwanttoworkin.Comingfromasmallcompany,Ihavedonealittlebitofeverything.Thatmeansthatno
company,Ihavedonealittlebitofeverything.Thatmeansthatnomatterwhatyouthrowatme,Iwilllearnitquickly.”Thenendwithaquestionofyourown.Inthisinstance,thequestion
hasatwofoldpurpose:first,toidentifyacriticalareatosellyourself;andsecond,toencouragetheinterviewertoimagineyouworkingatthecompany:“Forexample,whatwillbethefirstprojectyou’llneedmetotackle?”Youendwithaquestionofyourownthatgetstheinterviewer
focusingonthoseimmediateproblems.Youcanthenmovetheconversationforwardwithanexplanationofhowyourbackgroundandexperiencecanhelp.
WhatwouldyousayifItoldyouthatyourpresentationthisafternoonwaslousy?
Thisquestionisaskedtohelpamanagerunderstandhowemotionallymatureyouare.Whenitisamanager’sdutytocriticizeperformance,sheneedstoknowthatyouwillrespondinaprofessionalandemotionallymatureway.“If”isthekeywordinthequestion.Thequestiontestsyourpoise,
criticalthinking,andcommunicationskills.Don’tassumeyouarebeingcriticized.Anappropriateresponsewouldbe:“Firstofall,Iwouldaskwhichaspectsofmypresentationwerelousy.Iwouldneedtofindoutwhereyoufelttheproblemwas.Ifthereweremiscommunication,I’dclearitup.Iftheproblemwereelsewhere,Iwouldseekyouradvice,confirmthatIunderstoodit,andbesurethattheproblemdidnotrecur.”
BuildingStressIntoaSequenceofQuestions
Sometimesaninterviewerwillbuildstressintoasequenceofquestions.Startingoffinnocentlyenough,thequestionsarelayeredandsequenced
Sometimesaninterviewerwillbuildstressintoasequenceofquestions.Startingoffinnocentlyenough,thequestionsarelayeredandsequencedtodigdeeperanddeeper,butthesestressquestionsequenceswillholdfewsurprisesforyou.Let’stakethesimpleexampleof“Canyouworkunderpressure?”Thisexamplewilluseareporter’stechniqueofaskingwho,what,
where,when,why,andhow.Thetechniquecanbeappliedtoanyquestionyouareaskedandisfrequentlyusedtoprobethosesuccessstoriesthatsoundtoogoodtobetrue.You’llfindthemsuddenlytaggedontothesimpleclosed-endedquestionsaswellastotheopen-endedones.Theycanoftenstartwithphraseslike:“Sharewithme,”“Tellmeaboutatimewhen,”or“I’minterestedinfindingoutabout,”followedbyarequestforspecificexamplesfromyourworkhistory.
Canyouworkunderpressure?
Asimple,closed-endedquestionthatrequiresjustayes-or-noanswer,butyouwon’tgetoffsoeasy.
Good,I’dbeinterestedtohearaboutatimewhenyouexperiencedpressureonyourjob.
Anopen-endedrequesttotellastoryaboutapressuresituation.Afterthis,youwillbesubjectedtothelayeringtechnique—sixlayersinthefollowinginstance.
Whydoyouthinkthissituationarose?
It’sbestifthesituationyoudescribeisnotapeer’sormanager’sfault.Remember,youmustbeseenasateamplayer.
Howdoyoufeelothersinvolvedcouldhaveactedmoreresponsibly?
Anopeninvitationtocriticizepeersandsuperiors,whichyoushoulddiplomaticallydecline.
diplomaticallydecline.
Whoholdstheresponsibilityforthesituation?
Anotherinvitationtopointthefingerofblame,whichshouldbeavoided.
Whereinthechainofcommandcouldstepsbetakentoavoidthatsortofthinghappeningagain?
Thisquestionprobesyouranalyticalskillsandaskswhetheryouarethetypeofpersonwhotakesthetimetorevisitthesceneofthecrimetolearnforthenexttime.Afteryou’vesurvivedthatbarrage,afriendlytonemayconceal
anotherzinger:“Whatdidyoulearnfromtheexperience?”Thisquestionisgearedtoprobeyourjudgmentandemotionalmaturity.Youranswershouldemphasizewhicheverofthekeyprofessionalbehaviorsyourstorywasillustrating.Whenaninterviewerfeelsyouwereontheedgeofrevealing
somethingunusualinananswer,youmaywellencounter“mirrorstatements.”Here,thelastkeyphraseofyouranswerwillberepeatedorparaphrased,andfollowedbyasteadygazeandsilence.Forexample,“So,youlearnedthatorganizationisthekeytomanagement.”Theideaisthatthesilenceandanexpectantlookwillworktogethertokeepyoutalking.Itcanbedisconcertingtofindyourselframblingonwithoutquiteknowingwhy.Thetrickisknowingwhentostop.Whentheinterviewergivesyouanexpectantlookinthiscontext,expandyouranswer(youhaveto),butbynomorethanacoupleofsentences.Otherwise,youwillgetthatcreepyfeelingthatyou’rediggingyourselfintoahole.
TheIllegalQuestion
TheIllegalQuestion
Ofcourse,oneofthemoststressful—andnegative—questionsistheillegalone,aquestionthatdelvesintoyourprivatelifeorpersonalbackground.Suchaquestionwillmakeyouuncomfortableifitisblatant,andcouldalsomakeyouangry.Youraim,however,istoovercomeyourdiscomfortandavoidgetting
angry:Youwanttogetthejoboffer,andanyself-righteousordefensivereactiononyourpartwillensurethatyoudon’t.Youmayfeelangryenoughtogetupandwalkout,orsaythingslike,“Theseareunfairpractices;you’llhearfrommylawyerinthemorning.”Buttheresultwillbethatyouwon’tgettheoffer,andthereforewon’thavetheleverageyouneed.Remember,nooneissayingyoucan’trefusethejobonceit’sofferedtoyou.Sowhatisanillegalquestion?TitleVIIoftheCivilRightsActof1964
isafederallawthatforbidsemployersfromdiscriminatingagainstanypersononthebasisofsex,age,race,nationalorigin,orreligion.Morerecently,theAmericanswithDisabilitiesActwaspassedtoprotectthisimportantminority.
Aninterviewermaynotaskaboutyourreligion,church,synagogue,orparish,thereligiousholidaysyouobserve,oryourpoliticalbeliefsoraffiliations.Hemaynotask,forinstance,“DoesyourreligionallowyoutoworkonSaturdays?”Buthemayasksomethinglike,“ThisjobrequiresworkonSaturdays.Isthataproblem?”Aninterviewermaynotaskaboutyourancestry,nationalorigin,orparentage;inaddition,youcannotbeaskedaboutthenaturalizationstatusofyourparents,spouse,orchildren.Theinterviewercannotaskaboutyourbirthplace.Butshemayask(and
probablywill,consideringthecurrentimmigrationlaws)whetheryouareaU.S.citizenoraresidentalienwiththerighttoworkintheUnitedStates.Aninterviewermaynotaskaboutyournativelanguage,thelanguageyouspeakathome,orhowyouacquiredtheabilitytoread,write,orspeakaforeignlanguage.Buthemayaskaboutthelanguagesinwhichyouarefluentifknowledgeofthoselanguagesispertinenttothejob.Aninterviewermaynotaskaboutyourage,yourdateofbirth,whetheryouaremarriedorpregnant,ortheagesofyourchildren.Butshemayaskyouwhetheryouareovereighteenyearsold.Aninterviewermaynotaskaboutmaidennamesorwhetheryouhavechangedyourname;yourmaritalstatus,numberofchildrenordependents,oryourspouse’soccupation;orwhether(ifyouareawoman)youwishtobeaddressedasMiss,Mrs.,orMs.Buttheinterviewermayaskabouthowyouliketobeaddressed(acommoncourtesy)andwhetheryouhaveeverworkedforthecompanybeforeunderadifferentname.(Ifyouhaveworkedforthiscompanyorothercompaniesunderadifferentname,youmaywanttomentionthat,inlightofthefactthatthisprospectivemanagermaycheckyourreferencesandadditionalbackgroundinformation.)
Asyouconsideraquestionthatseemstovergeonillegality,takeintoaccountthattheinterviewermaybeaskingitinnocentlyandmaybeunawareofthelawsonthematter.Evenmorelikelyisthattheinterviewerreallylikesyou,andisinterestedinyouasaperson.Whenwemeetsomeonenew,oftensomeofthefirstquestionswillbe:Whereareyoufrom?Areyoumarried?Havekids?Whatchurchdoyougoto?Bearthisinmindsothatyoudon’toverreact.Yourbestbetistobepoliteandstraightforward,justasyouwouldbe
inanyothersocialsituation.Youalsowanttomovetheconversationto
inanyothersocialsituation.Youalsowanttomovetheconversationtoanexaminationofyourskillsandabilities,andawayfrompersonalissues.Herearesomecommonillegalquestions—andpossibleresponses.Rememberasyouframeyouranswerstotheoccasionalillegalquestionthatyourobjectiveistogetjoboffers;ifyoulaterdecidethatthiscompanyisnotforyou,youareundernoobligationtoaccepttheposition.
Whatreligiondoyoupractice?
Inmostinstances,aninterviewermaynotaskaboutreligiousbeliefs.However,aswithmostillegalquestions,it’ssometimesinyourinteresttoanswer.Youmightsay,“Iattendmychurch/synagogue/mosqueregularly,but
Imakeitmypracticenottoinvolvemypersonalbeliefsinmywork.”Or,“Ihaveasetofbeliefsthatareimportanttome,butIdonotmixthosebeliefswithmywork,andunderstandthisissomethingemployersdon’twanttheirpeoplediscussing.”Ifyoudonotpracticeareligion,youmaywanttosaysomethinglike,
“Ihaveasetofpersonalbeliefsthatareimportanttome,butIdonotattendorganizedservicesatpresent.AndIdonotmixthosebeliefswithmywork,ifthat’swhatyoumean.”
Areyoumarried?
Ifyouare,thecompanyisconcernedabouttheimpactyourfamilydutiesandfutureplanswillhaveonyourtenurethere.Althoughillegalifitisasked,it’sbesttoanswerthisquestionandremoveanydoubtstheinterviewermightotherwisehave.Youranswercouldbe,“Yes,Iam.Ofcourse,Imakeaseparationbetweenmyworklifeandmyfamilylifethatallowsmetogivemyalltoajob.Ihavenoproblemwithtravelorlatehours;thosethingsarepartofmyworkandfamilyobligationshaveneverinterfered.Myreferenceswillconfirmthisforyou.”
latehours;thosethingsarepartofmyworkandfamilyobligationshaveneverinterfered.Myreferenceswillconfirmthisforyou.”
Doyouhave/plantohavechildren?
Mostoftenaskedofwomenintheirchildbearingyears.Thisisn’tanyoftheinterviewer’sbusiness,butshemaybeconcernedaboutwhetheryouwillleavethecompanyearlytoraiseafamily.Behindthequestionistheimpactofabsencesondepartmentaldeliverables.Youcouldalwaysanswer“no.”Ifyouanswer“yes,”youmightqualifyit,“butthoseplansareforwayinthefuture,andtheydependonthesuccessofmycareer.Certainly,Iwanttodothebest,mostcompletejobIcanforthiscompany.IconsiderthatmyskillsarerightforthejobandthatIcanmakealong-termcontribution.IcertainlyhavenoplanstoleavethecompanyjustasIbegintomakemeaningfulcontributions.”
Ifthequestionsbecometoopointed,youmaywanttoask—innocently—“Couldyouexplaintherelevanceofthatissuetotheposition?”Thatresponse,however,canseemconfrontational;youshouldonlyuseitifyouareextremelyuncomfortableorarequitecertainyoucangetawaywithit.Sometimes,theinterviewerwilldropthelineofquestioning.Illegalquestionstendtoarisenotoutofbrazeninsensitivitybutrather
outofaninterestinyou.Theemployerisfamiliarwithyourskillsandbackground,feelsyoucandothejob,andwantstogettoknowyouasaperson.Outrightdiscriminationthesedaysisreallyquiterare.Withillegalquestions,yourresponsemustbepositive—that’stheonlywayyou’regoingtogetthejoboffer.
CHAPTER12
WELCOMETOTHEREALWORLD
ASARECENTGRADUATE,MOSTLIKELYENTERINGTHEPROFESSIONALWORLDforthefirsttime,youcanexpectquestionsdesignedtodetermineyourpotential.Corporaterecruiterslikenthegambleofhiringrecentgraduatesto
layingdownwinesforthefuture:Somewilldevelopintofull-bodied,excellentvintages,butotherswillbedisappointments.Whenhiringprofessionalswithworkexperience,thereisatrackrecordtoevaluate;withrecentgraduates,thereislittleornothing.Often,theonlysolidthingsaninterviewerhastogoonarethedegree,SATscores,andthatubiquitousburger-flippingjob.That’snotmuchonwhichtobaseahiringdecision.Ofallthestepsyouwilltakeuptheladderofsuccessovertheyears,
noneismoreimportantormoredifficultthangettingafootonthatfirstrung.Youhavenoideahowtheprofessionalgameisplayedandyouareupagainstthousandsofotherrecentgradswithprettymuchthesametooffer.Differentiatingyourselfbydemonstratingyourunderstandingoftheprofessionalworldandyourmotivationandpotentialwillbeimportanttoolsinhelpinggetyourcareerofftoagoodstart.Interviewerswillbeespeciallyinterestedinwhatyouhavedoneto
showinitiative,andhowwillingyouaretolearn,grow,andgetthejobdone.Yourgoalistostandoutfromalltheotherentry-levelcandidatesas
someonealtogetherdifferent:Youaremoreengagedinthesuccessofyourprofessionallife,moreknowledgeableaboutthejobandtheworld
inwhichitfunctions,andmorepreparedtolisten,learn,anddowhateverittakestoearnyourplaceonaprofessionalteam.Don’tbelikethousandsofotherswho,inanswertoquestionsabouttheirgreateststrength,replylamely,“I’mgoodwithpeople,”or,“Ilikeworkingwithothers.”Answerslikethisbrandyouasaverage.Tostandout,arecentgraduatemustrecountapastsituationthatillustrateshowsheisgoodwithpeople,oronethatdemonstratesanabilitytobeateamplayer.Fortunately,thetransferableskillsandprofessionalvaluesdiscussedthroughoutthebookarejustashelpfulforgettingyourfootontheladderastheyareforincreasingyouremployabilityandaidingyourclimbtothetop.Itisn’tnecessarytohavesnapanswersreadyforeveryquestion,andyouneverwill.Itismoreimportantforyoutopauseafteraquestionandcollectyourthoughtsbeforeanswering.Thatpauseshowsthatyouthinkbeforeyouspeak,anadmiredtraitintheprofessionalworld.Rememberthatcriticalthinkingisoneofthetransferableskills.Askingforaquestiontoberepeatedisusefultogaintimeandisquiteacceptable,aslongasyoudon’tdoitwitheveryquestion.Andifaquestionstumpsyou,assometimeshappens,donotstutterincoherently.Itissometimesbesttosay,“Idon’tknow”or,“I’dliketocomebacktothatlater.”Oddsaretheinterviewerwillforgettoaskagain;ifhedoescomebacktoit,atleastyourmind,processinginthebackground,hashadsometimetocomeupwithananswer.Thefollowingquestionsarecommonlyaskedofentry-levelprofessionals,butthesearenottheonlyquestionsyouwillbeasked,soyouwillstillneedtostudytheotherchaptersonturninginterviewsintooffers.Forexample,thefirsttwoquestionsyouarelikelytofaceatalmosteveryjobinterviewyougotooveryourentirecareerare:“Tellmealittleaboutyourself”and“Whatdoyouknowaboutourcompany?”Thequestionsinthischapterarejustthoseaimedexclusivelyatentry-levelprofessionals.
company?”Thequestionsinthischapterarejustthoseaimedexclusivelyatentry-levelprofessionals.
Howdidyougetyoursummerjobs?
Employerslookfavorablyonrecentgraduateswhohaveanyworkexperience,nomatterwhatitis.“Itisfareasiertogetafixonsomeonewhohasworkedwhileatschool,”saysDanO’Brien,headofemploymentatGrumman.“Theymanagetheirtimebetter,aremorerealistic,andmoremature.Anyworkexperiencegivesusmuchmoreincommon.”So,asyouthinkaboutsomeofthosecrummyjobsyouheld,takethetimetothink,inhindsight,aboutwhatyouactuallylearnedabouttheprofessionalworldfromthatexperience.Attheveryleast,youlearnedthatbusinessisaboutmakingaprofit,doingthingsmoreefficiently,adheringtosystemsandprocedures(whicharealwaysthereforgoodreason),andputtinginwhatevereffortittakestogetthejobdone.Inshort,treatyoursummerjobs,nomatterhowhumble,asalaunchpadforgreaterthings.Ithasbeenwiselysaidthatit’snotthejobthatdefinesyou;it’swhatyoubringtothejob.Inthisparticularquestion,theinterviewerislookingforsomethingthatshowsinitiative,creativity,andflexibility.Here’sanexample:“Inmytown,summerjobswerehardtocomeby,butIappliedtoeachlocalrestaurantforapositionwaitingtables,calledthemanagerateachonetoarrangeaninterview,andfinallylandedajobatoneofthemostprestigious.Iwasassignedtotheafternoonshift,butbecauseofmyquickwork,accuratebilling,andabilitytokeepcustomershappy,theysoonmovedmetotheeveningshift.Iworkedthereforthreesummers,andbythetimeIleft,Iwasresponsibleforthetrainingandmanagementofthenight-shiftwaiters,theallotmentoftips,andtheevening’sfinalclosingandaccounting.Allinall,myexperienceshowedmethemechanicsofasmallbusinessandofbusinessingeneral.”
Whichofthejobsyouhaveheldhaveyoulikedleast?
