| Everyone is nervous on interviews. If you simply allow | | | | the company’s point-of-view, indicating that you |
| yourself to feel nervous, you'll do much better. | | | | could understand why it happened and you might have |
| Remember also that it's difficult for the interviewer as | | | | made the same decision yourself. |
| well. | | | | Your stature will rise immensely and, most important of |
| In general, be upbeat and positive. Never be negative. | | | | all, you will show you are healed from the wounds |
| Rehearse your answers and time them. Never talk for | | | | inflicted by the firing. You will enhance your image as |
| more than 2 minutes straight. | | | | first-class management material and stand head and |
| Don't try to memorize answers word for word. Use | | | | shoulders above the legions of firing victims who, at |
| the answers shown here as a guide only, and don't be | | | | the slightest provocation, zip open their shirts to |
| afraid to include your own thoughts and words. To | | | | expose their battle scars and decry the unfairness of |
| help you remember key concepts, jot down and | | | | it all. |
| review a few key words for each answer. Rehearse | | | | For all prior positions: |
| your answers frequently, and they will come to you | | | | Make sure you’ve prepared a brief reason for |
| naturally in interviews. | | | | leaving. Best reasons: more money, opportunity, |
| As you will read in the accompanying report, the single | | | | responsibility or growth. |
| most important strategy in interviewing, as in all phases | | | | Question 6 The “Silent Treatment” |
| of your job search, is what we call: "The Greatest | | | | TRAPS: Beware – if you are unprepared for this |
| Executive Job Finding Secret." And that is... | | | | question, you will probably not handle it right and |
| Find out what people want, than show them how you | | | | possibly blow the interview. Thank goodness most |
| can help them get it. | | | | interviewers don’t employ it. It’s normally used |
| Find out what an employer wants most in his or her | | | | by those determined to see how you respond under |
| ideal candidate, then show how you meet those | | | | stress. Here’s how it works: |
| qualifications. | | | | You answer an interviewer’s question and then, |
| In other words, you must match your abilities, with the | | | | instead of asking another, he just stares at you in a |
| needs of the employer. You must sell what the buyer | | | | deafening silence. |
| is buying. To do that, before you know what to | | | | You wait, growing a bit uneasy, and there he sits, silent |
| emphasize in your answers, you must find out what | | | | as Mt. Rushmore, as if he doesn’t believe what |
| the buyer is buying... what he is looking for. And the | | | | you’ve just said, or perhaps making you feel that |
| best way to do that is to ask a few questions | | | | you’ve unwittingly violated some cardinal rule of |
| yourself. | | | | interview etiquette. |
| You will see how to bring this off skillfully as you read | | | | When you get this silent treatment after answering a |
| the first two questions of this report. But regardless of | | | | particularly difficult question , such as “tell me about |
| how you accomplish it, you must remember this | | | | your weaknesses”, its intimidating effect can be |
| strategy above all: before blurting out your | | | | most disquieting, even to polished job hunters. |
| qualifications, you must get some idea of what the | | | | Most unprepared candidates rush in to fill the void of |
| employer wants most. Once you know what he | | | | silence, viewing prolonged, uncomfortable silences as |
| wants, you can then present your qualifications as the | | | | an invitation to clear up the previous answer which has |
| perfect “key” that fits the “lock” of that | | | | obviously caused some problem. And that’s what |
| position. | | | | they do – ramble on, sputtering more and more |
| - Other important interview strategies: | | | | information, sometimes irrelevant and often damaging, |
| - Turn weaknesses into strengths (You'll see how to | | | | because they are suddenly playing the role of |
| do this in a few moments.) | | | | someone who’s goofed and is now trying to |
| - Think before you answer. A pause to collect your | | | | recoup. But since the candidate doesn’t know |
| thoughts is a hallmark of a thoughtful person. | | | | where or how he goofed, he just keeps talking, |
| As a daily exercise, practice being more optimistic. For | | | | showing how flustered and confused he is by the |
