THE INTERVIEW
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 You are faced with the task of convincing a total stranger to invest company
money and time in you.
 Someone who can contribute to the bottom line from day one
 Someone who is self-managing, versatile, confident, not afraid to roll up their
sleeves and get the job done.
 To a certain degree, you need to take charge of the interview by asking questions
 Really, there are only 4 main questions you have to prepare yourself for:
 Can you do the job? (are you specifically qualified?)
 Will you do the job (better than the other people I'm interviewing?)...how hungry are you?
 Even if you are perfectly qualified and highly motivated, do I think you will fit in with the rest
of the group (chemistry)?
 Will you make me, the interviewer, look like a genius for recommending or hiring you?
introduction
 Asking questions shows you're interested, engaged
and assertive.
 Questions should be clear, concise, targeted and well
crafted.
 Ask if you are free to ask questions at any time
during the interview?
 Do not wait for them to ask if you have any
questions. You need to be more assertive and ask
questions during the regular part of the interview.
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 Ask questions early and often
 Asking questions turns the interview into more of a
conversation rather than a typical Q&A format. That way
you can actually form a chemistry
 Ask insightful questions at the end of the interview. "One
memorable candidate asked James what PwC was doing
about revenue streams as IFRS was wrapping up and that
indicated that he understood the firm’s business. That
really made him stand out in James’ mind and helped him
get the job.“
 Speak like Mitt Romney (or Obama, Clinton) speaks.
introduction
 Communicate your knowledge, skills, accomplishments,
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and fit for the position.
Subtly take control of the interview, build a strong rapport
with your interviewer, and present your most notable
accomplishments as they relate to that company’s needs.
It’s about positioning yourself as someone who takes
control of a situation, solves problems, and delivers results.
You assess the employer and the employer assesses you to
decide whether or not you want to work together.
The goal of the first interview is to get a second interview.
And the goal of the third is to get the job offer.
introduction
• The interviewer’s goal is probably to eliminate
you from a second interview or job offer. The
interviewer wants to know why he or she should
not hire you.
• The interviewer tries to do this by identifying
your weaknesses.
• You must counter by communicating your
strengths to lessen the interviewer’s fears of
hiring you.
• You must raise the interviewer’s expectations of
you.
Typical Flow of interview
Interview checklist
• Review your notes
• Acclimate to your environment
• Have your script well-rehearsed and rehearse
your delivery. Repeat it till it rolls off your
tongue
• Greet the interviewer properly
• Hone your handshake
• Ask questions
Interview checklist
• Don’t address the interviewer by his or her
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first name
Assess the interviewer’s style
Recognize the 4 basic personality types
Align with the interviewer
“Mirror” the interviewer’s body language,
facial expressions, eye movement, rate of
speech, tone of voice, and rate of breathing.
Interview checklist
• Use insider language
• Use the action vocabulary/winner’s word list
and incorporate into your script
• Don’t use trite phrases and tired cliches
• Withhold your resume
• Use the “tie-down” techniques (Ch. 7 of
Follow Up Method)
Interview checklist
• Find an area of agreement, and lead slowly
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and carefully to the offer
Be honest, not modest
Say positive things about your present
(former) employer
Admire the achievements of the prospective
employer
Be observant
Interview TIPS
• Table Talk: mealtime interviews are tricky.
Your eating (and drinking) habits tell a lot
about you, without you even being aware of
it.
• Mirror your host’s manners and choices.
• Eat sensibly: don’t select the most expensive or
cheapest item on the menu: choose foods that are
healthy but not too healthy
• If possible, follow the lead of your host. But select
items that are not difficult to handle or chew or
are too messy.
Interview TIPS
• Need to develop chemistry or rapport during
interview
• Have a strong interview performance
• Need to seem like a good fit
• Some interviewers are not good interviewers
and might make the wrong decision and
decide not to hire you so don’t take it too
personally if it doesn’t happen
Interview TIPS
• Show you are knowledgeable about the
company, job, industry etc.
• Shape your question to the position: when you
ask questions about any aspect of the industry,
company, department, or job, make sure they
are couched in terms of the requirements of the
specific job you're seeking, and the goals of the
particular company at which you hope to be
hired.
• Know what to ask when of whom: as you go past
the first interview, the questions you ask should
become more specific.
Interview TIPS
• Get the interviewer talking: Ask open-ended questions.
Who, what, when, where, how, why?
• Match your style to the interviewer's: laid back or not.
• Watch the interviewers body language.
• Be concise and to the point.
• Assume the position: use "we", "our" and "my".
• Don't ask questions that show your ignorance or bias.
• Don't make an interviewer obviously uncomfortable:
like asking questions that are too personal.
• Don't introduce negativity into the interviewer's mind.
Interview TIPS
• Don't tell a joke: smile, be at ease, you can
make a humorous comment if it seems in
keeping with the rest of the conversation.
• Don't let them see you sweat: don't show
your desperation.
• Remember it's a two-way street: attempt to
redefine the job so it fits your qualifications.
Interview TIPS
• When it just isn’t working out: if the
interview isn’t working out, take a break (to
use the washroom or get some water). Give
yourself a pep talk. And then go back to try to
salvage the interview. There might be other
jobs at the company. Your very attempt to
salve the situation may result in a surprising
reaction by the interviewer.
Interview TIPS
• Exude confidence in your ability to perform. It
is this strength in personality, energy, and
vitality that will attract a company to you and
entice them to bring you aboard. Remind
yourself that you are the best candidate for
the position.
• Be ready to discuss values, character, culture
and more.
Interview TIPS
• Taking notes: ask if you can take notes. Make
jot dot notes, and maintain eye contact.
Write down key points, issues, challenges,
hiring criteria, etc.
• Be a good listener: so that you can talk
about what has been said in a meaningful
way. To show you were listening and you
understand. Repeat critical information.
• “hire for attitude...train for skills”: skills can
be learned, attitude cannot.
Interview TIPS
• If you make a mistake during interview: you
can recover from it. Acknowledge the error,
apologize if appropriate, and move on. If you
deal with the mistake well, it demonstrates
an ability to handle stressful situations.
• If you do not have an answer: ask if you can
think about it and get back to that question
later (try to avoid this).
Interview TIPS
• Know what you want: know why you want
the job, what you want in life. It shouldn’t be
just about money. It’s about the right job and
the right fit. Know yourself, your truths,
motivations and pleasures in order to find the
right position with the right company.
• Interaction: make every
interaction/exchange positive to leave a good
impression.
Interview TIPS
• Develop rapport : with your interviewer,
engage him or her, share the knowledge you
have learned about the company, ask great
questions and you will immediately
distinguish yourself from all the other
candidates. Then leave the interview knowing
that you have planted in the interviewer’s
mind the idea that you can do the job and
that you are the #1 candidate.
Interview TIPS
More on Rapport:
• Be prepared: you can build good rapport
when you are well prepared for the interview.
• Be authentic: don’t just provide the answers
you think they want to hear. Be honest and
direct. Answer the questions with meaning,
not simply grasping at straws for an answer.
Interview TIPS
• Be able to communicate your capabilities in
an interesting and enticing way, without
telling everything.
• Endorsements and References:
endorsement must be in the form of letters.
For references, the bigger the better. If you
can get them from bosses and peers. They
can help tip the scales in your favour.
• Remember: you are marketing yourself!
Interview TIPS
• Sell yourself: tell them information about the
value and expertise you bring to that company.
Highlight your success stories in a non-arrogant
manner and present yourself as a winner.
• Be overdressed for the interview: you can
always apologize later if you are overdressed.
• Know the company and the position: you can
never do enough research. The more prepared
you are, the more impressed they will be
Interview TIPS
• Know what the company wants from you:
have a clear understanding of the specific
skills and knowledge the company is seeking.
Devote a great deal of time highlighting your
qualifications during interview.
• Sometimes it’s okay to tell the interviewer
you are nervous: it can help break the ice.
But don’t do it if it’s for an executive-level
position.
Interview TIPS
• Find common ground: projects, people,
places and companies that you both know.
Companies like to know you are
knowledgeable and well connected.
