AP Photo - Adrian Dennis
Years ago, I had a large office in the Wall Street area with a personal secretary screening my phone calls, opening mail, taking dictation, and managing my calendar. Since then of course, the business world has changed. The next phase had executives sharing a pool of secretaries using floppy discs working on word processors. That was followed by an administrative assistant supporting at times an entire group.
Whereas years ago the hiring process and the hiring decision were the exclusive domain of the executive, nowadays—since so-called teamwork has become a major part of the work environment—hiring decisions are often shared and thus made by several team members. That process supports the concept that a group decision is better than an individual decision. As a result, the process has become convoluted, protracted, and not necessarily better—in my opinion.
Today’s job market is flooded with lots of very qualified candidates chasing very few openings. The way hiring happens has also changed. Technology has infiltrated the process, and today’s submission of one’s candidacy is purely mechanical. Nobody sees the candidate’s skills and qualifications unless the hiring manager’s keywords match those on the résumé, and only then is the original résumé reproduced for reading. Once that happens, several candidates get reviewed via a selection process.
To save time and money, a phone interview, or screen, is the next hurdle candidates face. It’s usually accomplished by someone junior in the human resources department who does not fully understand the hiring department’s particular needs. If an external recruiter is the intermediary between the candidate and the hiring company, then the recruiter’s financial motivation is playing a key role. That’s because recruiters work for the company paying their commissions.
Decision Making
Decision making is a complex process because several parties have a say and a stake in it. For example, sometimes the human resources department representative’s opinion carries significant weight, and other times the rep is merely a paper trail processor. Sometimes a candidate is interviewed by several people in addition to the final decision maker. Those others, too, have a say—because hiring managers want to show their support of their teams by demonstrating their collegiality—but to what extent those other opinions matter is probably variable. And what happens when a hiring manager favors a particular candidate but several others who’d be future peers of the candidate show resistance? In addition, in most cases hiring managers know the thinking and mentality of the person they report into, so what happens if their own opinion is opposed regarding the type of person who should be hired?
A recent large survey was conducted among human resources professionals and hiring managers. The survey clearly found that by far, the number one factor in the hiring decision is the fit factor—meaning, the determination about whether a candidate will fit into the culture of the company. Fully 100 percent of the respondents said so! But what is this culture that’s referred to? Who defines it? Who interprets it?
Some companies use exclusively behavior-based or situation-based interview questions. The tenet here is that past performance is a good indicator or predictor of similar such performance. I wonder if those companies can decisively demonstrate that by practicing this theory, they become able to hire and retain a higher-caliber labor force.
Ultimately, of course, it is people who make the final decision about which candidate to offer the job to. The interview process is certainly not a science but an art. Can that art be learned in order to improve one’s chances of being hired? Well, I’m sure you know the answer to the old riddle that asks, Do you know how to get to Carnegie Hall?
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Think what the interview is all about. Sorry, but it’s not about you. It’s about the interviewer’s perception regarding your fit into the organization’s culture combined with your ability to perform the job very well. No interviewer is looking for Mr. Average. So, what does the word perception include here? Primarily two issues: the image you create in the interviewer’s mind and the facts you bring as evidence based on the organization’s specific circumstances or problems it needs solutions to.
Your image
This subject is complex. It incorporates the interviewer’s personal biases, cultural perceptions, and personal likes and dislikes as well as age and gender and all the rest of the items covered in antidiscrimination laws vis-à-vis the organization’s culture. The candidate will get evaluated on appearance, looks, attire, passion, excitement, body language, smile, tone of voice, accent, and many other factors combined.
The facts
The interviewer knows that the candidate came to the interview to impress and sell himself to the potential buyer. That’s why the interviewer is selective and suspicious. It’s because of having to evaluate whether the candidate’s answers represent opinions or facts.
The first impression
When meeting an interviewer for the first time, the job seeker is creating an image. If the impression is a good one, it carries throughout the interview. If the impression is unfavorable, the candidate has to fight a probably losing battle—often without knowing it.
The interview
An interview most often starts with chit-chat or a warm-up period consisting of a few easy-talk sentences. Then, once the interviewer feels comfortable, he signals the beginning of the interview.
There are several common interview questions, and candidates must be prepared for them with the right answers. How many of you have had interviews that didn’t have a starting lead-in such as, Tell me about yourself, or a starting question such as, What are your strengths or accomplishments?