Whichofthejobsyouhaveheldhaveyoulikedleast?
Itislikelythatyourworkexperiencecontainedacertainamountofrepetitionanddrudgery,asallearlyjobsinthebusinessworlddo.Sobewareofsayingthatyouhatedaparticularjob“becauseitwasboring.”You’llalsobeknockedoutoftherunningifyour“leastliked”matchesupwiththejob’s“mostcritical.”Thejobyoulikedleastorwhatyoulikedleastaboutajob,andhow
youexpressit,speaksofyourwillingnesstotaketheupsandthedownsthatgowitheveryjob.Putyouranswerinthepast;perhaps,“BurgerKing—hatedsmellingofFrenchfries...”Thenshowthatyoulearned,too.“Whenyougetinvolved,there’salwayssomethingtolearn.Ilearnedthat...”Endbymovingtheconversationforward,“EveryjobI’veheldhasgivenmenewinsightsintomyprofession.Allmyjobshadtheirgoodandbadpoints,butI’vealwaysfoundthatifyouwanttolearn,there’splentytopickupeveryday.Eachexperiencewasvaluable.”
Whatareyourfuturevocationalplans?
Thisisafancywayofasking,“Wheredoyouwanttobefiveyearsfromnow?”Themistakeallentry-levelprofessionalsmakeistosay,“Inmanagement,”becausetheythinkthatshowsdriveandambition.Ithasbecomesuchatriteanswer,though,thatitimmediatelygeneratesastringofquestionsmostrecentgraduatescan’tanswer:Whatisamanager’sjob?Whatisamanager’sprimeresponsibility?Amanagerinwhatarea?Yoursafestansweridentifiesyouwiththeprofessionyouaretryingto
breakintoandshowsyouhaveyourfeetontheground:“Iwanttogetahead,andtodothatImustbeabletochannelmyenergiesandexpertiseintothoseareasthatmyindustryandemployerneed.SoinacoupleofyearsIhopetohavebecomeathoroughprofessionalwitha
coupleofyearsIhopetohavebecomeathoroughprofessionalwithaclearunderstandingofthecompany,theindustry,andwherethebiggestchallengesandopportunitiesliewithinmyareaofexpertise.Bythattime,mygoalsforthefutureshouldbemoresharplydefined.”Ananswerlikethatwillsetyoufarapartfromyourcontemporaries.
Whatcollegedidyouattend,andwhydidyouchooseit?
Thecollegeyouattendedisn’tasimportantasyourreasonsforchoosingit—thequestionistryingtoexamineyourreasoningprocesses.Emphasizethatitwasyourchoice,andthatyoudidn’tgothereasaresultofyourparents’desiresorbecausegenerationsofyourfamilyhavealwaysattendedtheAcmeSchoolofWelding.Focusonthepractical:“IwenttoGreenbriarState—itwasachoicebasedonpracticality.Iwantedaschoolthatwouldgivemeagoodeducationandpreparemefortherealworld.Statehasagoodrecordforturningoutstudentsfullypreparedtotakeonresponsibilitiesintherealworld.Itis[orisn’t]abigschool,and[orbut]ithascertainlytaughtmesomebiglessonsaboutthevalueof[transferableskillsandprofessionalvalues]intherealworldofbusiness.”
Areyoulookingforapermanentortemporaryjob?
Thisquestionisoftenaskedofyoungcandidates.Theinterviewerwantsreassurancethatyouaregenuinelyinterestedinthepositionandwon’tdisappearinafewmonths.Gobeyondsaying,“Permanent.”Explainwhyyouwantthejob:“Ofcourse,Iamlookingforapermanentjob.Iintendtomakemycareerinthisfield,andIwanttheopportunitytolearnthebusiness,facenewchallenges,andlearnfromexperiencedprofessionalslikeyou.”Youwillalsowanttoqualifythequestionwithoneofyourown:“Isthisapermanentoratemporarypositionyouaretryingtofill?”Don’tbescaredtoask.Theoccasionalunscrupulousemployerwillhiresomeonefreshoutofschoolforashortperiodoftime
employerwillhiresomeonefreshoutofschoolforashortperiodoftime—say,foroneparticularproject—thenlayhimoff.
Howdidyoupayforcollege?
Avoidsaying,“Oh,Daddyhandledallofthat.”Yourparentsmayhavehelpedyouout,butifyoucan,emphasizethatyouworkedpart-timeasmuchasyoucould.Peoplewhopaidfortheirowneducationmakebigpointswithemployers,becauseitshowsmotivation,andtheexperiencealwaysdeliversabettergraspoftheprofessionalworld.Ifthisisn’tyou,findandlistentosomeonewhocantellyouwhatworkingintheprofessionalworldteachesyou,andusetheknowledge.
Wehavetriedtohirepeoplefromyourschool/yourmajorbefore,andtheyneverseemtoworkout.Whatmakesyoudifferent?
Thisquestionexaminesyourpoiseunderpressureandcriticalthinkingskills.It’softenaskedofcandidatesforsalesjobs,wherepressuresituationshaveyouthinkingonyourfeet.However,youcan’tanswerthisquestionwithoutmoreinformation.Respondthisway:“First,mayIaskyouexactlywhatproblemsyou’vehadwithpeoplefromthisschool/background?”Onceyouknowwhattheproblemis(ifonereallyexistsatall—itmayjustbeacurveballtotestyourpoise),youcanillustratehowyouaredifferent—butonlythen.Otherwise,youruntheriskofyouranswerbeinginterruptedwith,“Well,that’swhateveryoneelsesaidbeforeIhiredthem.Youhaven’tshownmeyouaredifferent.”
I’dbeinterestedtohearaboutsomethingsyoulearnedinschoolthatcouldbeusedonthejob.
Theinterviewerwantstohearabout“real-world”skills,soexplainwhattheexperienceofcollegetaughtyouaboutyourprofessionandtheprofessionalworld,ratherthanspecificcourses.Youcanuseinternshipsandanyworkexperiencetoillustrateyourpoints.
andanyworkexperiencetoillustrateyourpoints.Ifyoulookbackatcollege,youcanfindexamplesineveryactivity
thatgaveyoutheopportunitytodeveloptransferableskillsandprofessionalvalues.Youranswermightsay,inpart,“Withinacademicandotheron-campusactivities,Ialwayslookedfortheopportunitytoapplyanddevelopsomeofthepracticalskillsdemandedintheprofessionalworld,suchas___________.”
Doyoulikeroutinetasks/regularhours?
Theinterviewerknowsfrombitterexperiencethatmostrecentgraduateshateroutineandarehopelessasemployeesuntiltheycometoanacceptanceofsuchfactsoflife.Explainthat,yes,youappreciatetheneedforroutine,youexpectafairamountofroutineassignmentsbeforeyouareentrustedwiththemoreresponsibleones,andthattheroutineandtherepetitivealwayshavearoleineventhemostcreativeofjobs.Asfarasregularhoursgo,youcouldsay,“No,there’snoproblemthere.Acompanyexpectstomakeaprofit,sothedoorshavetobeopenforbusinessonaregularbasis.”
Whathaveyoudonethatshowsinitiativeandwillingnesstowork?
Youcantellastoryabouthowyoulandedorcreatedajobforyourself,orgotinvolvedinsomevolunteerwork.Youranswershouldshowthatyoubothhandledunexpectedproblemscalmlyandanticipatedothers.Yourmotivationisdemonstratedbythewaysyouovercameobstacles.Forexample:“Iworkedforasummerinasmallwarehouse.Ifoundoutthatalargeshipmentwasdueinacoupleofweeks,andIknewthatroomhadtobemade.Theinventorysystemwasoutdated,andtherearofthewarehousewasdisorganized,soIcameinonaSaturday,figuredouthowmuchroomIneeded,cleanedupthemessintherear,andcatalogeditallonthenewinventoryforms.Whentheshipmentarrived,thetruckjustbackedin.Therewasevenroomto
theshipmentarrived,thetruckjustbackedin.Therewasevenroomtospare.”Afteryourillustration,recapwithsomethingsimilarto,“Isticktomycommitments.Iaminvestedindoinggoodworkandcommitwhatevertimeandeffortisnecessarytofinishtasksproperly,becauseIknowotherpeople’sproductivitydependsonallaspectsofmyworkbeingdoneproperly.”Often,afteraneffortaboveandbeyondthecallofduty,amanagermightcongratulateyou,andifithappenedtoyouinthisinstance,youmightconcludeyouranswerwiththeverbalendorsement:“ThedivisionalmanagerhappenedalongjustwhenIwasfinishingthejobandsaidshewishedshehadmorepeoplewhotooksuchprideintheirwork.”
Canyoutakeinstructionswithoutfeelingupsetorhurt?
Thisisamanageabilityquestion.Ifyoutakeoffenseeasilyorbristlewhenyourmistakesarepointedout,youwon’tlastlongwithanycompany.Competitionisfierceattheentrylevel,sotakethisasanotherchancetosetyourselfapart:“Yes,Icantakeinstruction—andmoreimportant,Icantakeconstructivecriticismwithoutfeelinghurt.Evenwiththebestintent,Iwillstillmakemistakes,andattimessomeonewillhavetoputmebackontherighttrack.IknowthatifI’mevertoriseinthecompany,Imustfirstprovemyselftobemanageable.”
Haveyoueverhaddifficultiesgettingalongwithothers?
Thisquestionexaminesyourpeopleskillsandmanageability.Areyouateamplayer,orareyougoingtodisruptthedepartmentandmakethemanager’slifemiserable?Youcangiveayes-or-noanswerandshutup,butifyouthinkthrough
whatyouaregoingtosay,youranswercanalsosaysomethingaboutyourprofessionalvalues.Inthiscase,yousaythattherearetwotypesineverydepartment:thetypewhoisengagedandcommittedtopeakperformanceeveryday,andthetypewhodoeshisjobbutwithoutthesamelevelofcommitment.Youcananddogetonwitheveryone,buttendtobondmorewiththepeoplewhotakeagenuineprideinbecomingtheirbest.
Whattypeofpositionareyouinterestedin?
Anotherentry-levelquestionthattemptsyoutomentionmanagement.Telltheintervieweryouareinterestedinanentry-leveljob,whichiswhatyouwillbeofferedanyway.“Iaminterestedinanentry-levelpositionthatwillenablemetolearnthisbusinessfromthegroundupandwillgivemetheopportunitytogrowprofessionallyonceIprovemyself.”
Whatqualificationsdoyouhavethatwillmakeyousuccessfulinthisfield?
Thereismoretoansweringthisquestionthanreelingoffyouracademicqualifications.Inaddition,youwillwanttostressrelevantworkexperienceandaddressthetransferableskillsandprofessionalvaluesyouaredevelopingastheyrelatetothetargetjob.It’sawide-openquestionthatsays,“Hey,we’relookingforanexcusetohireyou.Giveussomehelp.”
Whydoyouthinkyouwouldlikethistypeofwork?
Thisisadeceptivequestionbecausethereisnopatanswer.Itisusuallyaskedtoseewhetheryoureallyunderstandwhatthespecificjobentailsonaday-to-daybasis.Answeringitrequirescarefulresearchofthejob,assuggestedintheTJDdiscussion.Itisalsoagoodideato
thejob,assuggestedintheTJDdiscussion.Itisalsoagoodideatonetworkwithpeoplealreadyintheprofessionengagedinexactlythistargetjob.Askwhatthejobislikeandwhatthatpersondoesday-to-day.Howdoesthejobfitintothedepartment?Whatcontributiondoesitmaketotheoveralleffortsofthecompany?Whydoesshelikethattypeofwork?Armedwiththisinformation,youwillshowthatyouunderstandwhatyouaregettinginto;mostrecentgraduatesdonot.
What’syourideaofhowthisindustryworks?
Theinterviewerdoesnotwantadissertation,justthereassurancethatyoudon’tthinkthiscompanyandthebusinessworldingeneralworkalongthesamelinesasaregisteredcharity.Yourunderstandingshouldbesomethinglikethis:“Theroleofanycompanyistomakeasmuchmoneyaspossible,asquicklyandefficientlyaspossible,andinamannerthatwillencouragerepeatbusinessfromtheexistingclientbaseandnewbusinessfromwordofmouthandreputation.”Finishwiththeobservationthatitiseveryemployee’sroleasateammembertohelpachievethosegoals:“Iamasmallbutimportantcogwithinthismoneymakingmachinery.Ineedtomeshwellwiththeothercogsinmydepartmentsothatwecancollectivelydeliveronthedepartment’sresponsibilities.Onanindividualbasis,myjobistoenhanceproductivityandprofitabilitybythetimelyidentification,anticipation,prevention,andsolutionoftheproblemsthatarisewithinmyareasofprofessionalexpertise.”
Whydoyouthinkthisindustrywillsustainyourinterestoverthelonghaul?Whydoyouthinkyouwillshineinthisprofession?
Youranswershouldspeaktobothyourpragmatismandyourmotivation.“IamlookingattheindustrybecauseIbelieveitoffersstabilityandprofessionalgrowthpotentialovertheyears[explainwhy].
Also,I’llbeusingskills[itemizestrongskillsetsthatarerelevanttothejob]thatareareasofstrength,fromwhichIderivegreatpersonalsatisfaction.”
Whatdoyouthinkdeterminesprogressinagoodcompany?
Youranswerwillincludeaselectionoftransferableskillsandprofessionalvaluesthatarerelevanttosuccessineverycompanyandprofession.Beginwitheachofthetechnicalskillsyouknowarerequiredtodothejob,thenfollowwitheachoftheothertransferableskillsthathelpyoudothejobwell.Finishwithreferencetotheprofessionalvaluesofintegrity,commitment,awillingnesstoplaybytherules,theabilitytotaketheroughwiththesmooth,andthegoodfortunetohaveamanagerwhowantsyoutosucceed.
Doyouthinkgradesshouldbeconsideredbyfirstemployers?
Ifyourgradesweregood,theanswerisobviously“yes.”Iftheyweren’t,youranswertakesalittlemorethought:“Ofcourse,anemployershouldtakeeverythingintoconsideration.Alongwithgrades,thereshouldbeanevaluationofrealmotivationandmanageability,anunderstandingofhowbusinessworks,andactualworkexperience;plus,thebestacademicsdon’talwaysmakethemostproductiveprofessionals.EinsteinandEdison,twoofthemostintellectuallyandeconomicallyproductivemindsofmoderntimes,hadterribleacademicrecords.”Manycandidatesarecalledforentry-levelinterviews,butonlythose
whopreparethemselveswithanunderstandingoftheirtargetjobswillbechosen.Preparationtakestime,sodon’tleaveituntilthelastminute.Youaretakinganewproducttomarket.Accordingly,you’vegottoanalyzewhatitcando,whoislikelytobeinterested,andhowyouaregoingtosellittothem.Startnowandhoneyourskillstogetaheadstartonyourpeers;you’llgetmoreinterviews,andthemoreyouinterview,
onyourpeers;you’llgetmoreinterviews,andthemoreyouinterview,thebetteryou’llget.
CHAPTER13
STRANGEVENUESFORJOBINTERVIEWS
WHYARESOMEINTERVIEWSCONDUCTEDINSTRANGEPLACES?Aremeetingsinnoisy,distractinghotellobbiesdesignedasaformoftorture?Whataretherealreasonsthataninterviewerinvitesyoutoeatatafancyrestaurant?Forthemostpart,thesetough-on-the-nervessituationshappen
becausetheinterviewerisabusyperson,fittingyouintoabusyschedule.AwomanIknowhadheardstoriesabouttoughinterviewsituationsbutneverexpectedtofaceoneherself.IthappenedataretailconventioninArizona,towhichshehadbeenaskedforafinalinterview.Theinterviewwasconductedbythepool.Theinterviewerwasthere,takingashortbreakbetweenmeetings,inhisbathingsuit.Thefirstthingtheinterviewerdidwassuggestthatmyfriendslipintosomethingcomfortable.Thatscenariomaynotlurkinyourfuture,butthechancesareyou
willfacemanytoughinterviewsituationsinyourcareer.Theycallforaclearheadandalittlegamesmanshipifyouwanttostayaheadofthecompetition.Theintervieweeatthepoolusedboth.Sheremovedherjacket,foldeditoverthearmofthechair,andseatedherself,sayingpleasantly,“That’smuchbetter.Whereshallwebegin?”Itisn’teasytoremaincalmatsuchtimes.Ontopofinterviewnerves,
you’reworriedaboutbeingoverheardinapublicplace,or(worse)surprisedbytheappearanceofyourcurrentboss.Thatlastitemisn’ttoofar-fetched.ItactuallyhappenedtoareaderfromSanFrancisco.Hewasbeinginterviewedinthedepartureloungeattheairportwhenhisboss
beinginterviewedinthedepartureloungeattheairportwhenhisbosswalkedthroughthearrivalsdoor.Oops—hehadaskedforthedayoff“togotothedoctor.”Couldhehaveavoidedthesituation?Certainly,ifhehadaskedaboutprivacywhenthemeetingwasarranged.Thatwouldhaveremindedtheintervieweroftheneedfordiscretion.Thepointistodoallyoucaninadvancetomakesuchameetingasprivateaspossible.Oncethat’sdone,youcanignoretherestoftheworldandconcentrateontheinterviewer’squestions.