• Ask good questions: ask intelligent, thoughprovoking , and on-target questions.
• Ask challenging questions: for example: of
the top three competitors, you rank third.
Why?”
Interview TIPS
• Overcome problems and challenges: if they
ask you about a problem or challenge you
faced in the past, use it as an opportunity. Tell
them what the situation was, what you did
and what you learned. Communicate that you
will never get into that situation again and
that you know the signs to look for to avoid
having the same problem. Show you are a
winner by highlighting how you overcame a
problem in the past and succeeded.
Interview TIPS
• Never talk negatively about anything – no
matter how bad the situation: always have
something good to say about your past
employers, bosses, and co-workers.
• Pay attention to your body language: it can
vary between cultures. Smile, make direct
eye contact, and have a great handshake. If
they are animated, mirror their body
language and look alive.
Interview TIPS
• Positively frame your job search: you were
traveling, took some classes, or volunteered and
now it is time to get serious about getting back
to work. Don’t frame it like “I’ve been looking for
a job for the past six months”.
• Ask for the job at the end of the interview: you
can say, “this position sounds perfect for me. If
given the opportunity, I can guarantee you that I
will shine.” Perhaps use closing questions as
well.
Interview TIPS
• Be Yourself: represent yourself truthfully and
you will be much more likely to find the right job
with the right company.
• Take control: although you don’t want your
interviewer to notice that it is happening, you
want to take subtle control of the interview so
that you are certain to communicate what you
have established as your agenda – your skills,
achievements, projects, and more that are of
most interest and value to that company.
Interview TIPS
• A balancing act between two parties with two
different agendas: your challenge is to find the
right place where you can balance the interview
between focusing on your strengths,
qualifications, skills, and experiences with your
ability to solve the company’s problems.
• Use the right language and keywords: by using
keywords and phrases appropriate to the
position and the industry, you will be perceived
as someone who already knows what is going
on, understands the business, and can acclimate
to the new organization.
Interview TIPS
• Use the “big-to-little” strategy to answer
questions: suppose your interviewer asks about
your experience negotiating mergers and
acquisitions. Begin your response with the big
answer: “For more than 15 years, I have led M&A
activities for IBM’s international division...” Then
follow up with little examples – specific mergers
and acquisitions that you have negotiated,
transacted, and managed. The big-to-little
strategy is particularly effective because you can
use the same structure and thought process to
respond to so many different questions.
Interview TIPS
• Be positive about everything you say: never
utter a negative word – about a company, a
person, a project, a customer or whatever. An
interview is the time to be upbeat and
enthusiastic, share successes, discuss
challenges, and more. It is not the time to
badmouth anything or anyone.
• Save the salary discussion for the very end:
refer to chapter 7 of Insider’s Guide for more
details on negotiating salary.
Interview TIPS
• Don’t forget to write a thank you letter after the
interview: they can have tremendous value in moving
your candidacy forward and positioning you above the
competition. Use it as a tool to close the deal.
• Re-state your interest in the position and highlight any
particularly noteworthy points made in your conversation or
anything you wish to further clarify.
• Overcome the interviewer’s objections. Demonstrate that it is
not an obstacle, but rather an opportunity and that you are
fully prepared to meet the challenge.
• Reiterate your specific expertise as it relates to a company’s
specific challenges: in bullet point format.
• Highlight your core professional competencies and successes
that are directly related to that company’s needs: outline how
you meet or exceed each of those qualifications with headings
and bullets.
Interview TIPS
• Prompt the interviewer to contact you again for another
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interview or offer.
Close the letter by mentioning you will call in a few days to
inquire about the employer’s decision. If you call and the
employer has not yet made a decision, follow through with
another phone call in a few days. Send any additional
information which may enhance your application.
You might also want to ask one of your references to call the
employer to further recommend you for the position –
especially if this individual knows the employer well. However,
don’t engage in overkill by making yourself a pest.
You want to tactfully communicate two things to the
employer at this point: (1) you are interested in the job, and (2)
you will do a good job.
Make it 1-2 pages.
Interview TIPS
• BRING A BRIEFCASE WITH YOU TO THE
INTERVIEW:
• include interview information (time, location,
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interviewer’s name, etc).
Business cards, extra copies of resume, cover letter,
list of references, reference letters
Work samples: perhaps a college research paper
Transcript
Certificates
Materials related to the company: for example:
annual report and questions related to the materials.
Notepad, pens, pencils.
Interview TIPS
• BRING A BRIEFCASE WITH YOU TO THE
INTERVIEW:
• Facial tissues, pain killers, breath mints or gum
Keep it organized. You can include file folders if
you like.
Interview TIPS
• Appear Likable: honesty, credibility, intelligence,
competence, enthusiasm, spontaneity,
friendliness, and likability.
Interview TIPS
• Have a 30 second commercial:
• Highlight your strengths, how they are transferable to
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the role, why you made the choices you made, and
how that has helped you to grow and achieve your
goals.
What do you want them to remember about you?
Describe who you are. Use key words.
Explain what you do. State your value to the
organization in terms of key results or impact. Come
up with a tag line that allows the listener to
understand how you can contribute to their team.
Describe why you are unique. Tell the interviewer what
you do that is different or better than others.
Interview TIPS
 Cont’d...
 Define your immediate goal. This is where it
should be readily apparent what you are asking of
them.
 Do not memorize this and recite it like a speech. It
should be conversational.
 Be confident in your achievements. You are where
you are because you have had some significant
accomplishments. Share them and have fun doing
so.
The most common mistakes
• Not preparing enough: this is the biggest
mistake. Ask yourself “why am I here?”. Learn
as much as you can about the company and
position as you can. When you are well
prepared, you will exude confidence.
• Not knowing your greatest selling points:
write down and review your 10-12 greatest
selling points. Provide examples.
The most common mistakes
• Not asking the right questions: candidates
must ask hiring managers the right questions
in the interview, things such as key
responsibilities of the position, key
performance objectives, lines of reporting
responsibility, performance measurement
processes, success factors, and more.
The most common mistakes
When the job seeker asks these types of
specific questions, he or she is able to
determine what is important to the
interviewer and then use that knowledge to
determine which skills, accomplishments,
responsibilities , and more are most on
target. By customizing answers to each
company’s specific needs, job seekers will be
able to more favorably position themselves
against other candidates and get the offer.
The most common mistakes
• Not asking for the job: when the interview is
nearing its end, the most important thing
that any job seekers can do is to ask for the
position and inquire as to the next step in the
interviewing process. As this point, each job
seeker’s goal is to schedule the next interview
and move the process along (closing
questions, but don’t be too aggressive).
The most common mistakes
• Asking about salary: if it is the first or second
interview, it’s too early to ask about salary.
• Appears somewhat incoherent and unfocused:
tends to offer incomplete thoughts, loses focus, and
jumps around to unrelated ideas.
• Inarticulate: speaks poorly, from sound of voice and
diction to grammar, vocalized pauses, and jargon.
Uses lots of “you know”, “ah”, “like”, “okay” and
“well: fillers. Expresses a low-class street language –
“cool”, “damn”, “man”. Not a good candidate for
using the telephone or interacting with clients.
Appears verbally illiterate. Writing is probably
similar.
The most common mistakes
• Gives short and incomplete answers to questions: “yes, no may,
or I’m not sure” instead of offering in-depth answers. Appears
shallow and indicates a lack of substance, initiative, interest, and
enthusiasm.
• Lacks a sense of direction: appears to have no goals or apparent
objectives. Just looking for a paycheck rather than pursuing a
passion.
• Lacks confidence and self esteem: seems unsure of self, nervous
and ill at ease. Lacks decisiveness in making decisions.
Communicates uncertainly with such comments as “I don’t know”,
“maybe”, “I’m not sure”, “hadn’t really thought of that, “interesting
question”, “I’ll have to think about that”, or redirects with a
question “well, what do you think?”
• Shows little enthusiasm, drive or initiative: appears to be just
looking for a paycheck. Tends to be passive and indifferent. No
evidence of being a self starter who takes initiative and solves
problems on their own. Nut sure what motivates this person.
