| Many books and articles have been written about how | | | | potential questions, they focus on this short list of |
| to succeed in a job interview. The titles are similar to | | | | messages they want to deliver. They have spent |
| attention grabbing phrases like "the top ten answers to | | | | more time on the core messages than on fretting over |
| interview questions," "great answers to the toughest | | | | what the interviewer might ask. They know that in the |
| interview questions," or "how to nail a job interview." | | | | end, the primary question is "why should I hire you?" |
| Such advice would have you believe that if you focus | | | | The interviewer may ask this in a variety of ways, |
| on anticipating questions and providing clever answers | | | | directly or more often, indirectly; however, their |
| that you can easily impress their interviewer and | | | | messages will answer this basic question. |
| secure a job offer, almost on the spot. The reality is | | | | Thirdly, during the interview, they focus less on the |
| that a successful job interview depends more on | | | | questions that are asked and more on the messages |
| clearly crafted messages than on the questions. All | | | | they want to deliver. Just like experienced politicians, |
| successful candidates succeed not because they | | | | they have a plan for their interviews. When they are |
| have a repertoire of clever responses, but because | | | | asked a question, they pause to think, and then they |
| they can communicate their real value to a potential | | | | speak. If the question and their intended message are |
| employer. Consider these following three tips: | | | | in alignment, they enthusiastically respond with their |
| First, successful candidates are clear about their skills. | | | | intended message; however if they don't align, they |
| They understand the value that they can bring to a job | | | | simply quickly acknowledge the question with a short |
| and how they can help employers solve their | | | | answer and bridge to their intended message anyway. |
| problems. They understand that employers are | | | | They know that whatever questions they are asked, |
| seeking to find employees who have the skills that can | | | | their primary task during the interview is to |
| help them solve their problems and advance their | | | | communicate their skills and the value that they can |
| business. They are also clear about the problems | | | | bring to the organization. |
| facing an employer because they have done their | | | | So if you want to succeed in your next job interview, |
| research ahead of time. | | | | make sure that you are clear about your value and |
| Secondly, they have crafted concise messages that | | | | have a set of core messages that you can deliver |
| communicate the value that they can bring to an | | | | with enthusiasm. If you focus on making sure to get |
| organization. They are also able to deliver the | | | | these messages across at the interview, you will |
| messages in a very compelling way. Rather than | | | | communicate your value and increase your chances |
| memorize a series of clever answers to a myriad of | | | | of success. |