HotelLobbiesandOtherStrangePlaces
Strangeinterviewsituationsprovideotherwonderfulopportunitiestoembarrassyourself.Youcometoahotellobbyinfullcorporatebattledressandyousitdowntowaitfortheinterviewer.“Aha,”youthinktoyourself,openingyourbriefcase,“I’llshowhimmyexcellentworkhabitsbynoodlingaroundonmylaptop.”That’snotsuchagreatidea.Haveyouevertriedrisingwithyourlapcoveredwithalaptoporbusinesspapers,thenjugglingthebriefcasefromrighthandtolefttoaccommodatetheritualhandshake?It’squitedifficult.Ifyouhavetoreadsomething,makeityourresumeorthelistofquestionsyoudeveloped;bothactivitieswillhelpimmerseyourselfintheprofessionalyou.Besides,whileyouaresittinginnervousanticipation,pre-interviewtensionhasnowayofdissipating.Yourmouthwillbecomedry,andyour“Goodmorning,I’mpleasedtomeetyou”willcomeoutsoundinglikeacatbeingstrangled.Toavoidsuchcatastrophesinplaceslikehotellobbies,insteadofsitting,walkaroundalittlewhileyouwait.Eveninasmalllobby,afewstepsbackandforthwillhelpyoureducetensiontoamanageablelevel.Ifyoucarryabriefcase,keepitwithyouatalltimes:Itmakesyoulook
Ifyoucarryabriefcase,keepitwithyouatalltimes:Itmakesyoulookpurposeful,andyouwon’ttripoveritwhenyoumeettheinterviewer.Ifforanyreasonyoumustsit,breathedeeplyandslowly.Thiswillhelpcontroltheadrenalinethatmakesyoufeeljumpy.Astrangesettingcanactuallyputyouonequalfootingwiththeinterviewer.Neitherofyouisonhometurf,soinmanycasestheinterviewerwillfeeljustasawkwardasyoudo.Alittlegamesmanshipcanturntheoccasiontoyouradvantage.Togaintheupperhand,gettothemeetingsiteearlytoscouttheterritory.Byknowingyoursurroundings,youwillfeelmorerelaxed.Earlyarrivalalsoallowsyoutocontroltheoutcomeofthemeetinginothersubtleways.Youwillhavetimetostakeoutthemostprivatespotinanotherwisepublicplace.Cornersarebest.Theytendtobequieter,andyoucanchoosetheseatthatputsyourbacktothewall(inaphysicalsense,thatis).Inthisposition,youhaveaclearviewofyoursurroundingsandwillfeelmoresecure.Thefearofbeingoverheardwillevaporate.Thesituationisnowsomewhatfavorable.Youknowthelocale,andthemeetingplaceisasmuchyoursastheinterviewer’s.Youwillhaveaclearviewofyoursurroundings,andoddsarethatyouwillbemorerelaxedthantheinterviewer.Whenshearrives,say,“Iarrivedalittleearlytomakesurewehadsomeprivacy.Ithinkoverhereisthebestspot.”Withthatpositivedemonstrationofyourorganizationalabilities,yougiveyourselfaheadstartoverthecompetition.
TheMealMeeting
Breakfast,lunch,anddinneraretheprimechoicesforinterviewerswhowanttocatchtheseasonedprofessionaloffguard.Infact,themealisarguablythetoughestofalltoughinterviewsituations.Thesettingofferstheinterviewerthechancetoseeyouinanonoffice(andthereforemorenatural)setting,toobserveyoursocialgraces,andtoconsideryouasa
natural)setting,toobserveyoursocialgraces,andtoconsideryouasawholeperson.Here,topicsthatwouldbeimpossibletoaddressinthetraditionalofficesettingwillsurface,oftenwithvirtuallynoeffortonthepartoftheinterviewer.Theslightestslipinfrontofthatwilyoldpirate(thinlydisguisedinaBrooksBrotherssuit)couldgetyourcandidacydeep-sixedinahurry.Usuallyyouwillnotbeinvitedtoa“mealmeeting”untilyouhave
alreadydemonstratedthatyouarecapableofdoingthejob.Aninvitationtoamealmeansthatyouareunderstrongconsideration,andthereforeintensescrutiny.Thismeetingisoftenthefinalhurdleandcouldleaddirectlytothejob
offer—assumingthatyouproperlyhandletheoccasionalsurprisesthatarise.Theinterviewer’sconcernisnotwhetheryoucandothejob,butwhetheryouhavethegrowthpotentialthatwillallowyoutofillmoreseniorslotsastheybecomeavailable.Butbecareful.Manyhavefallenatthefinalhurdleinaclose-runrace.
Beinginterviewedinfrontofothersisbadenough;eatinganddrinkinginfrontofthematthesametimeonlymakesitworse.Ifyouknockoveraglassordribblespaghettisaucedownyourchin,theinterviewerwillbesobusysmirkingthathewon’thearwhatyouhavetosay.Tobesurethatheremainsasattentivetothepositivepointsofyour
candidacyaspossible,let’sdiscusstablemanners.Yoursocialgracesandgeneraldemeanoratthetablecanrevealas
muchaboutyouasyouranswertoaquestion.Forinstance,over-orderingfoodordrinkcansignalpoorself-discipline.Attheveryleast,itwillcallintoquestionyourjudgmentandmaturity.High-handedbehaviortowardwaitersandbusboyscouldreflectnegativelyonyourabilitytogetalongwithsubordinatesandonyourleadershipskills.Thoseconcernsareamplifiedwhenyoureturnfoodorcomplainaboutthe
service,actionswhich,attheveryleast,findfaultwiththeinterviewer’schoiceofrestaurant.Bythesametoken,youwillwanttoobservehowyourpotentialemployerbehaves.Afterall,youarelikelytobecomeanemployee,andtheinterviewer’sbehaviortoserversinarestaurantcantellyoualotaboutwhatitwillbelikeonthejob.Herearesomespecifictips:
Alcohol:Soonafterbeingseated,youwillbeofferedadrink—ifnotbyyourhost,thenbythewaiter.Therearemanyreasonstoavoidalcoholatinterviewmeals.Themostimportantreasonisthatalcoholfuzzesyourmind,andresearchprovesthatstressincreasestheintoxicatingeffectofalcohol.So,ifyouordersomethingtodrink,stickwithsomethingnonalcoholic,suchasaclubsoda,CokeorPepsi,orsimplyaglassofwater.Ifyoudohaveadrink,neverhavemorethanone.Ifthereisabottleofwineonthetable,andthewaiteroffersyouanotherglass,placeyourhandoverthetopofyourglass.Itisapolitewayofsignifyingno.Youmaybeofferedalcoholattheendofthemeal.Therulestillholdstrue—turnitdown.Youneedyourwitsaboutyou,eveniftheinterviewseemstobedrawingtoaclose.Someinterviewerswilltrytousethosemoments,whenyourdefensesareattheirlowest,tothrowinacoupleofzingers.Smoking:Don’tsmokeunderanycircumstances.Utensils:Keepallyourcupsandglassesatthetopofyourplacesettingandwellawayfromyou.Glassesareknockedoverataclutteredtablemostoftenwhenonestretchesforthecondimentsorgesticulatestomakeapoint.
Herearesomeotherhelpfulhints:
Herearesomeotherhelpfulhints:
Neverspeakwithyourmouthfull.Ordersomethingthatiseasytoeat,asyouaretherefortalking,noteating.Donotchangeyourorderonceitismade,andneversendthefoodback.Bepolitetoyourwaiters,evenwhentheyspillsoupinyourlap.Don’torderexpensivefood.Naturally,inourheartofhearts,weallliketoeatwell,especiallyonsomeoneelse’stab.Butdon’tbetempted.Whenyoucomerightdowntoit,youaretheretotalkandbeseenatyourbest,nottoeat.Eatwhatyouknow.Stayawayfromawkward,messy,orexoticfoods(e.g.,artichokes,longpasta,andescargot,respectively).Ignorefingerfoods,suchaslobsterorspareribs.Infact,youshouldavoideatingwithyourfingersaltogether,unlessyouareinasandwichjoint,inwhichcaseyoushouldmakeapointofavoidingtheleaky,overstuffedmenuitems.Don’tordersalad.Thedressingcanoftengetmessy.Ifasaladcomeswiththemeal,requestthatthedressingbeontheside.Then,beforepouringiton,cutupthelettuce.Don’torderanythingwithbones.Stickwithfillets;therearefewsimple,graciouswaystodealwithanytypeofbone.ChecksandGoodbyes:Iknowaninterviewerwhosefavoritetestofcomposureistohavethewaiter,byarrangement,putthebillontheinterviewee’ssideofthetable.Shethenchatson,waitingforsomethinginterestingtohappen.Ifyoueverfindyourselfinasimilarsituation,neverpickupthecheck,howeverlongitisleftbyyourplate.Whenready,yourhostwillpickitup,becausethat’stheprotocoloftheoccasion.Bythesametoken,youshouldneveroffer
tosharepayment.
Whenpartingcompany,alwaysthankthehostforherhospitalityandthewonderfulmeal.Ofcourse,youshouldbesuretoleaveonapositivenotebyaskinggood-naturedlywhatyouhavetodotogetthejob.
Strangeinterviewsituationscanariseatanytimeduringtheinterviewcycle,andinanypublicplace.Whereveryouareaskedtogo,keepyourguardup.Yourtablemanners,listeningskills,andoverallsocialgracesarebeingjudged.Thequestionontheinterviewer’smindis:Canyoubetrustedtorepresentthecompanygracefullyandwithaprofessionaldemeanor?Wherevertheinterviewoccurs,itwillcometoanend,andyouneed
toendonahighnotethatleadstothenextinterviewandthejoboffer...
CHAPTER14
THEGRACEFULEXIT
TOPARAPHRASESHAKESPEARE,alltheworkingworld’sastage.Curtainsriseandfall,andyourpowerfulinterviewperformancemustbecappedwithaprofessionalandmemorableexit.Toensurethatyouleavetherightimpression,thischapterreviewsthedosanddon’tsofleavinganinterview.Asignalthattheinterviewisdrawingtoaclosecomeswhenyouare
askedifyouhaveanyquestions.Askquestions,andbydoingso,highlightyourstrengthsandshowyourenthusiasm.Remember,yourgoalattheinterviewistogenerateajoboffer.Makesureyourexitisasgracefulasyourentrance.
Dos:
1. Whenmorethanonepersoninterviewsyou,besureyouhavethecorrectspellingsoftheirnames.“Ienjoyedmeetingyourcolleagues,Ms.Smith.Couldyougivemethecorrectspellingsoftheirnames,please?”Thisquestionwillgiveyouthenamesifyouforgetthemintheheatofbattle,anditwilldemonstrateyourconsideration.
2. Askappropriatejob-relatedquestions.Whentheopportunitycomestoaskanyfinalquestions,rememberthatyourcandidacyisevaluatedpartlybythestatementsyoumakebutalsopartlybythequestionsyouask,becausethosequestionscandemonstratethedepthofyourunderstandingofthejob.Ifyouhaven’taskedbefore:
“Whosucceedsinthisjobandwhy?”
“Whofailsinthisjobandwhy?”“Whatdoyouconsiderthemostimportantday-to-dayresponsibilitiesofthisjob?”“Whatarethemostcommonday-to-dayproblemsofthejob,andhowdoyourbestpeopleexecutetheirworktopreventtheseproblemsfromarising?”“Whatisthehardestpartofthejob?”“WhichprojectswillIbemostinvolvedwithduringthefirstsixmonths?”“Whatwillyouwantmetohaveachievedafterninetydays?”“Whatwillyouwantmetohaveachievedaftersixmonths?”“Whatarethebiggestchallengesthedepartmentfacesthisyearandwhatwillbemyroleasateammemberintacklingthem?”“Whatskillsandvaluesdoyouconsidercriticaltosuccessinthisjob?”
Theinformationgatheredfromquestionslikethesewillhelpyoumakeastrongclosingargumentforyourcandidacy.
3.Reviewthejob’srequirementswiththeinterviewer.Matchthempoint-by-pointwithyourskillsandattributes.
4.Determinenextsteps.Iftherearemoreinterviewsintheselectioncycle,expressyourinterest,recapwhyyoufeelqualifiedforthejob,andaskforthatnextinterview,“Isnowagoodtimetoscheduleournextmeeting?”Iftherearenomoreinterviews,findoutthetimeframeforadecisionandaskforthejobinapositiveandenthusiasticmanner.Recapfortheinterviewerwhyyouarequalifiedforthejob,whatkindofcontributionsyoucanmake,whyyouwouldliketojointhecompanyandtheteam,andfinishbysaying,“Iamexcitedbythisjobandtheprospectofbecomingpartofyourteam.Iguesstheonly
questionIhavenowis,whatdoIhavetodotogetajoboffer?”or,“IamveryenthusiasticaboutthejobandthecontributionsIcanmake.Ifyourdecisionwillbemadebythefifteenth,whatmustIdointhemeantimetoensureIgetthejob?”Andthenyousmile.Hiringmanagerswanttohiresomeonewhoisintelligentlyenthusiasticaboutthejobandaboutjoiningtheteam.Anyheadhunterwilltellyou—andtheysitinthemiddleofhundredsofnegotiationseveryyear—thatwhenthereisnothingtochoosebetweentwocandidates,theofferalwaysgoestotheonewhoismostintelligentlyenthusiastic.
5.Showdecisiveness.Ifyouareofferedthejob,reactwithenthusiasm,butbeforemakinganycommitment,readthenextchapter.
Don’ts:
1. Don’tdiscusssalary,vacation,orbenefits.Itisnotthatthequestionsareinvalid,justthatthetimingiswrong.Bringingupsuchtopicsbeforeyouhaveanofferisaskingwhatthecompanycandoforyou—instead,youshouldbesayingwhatyoucandoforthecompany.Negotiationsfollowthejoboffer;theydon’tprecedeit.
2. Don’tpressforanearlydecision.Ofcourse,youshouldask,“WhenwillIknowyourdecision?”Butdon’ttrytousethe“otheropportunitiesIhavetoconsider”gambitasleveragewhennosuchoffersexist—thatannoystheinterviewer,makesyoulookfoolish,andmayevenforceyoutonegotiatefromapositionofweakness.
3. Don’tshowdiscouragement.Sometimesajoboffercanoccuronthespot.Usuallyitdoesnot.Sodon’tshowdiscouragementifyouarenotofferedthejobattheinterview,becausediscouragementshowsalackofself-esteemanddetermination.Avoidingabadimpressionisthefoundationofleavingagoodone,andtherightimagetoleave
isoneofenthusiasm,guts,andopenness—justtheprofessionalbehaviorsyouhavebeenprojectingthroughouttheinterview.
4. Don’taskforanevaluationofyourinterviewperformance.Thatforcestheissueandputstheinterviewerinanawkwardposition.
AsYouAreLeaving
Alwaysdepartinthesamepoliteandassuredmannerwithwhichyouentered.Looktheinterviewerintheeye,smile,giveafirmhandshake,andsay,“Thishasbeenanexcitingmeetingforme.ThisisajobIcando,andIfeelIcancontributetoyourgoals,becausetheatmospherehereseemsconducivetodoingmyverybestwork.Whenwillwespeakagain?”Anothergoodpartingquestiontoaskis,“UntilIhearfromyouagain,whatparticularaspectsofthejobandthisinterviewshouldIbeconsidering?”
CHAPTER15
HOWTOACETHEPSYCHOLOGICALTESTS
EMPLOYERSINCREASINGLYUSEPSYCHOLOGICALTESTSaspartoftheselectionprocess.Thesetestsmaybeknownasaptitudetests;personalityprofiles;personnelselectiontests;orskills,aptitude,andintegritytests,butintheendtheyareallthesamething:anattempttofindoutifyoushowsignsofbeinga“risky”hire.Itisn’tsurprisingthatmanyofthecompaniesusingthetestsare
concernedaboutthehonestyofprospectiveemployees.Eachyear,Americanbusinesslosesanestimated$40billiontoemployeetheft.Whilehonestyisoftenoneofthebehavioralprofilesexamined,thetestscanalsoexamineaptitudeandsuitabilityforaposition.Thesetestscanevaluatetheamountofenergyapersonmightbringtothejob,howshewouldhandlestress,andwhatherattitudestowardjob,peers,andmanagementwouldbe.Psychologicaltestsareusuallyencounteredasmultiple-choicewrittentests.
WeAreAllProfessionalSchizophrenics
Ioncedidanin-houseemployeeselectionandmotivationseminarforalargecorporationinAustralia.Theyhadatestthatwas“virtuallyinfallible”inhelpingtoidentifystronghires,andaskedifIwouldbepreparedtotakeit.“Letmetakethetesttwice,”Isaid.“Thefirstprofileyougetwilltellyoutohireme;thesecondwillsayI’mabadrisk.”Itookthetesttwicethatday.“Applicant#1”camebackwithastrong
recommendationforhire.“Applicant#2”camebackwithawarningto
recommendationforhire.“Applicant#2”camebackwithawarningtoexercisecaution.Howwasthispossible?Well,noneofusisthesamepersonintheworkplaceasinourpersonallife.Overaperiodoftimeatwork,wecometounderstandtheneedfordifferentbehavioralpatternsanddifferentwaysofinteractingwithpeople.Asprofessionals,weareinculcatedwithasetofbehavioralpatternsthatmakeussuccessfulandproductiveforouremployers.Intheworldofwork,wearenotexpectedtooverridethe“professionalway”ofdoingthingsaccordingtoourpersonalpreferences.Whenpersonalpreferencestakeprecedenceoverprofessionalstandardsofbehavior,wegetwarningsandterminations.DidIreally“fool”thetest?No.Iwascompletelyhonestbothtimes.The“winning”testwastheoneinwhichIviewedmyself—and,thus,describedmyself—asathoroughlyprofessionalwhite-collarworkerinthejobforwhichIwasapplying.The“losing”testwastheoneIusedtodescribemyselfasthekindofpersonIseemyselfasinmypersonallife.Iamthatpersontheywouldhavehired,andIdidpossessastrongtrackrecordtobackupthetestresults.Ihavelearnedthebehaviorsnecessarytosucceedintheprofessionalworldandmadethemmyown—justasyouhaveundoubtedlydone,orareintheprocessofdoing.Manyofthetestslackanawarenessofthecomplexityofthehumanmind.Theyseemtomissthepointwhentheyaskustospeakhonestlyaboutourfeelingsandbeliefs.Theydonottakeintoaccountthatourlearnedbehaviorsinourprofessionallivesare,invariably,distinctfromthebehaviorswedisplayinourpersonallives.Ifyouunderstandwhatyouarelikelytoface,youcanprepareandpresentyourselfinthemosteffectiveway,andyoucandoitwithoutcompromisingyourintegrity.