The most common mistakes
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Appears too eager or hungry for the job: is overly enthusiastic, engages
in extreme flattery, and appears suspiciously nervous.
Communicates dishonesty or deception: uses canned interview
language, skirts probing questions, and appears disingenuous.
Feels too smooth and superficial: does everything right but when asked
more substantive “what if” and behaviour-based questions, they seem to
be caught off balance and stumble with incomplete answers.
Shows little interest in the company
Fails to talk about accomplishments: don’t just explain duties and
responsibilities. Give examples of at least 5 major accomplishments and
supporting evidence.
Appears self-centered rather than employer-centered: focus on
benefits to interviewer (company). Don’t say “I” too frequently. Try to say
“we” and “you”. For example: instead of saying “what would I be making
on this job?”, say “what do you normally pay for someone with my
qualifications?”. Or instead of saying, “what would I be doing in this
position?”, say “what do you see us achieving over the next six months?”.
What they want to see and
hear
What to look for: the initial greeting,
confidence, poise and social grace.
 Did the candidate grip your hand firmly,
avoiding the “bone-crusher” and the wet fish”
approach?
 Did the candidate shake your hand wtih a
sense of purpose?
 Did the candidate hold the shake for an
appropriate period – neither too short nor too
long? (three shakes is sufficient)
What they want to see and
hear
 Did the candidate use one hand? (a two-handed
shake is usually regarded as a sign of over-familiarity
at the outset of the first meeting, though there are
some regional/cultural exceptions to this rule).
 Did the candidate look you in the eye?
 Did the candidate smile?
 Did the candidate use your name when greeting
you?
 Voice: try to convey interest and enthusiasm
through your vocal inflections. Your tone of voice can
say a lot about you and how interested you are in the
interviewer and organization.
Body language (THEY will look
out for)
 Does the candidate make appropriate intermittent
eye contact with you – neither staring you down nor
avoiding your gaze?
 Is eye contact broken only at natural points in the
discussion, rather than suddenly, in the middle of an
exchange?
 Is the candidate’s mouth relaxed? (a tightly clenched
jaw, pursed lips or a forced, unnatural smile may
indicate problems handling stress.)
 Is the candidate’s forehead and eyebrow area
relaxed?
 Does he occasionally smile naturally?
Body language (THEY will look
out for)
 Does the person avoid nodding very rapidly for long
periods of time while you’re speaking? (this is
shorthand for “be quiet and let me say something
now,” and it is inappropriate in an interview setting).
 Does the candidate move his or her hands so much
or in such a weird manner that you actually notice?
(constant twitching of the fingers – or even worse,
knuckle-cracking may mean you’re dealing with a
person who simply can’t calm down. Yes, an
interview is an unsettling experience, but so are
some of the tasks this person will have to perform on
the job!)
Body language (THEY will look
out for)
 On a similar note, does the candidate avoid
shuffling and tapping his or her feet?
 Is the candidate’s posture good? (chair
slumpers send an unfortunate silent
message: “I’m not even trying to make a good
impression.” If you hire them, you may
encounter that message on a daily basis).
 Are the candidate’s eyes usually gazing
forward, rather than darting all over the
room?
Body language (THEY will look
out for)
 Is the candidate’s eyes usually gazing forward, rather than
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darting all over the room?
Is the candidate’s head upright?
Does the candidate tend to sit with crossed arms? (this may
signal either a confrontational attitude or a sense of deep
insecurity, neither of which is a great sign).
Does the person appear to be breathing regularly and
deeply?
Is the person’s personal hygiene and grooming acceptable?
(In other words, would you want to sit next to this person
during a long meeting? Ask yourself: if the candidate won’t
make an effort to clean up his or her act for a job interview,
what will the average workday be like?)
Body language (THEY will look
out for)
 Is he or she open when spoken to?
 Is he or she looking directly at the person who
asks the questions?
 Sit with a very slight forward lean toward the
interviewer: it should be so slight as to be almost
imperceptible. If not overdone, it communicates
your interest in what the interviewer is saying.
 Eye contact: should be direct but moderate. It
conveys interest and trustworthiness.
 Smiling: a moderate amount of smiling will help
reinforce your positive image.
Speaking (what they listen for)
 What you say and how you say it
 Does the candidate respond in a clear,
comprehensible, and confident tone of voice?
 Does the candidate avoid prolonged pauses
in the middle of sentences?
 Is the candidate’s speaking rhythm consistent
and appropriate?
 Does the candidate avoid rambling answers?
Speaking (what they listen for)
 Does each of the candidate’s answers have a clear
concluding point or do they all seem to just trail of
into nothingness?
 Does the candidate avoid interrupting you?
(Breaking in while a representative of a prospective
future employer is speaking shows poor judgement
and underdeveloped people skills).
 Does the candidate take time to consider difficult
questions before plunging in to answer them?
 Does the candidate ask for additional information or
clarification when dealing with complex or
incompetent questions?
Speaking (what they listen for)
 Does the candidate offer answers that are
consistent with one another?
 Physical actions and vocal delivery should
support the answers you give.
Determining whether candidate
is a good match
Criteria:
• Ability to think critically and independently
• Ability to make decisions
• Ability to work collaboratively
• Strong experience and record of
accomplishments
• Strong technical qualifications
• Strong ethics
When suitability is the
issue
• If concern is expressed by interviewer:
respond with a few sentences about relevant
past experience and how you have overcome
those issues (specific actions taken and the
results).
• Acknowledge those concerns, address them
effectively and then move on. You can
overcome objections and win the offer!
Answering questions
Questions may revolve around:
Education
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Describe your educational background.
Why did you attend ____ university (college or school)?
Why did you major in ____?
What was your grade point average?
What subjects did you enjoy the most? The least? Why?
What leadership positions did you hold?
How did you finance your education?
If you could, what would you change about your education?
Why were your grades so low? So high?
Did you do the best you could in school? If not, why not?
What type of specialized training have you received?
How do you plan to keep up in your field?
Answering questions
Work Experience
 What were your major achievements in each of your
past jobs?
 Why did you leave these jobs?
 What is your typical workday like?
 What functions do you enjoy doing the most?
 What did you like about your boss? Dislike?
 Which job did you enjoy the most? Why? Which job
did you enjoy the least? Why?
 What did you especially like about your present or last
job?
Answering questions
Career Goals
 why do you want to join our organization?
 Why do you think you are qualified for this
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position?
Why are you looking for another job?
Why do you want to make a career change?
What ideally would you like to do?
Why should we hire you?
How would you improve our operations?
Answering questions
 What do you want to be doing five years from now?
 How much do you want to be making five years from
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now?
What are your short-range and long-range career goals?
If you were free to choose your job and employer, where
would you go?
What other types of jobs are you considering?
Companies?
When will you be ready to begin work?
How do you feel about relocating, traveling, working
overtime, and spending weekends in the office?
What attracted you to our organization?
Answering questions
Personality and Other Concerns
 Tell me about yourself
 What are your major weaknesses? Your major
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strengths?
What causes you to lose your temper?
What do you do in your spare time? Any
hobbies?
What types of books do you read?
What role does your family play in your career?
Answering questions
 How well do you work under pressure? In
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meeting deadlines?
Tell me about your management philosophy.
How much initiative do you take?
What types of people do you prefer working
with?
How _____ (creative, analytical, tactful, etc.) are
you?
If you could change your life, what would you do
differently?
Answering questions
Objections
Questions
What they are really saying
Why should we hire you?
You’re not as good as you say you are; you
probably hyped your resume or lied about
yourself.
What do you really want?
All you want is a job and security.
What can you really do for me?
you won’t stay long with us. Ambitious
people like you join the competition or
become the competition.
What are your weaknesses?
You have weaknesses like the rest of us. Is
it alcohol, sex, drugs, finances,
shiftlessness, petty politics?
What problems will I have with you?
You’ll probably want my job in another five
months.
Answering Questions
Tips:
 Stress your strengths and avoid you
weaknesses. Be completely honest. Be
positive too.
Answering Questions
Examples: try to manage your choice of words. Use your best
judgement. This isn’t the best example.
Question 1: you’ve worked part-time for XYZ company for the past
two years. What have you liked the best and least about working
for them?