| example, try putting a positive spin on events and | | | | interviewer’s unmovable silence. |
| situations you would normally regard as negative. This | | | | BEST ANSWER: Like a primitive tribal mask, the Silent |
| is not meant to turn you into a Pollyanna, but to | | | | Treatment loses all it power to frighten you once you |
| sharpen your selling skills. The best salespeople, as well | | | | refuse to be intimidated. If your interviewer pulls it, |
| as the best liked interview candidates, come off as | | | | keep quiet yourself for a while and then ask, with |
| being naturally optimistic, "can do" people. You will | | | | sincere politeness and not a trace of sarcasm, “Is |
| dramatically raise your level of attractiveness by daily | | | | there anything else I can fill in on that point?” |
| practicing to be more optimistic. | | | | That’s all there is to it. |
| Be honest...never lie. | | | | Whatever you do, don’t let the Silent Treatment |
| Keep an interview diary. Right after each interview | | | | intimidate you into talking a blue streak, because you |
| note what you did right, what could have gone a little | | | | could easily talk yourself out of the position. |
| better, and what steps you should take next with this | | | | Question 7 Why should I hire you? |
| contact. Then take those steps. Don't be like the 95% | | | | TRAPS: Believe it or not, this is a killer question |
| of humanity who say they will follow up on something, | | | | because so many candidates are unprepared for it. If |
| but never do. | | | | you stammer or adlib you’ve blown it. |
| Question 1 Tell me about yourself. | | | | BEST ANSWER: By now you can see how critical it is |
| TRAPS: Beware, about 80% of all interviews begin | | | | to apply the overall strategy of uncovering the |
| with this “innocent” question. Many candidates, | | | | employer’s needs before you answer questions. |
| unprepared for the question, skewer themselves by | | | | If you know the employer’s greatest needs and |
| rambling, recapping their life story, delving into ancient | | | | desires, this question will give you a big leg up over |
| work history or personal matters. | | | | other candidates because you will give him better |
| BEST ANSWER: Start with the present and tell why | | | | reasons for hiring you than anyone else is likely |
| you are well qualified for the position. Remember that | | | | to…reasons tied directly to his needs. |
| the key to all successful interviewing is to match your | | | | Whether your interviewer asks you this question |
| qualifications to what the interviewer is looking for. In | | | | explicitly or not, this is the most important question of |
| other words you must sell what the buyer is buying. | | | | your interview because he must answer this question |
| This is the single most important strategy in job hunting. | | | | favorably in is own mind before you will be hired. So |
| So, before you answer this or any question it's | | | | help him out! Walk through each of the position’s |
| imperative that you try to uncover your interviewer's | | | | requirements as you understand them, and follow each |
| greatest need, want, problem or goal. | | | | with a reason why you meet that requirement so well. |
| To do so, make you take these two steps: | | | | Example: “As I understand your needs, you are first |
| 1. Do all the homework you can before the interview | | | | and foremost looking for someone who can manage |
| to uncover this person's wants and needs (not the | | | | the sales and marketing of your book publishing |
| generalized needs of the industry or company) | | | | division. As you’ve said you need someone with |
| 2. You might say: “I have a number of | | | | a strong background in trade book sales. This is |
| accomplishments I'd like to tell you about, but I want to | | | | where I’ve spent almost all of my career, so |
| make the best use of our time together and talk | | | | I’ve chalked up 18 years of experience exactly in |
| directly to your needs. To help me do, that, could you | | | | this area. I believe that I know the right contacts, |
| tell me more about the most important priorities of this | | | | methods, principles, and successful management |
| position? All I know is what I (heard from the | | | | techniques as well as any person can in our |
| recruiter, read in the classified ad, etc.)” | | | | industry.” |
| Then, ALWAYS follow-up with a second and possibly, | | | | “You also need someone who can expand your |
| third question, to draw out his needs even more. | | | | book distribution channels. In my prior post, my |
