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

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:

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:

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?

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.

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.

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

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.

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

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?

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?

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?

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.

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

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?

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:

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.

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:

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?

Thisbook,orpartsthereof,maynotbereproducedinanyformwithoutpermissionfromthepublisher;exceptionsaremadeforbriefexcerptsusedinpublishedreviews.

PublishedbyAdamsMedia,adivisionofF+WMedia,Inc.57LittlefieldStreet,Avon,MA02322.U.S.A.

www.adamsmedia.com

ISBN10:1-4405-3679-1ISBN13:978-1-4405-3679-3eISBN10:1-4405-4391-7

eISBN13:978-1-4405-4391-3

Thise-bookedition:January2013(v.1.2)

TheLibraryofCongresshascatalogedthepaperbackeditionofthisbookasfollows:

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

2012027868

Thispublicationisdesignedtoprovideaccurateandauthoritativeinformationwithregardtothesubjectmattercovered.Itissoldwiththeunderstandingthatthepublisherisnotengagedinrenderinglegal,accounting,orotherprofessionaladvice.Iflegaladviceorotherexpertassistanceisrequired,theservicesofacompetentprofessionalpersonshouldbesought.

—FromaDeclarationofPrinciplesjointlyadoptedbyaCommitteeoftheAmericanBarAssociationandaCommitteeofPublishersandAssociations

Manyofthedesignationsusedbymanufacturersandsellerstodistinguishtheirproductare

Manyofthedesignationsusedbymanufacturersandsellerstodistinguishtheirproductareclaimedastrademarks.WherethosedesignationsappearinthisbookandF+WMediawasawareofatrademarkclaim,thedesignationshavebeenprintedwithinitialcapitalletters.

Thisbookisavailableatquantitydiscountsforbulkpurchases.Forinformation,pleasecall1-800-289-0963.

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