Answer 1: the best thing about working for XYZ is that the pay for a
part-timer like me is pretty good. What I’ve liked least is having to
work on weekends.
Answer 2: XYZ has given me a lot of responsibility as a part-time
employee. After training of course, I supervised a crew of 5
employees on weekends. That experience taught me a lot about
leading employees and seeing to it the job is done right and on
time. I will be able to use these skills on my next job.
Answering Questions
The first answer is too negative and selfcentered.
The second answer is better. It frames things
more positively [however it doesn’t fully
answer what they liked least about it]
Answering Questions
Question 2: I see from your resume that you’ve been
working during your junior and senior years. Why
aren’t you planning to work full-time for Company X
once you graduate?
Answer 1: there are a lot of internal political problems
at Company X. Everyone is ready to stab a co-worker
in the back just to get ahead. Believe me, two years
working there is enough.
Answer 2: I have gained experience and learned a lot
during the two years I worked at Company X. I know
this experience and my skills can be useful in a
number of settings. I am particularly interested in
the work your (dept or company) does.
Answering Questions
Question: Your background bothers me somewhat. You took
six years to earn your bachelor’s degree and your work
experience has been in a different industry.
Answer 1: I understand your concern.
Answer 2: I spent six years earning my bachelor’s degree
because I was working full-time or very nearly full-time
hours during the years I was in college. I supported myself
and paid for all my college expenses. I understand your
concern about my work being in a different industry, but
the basic work skills I developed will transfer readily to this
industry and my college course work is closely aligned with
the job opening here. I am a quick learner and am open to
the training I would receive here.
Answering Questions
 The first answer is incomplete. It misses an
important opportunity to explain this issue in
a positive manner which is clearly reflected in
the second response.
Answering Questions
Questions: We all have our negatives and
weaknesses. What are some of yours?
Options:
1. Discuss a negative which is not related to the
job: I don’t enjoy marketing. I know it’s
important, but I find it boring. Even at home my
wife takes care of our books. Accounting is what I
really like to do. I’m glad this job doesn’t involve
any marketing.
Answering Questions
2. Discuss a negative which the interviewer
already knows: I spent a great deal of time
working on advanced degrees, as indicated in my
resume, and thus I lack extensive work
experience. However, I believe my education has
prepared me well for this job. My leadership
experience in college taught me how to work with
people, organize, and solve problems. I write well
and quickly. My research experience helped me
analyze, synthesize, and develop strategies.
Answering Questions
3. Discuss a negative which you have improved
upon: I used to get over-committed and miss
important deadlines. But then I read a book on
time management and learned what I was doing
wrong. Within three weeks I reorganized my use
of time and found I could meet my deadlines with
little difficulty. The quality of my work also
improved. Now I have time to work out at the
gym each day. I’m doing more and feeling better
at the same time.
Answering Questions
4. Discuss a “negative” which can also be a
positive: I’m somewhat of a workaholic. I
love my work, but I sometimes neglect my
family because of it. I’ve been going into the
office seven days a week, and I often put in
12-hour days. I’m now learning to better
manage my time.
Answering Questions
5.
Discuss a negative outside yourself: I don’t feel that there is
anything seriously wrong with me. Like most people, I have my
ups and downs. But overall I have a positive outlook, feel good
about myself and what I’ve accomplished so far in my life.
However, I am somewhat concerned how you might view my
wanting to change occupations. I want to assure you that I’m not
making this change on a whim. I’ve thought about the issues and
took a hard look at what I do well and enjoy doing. Like many
young people, I guess I didn’t have much life experience when I
started my college major four years ago, and I got into
communication because I enjoyed that kind of environment. As I
took more classes and had opportunities to become involved in
different areas, my interest in management training developed. I
found that I not only enjoyed those activities, but that I had some
natural talent for them. I am committed to finding work that
allows me to conduct training. I believe my earlier work in
communication actually supports that goal.
Answering Questions
Your single best strategy is to emphasize your
strengths and positives.
Questions come in several forms. Anticipate
these questions, especially the negative
ones, and practice positive responses in
order to project your best self in an
interview.
Answering Questions
Behaviour-based Questions: designed to elicit clear
patterns of behaviour
 You will need to provide concrete examples of
your achievements and whatnot.
Forms:
 Give me an example of a time when you...
 Give me an example of how you...
 Tell me about how you...
 What would you do if...
Answering Questions
Example: “This job requires good people managements skills. How
would you resolve a conflict between two employees in your
department?”
Answer: “I avoid being authoritarian or confrontational in my
dealings with people. I try to help the individuals to arrive at a
solution they will support. Let me give you an example that
happened recently. I am president of the Business Management
Club at EZ University. Recently two factions developed within
the organization .Each faction was passionate in their support
of different directions they thought the club should take. I
discussed their views with the leaders of each faction and tried
to really listen to what they were saying and where they were
coming from. Then I brought the two leaders together and
facilitated a discussion until the three of us reached a
consensus.”
Answering Questions
Select examples that promote your skills and
have a positive outcome.
If they ask about a time when something negative
happened, try to select an example where you
were able to turn it around, and something
positive came out of it.
For example: “Tell me about a time you made a bad
decision.”
Answering Questions
Possible Routes:
 Even though it wasn’t the best decision, you
were able to pull something positive out of the
situation.
 Though it was a poor decision, you learned
from it, and in the next similar situation you
made a good decision or know how you will
handle it differently the next time a similar
situation arises.
 It was a bad decision but the negative outcome
had only minimal impact.
Answering Questions
Consider situations where you have:
 Demonstrated leadership
 Solved a problem
 Increased company profits or organizational
funds
 Made a good decision/made a poor decision
 Handled change (not money, but changing
events)
 Handled criticism
 Met a deadline/missed a deadline
 Worked as part of a team
Answering Questions
Develop strong storytelling skills:
 Individuals who do well in behaviour-based
interviews are those who have a rich
background of accomplishments and are good
storytellers. Storytelling is a key
communication skill.
 Anticipate questions you might be asked so
you can prepare a well thought-out response –
a set of revealing stories about your
performance.
Answering Questions
Dealing with illegal questions: just say “does this
have a direct bearing on the responsibilities of
this position?”
Asking questions during an
interview
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Should pertain to the company – it’s mission, goals, and values –
and to the specific responsibilities of the position.
Do not ask questions that have already been covered in the
interview.
Do not ask too many questions: maybe 5 questions.
Prepare your questions well: think about what stage you are in.
Base questions on the conversation. Tune in to key points the
interviewer has focused on and ask relevant questions.
Always have a question: at the end of the interview, when they
ask you if you have any questions, you MUST ask questions
You may want write your questions on a small card and take
them with you to the interview. If the interviewer asks at the end
if you have any questions say, “Yes, I jotted down a few questions
which I want to make sure I ask you before leaving.” Then pull out
your card and refer to the questions.
Common Questions
• Tell me about the duties and responsibilities of this job.
• How does this position relate to other positions within this
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organization?
How long has this position been in the organization?
What would be the ideal type of person for this position? Skills?
Personality? Working style? Background?
Can you tell me about the people who have been in this position
before? backgrounds? Promotions? Terminations?
Whom would I be working with in this position?
Tell me something about these people? Their strengths? Their
weaknesses? Their performance expectations?
What am I expected to accomplish during the first year?
How will I be evaluated?
Are promotions and raises tied to performance criteria?
Tell me how this operates?
Common Questions
• What is the normal salary range for such a position?
• Based on your experience, what type of problems
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would someone new in this position likely
encounter?
I’m interested in your career with this organization.
When did you start? What are your plans for the
future?
I would like to know how people get promoted and
advance in this organization?
What is particularly unique about working in this
organization?
What does the future look like for this organization?
Questions to ask Yourself
• About yourself so you know who you are,
your strengths, values, style, etc.
• About the company (research)
Questions to ask
(Informational interview)
•
What are your duties and responsibilities?
•
How do you spend your day?
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How did you get started at this company (or in your profession)?
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What do you like most about your job? What do you like least?
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What kind of person do you think is right for this kind of work?
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What skills are in short supply here? (Careful: this is bordering on the aggressive!)