| Surprisingly, it's usually this second or third question that | | | | innovative promotional ideas doubled, then tripled, the |
| unearths what the interviewer is most looking for. | | | | number of outlets selling our books. I’m confident I |
| You might ask simply, "And in addition to that?..." or, "Is | | | | can do the same for you.” |
| there anything else you see as essential to success in | | | | “You need someone to give a new shot in the arm |
| this position?: | | | | to your mail order sales, someone who knows how to |
| This process will not feel easy or natural at first, | | | | sell in space and direct mail media. Here, too, I believe |
| because it is easier simply to answer questions, but | | | | I have exactly the experience you need. In the last |
| only if you uncover the employer's wants and needs | | | | five years, I’ve increased our mail order book sales |
| will your answers make the most sense. Practice | | | | from $600,000 to $2,800,000, and now we’re the |
| asking these key questions before giving your | | | | country’s second leading marketer of scientific and |
| answers, the process will feel more natural and you | | | | medical books by mail.” Etc., etc., etc., |
| will be light years ahead of the other job candidates | | | | Every one of these selling “couplets” (his need |
| you're competing with. | | | | matched by your qualifications) is a touchdown that |
| After uncovering what the employer is looking for, | | | | runs up your score. IT is your best opportunity to |
| describe why the needs of this job bear striking | | | | outsell your competition. |
| parallels to tasks you've succeeded at before. Be sure | | | | Question 8 Aren’t you overqualified for this |
| to illustrate with specific examples of your | | | | position? |
| responsibilities and especially your achievements, all of | | | | TRAPS: The employer may be concerned that |
| which are geared to present yourself as a perfect | | | | you’ll grow dissatisfied and leave. |
| match for the needs he has just described. | | | | BEST ANSWER: As with any objection, don’t view |
| Question 2 What are your greatest strengths? | | | | this as a sign of imminent defeat. It’s an invitation |
| TRAPS: This question seems like a softball lob, but be | | | | to teach the interviewer a new way to think about this |
| prepared. You don't want to come across as | | | | situation, seeing advantages instead of drawbacks. |
| egotistical or arrogant. Neither is this a time to be | | | | Example: “I recognize the job market for what it is |
| humble. | | | | – a marketplace. Like any marketplace, it’s |
| BEST ANSWER: You know that your key strategy is | | | | subject to the laws of supply and demand. So |
| to first uncover your interviewer's greatest wants and | | | | ‘overqualified’ can be a relative term, depending |
| needs before you answer questions. And from | | | | on how tight the job market is. And right now, it’s |
| Question 1, you know how to do this. | | | | very tight. I understand and accept that.” |
| Prior to any interview, you should have a list mentally | | | | “I also believe that there could be very positive |
| prepared of your greatest strengths. You should also | | | | benefits for both of us in this match.” |
| have, a specific example or two, which illustrates each | | | | “Because of my unusually strong experience in |
| strength, an example chosen from your most recent | | | | ________________ , I could start to contribute |
| and most impressive achievements. | | | | right away, perhaps much faster than someone |
| You should, have this list of your greatest strengths | | | | who’d have to be brought along more slowly.” |
| and corresponding examples from your achievements | | | | “There’s also the value of all the training and |
| so well committed to memory that you can recite | | | | years of experience that other companies have |
| them cold after being shaken awake at 2:30AM. | | | | invested tens of thousands of dollars to give me. |
| Then, once you uncover your interviewer's greatest | | | | You’d be getting all the value of that without having |
| wants and needs, you can choose those | | | | to pay an extra dime for it. With someone who has |
| achievements from your list that best match up. | | | | yet to acquire that experience, he’d have to gain it |
| As a general guideline, the 10 most desirable traits that | | | | on your nickel.” |
| all employers love to see in their employees are: | | | | “I could also help you in many things they don’t |
| 1. A proven track record as an achiever...especially if | | | | teach at the Harvard Business School. For |