HowtoPreparefor,Read,andAnswertheTests
Therearefivedifferenttypesoftests,designedtoplumbdifferent
Therearefivedifferenttypesoftests,designedtoplumbdifferentaspectsofyourdoubtlesstroubledpsyche:
PersonalityPersonnelselectionAptitudeSkillsIntegrity
Let’stakealookateachofthese.
PersonalityTestsAreyouapeopleperson?Doyougetupseteasily?Areyouquicktoanger?Employersareusingtestsofgeneralpersonalitymorefrequentlythesedaystoscreenjobcandidates.Theyusethesetestsbecausetheybelievethatcertainpersonalitytraitsarerequiredforsuccessinaparticularposition.Therearetwobasickindsofpersonalitytests:projectiveandobjective.ProjectivePersonalityTests.Theprojectivetestsaskyoutotellastory,finishasentence,ordescribewhatyouseeinablobofink.Thesetests,insomeformorother,havebeenaroundfordecades,andpsychologistsusethemagreatdealtohelpunderstandhowwedealwithtoughissues.Onepopulartestshowsyoupicturesofasceneandasksyoutodescribewhat’sgoingon.Thepsychologistmayaskyouto“tellmemoreaboutit.”Theseareasofyourmindarealsoaccessedthroughtheuseofincompletesentences,whereyouaregiventhebeginningofasentenceandhavetofillintherestofitonyourown.So,forinstance,youmaybeaskedtocompleteasentencesuchas“WhenIamatwork,I...”Inanemployment-selectioncontext,thesetestsaregenerallylookingforleaders,achievers,andwinners.Theysearchforanalyticalandsystem-thinkingskills,andlookatdecision-makingandconsensus-buildingstyles.
buildingstyles.ObjectivePersonalityTests.Objectivepersonalitytestsaskdozens,
sometimeshundreds,ofquestionsusingsomesortofratingscale,likestronglyagreetostronglydisagree,true-or-false,oryes-or-no.Thesetestsusuallyhavegoodreliabilityandvalidity.Theywerenotdesignedtobeusedforemployeescreening,althoughtheyoftenare.Knowingthenamesofthemostcommontestscantipyouofftothe
typeofscreeningbeingdone,andoftenanInternetsearchcanleadyoutopracticesites.Testsyoumightrunintothatscreenpersonalityinclude:
NEOPersonalityInventory:measuresadjustment,extroversion,openness,agreeability,andconscientiousness.16PF:measuressixteenpersonalityfactors,includingaliescale.CaliforniaPsychologicalInventory:measurestwentypersonalityscalessuchasempathy,tolerance,responsibility,anddominance.(Thisisagoodpersonalitytest,butitcanbeexpensiveforanemployer,soitisn’tusedasoftenassomeothers.)MinnesotaMultiphasicPersonalityInventory:averylong,heavy-dutytestofmajorpsychologicalproblems,often(wrongly)usedinemployeeselection.
PersonnelSelectionTestsPersonnelselectiontestsarepersonalitytestsdesignedspecificallyto
screenjobcandidates.Thesetestsmeasurepsychologicalbehaviorssuchastrustworthiness,reliability,andconscientiousness.Someofthemalsopsychologicallyscreenyouforpotentialalcoholorsubstanceabuse.Testsyoumightrunintothatexaminetheseareasinclude:
HoganPersonalityInventoryEmployeeReliabilityInventory
PDIEmploymentInventory
AptitudeIfyoudon’thavetheskillsittakestodothejob,doyouhavetheaptitudetolearn?Inaworkworldwherethelearningcurvefornewskilldevelopmentbecomesincreasinglyinterestingtopotentialemployers,wecanexpecttoseetheuseofaptitudetestsontheupswing.Judgingyourabilitytodevelopskillsingeneralorskillsinaparticularareaisthepremisebehindtheseaptitudetests.Someoftheaptitudetestsyoumightrunintothatexaminetheseareasinclude:
WechslerAdultIntelligenceScale—RevisedRaven’sProgressiveMatricesComprehensiveAbilityBatteryDifferentialAptitudeTests
SkillsIfthejobcallsfortypingseventy-fivewordsperminute,youmaybegivenatypingtest.Ifyouareaprogrammer,youmaybeaskedtotakeanobjectivetestofprogrammingskillsordebugaprogram.Thereareteststomeasureeverypossibleskill:filing,bookkeeping,mechanicalcomprehension,specificcomputerprograms,math,creditrating,andsoon.Someofthemaretypicalpaper-and-pencilwrittentests.Newertestspresenttheinformationusingasoftwareprogram.It’shardtoargueagainstsomeofthesetests.Afterall,ifthejobcallsforyoutotypelettersandreportsallday,theemployerwantstohirethebesttypist.Ifyou’resupposedtouseMicrosoftWordonaPCallday,theemployerwilllookforthepersonwiththebestknowledgeofthatprogram.Aslongastheemployerismeasuringanimportantskill,testingskillsmakessense.
testingskillsmakessense.
IntegrityTestsIntegritytestsareincreasinglypopular.Somecompaniesareleeryof
personalitytests,sotheyturntointegrityteststoscreenoutliars,cheats,andthieves.Sometestsmeasurehonesty,orintegrity,whereasothersmeasureotherpsychologicaltraits.Theproblemwiththeseintegritytestsisthattheydon’twork.A
psychologistwrotethatinonecaseusinganintegritytestwouldeliminate2,721honestapplicantssothat101potentiallydishonestapplicantswouldbedeniedemployment.Theintegritytestitselfactuallyisokay;it’sjustthatsofewpeopleactuallystealthattheuseofthetesteliminatesaheckofalotofgoodapplicants.Anothermajorstudyfoundthat95.6percentofpeoplewhotakethesetestsandgetafailingscoreareactuallyincorrectlyclassified!Hereareacoupleofintegritytestsinconsistentusetoday:
PersonnelSelectionInventoryPersonnelReactionBank
Listencarefullyandapplywhatyoulearninthischaptersothatyoudon’tbecomeanincorrectlyclassifiedstatistic.
GettingtoKnowYourselfandAcingtheMindReaders
Ifwewereallindependentlywealthy,veryfewofuswouldbedoingthejobswedo.Butwearedoingthem,andwehavelearnedcertainsetsofskillsandbehavioraltraitsthatarecriticaltoourabilitytosurviveandsucceedprofessionally.Thefirstthingyoumustdo,then,isidentifyandseparatetheprofessionalyoufromthepersonalyou.
1.StepOne:Neveransweratestquestionfromtheviewpointofyour
innermostbeliefs.Instead,useyourlearnedanddevelopedprofessionalbehaviortraitsandmodusoperandi.Askyourself,“Howhasmyexperienceasaprofessionaltaughtmetothinkandrespondtothis?”Todothiseffectively(andtounderstandourselvesalittlebetterintheprocess),weneedsomefurtherinsightsintothecriticalskillsetsthateveryprofessionalreliesontosucceed:
Professional/technicalskills(whetheryou’reasecretaryoraseniorvicepresident).Theseincludethetechnicalskillsofthejob,andthetransferableskillsthatgiveyoutheabilitytodoyourworkwell.Industryskills(suchas—ifyouhappentobeinbanking—youroverallknowledgeoftheworldofbanking:howthingswork,howthingsgetdone,whatisacceptedwithintheindustry,andsoon).
2.StepTwo:Lookatyourselffromtheemployer’spointofview.ReviewChapter1andChapter8forsomehelpfulideas.Evaluatethetraitsthatenableyoutodischargeyourdutieseffectively.Examinethetypicalcrises/emergencieslikelytoarise:Whatsupportivebehavioraltraitsarenecessarytoovercomethem?Asyoudothis,youwillalmostcertainlyrelivesomeepisodesthatseemedtoputyouatadisadvantageforatime.Whenitwastoughtodothingstherightway,youhadtobuckledownandseetheproblemthrough,eventhoughdoingsodidnotnecessarily“comenaturally.”Thefactis,though,youovercametheobstacle.Rememberhowyoudidso,andkeepthatinmindasyouanswerthequestions.
Conversely,youwillwanttolookatthoseinstanceswhereacrisishadaless-than-successfuloutcome.Whattraitsdidyouswearyouwould
aless-than-successfuloutcome.Whattraitsdidyouswearyouwoulddevelopandusefornexttime?Highlightingsuchtraitsconstitutesyouracknowledgmentofthesupremacyoflearnedbehaviorintheworkplace.Itdoesnotconstitutelying.Whydoyouthinksomanyprofessionalsstrivetokeeptheirbusinesslivesseparatefromtheirpersonallives?Whatisthepointofsuchaseparationifthetwolivesareidentical?
3.StepThree:Thinkofpeopleyou’veknownwhohavefailedonthejob.Whydidtheyfail?Whathaveyoulearnedfromtheirmistakesandmadeapartofthe“professionalyou”?
4.StepFour:Thinkofpeopleyou’veknownwhohavesucceededonthejob.Whydidtheysucceed?Whathaveyoulearnedfromtheirsuccessandmadeapartofthe“professionalyou”?
Onceyouhavecompletedthisexerciseindetail,youwillhavedeterminedhowaprofessionalwouldreactinawiderangeofcircumstances,andidentifiedthewaysinwhichyouhave,overtime,developeda“professionalself”tomatchthatprofile.
GettingReadyfortheTest
Anytestcanbenerve-wracking,butwhenitcomestothesetestsyourlivelihoodisinthebalance,sotiptheoddsinyourfavorwiththesetriedandproventechniques:
Thetestsinstructyoutoanswerquickly,offeringthefirstresponsethatcomestomind.Don’t.Followingthispathmaycostyouajob.Instead,lookatthetestintermsoftheexercisesoutlinedabove;providereasonedresponsesfromtheviewpointofthe“professionalyou.”
Timelimitsareusuallynotimposed.Onthecontrary,thoseadministeringthetestwilloftenbegintheproceedingswithasoothing“takeyourtime,there’snopressure.”(Except,ofcourse,theminorpressureofknowingajobofferisontheline!)Ifthereisatimelimit,findouthowmuchtimeyouhave.Figureoutabouthowmuchtimeperquestionorsectionyouhave.Pacingyourselfhelps,becausethenyouwon’tpanicwhenyourealizeyou’veonlygotfiveminutestocompletethesecondhalfofafifteen-minutetest.Ofcourse,you’llbringyourwatch.Answerthequestionsyoucan,butdon’tdwellontheonesyoucan’t.Marktheonesyoucan’tandcomebacktothemlater.Whenindoubt,guess.Someofthereallysophisticatedtestsyoumayhavetakentogetintocollegenailedyouifyouguessedwrong,butskilltestsusuallyworkdifferently.Theyaddupallyourrightanswerstogetyourtestscore.So,whenindoubt,eliminateanyoftheobviouslywronganswers,andtakeyourbestshot.Withskilltests,askforawarmuporpracticesection.Onecomputer-typingtesthasanoptionalpracticesession.Askaboutit.Ifthetestisonacomputer,adjustyourchair,keyboard,andmonitorbeforethetimerstarts.Forpaperandpenciltests,makesureyouhaveenoughdeskspaceandsharppencils.Ifthetestisgoingtobedonewithotherapplicantsinagroupsituation,stayfocusedonwhatyouaredoing.Ifyouhavetositinthefrontoftheroomsonooneelsedistractsyou,doit.Ifthetestwillbelongandthere’snobreak,makesureyouwon’tgethungry(takeaPowerBar)orhavetousethebathroom.Nomatterwhat,useallyourallottedtime!Checkyouranswers;makesurethattheyarewrittenintherightplacesandthattheright
boxesarechecked.Dependingonyourremainingtime,revieweveryother,oreveryfourth,question.Ofcourse,ifyoucanrecallattheendwhichquestionsyouwereunsureabout,reviewthosefirst.Youmaynotevenrealizeyou’retakinganintegritytestuntilthedirectionofthequestionsgivesitaway:“Haveyoueverstolenanything?”“Haveyoueverfeltguilty?”“Haveyouevertoldalie?”Avoidthetemptationtorespondimpulsivelywithsomethinglike“Lies?No,Iprefertochopdownthedamnedcherrytree.”Thetruthis,wehavealldonethesethingsinourlives.Whenyouareasked,forinstance,whetherthereisanythingyouwouldeverchangeaboutyourself,orwhetheryouthinkeveryoneisdishonesttosomedegree,theoverwhelminglikelihoodisthatyourownhonestyisbeingtested:Thebestanswerisprobably“yes.”
Infact,ifyouneveradmittothesebehaviors,youcouldbepeggedasafaker.Whilefakersmaybekeptintherunning,they’veearnedaquestionmark.Fakersaresometimesviewedasbeingeagertopleaseorsimplyabitoutoftouchwiththeirtruefeelings.Manyofthebettertestsinusetodayalsouseliescalesthatcandetect
whensomeoneisfaking.Howdotheydothis?Onewayistoincludequestionslike,“Ialwaystellthetruth”or“Ineverhaveanegativethoughtaboutacoworker.”Whenthetestisdeveloped,hundredsorthousandsofpeopletakeit,andtheresearchersfigureoutwhatthetypicalresponseistothesequestions.Anyonewhodeviatesfromtheaverageresponseonenoughofthesefakingquestionsisalsoflaggedasafaker.Ifyoumustanswerquestionsaboutethicsinaface-to-faceencounter,
explainyouranswer,placingitfarinthepastwhenappropriate,andexplainwhatyouhavelearnedfromanynegativeexperience.Ifsuchquestionsmustbeansweredonpaper,thebestapproachistofollowthedictatesofyourownconscienceandtrytobringuptheissueafterthe
dictatesofyourownconscienceandtrytobringuptheissueafterthetest.Youmightsaysomethinglikethis:“Gee,thatquestionaboutlyingwasatoughone.Iguesseveryonehas
toldalieatsometimeinthepast,andIwantedtobetruthful,soIsaid‘yes.’ButI’dbelyingifIdidn’ttellyouitmademenervous.Youknow,Isawashowontelevisionrecentlyaboutthesetests.Ittoldthestoryofsomeonewholostajobbecauseofansweringaquestionjustlikethat;theprofilecamebackwithanuntrustworthyrating.”Thismayreducetheoddsofyourbeingdeniedthejobinthesame
way.Ifthetestdoescomebackwithaquestionaboutyourhonesty,youwillatleasthavesownseedsofdoubtaboutthevalidityofsucharatingintheinterviewer’smind.Thatdoubt,andyourdisarminghonesty,mightjustturnthetablesinyourfavor.Becareful,andtakeabalancedapproachasyouanswerintegritytest
questions.Honestyisthebestpolicy:
Thetestmaycontain“doubleblinds,”whereyouareaskedaquestiononpageone,andthenaskedavirtuallyidenticalonethirtyorfortyquestionslater.Thetechniqueisbasedonthebeliefthatmostofuscantellalie,butfewofuscanrememberthatlieunderstress,andarethereforelikelytoanswerdifferentlylater.Thus,theduplicatequestionsaimtoshowthepotentialforuntruthfulness.Theproblemisn’tthatoneanswerislikelytodenyyouemployment;thequestionsareaskedinpatternstoevaluateyourbehaviorandattitudesondifferenttopics.Readthetestthroughbeforeyoustartansweringquestions!(There’s“plentyoftime”and“nopressure,”remember?)Reviewthematerialatleastthreetimes,mentallyflaggingthequestionsthatseemsimilar.Thiswayyouwillbeabletoanswerconsistently.Resistanytemptationtoprojectanimageofyourselfasan
interestingperson.Thesetestsarenotdesignedtorewardeccentricity:Thinkslicedwhitebread.Youarehappyatworkandhome.Youenjoybeingaroundpeople.Youdon’tspendallyoureveningswatchingmovies.Youdon’tspendyourweekendswithacomputerorpursuingothersolitarypastimes(unlessyouareaprogrammeroranaspiringTrappistmonk).Youhavebeliefs,butnottoostrong.Yourespectthebeliefsofallothers,regardlessoftheirage,sex,race,orreligion.Relax.OnepartoftheWechslertest(adevelopmentalaptitudetest)asksyoutorepeatbackastringofnumberstothepsychologist.Ifyou’retoohypedup,you’llgetflusteredandblowit.Thesetestsmeasureintelligenceplusyourtest-takingbehavior.Andyoucancertainlyimproveyourtest-takingbehavior!Iftestsmakeyounervous,itisagoodideatotakeadvantageofthemanytest-practiceresourcesavailableontheInternet;trykeywordsearcheslike,“Test-takingpractice”or“Test-takingresources.”Learntovisualizesuccessinadvance.Pictureyourselfatthetest.Gothrougheachstep:Youheartheinstructions;theexaminersays,“Begin.”Youreadthetestquestionsandrealizeyouwilldowell.Yougettoareallytoughpartofthetest.Visualizeyoursuccess,andvisualizeyoursetbacks.Realizethatyoucanandyouwillpullthroughokaybecauseyouhaveaclearvisionoftheprofessionalyou.Whenyoufinishthetest,readthroughyouranswersafewtimes.Ifyoudon’tlikeanyanswers,changethem.Remembertouseyourprofessional,workingmindsetwhenyoutakethesetests.Answerasyouwouldifyouwereonthejobandyourbosswereaskingthequestions.
Itisimportanttoseparatetheprofessionalyoufromthepersonalyouineverythingyoudoinyourwork,butnowhereisitmoreimportant
thanintakingthesetests.Whenyouhavelearnedtobehaveinwaysthathelpyouprosperinyourprofession,itisyourrighttoprovideanhonestprofileofyourprofessionalself.