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How can I learn more about this field? Are there specific trade journals I should be
reading or associations I can join?
•
How can I meet others in this field?
Questions to ask
(Informational interview)
• What is the best way to get started (in this field or at this
company)? This is a question for recent graduates to ask.
• I'm trying to get in to see people at some other
organizations. Do you know anyone at these companies?
May I use your name?
• Given my credentials, where would you see me fitting in
at a company like yours? This is probably as close to a
"closing" question as you want in an informational
interview. At worst, you'll get some valuable advice. At
best, you may just get yourself a real interview.
Questions to ask
(Informational interview)
• Can you direct me to others in your
department/organization/division/company with whom
you think it would be appropriate for me to talk or meet?
Now it's possible that the interviewer will direct you to
another person or two for the express purpose of educating
you. After all, that is what you said you were there for. But
there is another possibility: You may have impressed him. In
fact, despite your assertion that you're "just seeking
information," he may be thinking, "Hmmmm, this guy is
good. He may be right for that opening in Josh's
department." In which case, you have just transformed an
informational interview into a job interview...just by asking
this single question. That's why I like it!
Questions to ask
recruiters)
(Agencies and
• How long have you been working with this
company?
• How many people have you placed there?
• Is a written, detailed job description available?
• Is this a new position? Was it created as part of a
new project, division, or strategy? New positions
imply growth. Given the current economy, this
would be surprising, but not unheard of. Any
company growing now is one you want to work for!
Questions to ask (Human
resources)
• What are your recruiting plans for this year?
• How is your recruiting going?
• Are they expanding?
• What’s a key thing about your company you’d
like potential new hires to know?
• Governing priorities (profits?), teamwork?,
accomplishments?, people?, social responsibiltiy?
• Given my qualifications, skills and experience, do
you have any concerns about my ability to
become an important member of this company?
Questions to ask (Human
resources)
• How quickly are you hoping to fill this position?
• Where are you in the decision-making process?
• How would you say I stack up against the other
candidates you’ve interviewed?
• Can you tell me more about what I’d be doing on
a daily basis?
• How would you describe the corporate culture?
• Can you tell me something about the
interviewer?
• Can you tell me something about my boss?
Questions to ask (Human
resources)
• Can you tell me something about the people with whom I’ll
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be working?
Can you tell me something about the people I’ll be
managing?
Is this a new position? [if it isn’t]: What happened to the last
person who held this job?
Does the company have a mission statement or written
philosophy? May I have a copy?
Are there any challenges facing this department right now?
Do you have a written description of the position? I’d like to
make sure I understand my duties, responsibilities, and the
results you expect me to achieve.
Questions to ask (Human
resources)
• What other positions at the company should
this job prepare me for? Is that the career
track my predecessors have followed?
• Am I overqualified?
Questions to ask (about the
company)
• What are your leading products or services?
• What products or services are you planning to
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introduce in the near future?
What are your key markets? Are they growing?
Will you be entering any new markets in the next
couple of years? Which ones and via what types of
distribution channels?
What growth rate are you anticipating? Will this be
accomplished internally or through acquisitions?
How many employees work for the organization? In
how many offices? In this office?
Questions to ask (about the
company)
• Are you planning any acquisitions?
• What has been your layoff history in the last five
years? Do you anticipate any cutbacks in the
near future and, if you do, how will they impact
my department or position?
• What major problems or challenges have you
recently faced? How were they addressed? What
results do you expect?
• What is your share of each of your markets?
• Which other companies serving those markets
pose a serious threat?
Questions to ask (about the
company)
• What is your hiring philosophy?
• What are your plans and prospects for growth
and expansion?
• What are your goals in the next few years?
• What do you like best about this company? Why?
• What is your ranking within the industry? Does
this represent a change from where it was a year
or a few years ago?
• How many employees does the company have?
• What are the company’s plans for expansion?
Questions to ask (about the
department)
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Could you explain the organizational structure of the department
and its primary functions and responsibilities?
To whom will I be reporting? To whom does he or she report?
With which other departments would I work most closely?
How many people work exclusively in this department?
What problems is this department facing? what are its current
goals and objectives?
How many employees does the department have?
Is the department a profit center?
Does the department work separately from the other
departments?
Are the functions of the department important to senior
management?
Questions to ask (the job)
• What kind of training should I expect and for how
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long?
Do you offer reimbursement for the job-related
education? Time off?
How many people will be reporting to me?
Is relocation an option, a possibility, or a
requirement?
How did this job become available? Was the previous
person promoted? What is their new title? Was the
previous person fired? Why?
Would I be able to speak with the person who held
this job previously?
Questions to ask (the job)
• Could you describe a typical day in this position?
• How long has this position been available?
• Is there no one from within the organization who is
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qualified for this position?
Where will I be working? May I see my office/cubicle?
How advanced/current is the hardware and software
I will be expected to use?
What does the company consider the five most
important duties of the position to be?
What do you expect the employee you hire to
accomplish?
Questions to ask (the job)
• How much day-to-day autonomy will I have?
• Does this job usually lead to other positions in
the company? Which ones?
• Please tell me a little bit about the people with
whom I’ll be working most closely?
• How long has the position been open?
• How many employees have held the position in
the past five years?
• Why are the former employees no longer in the
position?
Questions to ask (the job)
• How many employees have been promoted
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from the position in the past five years?
Is the relationship between the department
and senior management favorable?
What is the supervisor’s management style?
What is the supervisor’s title?
Who does the supervisor report to?
Questions to ask (about the
next step)
• How many other candidates have you interviewed? How
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many more will you be interviewing before you expect to
make a decision?
Before you’re able to reach a hiring decision, how many
more interviews should I expect to go through and with
whom?
With whom will I be meeting next (names and job titles)?
What issues are important to each of them?
What are they like?
• Are they amiable, laid back, hard-charging? [personality/style]
• Are you ready and able to hire now?
• How long will it take to make a hiring decision?
Questions to ask your new boss
Basic questions:
• Please explain the (department, division)
company’s organizational chart.
• Can you give me a more detailed understanding
of what my days might be like?
• What are the department’s specific objectives for
the next three months ( the length of your
probable probation period)? [explain how you
can help and follow up with questions of how
your job responsibilities will impact them]
Questions to ask your new boss
• You and (one of his important competitors) have many
similar products (or offer similar services). What sets you
apart from them? What’s different about the way you do
things? What’s different about their corporate structure,
mission or philosophy?
• How fast is the company growing? Is management happy
with that rate, or do you have expansion plans in mind?
• What is the company’s ranking within the industry? Does
this position represent a change from where it was a few
years ago? [if you already know about this, ask a more
elaborate question based on what you know]
• “I’ve read that the company has risen from fifth to second in
market share in just the past three years. What are the key
reasons for this dramatic success?”
Questions to ask your new
boss
• How do you see me working with each of the
department heads?
• How would my performance be measured in
this position? How is the department’s
performance measured?
• How will my success in this role be measured?
Questions to ask your new
boss
Probing questions:
• What are the things you would most like to see
changed in this (section, department, group,
division, company)?
• When may I meet some of my potential
colleagues (or subordinates)? Are they part of
the interviewing process here?
• How will you weigh your subordinates’ input with
your own assessment of my candidacy?
• What kind of feedback does your boss expect
you to give him? How much weight has he given
it in the past? [ask the subordinates].
Questions to ask your new
boss
• Are there many after-hours business events I will be
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expected to attend?
How much travel should I expect to do in a typical
month? Are there distinct periods of heavier travel?
Do you have a lot of employees working flextime or
telecommuting?
What has the turnover been in this department in
the last couple of years?
How many hours a week do you expect your star
employees to put in? How much overtime does this
position typically involve? How many weekends a
year would I be expected to work?
Questions to ask your new
boss
• Please tell me about the people with whom I’ll be
working most closely.
• How much budgetary responsibility would I
have?
• Can you give me a better idea of the kinds of
decisions I could make ( or amounts of money I
could spend) without oversight?
• How do you see my role evolving in the first two
years? What would be the most logical areas or
me to evolve into?
• What do you think my biggest challenge will be if
I start working for you?