| your achievements match up with the employer's | | | | example…(how to hire, train, motivate, etc.) When it |
| greatest wants and needs. | | | | comes to knowing how to work well with people and |
| 2. Intelligence...management "savvy". | | | | getting the most out of them, there’s just no |
| 3. Honesty...integrity...a decent human being. | | | | substitute for what you learn over many years of |
| 4. Good fit with corporate culture...someone to feel | | | | front-line experience. You company would gain all |
| comfortable with...a team player who meshes well with | | | | this, too.” |
| interviewer's team. | | | | 1. I’ll be happy doing this work and that’s what |
| 5. Likeability...positive attitude...sense of humor. | | | | matters most to me, a lot more that money or title.” |
| 6. Good communication skills. | | | | “Most important, I’m looking to make a long term |
| 7. Dedication...willingness to walk the extra mile to | | | | commitment in my career now. I’ve had enough of |
| achieve excellence. | | | | job-hunting and want a permanent spot at this point in |
| 8. Definiteness of purpose...clear goals. | | | | my career. I also know that if I perform this job with |
| 9. Enthusiasm...high level of motivation. | | | | excellence, other opportunities cannot help but open up |
| 10. Confident...healthy...a leader. | | | | for me right here. In time, I’ll find many other ways |
| Question 3 What are your greatest weaknesses? | | | | to help this company and in so doing, help myself. I |
| TRAPS: Beware - this is an eliminator question, | | | | really am looking to make a long-term commitment.” |
| designed to shorten the candidate list. Any admission | | | | NOTE: The main concern behind the |
| of a weakness or fault will earn you an “A” for | | | | “overqualified” question is that you will leave |
| honesty, but an “F” for the interview. | | | | your new employer as soon as something better |
| PASSABLE ANSWER: Disguise a strength as a | | | | comes your way. Anything you can say to |
| weakness. | | | | demonstrate the sincerity of your commitment to the |
| Example: “I sometimes push my people too hard. I | | | | employer and reassure him that you’re looking to |
| like to work with a sense of urgency and everyone is | | | | stay for the long-term will help you overcome this |
| not always on the same wavelength.” | | | | objection. |
| Drawback: This strategy is better than admitting a | | | | Question 9 Where do you see yourself five years |
| flaw, but it's so widely used, it is transparent to any | | | | from now? |
| experienced interviewer. | | | | TRAPS: One reason interviewers ask this question is |
| BEST ANSWER: (and another reason it's so | | | | to see if you’re settling for this position, using it |
| important to get a thorough description of your | | | | merely as a stopover until something better comes |
| interviewer's needs before you answer questions): | | | | along. Or they could be trying to gauge your level of |
| Assure the interviewer that you can think of nothing | | | | ambition. |
| that would stand in the way of your performing in this | | | | If you’re too specific, i.e., naming the promotions you |
| position with excellence. Then, quickly review you | | | | someday hope to win, you’ll sound presumptuous. |
| strongest qualifications. | | | | If you’re too vague, you’ll seem rudderless. |
| Example: “Nobody's perfect, but based on what | | | | BEST ANSWER: Reassure your interviewer that |
| you've told me about this position, I believe I' d make an | | | | you’re looking to make a long-term |
| outstanding match. I know that when I hire people, I look | | | | commitment…that this position entails exactly what |
| for two things most of all. Do they have the | | | | you’re looking to do and what you do extremely |
| qualifications to do the job well, and the motivation to | | | | well. As for your future, you believe that if you |
| do it well? Everything in my background shows I | | | | perform each job at hand with excellence, future |
| have both the qualifications and a strong desire to | | | | opportunities will take care of themselves. |
| achieve excellence in whatever I take on. So I can say | | | | Example: “I am definitely interested in making a |
| in all honesty that I see nothing that would cause you | | | | long-term commitment to my next position. Judging |
| even a small concern about my ability or my strong | | | | by what you’ve told me about this position, it’s |
| desire to perform this job with excellence.” | | | | exactly what I’m looking for and what I am very |
| Alternate strategy (if you don't yet know enough | | | | well qualified to do. In terms of my future career path, |