PARTFOUR
SEALINGTHEDEAL
CHAPTER16
OUTOFSIGHTCANMEANOUTOFMIND
FOLLOW-UPAFTERANINTERVIEWISACRITICALSTEPinwinninganyjoboffer,butthelongerthedecision-makingperiod,thelessdistinctcandidatesbecomefromeachotherinthehiringmanager’smemory.Youleaveyourinterviewerswithastrong,positiveimage,andyoudon’twantthatmemorytoslipwiththepassageoftimeandabusyschedule.We’venotedthatintightlyrunjobraces,theofferinvariablygoesto
thecandidatewhoismostintelligentlyenthusiastic;followinguponyourinterviewsdemonstratesthisintelligententhusiasmandisnotedbothinthebreachandtheobservance.Ifyoudevelopaconsistentstrategytokeepyournameandskillsconstantlyintheforefrontofeveryinterviewer’smind,itcanmakethedifferencebetweenreceivinganofferandnot.Assoonasyoucanaftertheinterview,makenotesonwhathappened.
Makenotesonthesecategories:
Whodidyoumeet?Whatweretheirtitlesande-mailaddresses?Whatdidyoufindoutaboutthejob?Whatareitsfirstprojects/challenges?Whycanyoudoit?Whataretheproblems?Whatwentrightandwhy?Whatwentlesswell?Whatdidtheinterviewersayonanytopicrelatedtothejob,company,competition,industry,orprofessionthatmightgiveyoua
uniquefollow-up,wereyoutoGooglesomethinginteresting?Whatwasaroyalscrewupandwhy?Whatdidtheinterviewersaywasthenextstep?Arethereothercandidatesincontention?Whenwilladecisionbemade?Whatdidtheinterviewersayinconcludingtheinterview?
Reviewingallyourfollow-upnotesaftertwoorthreeinterviewsmayalertyoutoaweaknessyouhadn’tnoticed.Self-awareness,thatrareabilitytolookatoneselfobjectively,isalwaysthefirststepinfixinginterviewperformanceproblemsthatcomebetweenyouandjoboffers.Usingtheinformationgatheredfromthisexercise,youcanbeginafollow-upcampaign.
Follow-UpStepsandPacing
Knowingwhereyouareintheselectioncyclewillhelpyouexecuteawell-pacedfollow-upcampaign.Ifthisisthefinalinterviewandthedecisionisimminent,youshouldfollowupwithintwenty-fourhours,orsooner,asthetimeframedemands.Whenthedecisionisn’tgoingtobemadeinthenextseventy-twohours—andmostofthetimeitwon’tbe,becausetherecanbeone,two,three,ormoreinterviewstogothrough—adifferentlypacedscheduleiscalledfor.Intheseinstances,youstartwithaninformalfollow-upwithintwenty-fourhours,followedbyawell-considerede-mailorletterarrivingtwoorthreedayslater.Thiswillre-energizeyourcandidacyjustwhenitwasbeginningtoslipfrommemory.We’llstartwithfollow-upafterthefirstinterviewinaseriesofinterviews,andworkchronologicallytowardfollow-upasoffertimebecomesimminent.
becomesimminent.
AftertheFirstInterviewinaCycleINFORMALFIRSTFOLLOW-UPWITHINTWENTY-FOURHOURSIfyoucanfindsomethinginterestingrelatedtothejob,company,competition,industry,orprofession,yourfirstfollow-upwillbeprofessional-casual,reinforcingthetoneofanongoingconversationbetweentwoprofessionalswithacommoninterest.You’llsendane-mailthatopenswithasalutation:“HiJohn/Jane,”ifyouarecloseenoughinyearsandexperiencetousefirstnames.Ifyouareyoungerandhavebeenencouragedtousefirstnames,it’sokaytoo,butrevertingtotheformalitiesofMr./Ms.inwrittencommunication(untilafterthesecondmeeting),willusuallybereceivedasrespectfulandflattering.Ifuseoffirstnameshasn’tbeenencouraged,don’tpresume:Itwon’twinyoupoints,whileshowingprofessionalcourtesiesalwaysdoes.Whentimeallows,follow-upe-mailsandlettersareespeciallypowerful,becausetheycanbereferredbackto,andareoftenstoredwithotherdocumentsrelevanttoyourcandidacy.Plus,thewrittenwordstaysinthememorylongerandwithgreaterclaritythanconversations.Thistacticfirstrequiresthatyouhaveastackofprofession/industry/job-relatedarticlesofweight.Notetheshort,punchy,casualyetprofessionaltoneofthisfollow-upe-mail:
“Itwasgreattomeetyouthisafternoon.Ireallyenjoyedtalkingaboutthe___________position.Ourconversationon___________hasbeenbuzzinginthebackofmymindallday.Ijustranacrossthisarticle(seeattachment)andknewyou’denjoyit.Onadeadline,soI’llfollowupproperlyassoonasmyschedulepermits.Best,MartinYate”
Sendthefirstfollow-upe-mailbetween7:00P.M.and10:00P.M.thateveningorearlythenextmorningwhenyoufirstgetup.Youwanttheemployertoseeyouenthusiasticandthinkingaboutthejoboutsideofnormalbusinesshours.Donotsendane-mailduringbusinesshours,forobviousreasons.Assumingyouareprofessionallycompetenttobeginwith,andhave
boughtintotheKnock’emDeadphilosophyandappliedittoyourjobinterviews,yourfirstmeetingwillhavetaggedyouassomeonedifferent.Thisinitialfollow-upaimstocontinuethedifferentiation.Thetoneisrespectful,andshowsacommittedprofessionalworkinglate(youcan’twritefullybecauseyouareworkingonadeadline)whoisintelligentlyenthusiastic(youareactivelyengagedinthinkingaboutthisjobandyourprofessionoutsideofbusinesshours).
FORMALFIRSTFOLLOW-UPYourformalfirstfollow-upshouldarrivetwotothreedaysafterthe
firstinterview,orafteryourfirstinformalfollow-up;adjustingyourtimingtotheneedsoftheselectioncycleforthatparticularjob.Thisformalfollow-uplettershouldmakethefollowingpoints:
ThedateandtimeyoumetwiththeinterviewerandthetitleofthetargetjobYoupaidattentiontowhatwassaidintheinterviewWhyyoucandothejobYouareexcitedaboutthejobandwantitYouhavetheexperiencetocontributetothosefirstmajorprojectsasdiscussedintheinterview
ADDINGNEWINFORMATIONYourfollow-upnoteisalsoagoodopportunitytoaddnew
informationthatyourealizewouldberelevant,toansweranyquestionsyoudidn’tadequatelyaddress,ortointroduceanyaspectsofyourexperiencethatyouforgotintheheatofthemoment.Youcansaysomethingalongthelinesof,“Onreflection,I...”or“Havingthoughtaboutourmeeting,IthoughtI’dmention...”or“Ishouldhavementionedthat...”Keepthenoteshort(lessthanonepage)andaddressittothehiringmanagerormaininterviewerifyouhaven’tmetyournewbossyet.Ifyouinterviewedwithotherpeopleandthemeetingwasmorethancursoryyoucansendseparatee-mailstoeach.
AdditionalInterviews
Sometimes,ofcourse,thehiringcyclehastoworkitswaythroughthreeormoreinterviewsforahandfulofcandidates,andthiscantakeawhile.Thiscanbeexacerbatedduringrecessionsorrecoveringeconomicdownturns:Managersareshort-handedandoverworked,budgetsaretight,andthereismorehesitancybeforethecompanymakesitsfinalhiringdecision.Iftheselectioncycleisnormal,threetypicalinterviewscantakeaboutthreeweeks,sowiththesecondandsubsequentinterviews(exceptingthefinalinterview),yourfollow-uppatternshouldreplicatethefollow-uppatternfromtheinitialinterview.Iftheprocessstretchesoutintoamonthormonths,makecontacteverycoupleofweeks,butkeepitverylow-volume.Youdon’twanttoseemoverlyanxious,justinterested.
1. Makeaninformalfollow-upwithintwenty-fourhours,evenshorterandsimplysayinginyourownwords:“Goodtoseeyouagain,Jack.Thanksforyourtime.Preparing
foraclientmeeting;I’llgetbacktoyouproperlyinthenextcoupleofdays.”Youmightreplacethiswithanequallybriefphonecalland,ifthemanagerdoesn’tpickup,leaveacompletemessage.
2. Makeaformalfollow-up,followingthesameprinciplesandtimingasbefore,exceptthatyouneednotmentionthedate/timeandthejobyouareinterviewingfor.Astheinterviewcycleprogresses,youwanttomaintainawarenessofyourcandidacy,butyoudon’twanttobeseenasdoinganythingbyrote.Youmightconsidersendingprofession-relevantinformation:
“Harry, being so busy, you may not have seen the article I’ve attached. It’s about newlegislation that’s bound to affect us.Regards,MartinP.S. I’m still determined to be your next ___________.”
3.ExtendedInterviewCycles:Youdon’twanttomakeapestofyourselfbycallingore-mailingeveryday,butneitherdoyouwanttodropoutofsight.Iftheprocessstretchesoutintoamonthormonths,makecontacteverycoupleofweeks,but,again,keepitverylow-volume.Youdon’twanttoseemoverlyanxious,justinterested.
Asyoudidoncebefore,youmightsendtimelyandprofession-relevantinformation:
“Harry, here’s a link to a blog about legislation that could affect our profession.Regards,MartinP.S. I’m still determined to be your next ___________.”
Youcandothisinane-mailand/orbytraditionalmail.Gettingafunnye-mailalwaysbrightenstheday,andgivingtheinterviewerasmileisagreatwaytoberemembered,butthisrequiresjudgment.Youcannotsendanythingofasexual,political,orreligiousnature,asitconstitutesabreachofprofessionalvalues.Sendingacartoonviatraditionalmailworksbecauseit’sadifferent
deliverymediumandthecartooncausesasmile;plus,ifyou’relucky,thecartoongetsstuckonthewallorpassedon.
RepostedJobs
Sometimesjobsremainopenforalongtime,ortheymaybefrozenbecauseofbudgetaryconstraintsandrepostedunderadifferentjobtitle.Intheseinstances,gothroughanattenuatedTJDexercisewiththenewjobtitletomakesurethejobhasn’tchangedinanymeaningfulways,andthatyoustillhavealltherelevantkeywords.Ifyou’restillintouchwiththehiringmanagerorrecruiter,sendthemthecustomizedandupdatedversionofyourresume,notingthechangesintheirneeds,thenmakeafollow-upcall.Keepinmindasadfactoflife:Thelongerthehiringprocessdragson,
thelesslikelyitisthatyouwillgettheoffer.Itcanhappen,buttheoddsgetlongerastimegoesby.Don’tletyourjobsearchstandstillwhileyou’rewaitingforaresponsefromonecompany.Remember:Youdon’thavethejobuntilyouhaveawrittenofferinhand.
WhentheHiringDecisionIsImminent
Ifyouknowinadvancethatadecisioniscoming,sayFridayofthefollowingweek,youcanaimtogetane-mailonthehiringmanager’sdeskthisFriday/Monday;aslightvariationofthatmessagemightarriveviatraditionalmailonthesamedayorTuesday;andyoucanmakea
telephonecallnolaterthanWednesdaymorning.Thisleavesseventy-twohoursbeforedecisiontime;basedonmyexperienceovertheyears,adecisionnextFridaymeansthatanofferwillbeextendedonthatdate,whiletheactualdecisionisoftenmadeatleastseventy-twohourstofivedaysprior,allowingHRthetimetoshepherdthedecisionthroughtheauthorizationprocess.Thisisusuallythecasewhenyourlastinterviewisaweekormoreinadvanceoftheannounceddecisiondate.Ofcourse,ifyouareinterviewingforajobtodayandtheytellyouthedecisionwillbemadeattheendoftheweek,itisn’tthecase,andasalwaysyouadaptfollow-upstrategytoreflectthedemandsofthehiringcycle.
FinalWrittenCommunicationsThecontentofthesecommunicationsshouldcover:
“Welastmeton___________andhavebeentalkingabout___________job.”“Icandothejobandthisiswhy:[talkaboutthetechnicalskillsyoubring].”“Iamexcitedaboutthejobandthisiswhy:[talkabouthowyoucancontributetofirstprojectsandyourdesiretojoinagreatgroupofpeople].”“Iwillmakeagoodhireandthisiswhy:[talkaboutthetransferableskillsandprofessionalvaluesyoubringtothejob].”“Iwantthejob.WhatdoIhavetodotogetit?”
MakingThatFinalCallIfahiringdecisionisimminent,succinctlyfollowinguponyoure-mailsandletterswithinseventy-twohoursofdecisiontimemighthelpsealthedeal.Workoutwhatyouwanttosay,writeitdowninbulletpoints,andmakepracticecallstofriends,keepingitbriefandtothepoint.Then,whenyouarereadymakethecall,youhavenothingtoloseandajoboffertogain.
andajoboffertogain.
CHAPTER17
NEGOTIATINGTHEJOBOFFER
AJOBOFFERWILLEVENTUALLYBEPUTONTHETABLE,oftenafteroneortwoapproachquestionsaboutmoney.Herearesomeend-of-the-linequestionsyoumightbeasked.
WhyshouldIhireyou?
Keepyouranswershortandtothepoint.Demonstrateyourgraspofthejob’sresponsibilities,theproblemstypicallyoccurringineacharea,thetransferableskillsthatallowyoutoconsistentlydeliveronthem,andthenabriefreviewofwhatyouarelikeasaprofessionalcolleague,personalizingthebehavioralprofileforsuccessyouidentifiedinyourTJD.Youmightfinishwithacommentthatsays,ineffect,“Ihavethe
qualificationsyouneed[itemizethem],I’mateamplayer,Itakedirectionwell,andIamcommittedtosuccess.”
Whatareyouearningcurrently?/Whatwereyoumakingonyourlastjob?
Ideally,theofferyounegotiateshouldbebasedonsalarynorms(doyourresearch)andonthevalueyoubringtothejob.However,alltoooftenanemployerwillwanttobaseanyforthcomingofferonyourcurrentsalary.Ifyouarecurrentlywellremuneratedandjustwantanicebumpwith
yourjobchange,thisisn’taproblem,butifyouareunderpaidit’sadifferentsituation.Youmightconsidersaying,“Iamearning___________,butIwantyoutoknowthatamajorreasonformakingajobchange
butIwantyoutoknowthatamajorreasonformakingajobchangerightnowistosignificantlyincreasemysalary.Iamcurrentlyunderpaidformyskills,experience,andcontributions,andmycapabilitiesareunderutilized.”Pleasenotethatsalary(andeducation)claimsinvariablygetchecked,anduntruthsineitheroftheseareasaregroundsforterminationwithcause,somethingthatwillmakesubsequentjobsearchesthatmuchmoredifficult.YoushouldknowthattheinterviewercouldasktoseeapayrollstuborW2formatthetimeyoustartwork,orcouldmaketheofferdependentonverificationofsalary.Anewemployermayrequestverbalorwrittenconfirmationfrompreviousemployersormightuseanoutsideverificationagency.Inanyinstancewhereanemployerchecksreferences,credit,orothermattersofverification,sheisobligedbylawtogetyourwrittenpermission.Theimpossiblysmallprintonthebottomofthejobapplicationform—followedbyarequestforyoursignature—usuallyauthorizestheemployertodojustthat.
Howmuchmoneydoyouwant?
Askfortoomuchandyoumightnotgetanoffer;askfortoolittleandyoucouldbekickingyourselfforyears.Theansweristocomeupwithasalaryrangethatputsyouintherunning,butdoesn’tnailyoudowntoonespecificdollarfigurethatyoumightregret.Alljobshavesalaryrangesattachedtothem.Yourapproachistocomeupwithasalaryrangeforyourself.Dothisbycomingupwiththreedifferentfigures:
1. First,givenyourskills,experience,andlocation(itcostsmoretoliveinManhattanthanitdoesinCharleston),determinetheleastyouwouldacceptforasuitablejobwithastablecompany.Theleast
meansenoughtokeeparoofoveryourheadandfoodonthetable.2. Second,giventhesameconsiderations,whatwouldconstituteafairofferforadecentjobwithagoodcompany—ithelpstoevaluatewhatyourskillsareworthinthecurrentmarket.Therearewidevariationsbasedoninnumerablefactors,butherearesomewaysyoucangetabasicidea:
Salarycalculatorssuchaswww.salary.comorwww.bls.gov.Google“salarycalculator”and“salaryreport”andincludetermssuchasyourjobtitle,profession,orindustryinseparatesearches.JobpostingsHeadhuntersyouapproachmaybeabletotellyouthesalaryrangeforyourpositionwithinyourtargetlocation
3.Third,giventhesameconsiderationsofskills,experience,andlocation,comeupwiththefigurethatwouldmakeyousmile,dropdead,andgotoheavenonthespot.
Attheendofthisprocess,you’vegotthreefigures:aminimum,amidpoint,andadreamsalary.Havingcomeupwiththesethreedollaramounts,kickoutthelowestbecauseyoucanalwaysnegotiatedownward.Thisleavesyouwithasalaryrange—yourmidpointtoyourhighpoint—thatyoucangivewithconfidence,“Iamlookingforsomewherebetween...”Now,likeanyemployer,youhaveaconsideredsalaryrange.
EnteringNegotiations
Negotiationsstartwhentheinterviewerbringsupthesubjectofmoney.Untiltheinterviewerisreadytoraisethetopic,youshouldfocusonbringinghimtothatpoint.Rememberthatyourfocusistogetanoffer:
bringinghimtothatpoint.Rememberthatyourfocusistogetanoffer:Nothingisnegotiableuntileveryoneisconvincedyouaretherightpersonforthejob.Thesubjectmaybeintroducedwithphraseslike“Howdoyouthinkyouwouldlikeworkinghere?”or“Well,whatdoyouthink?”