Questions to ask your new
boss
It’s a matter of style: questions that will help you
determine your boss’s style.
• How would you describe your management style?
Would you say that it’s similar to others in the
organization, or do you consider yourself a bit of a
maverick?
• When’s the last time you got really angrey at one of
your subordinates? What was the cause? What did
you do? Has anything similar happened since? Did
you react differently?
• In your experience, are there particular types of
people you seem to work better with than others?
Questions to ask your new
boss
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What particular traits do you value most in your
subordinates?
What kinds of people seem to succeed in this company? In
this department? Working for you?
How do you define success?
Tell me about the last time one of your subordinates made
a major mistake. What did he or she do? What did you do?
How did that work out? What’s your philosophy about
“mistakes”?
How do you measure your own success?
What do you think your responsibility is to develop your
people? Would you cite some examples of which you’re
particularly proud?
Questions to ask your new
boss
Questions about the culture, chemistry, fit:
• What have you enjoyed most about working
here? What have you liked least? What do
you like best about this company? Why?
• What is your history with the company?
• What’s keeping you here now?
Questions to ask your new
boss
Semi-closing questions:
• Are there problems that keep you awake?
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What could I do to make you sleep better? How could I
help you do a better job?
How will we work together to establish objectives
and deadlines in the first months of this job?
Do my qualifications, experience, education,
demeanor, outlook, etc remind you of another
employee who succeeded at this job?
What are your own goals for the coming year? How
do you think I could specifically help you achieve
them?
Questions to ask your new
boss
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If you were I, what are the three specific
goals you would set for your first three
months on the job?
What are three things that need immediate
attention?
What skills are in short supply here?
Are there other things you would like
someone to do that are not considered
“formal” parts of the job?
What is the first problem I should tackle?
Questions to ask your new
boss
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What’s the on thing I can do right at this job
to assure my success? What’s the one thing
that would assure failure?
Would it be possible to talk with ___ (the
other department heads with whom I’d be
working, my team, my boss, some of my
potential colleagues/peers)?
Isn’t there anything else you feel it is vital I
know about the company (department, job,
your expectations, etc.)?
Questions to ask your new
boss
To show you’ve been listening:
• This job seems to be in a state of flux. What’s your
impression?
• Although your ad indicated that computer
experience was the primary qualification, I get the
impression from our talk so far that building a new
team is your major concern. Do you agree?
• Your company appears to be (team-oriented, helter
skelter, highly charged, serious, fun etc). Do you
think that’s an accurate assessment? If yes, can you
tell me more about how that culture will impact
how I work? If no, how would you describe it?
Questions to ask your new
boss
Timing can be everything:
• The further along they are in the process, the
better it is for you, probably. You don’t want
to be the first person they have interviewed.
• This way your enthusiasm and passion are
fresh in the interviewer’s mind, rather than
to be a long-forgotten “perfect” candidate.
Questions to ask your new
boss
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Is there anyone else along with yourself who
needs to be part of this discussion so a
decision can be made today?
Is there anyone else along with yourself who
needs to be part of this interview so a hiring
decision can be made today?
Will those other interviews (with other
candidates) be scheduled following this one?
Questions to ask your new
boss
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Over what period of time will those other
interviews take place?
How long a period have you set aside for
interviews before you make a final decision?
At what point do you feel you will be making
a final decision?
May I make appointments with those other
executives following this interview?
Questions to close the sale
Uncover hidden objections:
• Is there anything that is stopping you from offering
me this job right now?
• How do I compare with the others you’ve
interviewed for this position?
• Or: how many other people would you say are also
serious candidates for this position? How do you see
me stacking up against them?
• Are there any specific areas in which you believe my
qualifications are lacking?
• Do you have any reservations about my ability to do
this job?
Questions to close the sale
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Do you have any concerns I haven’t adequately
eliminated?
Given my qualifications, skills and experience,
do you have any concerns about my ability to
become an important member of your team?
Is there anything in my background, education,
skills, or qualifications that concerns you?
Is there anything else I can tell you that would
help you make the decision to hire me?
How well do I meet your expectations?
Questions to close the sale
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I think we’ve had an excellent talk and I’m very
interested in this position. Where do we go from
here?
Or: When can I expect to hear from you? If you are
unable to call me before then, would it be all right if
I call you before the end of ____?
How am I doing? Do you think you will be
recommending me to move on in the process?
What are the key criteria you’re gong to sue to
decide callbacks? How do I measure up, in your
opinion?
What are the next steps in the hiring process?
Questions to close the sale
Getting to yes:
• Mr. Barnes, have we established that I have the
educational background you’re seeking [yes]
• And do I have the breadth of experience you want?
[yes]
• Have my answers allayed any concerns you may
have had about my abilities? [yes]
• Am I someone you feel you and your team can
comfortably work with? [yes]
• So should we start discussing the compensation
package and make arrangements to get cracking?
Questions to close the sale
More closing questions:
•
can I assume from your positive responses that I am a serious
candidate for the job?
•
Can you tell me where you are in the process?
•
How many other candidates would you say you still believe have a
shot at this job after talking to me today? (this is a strong close,
but it’s very positive and I personally like it a lot)
•
Whom do I need to talk to next? May I set up an appointment with
her before I leave today?
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When do you expect to make a final decision and fill the position?
•
How do I fit into the needed vision of the group?
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How do I compare with the other candidates you’ve interviewed?
•
How well do I meet your expectations?
Questions to close the sale
You can always work for free:
• I realize you have a very difficult decision to
make, but because you’ve indicated you
need at least a week to do so, would you
object if I came in first thing tomorrow
morning and actually showed you what I can
do? I wouldn’t expect payment, of course,
until you officially hired me at the end of the
week? [it’s like a free trial offer. It gives you a
huge edge over the competition].
Questions to ask yourself after
the interview
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How did it go?
What did they say?
What did you say?
How many people did you see?
How much time did you spend with each?
What role does each of them play?
Who seemed the most important?
Who is the hiring manager?
Questions to ask yourself after
the interview
•
•
•
•
•
•
•
•
•
Who is the decision maker?
Who seems to most influence the decision?
Who else did you meet (secretaries, receptionists,
department heads, peers, etc)?
How quickly do they want to make a decision?
How do you stack up to your competition?
What objections did you have to overcome? Do you
think you did so successfully?
How badly do you want this job?
What’s the next step according to them?
What is your plan?
Questions After you have an
offer
•
•
Questions to get the best deal (Chapter 7,
IMG_1280)
Also, see “smart questions to ask” appendix
(IMG_1292) for all the questions above
summarized.
The four basic personality
types
1. Type 1: Outgoing and Direct (socializers)
2. Type 2: Self-contained and Direct (dictator)
3. Type 3: Self-contained and Indirect (thinkers)
4. Type 4: Outgoing and Indirect (helper)
The four basic personality
types
Type 1: Outgoing and Direct (socializers)
These people are called “socializers”. They
are energetic, friendly and self-assured. To
spot this personality, look for the following
characteristics:
The four basic personality
types
1. A flamboyant style of dress. Even in a
conservative business suit, a brightly colored tie,
scarf, or jewelry might be worn. Current fashion
is preferred to classic styles.
2. Many pictures and personal mementos in the
office.
3. A cluttered desk, or at least a covered one.
4. Not very time conscious, so you might be kept
waiting. In most cases, the interviewer is
juggling a hundred things at once.
The four basic personality
types
These types gravitate toward personnel jobs
because they’re outgoing “people” people. If
you’re methodical, reserved type, you can
get into trouble with interviewers of this
type. You’ll have to smile more, talk faster
and get to the point. They have to like you
before they’ll listen to you. And listening is
not on their list. If you are this type, be
careful. You don’t want to out-talk, outsmile, or out-interview the interviewer!
The four basic personality
types
Type 2: Self-Contained and Direct (Dictator)
These people differ from socializers because they’re far
more reserved and conservative.
Clues:
1.
2.
A conservative, high quality, custom-tailored wardrobe,
impeccably worn.
A neat, organized work space. A few expensive personal
desk accessories. Perhaps one or two classic picture
frames containing family photos. Nothing flashy.