| about the position to talk about such a perfect fit): | | | | I’m confident that if I do my work with excellence, |
| Instead of confessing a weakness, describe what you | | | | opportunities will inevitable open up for me. It’s |
| like most and like least, making sure that what you like | | | | always been that way in my career, and I’m |
| most matches up with the most important qualification | | | | confident I’ll have similar opportunities here.” |
| for success in the position, and what you like least is | | | | Question 10 Describe your ideal company, location |
| not essential. | | | | and job. |
| Example: Let's say you're applying for a teaching | | | | TRAPS: This is often asked by an experienced |
| position. “If given a choice, I like to spend as much | | | | interviewer who thinks you may be overqualified, but |
| time as possible in front of my prospects selling, as | | | | knows better than to show his hand by posing his |
| opposed to shuffling paperwork back at the office. | | | | objection directly. So he’ll use this question |
| Of course, I long ago learned the importance of filing | | | | instead, which often gets a candidate to reveal that, |
| paperwork properly, and I do it conscientiously. But | | | | indeed, he or she is looking for something other than |
| what I really love to do is sell (if your interviewer were | | | | the position at hand. |
| a sales manager, this should be music to his ears.) | | | | BEST ANSWER: The only right answer is to describe |
| Question 4 Tell me about something you did – | | | | what this company is offering, being sure to make |
| or failed to do – that you now feel a little ashamed | | | | your answer believable with specific reasons, stated |
| of. | | | | with sincerity, why each quality represented by this |
| TRAPS: There are some questions your interviewer | | | | opportunity is attractive to you. |
| has no business asking, and this is one. But while you | | | | Remember that if you’re coming from a company |
| may feel like answering, “none of your business,” | | | | that’s the leader in its field or from a glamorous or |
| naturally you can’t. Some interviewers ask this | | | | much admired company, industry, city or position, your |
| question on the chance you admit to something, but if | | | | interviewer and his company may well have an |
| not, at least they’ll see how you think on your feet. | | | | “Avis” complex. That is, they may feel a bit |
| Some unprepared candidates, flustered by this | | | | defensive about being “second best” to the |
| question, unburden themselves of guilt from their | | | | place you’re coming from, worried that you may |
| personal life or career, perhaps expressing regrets | | | | consider them bush league. |
| regarding a parent, spouse, child, etc. All such | | | | This anxiety could well be there even though |
| answers can be disastrous. | | | | you’ve done nothing to inspire it. You must go out |
| BEST ANSWER: As with faults and weaknesses, | | | | of your way to assuage such anxiety, even if it’s |
| never confess a regret. But don’t seem as if | | | | not expressed, by putting their virtues high on the list of |
| you’re stonewalling either. | | | | exactly what you’re looking for, providing credible |
| Best strategy: Say you harbor no regrets, then add a | | | | reason for wanting these qualities. |
| principle or habit you practice regularly for healthy | | | | If you do not express genuine enthusiasm for the firm, |
| human relations. | | | | its culture, location, industry, etc., you may fail to answer |
| Example: Pause for reflection, as if the question never | | | | this “Avis” complex objection and, as a result, |
| occurred to you. Then say, “You know, I really | | | | leave the interviewer suspecting that a hot shot like |
| can’t think of anything.” (Pause again, then | | | | you, coming from a Fortune 500 company in New |
| add): “I would add that as a general management | | | | York, just wouldn’t be happy at an unknown |
| principle, I’ve found that the best way to avoid | | | | manufacturer based in Topeka, Kansas. |
| regrets is to avoid causing them in the first place. I | | | | Question 11 Why do you want to work at our |
| practice one habit that helps me a great deal in this | | | | company? |
| regard. At the end of each day, I mentally review the | | | | TRAPS: This question tests whether you’ve done |
| day’s events and conversations to take a second | | | | any homework about the firm. If you haven’t, you |
| look at the people and developments I’m involved | | | | lose. If you have, you win big. |