CareerStrategyEveryonewhowritesaboutcontractnegotiationtalksaboutthe
money.Moneyisimportant,butyourcareertrajectorymoreso.Whenyouareclimbingtheprofessionalladder,sometimesyouhaveto
makestrategiccareermovesthathavelittlesalarybenefitbutsupportlong-termplanning.ThemostimportantstrategiccareermoveIevermade—anditwas
onethatirrevocablychangedmylife’spath—requiredmetotakea50percentcutinsalary.TheguyrepresentingmewasBobMorris,asuccessfulManhattanheadhunter.Hegavemethefinalofferknowingitwasabigdisappointment.IaskedhimwhathethoughtIwoulddo;hethoughtI’dturnitdownwithoutasecondthought.InsteadIaccepteditonthespot.Itookthehitbecause,lookingatthatcompanyatthattime,theyhadnooneinmyareaofexpertisewhohadhalfmyknowledge,plusitgotmepermanentlyoutofsales,andintotraining,whichgavemewiderprofessionalhorizons,andattwenty-nine,Iwassmartenoughtoknowthatsaleswasayoungman’sgame.Mostimportantly,itfittedintomylong-termgoals.IdidwellinthejobanditwasinthatcompanythatIdiscoveredmultitasking,whichinturnledtomyfirstbook,andthreedecadeslatertoyouandItalkingtoday.ItellyouthisstorybecauseKnock’emDeadbooksareaboutchanging
thetrajectoryofyourlife,andbecauseitmakestwopoints:
1. Newjobsarepivotalpointsinyourlifethataffectnotjustthisjobandthenextcoupleofyears,butyourwholelifegoingforward.
Theyshouldn’trepresentdecisionsmadewithoutthoughtorpurelyonthebasisofsalary.
2. Ifyouhavealong-termplanforyourlife,youwillbemorefocusedandmakesmarterdecisions.It’sokayifyourplanschange:Headingsomewhere—anywhere—withpurposeisbetterthanhavingnosenseofdirectionandnopurpose.
WhenNegotiationsBeginTheconversationwillthenturntomoney.Theinterviewerwillask,“Howmuchdoyouwant?”Ifthisbeginsbeforeyou’vegotenoughdetailsaboutthejobtonegotiateingoodfaith,youcanaskformoreinformation:“Istillhaveafewquestionsaboutmyresponsibilities,anditwillbeeasiertotalkaboutmoneywhenI’veclearedthemup.Couldyouexplain...”Ifyouarereadytonegotiate,Irecommendatwo-stepprocess:Thefirststrivestogettheinterviewertoputadollarfigureonthetable,becauseyouhaveastrongernegotiatingpositionwhenyouknowtheemployer’srange;inthesecondstepyouofferyourpredeterminedrange.
STEPONEOpenwith,“IfIunderstandthejobcorrectly...”andthenrestatetheresponsibilitiesofthejobasyouunderstandthem,buildingintoyourexplanationwhatyouknowabouttheroleofthejobwithinthedepartment,anyinitialorspecialprojects,andanyspecialneedsthathavecometolightinyourconversations.Yourgoalistodemonstrateyourthoroughgraspofthejob.Youwanttheinterviewermuttering,“Wow,shereallygetsit!”Yourdialoguesoundssomethinglikethis:“IfI’mqualifiedforthisjob,whichIambecauseofA,B,C,andD...Ifeel
sureyou’llmakemeafairoffer.Whatisthesalaryrangeforthisposition?”Youcanbegivenarange,andifanypartofthatrangeintersectswith
yourrange,youreply,“Excellent!Wecertainlyhavesomethingtotalkabout,becauseIwaslookingforbetween$___________and$___________.Obviously,I’dlikethelatter.Howclosedoyouthinkwecanget?”or“That’scertainlysomethingwecantalkabout.I’mlookingforbetween$___________and$___________.Howmuchflexibilityisthere?”
STEPTWOTheinterviewercandeclineyourrequestandaskagainwhatyou
want.Youreplywithyoursalaryrange,whichmaximizesthechancesoffindingamatchandminimizestheoddsofaskingfortoomuchortoolittle.Alwaysgivearange,extendingfromyourmidpointtoyourmaximum,becauseasinglespecificdollarfiguretrapsyou.
OnceanOfferIsontheTable
Whentheinterviewernamesafigure,whichhastohappenatsomepoint,confirmthatthisis,infact,theoffer.Becausesalariesarefairlystandardized,themajorityofofferswillcomewithinyournegotiatingrange.Buteveniftheofferisfairorevenexceptional,youcanstillnegotiate.Careermanagementexpertsdon’tagreeonnegotiationstrategy,but
wedoagreethatthefirstofferisusuallyfairlyclosetothefinalofferandthatyoucansournegotiationsbyrepeatedlycomingbacktothewell.Thestateofthejobmarketcanimpactnegotiationstoo:Whensupplyexceedsdemand,negotiatingupwardisharder.Nevertheless,withanofferonthetable,thehiringmanagerhasmadethedecisionthathecanhireyouandgetbacktowork.Heandeveryoneelsewantstobedonewiththisproject;negotiateingoodfaithandyour
tobedonewiththisproject;negotiateingoodfaithandyournegotiationswillbeacceptedinthesameway.Dependingonwheretheofferisonyourpredeterminedrange,you
cansuggestthattheirofferisclosetoyourlowendandask,“Isthereanyroomforflexibilityhere?”Youmaygetabumpsincethefirstfigureputonthetableoftenisn’tthebestthatcanbeoffered;andbecausetheemployerthinksyou’rethebestpersonforthejob,youneedn’tworryaboutnegotiatingyourselfoutofajobatthispoint.Theworstthatwillhappenisthatthehiringmanagerwillsticktotheoriginaloffer.Whatevertheinitialoffercomesinat,alwaysgiveitonerealisticpush
formore.Thenlowerthetensionbymovingawayfrommoneyandaddressingotheraspectsofthepackage.
QuestionstoEvaluatetheJob
Ifyouhaveaplanforprofessionalgrowthinyourcorecareer,youwanttolandatanoutfitthatbelievesinencouragingprofessionalgrowth.Tofindout,askafewquestions.
TheJobandItsPotential
Howlonghasthejobbeenopen?Whyisitopen?Whoheldthejoblast?Whatisshedoingnow?Promoted,fired,orquit?Howlongwassheinthatjob?Howmanypeoplehaveheldthisjobinthelastthreeyears?Wherearetheynow?Howoftenhavepeoplebeenpromotedfromthisposition—andhowmany,andwhereto?
Otherquestionsthatmightfollowinclude:
Otherquestionsthatmightfollowinclude:
Whatdoesittaketosucceedinthisjob?Whofailsinthisjobandwhy?Whatpersonalitytraitsdoyouconsidercriticaltosuccessinthisjob?Whatkindoftrainingdoesthecompanyprovide/encourage/support?Howlonghaveyouheldthisposition?Whydidyouchoosetoworkhere?Tellmeaboutyourmanagementstyle.Howoftenwillwemeet?Howfrequentareperformanceandsalaryreviews?Andwhataretheybasedon—standardraisesforall,oraretheyweightedtowardmeritandperformance?Howdoestheperformanceappraisalandrewardsystemwork?Exactlyhowareoutstandingemployeesrecognized,judged,andrewarded?Whatisthecompletefinancialpackageforsomeoneatmylevel?Towhatextentarethefunctionsofthedepartmentrecognizedasimportantandworthyofreviewbyuppermanagement?(Ifuppermanagementtakesaninterestinthedoingsofyourworkgroup,restassuredthatyouareinavisiblepositionforrecognitionandreward.)Whereandhowdoesmydepartmentfitintothecompanypeckingorder?Whatdoesthedepartmenthopetoachieveinthenexttwotothreeyears?Howwillthathelpthecompany?Howwillitberecognizedbythecompany?Whatdoyouseeasthestrengthsofthedepartment?Whatdoyou
seeasweaknessesthatyouarelookingtoturnintostrengths?WhatroledoyouhopeIwillplayinthesegoals?Whatinformalandformalbenchmarkswillyouusetomeasuremyeffectivenessandcontributions?Basedonmyeffectiveness,howlongwouldyouanticipatemeholdingthisposition?Whenmypositionandresponsibilitieschange,whatarethepossibletitlesandresponsibilitiesImightgrowinto?Whatistheofficialcorporatepolicyoninternalpromotion?Howmanypeopleinthisdepartmenthavebeenpromotedfromtheiroriginalpositionssincejoiningthecompany?Howdoyoudeterminewhenapersonisreadyforpromotion?Whattrainingandprofessionaldevelopmentprogramsareavailabletohelpmegrowprofessionally?Doesthecompanyencourageoutsideprofessionaldevelopmenttraining?Doesthecompanysponsorallorpartofanycosts?Whataremypotentialcareerpathswithinthecompany?Towhatjobshavepeoplewithmytitleriseninthecompany?Whointhecompanywasinthispositiontheshortestlengthoftime?Why?Whohasremainedinthispositionthelongest?Why?
CorporateCultureAllcompanieshavetheirownwayofdoingthings—that’scorporateculture.Noteverycorporatecultureisforyou.
Whatisthecompany’smission?Whatarethecompany’sgoals?Whatapproachdoesthiscompanytaketoitsmarketplace?Whatisuniqueaboutthewaythiscompanyoperates?Whatisthebestthingyouknowaboutthiscompany?Whatistheworstthingyouknowaboutthiscompany?
Howdoesthereportingstructurework?Whataretheacceptedchannelsofcommunicationandhowdotheywork?Whatkindsofchecksandbalances,reports,orotherwork-measurementtoolsareusedinthedepartmentandcompany?Whatadvicewouldyougivemeaboutfittingintothecorporateculture—aboutunderstandingthewayyoudothingshere?WillIbeencouragedordiscouragedfromlearningaboutthecompanybeyondmyowndepartment?
CompanyGrowthandDirectionForthoseconcernedaboutemploymentstabilityandcareergrowth,a
healthycompanyismandatory.
Whatexpansionisplannedforthisdepartment,division,orfacility?Whatisyourvaluepropositiontoprospectivecustomers?Whenyouloseadeal,towhomdoyouloseit?Whatmarketsdoesthecompanyanticipatedeveloping?Doesthecompanyhaveplansformergersoracquisitions?Currently,whatnewendeavorsisthecompanyactivelypursuing?Howdomarkettrendsaffectcompanygrowthandprogress?Whatisbeingdoneaboutthem?Whatproductionandemployeelayoffsandcutbackshaveyouexperiencedinthelastthreeyears?Whatproductionandemployeelayoffsandcutbacksdoyouanticipate?Howaretheylikelytoaffectthisdepartment,division,orfacility?Whenwasthelastcorporatereorganization?Howdiditaffectthisdepartment?Whenwillthenextcorporatereorganizationoccur?Howwillitaffectthisdepartment?Isthisdepartmentaprofitcenter?Howdoesthataffect
remuneration?
NegotiatingBenefits
Onceabasesalaryisonthetable,andyougiveitoneshotatabumpupward,moveawayandaskquestionsthatgiveyoumoreinformationwithwhichtoevaluatetheopportunity.Thenextstepistoaddressbenefitsandotherincentives.Thesecanbeanimportantcompensationiftheinitialofferislowerthanyouwanted.Forinstance,youcanaskabout:
AsigningbonusAperformancereviewafteraspecifiednumberofdays(90/120),followedbyaraiseAtitlepromotionafteraspecifiedperiodAyear-endbonusStockoptions401(k)andotherinvestment-matchingprogramsCompensationdaysforunpaidovertime/travelLifeinsuranceFinancialplanningandassistancePaidsickleavePersonaldaysoffProfitsharingVacation
Youcanaskthesequestionsoverthephone,orrequestanothermeetingtoreviewthesepoints.Ipreferthelatterbecauseyougettomeeteveryoneasthenewmemberoftheteamandthebossisbuoyantbecausehecanatlastgetbacktowork.Thesefactorsencourage
agreementwithreasonablerequests,asmightatinyworrythatyoumightwalkandleavethembackatsquareone.Youmaygetnothingmorethanthestandardpackage,butyouhave
nothingtoloseandeverythingtogain.Oncethepackageisstraightenedout,comebacktothebasesalaryonelasttime:“Iwantthejob,Charlie.I’mexcitedbytheopportunityandworkingforyouandjoiningthecompany,butisthereanythingwecandoaboutthestartingsalary?”Theanswertothisquestionisgoingtodeterminewhatthefinalofferwillbe;goingtoathirdroundwilloftensournegotiations.
EmploymentObligationsandRestrictions
Youmayacceptverbally,butwhatreallymattersisthewrittenoffer.Paycarefulattentiontowhatthecompanywillaskofyouinsigningtheagreement.EmploymentcontractsarelegaldocumentswritteninclumsyEnglishdesignedtoobfuscateandintimidatetheneophyte.Youcanandshouldtakethetimetohaveitexplained,andthentakeithomeandseeifyouagreewiththatinterpretation;ifindoubt,takeittoanyemploymentlawyer,becausewhatsomeonesaysitmeansisworthnothing.Youneedtobecrystalclearinyourownmindaboutyourobligationsandtherightsyoumaybesigningaway.Youremploymentcontractmayinclude:
AssignmentofInventionsIfyoucreateanythingduringtheperiodofyouremployment,the
companymayrequireyoutoturnitover.Thismayincludeworkyoudoonyourowntimeifitrelatestoyourdutiesatthecompany.Ifyouhaveanentrepreneurialdimensiontoyourlife,youmaywanttoseekcounselonthisissue.
Non-DisclosureClauses
Non-DisclosureClausesCompanieswilllikelyrequirethatyounotdiscusscompanybusiness
withanyoutsidesourcetopreventthecompetitionfromlearningcompanysecrets.Thelanguageislikelytobegeneralandthusunfavorabletoyou.Ifyou’reconcernedaboutthis,trytogetthelanguagemorespecific.
Non-CompeteClausesThecompanymaywanttorestrictyoufromworkingforcompetitors,
perhapsforanextendedperiodoftimeafteryouleavethecompany.Obviouslythiscanhaveanegativeimpactonyourfuturecareer,sinceitrestrictsyouremployability.Trytomakethelanguagemorespecific—thiswillcreatefewerproblemsforyou.Eitherseekcounselonthisorvisitemploymentandlabor-lawwebsitesforadviceontheseissues.
SeveranceAskforaseveranceagreement.Amonthofsalaryforeveryyearof
employmentorevery$10,000ofsalaryisfairlystandard.Ifyousignanon-competeagreement,requirethatyourseveranceextendthroughtheentireperiodofthenon-compete.
RelocationRelocationpackagesvarytremendously,andinrecentyearsmany
companieshavebeencuttingbackonthem.Youwantfullmovingservicesifatallpossible,butevenifyouendupwithaU-Haultruck,inadditiontocoveringthecostofsaidtruckandafewhundreddollarsforincidentals,youcanaskfor:
Reimbursementforhouse-huntingtripsbeforeyoustart.Pointoutthatthiswillhelpyouhitthegroundrunningassoonasyouarriveatthecompany.
Temporaryhousingwhileyoufindapermanentplacetostay.Shippingofautos,boats,etc.Costofaprofessionalmovingcompanytopackandmoveyourpossessions.Costsrelatedtothesellingofahouseinonetownandbuyingoneinanothertown.Jobsearchassistanceforaworkingspouse.Helpinfindinganewschoolforthekids.
AcceptingtheOffer
Theprocessofnegotiatingtheoffermaytakesometime,butwhenit’sconcluded,besuretomentionhowexcitedyouareaboutthenewjob.Replytotheofferinaformalwrittenletter.Begincomposingyourletterofresignationtoyourcurrentemployerasyoupreparetostepintoanewphaseofyourcareer.Neverresignyourcurrentpositionuntilyouhaveanofferinwriting.Ifyouarecurrentlyemployed,whilethenewemployerwantsyou
onboardassoonaspossible,thisdoesn’tmeanyoushouldshortchangeyourcurrentcompanybyfailingtogiveadequatenotice.Thenewemployerwillunderstandandrespectthatyouwanttoleaveyourcurrentjobinacleanandprofessionalway.
StartingtheNewJob
Thisbookisallaboutturningjobinterviewsintojoboffers,butintheprocess,youhavegainedconsiderableinsightsintohowtomakeasuccessofthenewjob.Butdon’ttakethatnewjobasacuetoletyourguarddownandforgetaboutcareermanagementuntilthenexttimeyou’reoutofwork.Ifyouwanttohaveatrulyfulfillingprofessionalandpersonallife,youneedtostayactiveincareermanagement.Thatmeans,
amongotherthings,gettingoffontherightfootatthatnewjob,preparingforthenextstepuptheladderwithprofessionaldevelopmentprograms,andbuildingandmaintainingaprofessionalnetworktohelpyouwithyournextcareermove.ItalkabouttheseissuesofcareerstrategyindetailinKnock’emDead:Secrets&StrategiesforSuccessinanUncertainWorld.Inthemeantime,congratulations!!Improvingyourabilitytoturnjobinterviewsintojobofferswillberepaidtimeandagainovertheyearswithmoreandbetteroffersoverthebalanceofyourcareer.Nowgoget’em!
APPENDIX
AGEDISCRIMINATIONINAYOUTH-ORIENTEDCULTURE
CONCERNEDABOUTAGEDISCRIMINATION?Nomatterhowyoungyoufeelinside,itisself-defeatingtobelievethatnooneisgoingtonoticethatyoulooknearertosixtythantothirty.ItseemslikeonlyyesterdaythatAbbieHoffmansaid,“Nevertrustanyoneoverthirty”—andIlaughed.NowIamtheestablishment,andifyouarereadingthisyouareprobablypartofthesameclub.Thisappendixisintendedforthatpersonwhostillhastheneedtocompeteandwhointendstofightavigorousrearguardaction,minimizingthenegativeimpactofagediscrimination.Intalkingaboutwaystominimizetheimpactofagediscriminationonyourjobsearch,Imayoffendthepersonalconvictionsofsomeaboutgrowingoldgracefully.Iintendnooffense;Iamsimplyofferingactionsyoumayormaynotwishtoconsiderinyourpersonaldiscriminationbattles.Solet’sfacesomeofthenot-so-pleasantfacts.