Everything understated.
The four basic personality
types
3. A firm handshake, but not much of a smile.
Not as talkative as the first type. They’ll size
you up critically and wait for you to make
your mistakes.
4. Time conscious and annoyed when others
are not. Goal and bottom line oriented.
Believes that all work and no play is the way
to spend the day.
The four basic personality
types
To get along with this type, be all business.
Don’t waste the their time. Eliminate
unnecessary words, and be sincere. This type
itches around “touchy feely” people. You won’t
find them saying, “oh, I just adore this.” You
shouldn’t either.
Don’t be intimidated either. If you are, director
types will sense it and reject you immediately.
Don’t be defensive about weaknesses in your
background. Just explain them by turning them
into strengths.
The four basic personality
types
Type 3: Self-Contained and Indirect
Such people are called “thinkers” and might
be found in analytical professions. They don’t
speak up, socialize or editorialize. They go
about their work quietly and they get it done
properly.
The four basic personality
types
Evidence of this personality includes:
1. Uninteresting, understated clothes. Gray and
beige predominate. Style and looks aren’t a
priority, function is. This person is nothing if not
practical
2. Few personal items and “warm fuzzies”
3. This interviewer’s hand will probably dangle at
the end of his or her wrist. Shake it anyway – it
will confirm your suspicions that he or she is a
“thinker”.
The four basic personality
types
4. Time conscious and work oriented. Their
work ethic is just as strong as the directors’,
but thinkers don’t want to run things; they’re
loners.
5. An organized desk, with neatly arranged
work. Maybe even a To Do list with half the
items crossed off.
The four basic personality
types
4. This type of person is hard to draw out and
may become annoyed if you try. If you’re
push and aggressive, the thinker gets
withdrawn and your offer will be withheld.
Answer questions directly and succinctly.
Volunteer as much information as the
interviewer needs to make a decision..
Thinkers thrive on data, but they neet time
to analyze it, so don’t rush.
The four basic personality
types
Type 4: Outgoing and Indirect
The most common word for this personality type is “helper”.
They’re friendly, like socializers, but without the
aggressiveness. Helpers tend to gravitate toward “human
resources”; they’re the closest the business world gets to
providing psychiatric social work for employees.
Helpers take time to know you before the actual interview
begines. They’re “nice”, but will do almost anything to
avoid making a decision. In that area, you need to help
them. You’re probably talking to a helper when there is:
The four basic personality
types
1. A non threatening appearance that matches
their demeanor. Neutral shades, soft fabrics.
2. A number of personal items on the desk –
often handmade. Their office will reflect that
other people are important to them
The four basic personality
types
3. A friendly, expressive and concerned
approach. Helpers may apologize for
keeping you waiting because they were busy
solving everyone else’s problems. They smile
warmly, reach out to take your hand and
might never let it go.
4. A phone ringing, work piling up, and many
uncompleted projects. To a helper, “people”
are all that matter
The four basic personality
types
These people are the opposite of the “director” type,
and they rarely play opposite each other. That’s why
CEOs tend to be on the top floor while personnel is in
the basement. The helper never gives up trying to
convince the director to “humanize”, “personalize”
and “realize”.
To get hired, take time to establish rapport, become
friends and accentuate the importance of the “person”
in “personnel”. But remember to limit interviews to
two hours.
The four basic personality
types
With helpers, it’s your responsibility to get your job
qualifications across. If you don’t, yo may leave the
interview with a friend but not a job. They won’t ask
you to give them a reason to hire you or even
recommend you for a second interview. Emotionally,
they don’t realize that’s why you’re there. They think
it’s beacuse you’re taking a hiring survey. A helper
helps, but doesn’t hire.
The four basic personality
types
Conclusion: This is a remarkably accurate way to outstereotype the stereotypers. Some will fit the
description exactly, others will fir several. No matter.
Just know and play to your audience. Study the four
profiles and practice typecasting a few of your friends,
coworkers, and relatives. Learn to pick up on the clues
to someone’s predominant personality style. Then
practice playing to them. They’re your audience too!
The follow up interview
• Align with the Interview: the halo effect. It's when the
interviewer identifies with the applicant. Once it happens,
the applicant can't do or say anything wrong. The halo
effect gives a job seeker the psychological advantage tat
will zap any interviewer into submission within seconds.
• Use the "Tie-Down" Techniques to Move the Interview
Along: listening and questioning properly is the way to win
the interview. For the first few minutes of the interview,
you're observing and determining how to proceed. You've
been asked impossible questions and have delivered
inspirational answers. Now you must ask questions carefully.
The follow up interview
• The art of asking the right questions to get to
the minor yes's that allow you to lead to the
major decision and a major yes. Nurse the
process along:
• Moving the process along is done through the
use of “tie-down” phrases in questions
designed to elicit an affirmative response.
The most common ones are:
The follow up interview
• Aren’t I/you/we/they?
• Can’t I/he/she/you/we/they/it?
• Doesn’t he/she/it?
• Don’t I/you/we/they?
• Don’t you agree?
• Hasn’t he/she/it?
• Haven’t I/you/we/they?
• Isn’t he/she/it?
The follow up interview
• Isn’t that right?
• Shouldn’t I/he/she/you/we/they it?
• Wasn’t I/he/she/it?
• Weren’t you/we/they?
• Weren’t you/we/they?
• Won’t I/he/she/you/we/they it?
• Wouldn’t I/he/she/you/we/they/it?
The follow up interview
• There are four kinds of tie-downs, and you
should vary your dialogue with them so you
won't appear obvious or overbearing. With
each agreement you obtain from the
interviewer, you have scored one more
"minor yes" leading up to that "major yes" the offer.
The follow up interview
The Standard Tie-Down: These are used at the
end of a question*:
• “My qualifications appear to fit the position
you have open, don’t they?”
• “Diversified Investments really has a lot to
offer someone with my experience, doesn’t
it?”
• “It looks like we’ll be able to eliminate the
problem, don’t you agree?”
The follow up interview
The Inverted Tie-Down: These are used at the
beginning of a question*:
• “Isn’t it an excellent position for someone
with my background?”
• “Don’t you think we’ll be working together
well?”
• “Wouldn’t you like to see how I can be of
assistance?”
The follow up interview
The Internal Tie-Down: These are used in the
middle of a compound question:
• “Since the entire data processing staff agrees,
shouldn’t we discuss when I can start work?”
• “When the budget it approved, won’t it expedite
production to have someone who knows the
project?”
• “Now that we’ve had the opportunity to meet,
wouldn’t it be great to work together?”
The follow up interview
The Tag-On Tie-Down: is used after a statement
of fact. A slight pause, then emphasis on the
tie-down, improves its effect:
• “My experience will benefit Allied Products,
won’t it?”
• “You’ve really spent a lot of time and money
to get the right person, haven’t you?”
• “This problem can be corrected easily, can’t
it?”
The follow up interview
• Rehearse your script for the interview. Write
down all the tie-down lines you can use
during the interview, then read them into a
tape recorder and play them back once or
twice a day – everyday – to implant them into
your subconscious. They’ll pop out
automatically when you need them. After
about a week of this exercise, the tie-down
technique will come naturally to you.
The follow up interview
•
Find an Area of Agreement, and Lead Slowly, and Lead Slowly
and Carefully to the Offer: When you hear a positive comment
such as 'This is the kind of experience we need," lean forward
slightly in your seat, smile and try one of these:
•
•
•
•
"My background fits this position very well."
"We have a good match here."
"This looks like a long-term situation."
"I'm excited about the positon."
•
These statements gently "close" the interview with class. The
interviewers don't know and don't care whether your using
closing techniques. That's because they're dealing with a
qualified candidate who knows how to play their game.
The follow up interview
• ...BUT WITH BIG DIFFERENCES: The second
interview isn't the same as the first one. The heat
is on, and the rematch is different in more than
degree:
• You'll likely be talking with someone different.
• At the very least, some new players will join the
field. You'll be dealing with some of the first
string this time.
