| If I asked you how you did on your last interview, what | | | | and be able to give a concise summary of your |
| would you say? If you're like most of my candidates, | | | | background and accomplishments in the different roles |
| you probably think the interview went really well - or, | | | | you've had. |
| you might come out being a little uncertain. But, there's | | | | - TMI - too much information! Examples are a great |
| one thing I know...you will not tell me that it was terrible. | | | | way to bring your accomplishments to life, but again, |
| Yet, when I debrief with my client, chances are I'll find | | | | these need to be summarized, and relevant to your |
| out that you did not do as well as you thought. | | | | contribution. |
| Why is it hard for you to tell how you really did? | | | | - Not Listening - answer the question that's asked. |
| The short answer is that hiring companies tend to be | | | | Listening skills are perceived to be critical in most |
| polite. They will generally spend at least 30-45 minutes | | | | postitions, and if you're not answering the specific |
| with you, even if they decided the moment you | | | | interview question that was asked, the conclusion will |
| walked in that you were not the right candidate. And, | | | | be that you have poor listening skills. |
| they will be engaging, and patient in answering your | | | | - Being too General - the more specific you can be in |
| questions. This leaves you with the impression that you | | | | answering an interview question, the better off you'll |
| did well, even if that's not the case. | | | | be. Candidates often get into trouble with talking about |
| The Key to a Successful Interview | | | | team accomplishments rather than focusing on their |
| A successful interview depends on two things: first | | | | own contributions. |
| impressions; and how you answer the interview | | | | - Confessing True Weaknesses - most candidates |
| questions they pose. First impressions have a lot to do | | | | can handle the "weakness" question effectively (i.e. |
| with "presence". This is an especially important factor | | | | take a positive trait and turn it into a weakness) when |
| for senior level candidates. Being well dressed, | | | | asked directly. However, I've gotten more true |
| confident, out-going...these are all things that a hiring | | | | confessions when asking the weakness question in a |
| executive sizes up in the first 30-60 seconds. Fail the | | | | different way. For example: on your last performance |
| first impression test, and it's hard to recover. | | | | review, what developmental areas did you and your |
| Most candidates think they know how to answer | | | | boss identify for you? Or, when was the last time you |
| interview questions. But, from years of recruiting | | | | were criticized in a work environment - and for what? |
| experience, I can emphatically tell you that most | | | | When you think about how you answer interview |
| candidates could use some coaching in this area. | | | | questions, do you see yourself in any of these |
| There are several things I see on a regular basis: | | | | common mistakes? If so, tap into some resources that |
| - Rambling - candidates do not know what's on their | | | | can help. |
| resume. You need to know what's on your resume | | | | |