Youliveinayouth-orientedculture,andnoneofuslookasyoungasweusedto.Thehigheryouclimbprofessionally,thefewertheopportunitiesandthetougherthecompetition.Youengageinaconstantstruggletodoyourjobs,havelives,andcontinueyourprofessionaleducationtoavoidobsolescence.Withageandexperienceyoucontinuallycostmore.Youcanbeseenasknow-it-allsandaspotentialmanagement
problems,especiallytoyoungermanagers.Youcanbeseenaslethargicandwithoutdrive.
Whatcanyoudoaboutagediscrimination?EversinceTitleVIIoftheCivilRightsActof1964,ithasbeenillegaltodiscriminateinemploymentagainstsomeonebecauseofhisorherage.Nevertheless,ithappens.Let’saddresssomethingsyoucanimpact,shortoflaunchingatime-consuminganddifficult-to-winlawsuit.Sometimesinterviewersseemtohaveanirrational(somewouldsayimmature)biasagainstmaturity.Sometimesyoucauseproblemsforyourselveswithyourmanner,yourappearance,andwiththewayyouhandlequestions.Youhearaboutagediscriminationandyouseeitwithyourowneyes.Whenyoufeelintimidatedandbecomedefensive,thisonlydrawsattentiontotheissue.Defensivemannerismsinajobinterviewcanbemisinterpretedtomeanyou’resomeonewithanattitudeproblemwhocouldpresentanunwantedmanagementchallenge.Withage—ifyouarelucky—comesmaturity,butwithitcanalsocomeablindspottotheinsecuritiesyouoncefeltinyouth.Thatyoungerinterviewermayverywellbeintimidatedanddefensive,too.Nowyouhavetwopeoplefeelinguptightandneurotic!Useyourmaturitytobesensitivetothisissue,bothindealingwithyourownfeelingsandbeingalerttothepossiblediscomfortontheinterviewer’ssideofthedesk.
TheInterviewer’sQuestionsInterviewersdohavesomelegitimateconcerns:Areyouamanagementproblem,andareyoucurrentwiththechangesthattechnologycontinuallydeliverstotheworkplace?It’safinelineyoutread:Yes,youwanttodemonstrateyourknowledgeandexperienceasafront-rankseniorprofessional;andno,youcan’taffordtocomeacrossas
front-rankseniorprofessional;andno,youcan’taffordtocomeacrossasaknow-it-allandtherebyapotentiallydisruptiveforce.Insuchafast-changingbusinessclimate,comingacrossasaknow-it-allhasanotherpotentialproblem:Theinterviewermayseeyouasrootedinthepastratherthanthepresent.Beingcurrentrequiresmorethanformal,ongoingprofessionaleducationclasses,itmeansthatyouareconnectedtoyourprofessionanditsconstantlychangingways.Thebestwaytoachieveandmaintainthisprofessionalcurrency(punintended)istohaveapresenceonLinkedInandperhapsotherprofessionallyorientedsocialnetworkingsitesandtobeanactivememberofoneormoreprofessionalassociations.Ifyouarenotcurrentlyamemberofaprofessionalassociation,type“___________associations”intoanInternetsearchengine,replacingtheblankwithyourprofession;or,visittheInternetresourcespageatwww.knockemdead.com.Takeoutmembershipinatleastoneassociationandgetinvolvedwiththelocalmeetings;thiswillkeepyouprofessionallyvibrantandprovidetheopportunitytoknowandbeknownbythebestconnectedandmostcommittedprofessionalsinyourarea—thisisthekeytothelocalinnercircleofyourprofession/industry.Beingperceivedasaknow-it-allraisesthespecterofamanagementproblem,andmanageabilityisanissueforeveryjobcandidateregardlessofage(nevermoresothanwithexecutives).Youmaywellbeaskedquestionsaboutmanagementandmanageability,howyouhandleinputandcriticism,andhowyougivethesame.Consideryourapproachestothesequestionsinadvance(seetheentireinterviewsection),andrehearsehowyouwillhandlethem.Anotherwayyoucanavoidgivingtheimpressionofarroganceiswithyourattitudeandthewayyouanswerquestions.Hereithelpstomonitoryourbodylanguagewhenyou’retalking(seethebodylanguagechapter)andmaintaineyecontacttoshowyouareanactivelistener.Smile—notcontinuallylikesomegibberingblissninny,butenoughto
Smile—notcontinuallylikesomegibberingblissninny,butenoughtogiveyourselfanamiableposture.Youshouldalsomirrortheinterviewer'ssmiles,pleasantries,andwitticisms.Theyareeffortsatfriendliness,andyoushouldrespondinkind.
IllegalQuestionsaboutAge
Asitisillegaltodiscriminateagainstajobcandidatebecauseofage,manyquestionsaboutageinaninterviewcanbeconsideredillegal.However,thatdoesn’tstopthembeingasked,sothequestionishowtohandlethem.Youcouldsay,“That’sanillegalquestion,andI’mnotgoingtoanswer
it.”Ofcourse,aresponselikethisisn’tgoingtogetyouajoboffer;yousoundlikeatroublemakeralready.AsIdiscussthroughoutthisbook,thebestwaytoansweranyquestionistodemonstratethatyouunderstandwhatisbehindit,andatthesametime,makeapositivestatementaboutyourselfintheresponse.Sowhatisbehindthesequestions?Actually,theyusuallymeanthat
theinterviewisgoingwell—theinterviewerislookingatyoufavorably,probablythinksyoucandothejob,andisjustshowinganinterestinyouasahumanbeing.Let’sstepbackfromajobinterview,justforamoment,andimagine
yourselfatabarbecue.Youmeetastrangerandmakesmalltalk,“Whereareyoufrom?Whatdoyoudo?Youmarried?Kids?Youhavegrandchildren?Howoldareyou?”Questionsyouhaveallaskedatonetimeoranother,yetifaskedduringajobintervieweveryoneofthemcouldbeinterpretedasillegal.Alltoooften,thesequestionsataninterviewarejusttheresultofsomeoneshowinginterestinyouasaperson,likeatthebarbecue.Sohere’sonewayyoucouldanswertheagequestion:“I’mforty-nine.”
Sohere’sonewayyoucouldanswertheagequestion:“I’mforty-nine.”That’sokayasfarasitgoes,butitdoesn’tdoanythingtoadvanceyourcandidacy,solet’sdrivestraightontothenextandbestoption,whereyouanswerthequestionandshowthatyourageaddsaplustoyourcandidacy.“It’sinterestingyoushouldask.Ijustturnedforty-nine.Thatgivesme___________yearsintheprofession,and___________yearsdoingexactlythejobyou’retryingtofill.InthoseyearsI’vegainedexperienceinallkindofsituationsandenvironments,mademyshareofmistakesandlearnedfromthem,allonsomeoneelse’spayroll(smile).Iguessthegreatbenefittomyexperienceandenergylevelis___________.”Finishwithabenefitstatementaboutwhatyoubringtothejob.Eveniftheagequestionremainsunspoken,itisalmostcertainlystillbeingasked.Inmycoachingpractice,Itellclientstheymayconsideransweringtheunspokenquestionthemselvesatthatpointwhentheinterviewerasks,“Doyouhaveanyquestions?”—ifnotbefore.Isuggesttheypersonalizeanansweralongthelinesof:“Jack,ifIsatinyourchairlookingatme,aseasonedprofessional,I’dhaveabunchofagerelatedquestionsthatIcouldn’task.I’dbeconsideringissueslikeenergy,drive,manageability,howwellyou’dgetonwithateamwhereeveryonelookstobeXyearsyoungerandI’dbethinkingaboutyoukeepingcurrentprofessionally...”Youcanthenproceed,asintheexampleinthepriorparagraph,withthebenefitsofyourexperienceandmaturityastheyrelatetothejobunderconsideration.Youcanaddcommentsabouttheseissuestoo,astheyrelatetoyourcircumstances.
MyexperiencemeansthatIhavealreadylivedthroughpanics,emergencies,andtimeswhenthepoophitsthepaddlewheel.Whencrisesoccurastheydoinyourbusiness,I’vebeenthereandlived
throughthemandlearnedfromtheexperiences.You’llfindmeasteadyinginfluencewhowon’tgetflusteredandwhowilldisplayacalmconfidenceinyourabilitytosolvetheproblemsasyoupulltogether.Theaverageprofessionalstaysinajobfouryearsandtheyoungeryourworkforcethefastertheturnover.Turnoverisdisruptivetomeetingthedeliverablesofyourjobandthisdepartment.HireanotherYoungTurkandyouknowthat:s/hewillconstantlybehagglingforpromotionsandpossiblyyourjob.Andthatontopofallthat,he’llbegoneinfouryears.Idon’twantyourjob,IwantthisjobandI’mnotlookingtochangeagaininfouryears:Ijustwanttofindafirst-classteam,settledownand,overtime,earnmyplaceasatrustedmemberofyourinnercircle.Therearebenefitstothis:I’mcompetent,conscientious,calm,motivated,andexperienced.You’llcometoseemeassomeonewhoisapositiveinfluence,someoneyoucanrelyontodothework,someonewhocanbetrusted,andmostofallsomeonewhowillhaveyourback.
Youcanindeedbringallthesebenefitstoahiringmanagerandadepartment.Takethetimetothinkabouteachofthesepointsandpersonalizethemtoyourprofessionandworkexperience.Theresultshouldbeanincreasedawarenessofsomespecialplusesthatonlysomeonelikeyoucouldoffer,whichshouldincreaseyourself-confidence.Makestatementsliketheseandyouwilldomorethananswerthat
hiringmanager’sunspokenquestions,youwillmakeaseriesofuniqueargumentsinfavorofyourcandidacy.Youwillshowyourselftobeunusuallyperceptive,balanced,focusedontheissuesandtothepoint,andyou’lldoubtlessmakesomeotherplusesbesides.
andyou’lldoubtlessmakesomeotherplusesbesides.Isaidearlierthatyoucanraisetheseissuestowardstheendofthe
interviewwhenasked,“Doyouhaveanyquestions?”However,ifyougenuinelysensethattheinterviewerisnegativelyinfluencedbyageissuesyoucanbringupthisargumentearlierbeforetheinterviewerhasprovedhis/hermisconceptionstoanunarguablecertainty.Ifyouseesuchasituationarising,withoutmessagingthatyouthinktheinterviewerisanageistsonofadonkey,youcanstarttheconversationearlierwiththesame,“IfIsatinyourchairlookingatme,aseasonedprofessional,I’dhaveabunchofagerelatedquestionsthatIcouldn’task...”andthenproceedwithyourpoints.Whateverthepointintheinterviewatwhichyoumakeyour
argumentsaboutthemeritsofhiringanexperiencedprofessional,youshouldbepreparedtoendwithaquestionthatwillmovetheconversationforward;perhapsaquestionthatgoestotheveryheartofyourjob,forexample,anaccountantdealingwithaccountsreceivablemightsay,“Thisisallinterestingfoodforthought,butwhatI’mmostcuriousaboutrightnowarethebiggestproblemsinaccountsreceivablerightatthemoment.Whatpercentageofpayablesareagingoverthirtydays?Overforty-fivedays?”Butitisnotjustaboutansweringunspokenquestions;your
appearanceisgoingtogenerateotherquestions.
CanYouKeepUp?
Lookbacktowhenyouwerethirtyandonthefasttrack(oh,thosegoldendaysofyore),rememberhowancientthosefifty-year-oldwrinkliesandcrumblieslooked:saggingsallowskin,eyebagslikeVuittonsteamertrunks,andhairsproutingeverywhereexceptontheirheads?Youliveinayouth-orientedtelegenicworld,andtheappearanceofyourclothes,hair,andskincansayanawfullotaboutyourapparent
ofyourclothes,hair,andskincansayanawfullotaboutyourapparentabilitytokeepthepace.Thisagediscriminationinayouth-orientedsocietyissomethingthatwillnotgoaway,andthatmeansfightingback:Youneedtodoeverythingyoucantostacktheoddsinyourfavoranditstartswithfacingthefactsanddoingwhateveryoufeelisappropriatetomaintainanairofvibrancyaboutyourappearance.Womentendtobemoresensitivetotheseissuesofappearancethanmen,whobyandlargearewoefullyignorantofmaximizingtheirappearance.Everythinginthissectionappliestomenandwomenalike—wherethereisafactoruniquetowomenIwilltrytoaddressitseparatelyinaboxlikethis:
As a woman, you will read the following and take the good advice you can from it. You willalso appreciate that the somewhat blunt tone and some of the issues are not aimed at you,but at your less evolved male counterpart for whom many of these ideas are possibly new.
Yourgoalistolooksharp—notforasocialdate,butsharpfortheprofessionalworld;soifyouneedtoupdatesomeaspectsofyourwardrobe,thereisnotimelikethepresent.Formoreondress,seeChapter5.Ifyouareinanextendedjobsearch,moneymightbetootighttomention,inwhichcaseyoucangetprettymuchthesameclothesatafractionofthepricebyshoppingatvintageclothingshopsandcharity-basedthriftstores.TheseoutletsofferanamazingandmostlyoverlookedresourcethatIonlydiscoveredmyselfrecentlywhenImarriedanincrediblywell-dressedwomanwhoswearsbythem;nowI’mabigbelievertoo.WenowcometoappearanceissuesthatIhaveneverbeforeseendiscussedinthecontextofcareermanagement.I’mnotgoingtotalktoyouabouthavingcleannailsorwell-trimmedhair;youdidn’tgetwhere
youabouthavingcleannailsorwell-trimmedhair;youdidn’tgetwhereyouarewithoutknowingthesethings.WhatIwanttodiscussiswhatyoucanrealisticallydotoslowdown(andinsomecasereverse)thevisiblesignsofaging,andenhancealookofvibrancyinyourappearance.
HairWithagethetextureandshineofyourhairchanges,andoftenbecomesfrizzier.Manyofus(mostlymen)loseourhair,andmistakenlycombingoverthoselastthreestrandslikeHomerSimpson,iswell...beinglikeHomer.Thebestadviceforamanistocropasshortasyoulike.Notonlyiscropped(orevenshaved)haircurrentlyveryfashionable,itisalsobusinesslike,andbecauseasubtleassociationwithsportsandthemilitaryaddsanairofaction.Ifyouarestillluckyenoughtohavehair,itisprobablygoingorhasgonegray.Ifyoukeepyourproudlygrayhair,itisnotasignthatyounolongerhavetoworryaboutyourappearance.Infact,youhavetopayspecialattentiontomaintaininganairofvibrancyinotherways.Somemenandwomencancarrytheirgrayhairwellandwithdistinction;othershateitasanothervisiblesignofyourmortality.Ifyoudyeyourhairthat’sokaytoo,justbecarefulhowyoudoit.Youmayhavebeenacarrot-toppedredheadinyourteensandtwenties,butrecreatingthatcolorwillmakeyoulooklikenothingotherthananunnaturaldoofus.Haircoloringhastolooknaturalandthereforeinbalancewiththeskinitsurrounds;youdon’tfoolanybodywiththehaircolorofayouthonamaturebody.Yourhairfadedgraduallyovertheyears,goingintoincreasinglymutedshadesofitsformerglory.Soyoumustlookattonessomewherebetweenwhereyouarenow,andwhatyouusedtolooklikeasacallowyouth.Youcannotdothiswithanoff-the-shelfbottleofhaircolor—itisafalseeconomy,asanybusinesswomanwilltellyou.
afalseeconomy,asanybusinesswomanwilltellyou.Theonlywaytogoiswithahairdresserandanexperiencedcolorist;a
professionalwilldoafarbetterjobofgivingyouanaturalcolorjob.Asktoseethebigcardboardcolorchartswithsamplesofartificialhairingraduatingcolors.Lookforthecolorthatwasyou“backintheday”andthengooneortwoshadeslighter.Thecoloristwilltellyouthatitwon’tcoverthegrayaswell,buttomymindthatisokay:Colorwithalittlegraylooksawholelotmorenatural.Ifitseemsfine,thenexttimeyougostilltryalightershade;becausethelessintensethecolor,themorenaturalitwilllook.Ifitdidn’tcoverthegrayenough,goashadedarker.Thiswayyou’llquicklyfindacolorthatnotonlylooksgoodbutalsoiscomplementarytoyourfaceandskintone.Ifyouchoosetocoloryourhair,thiswillmeanincludinghaircolorin
amonthlymaintenanceprogramalongwithyourregularhairappointment.Ifyouareaman,Idon’trecommendgettingthisdoneatthebarbershop.Youwillneedaunisexorladies’fullservicesalon;you’llgetabettercutandthecoloristswillbemoreaccomplishedandhaveabetterchoiceofproducts.Thegreaterthecolorrange,thebettertheopportunityforyoutogetacolorthatlooksnatural.SowiththisinmindIrecommendlookingforasalonthatusesGoldwell,L’Oreal,orWellacoloringproductsasthesethreehavethegreatestrangesandbestreputationforqualityandnaturalcolors.It’sthedamnedestthingthatasthehairgraduallydisappearsfrom
yourheads,itsproutsupelsewhere,mostnoticeablyinyourearsandnosesformen,andonyourchinsandupperlipforwomen.Thisonlyhappenswiththepassageoftheyearssoitisaclearsignalofyouragingprocess;anditisnotanattractivelook.Nooneisgoingtokeepyournosehairsundercontrolforyou;thisissomethingyouwillhavetodoyourself.Attheveryleast,getanosehairtrimmer,towhacksomeofthat
undergrowth.However,thisisnotthebestsolutionasyoucanendup
undergrowth.However,thisisnotthebestsolutionasyoucanendupwithanastylittlestubblefieldthatwillgivepeopletheimpressionyouaretryingtogrowaHitleresquemoustache—notagoodidea.Thebestandonlyrealsolutiontothisparticularmanifestationof
aging,istobuyapairoftweezersandpluckthelittlebuggers,painfultillyougetthingsundercontrolbutverynecessary(andprobablygoodforyourpersonalrelationshipstoo!).Agoodpairoftweezershelps,asdoesamagnifyingmirror.Forthefirstfewweeks,you’llhavetodothisreligiouslyeverydayuntilyouthinthingsout.Onceit’sundercontrol,youprobablyneedtodoitjustonceaweekasanongoingmaintenanceeffort.Thesameappliestohairthatgrowsonorintheears.Youneedtogettheseluxuriantgrowthsundercontrolandthenkeepthingsthatway.Eyebrowsareanothercauseforconcern,especiallyformen.Asthe
yearshavepassedyoureyebrowshavebeguntotakeonalooklikeAlbertEinstein’sorDonaldTrump’s:wildandbushyandlong.Thisgivesanunkemptandagingimpressiontoeveryonewhoseesthem.Youhavetwooptions:trimmingorplucking.Ifyoutipwellyour
hairdresserwilloftenkeepyoureyebrowstrimmed,butagaintheyaren’tgoingtolookasnaturalaswhentheyareplucked.Youcouldeasilymakethisanotheraspectofyourfacialhaircontrolregimen.Startwiththelongestandpluckthemout,thendotheouteredgeswheretheystraggledowntowardsyourearsandcheekbones,thenworkonthebridgeofyournosetogiveacleanseparationanderasethatunibrowlooksofashionableinprehistorictimes.Then,ofcourse,youwanttopluckoutthegrayhairswhenevertheyappear.Itmightbeworthwhiletostarttheprocessbyhavingsomeoneatthesalondoyoureyebrowsforyouonce;itcostsbetween$15and$35.Gettingridofallthisunwantedfacialhairwillhaveasubtlebut
significanteffectontheyouthfulnessofyourappearance.Withthisundergrowthgone,andyourfacialhairundercontrol,thereisprobablyalotyoucandotohelpyourskinlookyounger.
alotyoucandotohelpyourskinlookyounger.