| with and do a doublecheck of what they’re likely to | | | | BEST ANSWER: This question is your opportunity to |
| be feeling. Sometimes I’ll see things that do need | | | | hit the ball out of the park, thanks to the in-depth |
| more follow-up, whether a pat on the back, or maybe | | | | research you should do before any interview. |
| a five minute chat in someone’s office to make | | | | Best sources for researching your target company: |
| sure we’re clear on things…whatever.” | | | | annual reports, the corporate newsletter, contacts you |
| “I also like to make each person feel like a member | | | | know at the company or its suppliers, advertisements, |
| of an elite team, like the Boston Celtics or LA Lakers in | | | | articles about the company in the trade press. |
| their prime. I’ve found that if you let each team | | | | Question 12 What are your career options right |
| member know you expect excellence in their | | | | now? |
| performance…if you work hard to set an example | | | | TRAPS: The interviewer is trying to find out, “How |
| yourself…and if you let people know you appreciate | | | | desperate are you?” |
| and respect their feelings, you wind up with a highly | | | | BEST ANSWER: Prepare for this question by thinking |
| motivated group, a team that’s having fun at work | | | | of how you can position yourself as a desired |
| because they’re striving for excellence rather than | | | | commodity. If you are still working, describe the |
| brooding over slights or regrets.” | | | | possibilities at your present firm and why, though |
| Question 5 Why are you leaving (or did you leave) | | | | you’re greatly appreciated there, you’re looking |
| this position? | | | | for something more (challenge, money, responsibility, |
| TRAPS: Never badmouth your previous industry, | | | | etc.). Also mention that you’re seriously exploring |
| company, board, boss, staff, employees or | | | | opportunities with one or two other firms. |
| customers. This rule is inviolable: never be negative. | | | | If you’re not working, you can talk about other |
| Any mud you hurl will only soil your suit. | | | | employment possibilities you’re actually exploring. |
| Especially avoid words like “personality clash”, | | | | But do this with a light touch, speaking only in general |
| “didn’t get along”, or others which cast a | | | | terms. You don’t want to seem manipulative or |
| shadow on your competence, integrity, or | | | | coy. |
| temperament. | | | | Question 13 On a scale of one to ten, rate me as an |
| BEST ANSWER: | | | | interviewer. |
| (If you have a job presently) | | | | TRAPS: Give a perfect “10,” and you’ll seem |
| If you’re not yet 100% committed to leaving your | | | | too easy to please. Give anything less than a perfect |
| present post, don’t be afraid to say so. Since you | | | | 10, and he could press you as to where you’re |
| have a job, you are in a stronger position than | | | | being critical, and that road leads downhill for you. |
| someone who does not. But don’t be coy | | | | BEST ANSWER: Once again, never be negative. The |
| either. State honestly what you’d be hoping to | | | | interviewer will only resent criticism coming from you. |
| find in a new spot. Of course, as stated often | | | | This is the time to show your positivism. |
| before, you answer will all the stronger if you have | | | | However, don’t give a numerical rating. Simply |
| already uncovered what this position is all about and | | | | praise whatever interview style he’s been using. |
| you match your desires to it. | | | | If he’s been tough, say “You have been |
| (If you do not presently have a job.) | | | | thorough and tough-minded, the very qualities needed |
| Never lie about having been fired. It’s unethical | | | | to conduct a good interview.” |
| – and too easily checked. But do try to deflect the | | | | If he’s been methodical, say, “You have been |
| reason from you personally. If your firing was the | | | | very methodical and analytical, and I’m sure that |
| result of a takeover, merger, division wide layoff, etc., | | | | approach results in excellent hires for your firm.” |
| so much the better. | | | | In other words, pay him a sincere compliment that he |
| But you should also do something totally unnatural that | | | | can believe because it’s anchored in the behavior |
| will demonstrate consummate professionalism. Even | | | | you’ve just seen. |
| if it hurts , describe your own firing – candidly, | | | | Good luck in your job search! |
| succinctly and without a trace of bitterness – from | | | | |