The follow up interview
Power Interview Techniques
1. Attempt to sit next to the interviewer (not sure
about this one...see IMG_1935)
2. “Mirror” the Interviewers Body Language, Facial
Expressions, Eye Movement, Rate of Speech,
Tone of Voice, and Rate of Breathing: Mirror, not
mimic. This is a subtle art. The results will amaze
and amuse you. This subtle form of imitation is a
proven way to establish rapport. Just be careful to
align, not offend. It’s a basic form of physical
agreement.
The follow up interview
3. Use “Insider Language”:
company buzzwords and insider language. The
primary use of insider language in pacing is to
lock in the alignment with the interviewer. It's a
linguistic password that gets you into the
interviewer's thinking process and allows you to
lead. It also signifies that you are compatible
with the corporate culture. "Company"
buzzwords should be heard and noted in your job
search research and phonework. Understand and
use them correctly.
The follow up interview
 the tone of the conversation will be different.
 There will be a closer examination of your character
and personality. Now, they're trying to determine
what kind of person you'll be to work with.
 Therefore, the substance of the talk will be
different as well.
 Here's how to deal successfully with the differences.
The follow up interview
1. Scout the Field: When you’ve been invited back
for a follow up interview, don’t just wonder what
the game plan is. Take the direct approach. Call
your original interviewer, and after expressing
your appreciation for the time he/she spent with
you then, lead into the discussion with a
comment something like: “From what I
understand, it looks like I’ll really be able to
assist _____. Is there anything I should know
before we meet?”
The follow up interview
Then listen and take notes. Interviewers will
be delighted to give you their impressions.
Often they are extremely incisive since they
have access to the personnel files. Before
you conclude the conversation, ask the
interviewer if he or she thinks the supervisor
would mind a direct call. Interpret “No, I
don’t” as a suggestion that you do so.
The follow up interview
Then call the supervisor. After saying that
the interviewer suggested you call, and
asking whether he or she has a few minutes,
state: “I’m looking forward to meeting you
(again) on ___, at ___. Before we get
together, I wonder if there’s anything you’d
like me to bring?”
The follow up interview
The supervisor will not be able to think that
fast. In the remote event that he or she asks
for something, evaluate whether it can affect
your chances adversely. If so, say something
like: “I’ll check to see whether I have it. If not,
I’ll bring what I can.”
The follow up interview
This is more than just an excuse to confirm
the interview. It’s a chance to hear where the
supervisor’s thinking is going with regard to
hiring you. A little industrial espionage goes
a long way – and you don’t have far to go
Generally, the second interview is more
directed. It takes one of two paths, and you
should prepare for both. The first is:
The follow up interview
2. The “Who Are You?” Interview: similar to
the first interview, with lots of questions and
you delivering perfectly timed answers. The
difference is that you’ve now developed a
clearer profile of your interviewer and the
target job and know what drives the
audience wild.
The follow up interview
3. The “What Can You Do For Us?” Interview:
This interview tends to be informational,
rather than personal. Review your scripts and
your notes to rehearse buzzwords, inside
information, and technical data. Be prepared
to demonstrate exactly how your
background, experience, and skills enable
you to do the target job. It’s a more objective
approach, and you can be fully prepared.
The follow up interview
4. The Interrogation Interview: If you haven’t
already experienced the interrogation
interview, you may have the opportunity at
your rematch. And it is an opportunity. Hope
it happens! Why?
Gaining confidence in this situation is just a
matter of practicing answering difficult
questions in front of a mirror, with a tape
recorder running.
The follow up interview
•
Be sure to neutralize the sting of each
question. Answer in a sincere, direct manner.
Here are the questions and answers you can
expect – and turn to your advantage in an
interrogation interview: see the Word file
called “Interrogation Interview Q&A” in the
Interview Folder.
The Final score
•
•
•
Review how everything went.
Keep going for other jobs though no matter
how confident you are about your target job.
You can ask the interviewer during the
interview: "Can you give me an idea of when
you're planning to come to a decision on this
position?"
The Final score
•
•
•
You can probably get an idea of when to expect
a response during the interview: they might say,
“We’re hoping to fill this position within the
month.”
Don’t forget to send them another Thank You
letter (within 2-3 days). End the letter saying
something like. “I’ll call your office next week to
see if there’s anything else you need from me.”
If you haven't heard from them in 2 weeks, call.
Goodbye
1.
2.
3.
4.
5.
6.
7.
8.
Smile
Make direct eye contact
Say, “it sounds like a great opportunity...I look forward to hearing
from you.” or “thank you for giving me the opportunity to meet
with you to discuss my qualifications”. Indicate you are indeed
interested in the job.
Summarize what you see as your major strengths and possible
future contributions to the company.
Thank the interviewer for their time and ask.
Ask when they plan to make the final hiring decision: “When do
you anticipate making your final decision?”
Give a firm but gentle handshake and say, “I hope to hear from you
soon. Would it be okay to call you next week to inquire about my
status?”
Leave with a smile on your face and spring to your step – positive
body language as you exit.
Goodbye
 Never close by saying “so when can I start?”
 Don’t say “I have another interview this
week. When can I expect to hear from you?”
Interview IQ
1.
2.
3.
4.
5.
6.
7.
8.
I know what skills I can offer employers.
I know what skills employers most seek in candidates.
I can clearly explain to employers what I do well ad enjoy
doing.
I can explain in 60 seconds why an employer should hire
me.
I can identify and target employers I want to get an
interview with.
I can develop a job referral network.
I can prospect for job leads.
I can generate at least one job interview for every 10 job
search contacts I make.
Interview IQ
9. I can follow up on job interviews.
10. I can persuade an employer to renegotiate my salary after
11.
12.
13.
14.
15.
16.
six months on the job.
I know which questions interviewers are most likely to ask
me.
If asked to reveal my weaknesses, I know how to respond –
answer honestly, but always stress my strengths.
I know how to best dress for the interview.
I know the various types of interviews I may encounter and
how to appropriately respond in each situation.
I can easily approach strangers for job information and
advice.
I know where to find information on organizations that are
most likely to be interested in my skills.
Interview IQ
17. I know how to go beyond vacancy announcements to
18.
19.
20.
21.
22.
23.
24.
locate job opportunities appropriate for my qualifications.
I know how to interview appropriate people for job
information and advice.
I know many people who can refer me to others for
informational interviews.
I can uncover jobs on the hidden job market.
I know how to prepare and practice for the critical job
interview.
I know how to stress my positives.
I know how to research the organizations and individuals
who are likely to interview me.
I have considered how I would respond to illegal questions
posed by prospective employers.
Interview IQ
25.
26.
27.
28.
29.
30.
31.
32.
I can telephone effectively for job leads.
I am prepared to conduct an effective telephone interview.
I know when and how to deal with salary questions.
I know what to read while waiting in the outer office prior
to the interview.
I can nonverbally communicate my interest and
enthusiasm for the job.
I know the best time to arrive at the interview site.
I know how to respond using positive form and content as
well as supports when responding to interviewers’
questions.
I know how to summarize my strengths and value at the
closing of the interview.
Interview IQ
33. I know what to include in a thank you letter.
34. I know when and how to follow up the job interview.
35. I know what to do during the 24 to 48 hour period
36.
37.
38.
39.
40.
following a job offer.
I can clearly explain to interviewers what I like and dislike
about particular jobs.
I can explain to interviewers why I made my particular
educational choices, including my major and GPA.
I can clearly explain to interviewers what I want to be
doing 5 or 10 years from now.
I have a list of references who can speak in a positive
manner about me and my work abilities.
I can clearly state my job and career objectives as both
skills and outcomes.
Interview IQ
41. I have set aside 20 hours a week to primarily conduct
42.
43.
44.
45.
46.
47.
48.
49.
50.
informational interviews.
I know what foods and drinks are best to select if the interview
also includes a luncheon or dinner meeting.
I know how to listen effectively.
I can explain why an employer should hire me.
I am prepared to handle the salary questions at whatever point it
may come up.
I know when to use my resume in an informational interview.
I can generate three new job leads each day.
I can outline my major achievements in jobs I have held and show
how they relate to the job I am interviewing for.
I know what the interviewer is looking for when he or she asks
about weaknesses.
I am prepared to handle both serial and stress interviews.