SkinIfyouhaveleftyourskinalone,itisprobablysaggyandsallowin
comparisontotheskintoneyouhadwhenyounger;Iknowthisfrommyownfirsthandexperience.However,therearethingsyoucandoaboutthisthatwillmakeyoulookandfeelbetter.Thisisgoingtobenewinformationformostmen,sodon’tget
squeamish,thiscanreallyhelpyourappearanceandself-confidence.
Healthier,Younger-LookingSkinYourporescanexpandwithageandyougetskindiscolorationfrom
sundamage.Also,mendon’tcleantheirfacesascarefullyaswomen.Withoutcarefulcleansingitiseasytoleavedirtandalsosoapscum;theporesgetcloggedandwillgetlargerandmoreunsightlyduetooxidation(read:blackheads).Theresultisdirty,oilydeadskinjustsittingthereonthesurface,whichhelpsyoulookyourage.Agoodideatocombatthisistouseanexfoliationtreatmentonaregularbasis;thishelpsmaketheskinlooksmootherandridsitofexcesskeratin(deadcellbuildup).ExfoliatewithasoftfacebrushwhilecleansingorbyusinganAHAorBHAproducttopromotecellturnover.Youalsotendtorubyourfacetoovigorouslywhenwashingand
drying;thetuggingandpullingcontributetolossofelasticity—inotherwords,sagging.Thisisoneofthoseareasinlifewheremenshouldpickupsomeofthehabitsofwomen:
Washyourfacethoroughly,ideallywithagentlefoamorcreamcleanser,dependingonskintype:Foamistypicallyfornormal/oilyskin,whilecreamistypicallyfordryskin.Alwaystreatyourskingently,pat(don’trub)itdry.Applymoisturizerorsunblock.Thesunisthenumberonefactorin
skinaging,followedbycigarettesmokeandenvironmentalpollutants.Abroad-spectrumsunblock,withaformulathatblocksUVA(whichdamageskincells)andUVB(whichburn)raysisrecommended.
Differentskintypeshavedifferentneeds.Theskintypesarenormal,oily,anddry.Andthentherearecombinationskins:normal/oily,oilywithdrysurface,etc.Thislatteriscausedbyovertreatmentofoilyskin,oftenwithtoo-harshcleansersortonerswithalcohol.Manypeoplehavecombinationskin:oilyinpatches,dryinpatches,
andnormalinpatches.Ifyoudon’ttreattheseareasseparately,inhelpingoneareayou’llbedamaginganother.Onceyouunderstandyourskin’srealneeds,youcanfindproductsthatwillreallyhelpyourskin,andintheprocessimproveyourappearance.
EyesTheskinaroundtheeyeareaisthethinnestontheentirebodyand
frequentlylacksadequatemoisture.Thisonlyincreasestheprominenceofyourwrinkles.Takingcareofyourskinandmoisturizingproperlyaroundtheeyeswon’teradicatetheseparticularsignsofaging,butoveramonthyoucanachieveaquitenoticeableimprovement.Youwillneedaseparatetreatmentforthisarea,asregularmoisturizerisnotenoughforthedelicateeyearea.
NeckandHandsTheneckandhandsalsowrinkleandareadeadgiveawayofaging.
Remembertomoisturizeyourneckandhands,justasyoudoyourface.ForhandsgetahandcreamwithatleastSPF8,whichwillhelppreventsundamageandtheagespotsthatcomefromit.Usefadecreamstodiminishagespotsonyourhandsandface,acreamwithanaturalextractsuchascranberryorpearleaves(Arbutin)oronewith
extractsuchascranberryorpearleaves(Arbutin)oronewithHydroquinone.Whenusingfadecreams,itiseasytoover-apply,andthiscanbeharshontheskincausingredness:Followthedirections.
As the skin becomes more sallow with age, many women try to compensate by applyingtoo much blush, overly pink blush and lip tones, or the wrong shade of foundation. The keyis to find a color that looks natural. The correct skin tone foundation should match to yourjaw line color; blending is key, so lip color should be complementary and from the samecolor family as the blush color: warm/warm, or cool/cool.
FiveRulesforMaintainingHealthySkinOnceyouhavecleanedupyourskinandgottenthecorrect
moisturizersandprotectants,thereareotherthingsyoucandotomaintainhealthyyounger-lookingskin.Herearefiverulesformaintaininghealthful,glowing,younger-lookingskin.Youwon’tlookthirtyagain,butIpromisethatyouwilllooklikeyoustillhaveafulltankofgas.
RULEONEDrinkplentyofwater.Eightglassesaday,andcoffeeandcaffeinated
beveragesdon’tcount,astheydehydrateyourskin.Thisisimportanteveninwinter,whenmostpeopledon’tthinktheyneedasmuchwater.Centralheatingdehydratesskinandthewinterclimatemakesyourskinmorepronetochappingandredness,allofwhichismorevisiblewithyourlessresilientskin.
RULETWOMassageyourskin.Ifyoucan’tgetaprofessionalfacialonaregular
basis(awonderfulindulgencethatmakesyoufeelgreat)learntodoself-massageasthispromotesbloodflowandhelpsyourcirculation.Alittle
researchinthebeautysectionofthebookstorewillyieldcountlessbooksonself-massagetechnique...anditcouldalsoturnouttobefunforyourpartner!
RULETHREEExercise.Thatcouldbeatthegym,outdoorexercise,orathome.Takethestairs,nottheelevator.Walkwhenyoucan,andgetinvolvedinmaintainingyourhousebeyondjustmowingthelawn.Let’sfaceit,mostpeopleintheirmiddleyearscanprobablydowithalittlemoreexercise.Withincreasedexercisecomesbettercirculation,whichincreasesbloodflowandlendsahealthyglowtoyourskin.Ifpossible,alwaystrytoworkoutthemorningofaninterview.Yourposturewillimproveaswell,andwiththeaddedspringinyourstep,whichsendsasignalofvibrancy,youareeradicatingtheimpressionofatiredsomeonewhohasbeencarryingtheweightoftheworldonhisorhershouldersforhalfacentury.
RULEFOURIfyouarehealthywithinyouwilllookbetterontheoutside.Eatingabalanceddietandtakingvitaminsupplementscanalsopositivelyimpacttheappearanceofyourskin.Youmightalsoconsiderseeinganutritionist—you’dbesurprisedatthenumberoffoodsyourbodymightbeintolerantto—foodsthatmightbedifficulttodigest,leadingtobloatingandskinirritations.
RULEFIVECreateandmaintainabalancedskincareroutine,usingtheadviceI’vealreadygivenyou.Discriminationinayouth-orientedsocietyissomethingthatwillnotgoaway.Youneedtodoeverythingyoucantostacktheoddsinyourfavor.Thatmeansfacingthefactsanddoingwhateveryoufeelis
favor.Thatmeansfacingthefactsanddoingwhateveryoufeelisappropriatetomaintainanairofvibrancyaboutyourappearance.Soonthisimportantappearanceissue,thekeyistoeducateyourselfandactontheinformation.Youcanonlylookandfeelbetteraboutyourselfasaresult.
ACKNOWLEDGMENTS
TheKnock’emDeadbooksareateamprojectineverysenseoftheword.MyconsiderablethankstoWillYateforhisattentiontodetailandeditorialinsight;toKarenCooper,PeterArcher,andtheteamatAdamsMedia;andtoallthefansoftheKnock’emDeadbooks,whomakethewholethingshineformeeveryday.
INDEXOFINTERVIEWQUESTIONSANDANSWERS
EducationDoyouhaveadegree?Ireallywantedsomeonewithadegree.questionsforrecentcollegegrads
Experience,workhistory,andoutlook.SeealsoTeamworkandmanageability;TelephoneinterviewDescribehowyourjobcontributestogoalsofdepartment/company.Haveyoueverbeenaskedtoresign?Howdoyoufeelaboutyourprogresstodate?Howdoyouhandlerejection?Howdoyoumanageworkdeadlines?Howdoyourankamongyourpeers?Howdoyoustaycurrent?Howhaveyoubenefittedfromdisappointments/mistakes?Howhaveyourcareermotivationschanged?Howlongwillittakeyoutocontribute?Ifhiredtoday,whatwouldyouaccomplishfirst?I’mnotsureyou’resuitableforthisjob(toolittle/toomuchexperience).Inyourlastjob,howdidyouplantointerview?Isitevernecessarytogoabove/beyondtogetyourjobdone?Tellaboutanemergencythatthatimpactedyourscheduledworkload.Tellaboutanimportantgoalyousetrecently.Tellaboutatimethingswentwrong.
Tellaboutthemostdifficultprojectyou’vetackled.Tellmeaboutasituationthatfrustratedyouatwork.Walkmethroughyourjobchanges.Whydidyouleave/wanttoleavethisjob?Whatachievementsareyoumostproudof?Whatareyoulookingforinyournextjob?Whatareyourqualificationsforthisjob?Whataspectsofworkdoyouconsidermostcrucial?Whatbothersyoumostaboutyourjob?Whatcanyoudothatsomeoneelsecan’t?Whatdeterminesprogressinagoodcompany?Whatdoyouspendyourmosttimeon,andwhy?Whathaveyoudonetobecomemoreeffectiveinyourjob?Whatinterestsyouleastaboutthisjob?Whatisthemostdifficultsituationyou’vefaced?Whatisyourgreateststrength?Whatisyourgreatestweakness?Whatkindsofdecisionsaremostdifficultforyou?122,Whatproblemsdoyouencounterinyourjob,andwhatdoyoudoaboutthem?Whattypeofdecisionsdoyoumakeinyourwork?Whyhaveyoubeenoutofworksolong?Whyhaveyouchangedjobssofrequently?Whywereyoufired?
Illegalquestions:TheIllegalQuestion,IllegalQuestionsaboutAgeObjectionsIdon’thavetimetoseeyou.Idon’tneedanyonelikeyounow.I’mnotsureyou’resuitableforthisjob(toolittle/toomuch
experience).Iwantedsomeonewithadegree.Weonlypromotefromwithin.Whydon’tyousendmearesume?Youareearningtoomuch.You’llhavetotalktoHumanResources.
Questionstoask:ConversationIsaTwo-WayStreet,WhattoTake:Alistofjob-relatedquestions,AnyQuestions?,Doyouhaveanyquestions?,Chapter14:TheGracefulExit,QuestionstoEvaluatetheJobSalaryandbenefitsHowmuchareyoumaking/doyouwant?:BuySignal:Howmuchareyoumaking/doyouwant?,Whatareyouearningcurrently?/Whatwereyoumakingonyourlastjob?Whyaren’tyouearningmoreatyourage?WhyshouldIhireyou?Youareearningtoomuch.
StressquestionsAreyouwillingtotakecalculatedriskswhennecessary?Beenwithcompanylongtimewithoutappreciablesalary/rankincrease—tellaboutthis.Haveyoueverhadfinancialdifficulties?Howdidyougetyourlastjob?Howdoyousolveproblems?HowshouldIhandleaDWIorfelony?Howwillyoubeabletocopewithachangeincompanyenvironment?Howwouldyouevaluatemeasaninterviewer?Incurrentjob,whatshouldyouspendmoretimeonandwhy?Sellthispentome.
Tellmeaboutatimethingsdidn’tworkoutwell.Tellmeaboutatimeyouputyourfootinmouth.Tellmeaboutproblemslivingwithinyourmeans.Whatareasdoyouwanttoimprove?Whataresomethingsyoufinddifficulttodo,andwhy?Whatdoyoufeelisasatisfactoryattendancerecord?Whatistheworstthingyou’veheardaboutourcompany?Whatkindsofdecisionsaremostdifficultforyou?Whatkindsofpeopledoyoufinddifficulttoworkwith,andhowhaveyouworkedwiththemsuccessfully?
Whatkindsofpeopledoyouliketoworkwith?What’syourgeneralimpressionofyourlastcompany?Whatwasthereaboutyourlastcompanyyoudidn’tlike/agreewith?
Whatweresomeoftheminusesonyourlastjob?WhatwouldyousayifItoldyouyourpresentationwaslousy?Whyaren’tyouearningmoreatyourage?WhyshouldIhireanoutsiderinsteadofcurrentemployee?Withhindsight,howcouldyouhaveimprovedyourprogress?Workingunderpressure(sequenceofquestions)Wouldn’tyoufeelbetteroffinanothercompany?
Teamworkandmanageabilityabout:overviewofDefinecooperation.Describeasituationwhereyourworkwascriticized.Doctor’sappointment/emergencymeetingconflictscenario.Doyouconsideryourselfanaturalleaderorbornfollower?Doyoumakeyouopinionsknownwhenyoudisagreewithsupervisor?
Doyoupreferworkingwithothersoralone?Explainyourroleasgroup/teammember.Giveexampleofamethodofworkingyou’veused.How’dyoufeelaboutit?
Haveyoueverhadtomakeunpopulardecisions?Howdoyougetalongwithdifferentkindsofpeople?Howdoyougetanunderstandingofpeopleyouworkwith?Howdoyoumanagetointerviewwhileemployed?Howdoyouregroupwhenplansgoawry?Howdoyoutakedirection?Howdoyouworkonaprojectrequiringinteractionwithvariouslevelsinthecompany?Whatlevelsyoumostcomfortablewith?
Howhaveyourcareermotivationschanged?Howinterestedareyouinsports?Howtogetthebestoutofyou?Howwelldoyoufeelyourbossratedyourperformance?Howwouldyoudefineamotivationalworkatmosphere?Ifyoucouldmakeonesuggestiontomanagement,whatwoulditbe?
Inhindsight,whathaveyoudonethatwasalittleharebrained?Inwhatareascouldyoursupervisorhavedonebetter?Rateyourselfonascaleofonetoten.Tellabouteventthatchallengedyou,howyoumetthechallenge,andhowwasyourapproachdifferent?
Tellmeastory.Whataresomethingsthatbotheryou/petpeeves/lasttimeyoufeltangeratwork?
Whataresomethingsyoursupervisordidthatyoudislike?Whatdifficultiesdoyouhavetoleratingpeoplewithdifferent
backgrounds?Whatdoyoudowhenadecisionisneededandnoprocedureexists?Whatdoyouthinkofyourcurrent/lastboss?Whathaveyoudonethatshowsinitiative?Whathaveyoulearnedfromjobsyou’veheld?Whatisyourroleasateammember?Whatkindsofthingsworryyou?Whatpersonalcharacteristicsareneededforsuccessinyourfield?Whatwouldyourcoworkerstellmeaboutyourattentiontodetail?Whatwouldyourreferencessayaboutyou?Whatwouldyousayaboutdifficult/unfairsupervisor?Whendoyouexpectapromotion?Whyareyouabetter_____thanyourcoworkers?Wouldyoulikeyourboss’sjob?
TelephoneinterviewDoyouhaveadegree?Howmuchareyoumaking/doyouwant?Howmuchexperiencedoyouhave?Tellmealittleaboutyourself.Whatdoyouknowaboutthecompany?
Copyright©2013byMartinJohnYate.Allrightsreserved.
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ISBN10:1-4405-3679-1ISBN13:978-1-4405-3679-3eISBN10:1-4405-4391-7
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Thise-bookedition:January2013(v.1.2)
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Yate,MartinJohn.Knock’emdeadjobinterview/MartinYate.p.cm.ISBN978-1-4405-3679-3(pbk.)–ISBN1-4405-3679-1(pbk.)1.Employmentinterviewing.2.Jobhunting.I.Title.II.Title:Knockthemdeadjobinterview.HF5549.5.I6Y3732012650.144–dc23
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