Preparation for the interview must include great answers to such basic questions. The candidate’s objective here has to be to engage the interviewer to the point that the interviewer becomes willing to tell the candidate the specific problems he’s looking for the right candidate to resolve. In answering, the candidate must select the right words, give pertinent answers, use positive phraseology, and not be long-winded. Lack of preparation for that opener or showing nervousness and lack of enthusiasm is a sign of weakness. The interviewer is also expecting the candidate to look in his eyes.
Nowadays, some companies are using what’s called situational, behavioral, or, sometimes, case-study-type questions. The thinking behind this concept is that if in the past one behaved a certain way, then this personality trait will likely be continued. Most of these types of questions start with such wording as, Tell me about a time when, or, What was your strongest, toughest, etc. [fill in the blank], or, Can you cite an example that . . . ? Many candidates are not properly prepared to answer such questions or in fact do not have a rich repertoire of such experiences. With some preparation and guidance, though, anyone can excel—even in the face of such difficult questions.
A recent article of mine covered most people’s lack of efficacy in practicing their elevator pitches at job search networking meetings. I wanted to follow up on that and prove my tenets, so I brainstormed with a group of trusted associates—all of whom are in transition—and we came up with some “best practices.” Following are our findings. Based on this information, you’ll be able to rework your own pitch and then practice it when networking. I promise you’ll see results instantly.
General Guidelines
It’s most important to realize that different circumstances require different pitches. Otherwise, your elevator pitch will be perceived as canned and out of context. Make sure it’s memorable, because if it isn’t, you’ll simply sound like everyone else. Try introducing an element of surprise or some humor. The pitch has to be brief and to the point, so that people don’t tune you out. And it has to have a positive tone. No one’s interested in why you’re in transition.
Content
Announce your name at the beginning and again at the end. Make sure people hear you and get the name. If you say it fast the way we normally do, people won’t get it or be able to remember it. Following your name, identify your position—or the position you want to get. Create a point of reference for your role—for example, chief financial officer in a small company.
Tone of Voice
Here’s where you have to sound enthusiastic. Here the word sound has the literal meaning. A voice too loud or too soft won’t work. Also, some people speak faster than normal when under pressure. A normal speed is best. And voice modulation where appropriate increases likability and interest in you.
Facial Expression and Body Language
People judge others based on what they see, and most people have their own personal biases. However, it’s universally agreed that professional attire and an overall professional look are most helpful for promoting your own interest when networking. A genuine and broad smile means the same anywhere and in any language. Above all, make good eye contact with the audience, but don’t move your head like a panning security camera, either. Project positive body language by standing erect. Don’t shift your weight from leg to leg.
In Summary
Creating an effective 30-second elevator pitch is not as easy as it seems to be. In those 30 seconds, you need to introduce lots of content and then act it out—a feat that for some is very difficult. But with some improvement and then several live repetitions, anyone can do it. Good luck. You’ll feel tremendously successful once people tell you how well you’ve done.
I frequent job search networking groups where people stand up and recite what’s called the elevator pitch. Ideally, people are supposed to be able to concisely sum up unique professional aspects about themselves in a way that intrigues and excites listeners so that the listeners will want to connect later—for mutual benefit—with the one giving the pitch. Yet most people fail to achieve that objective. It’s too bad, because the elevator pitch is the single most important part of group networking. If you’re unsuccessful and simply sound like each of the other fifty people in the room, you miss the opportunity to brand yourself.
Most people at such job search networking meetings disappoint for a number of reasons. First, they announce their first and last names way too quickly and way too softly—to the point that the name is not audible by those sitting at a bit of distance from them in the room. Second, the overall gist of most people’s pitches involves praising themselves by talking about how great they are at what they do and how much they saved their companies. Frankly, probably no one in the audience cares about those self-promoting sound bites.. Most of the people in the room look at you and pretend to be listening, but their minds are elsewhere. If they haven’t had their turn yet, then they’re most likely preoccupied with reciting in their own mind what they’re going to say when their turn comes. And if they’ve already given their pitch, everybody else is boring them.
A successful elevator pitch is much more than words and facts. It’s supposed to inspire the listener to action, but in order to achieve that, your delivery must express authenticity, and it has to involve your body, your voice, and the content of your pitch. You are onstage. People want you to be successful and not to disappoint. Your attire matters too, because attire is part of your overall image. If you look like you just finished mowing the lawn minutes before delivering your pitch, you’ll probably be memorable, but not in a way that’s positive. Project your voice so that everyone can hear you. Make sure there’s congruence between your body language and the words you say. Show passion and excitement that will radiate through the audience. And most important of all, offer your assistance to others. That’s what will attract the audience.
I’ve seen many people fail with their elevator pitch because it was evident that they were winging it. They had not prepared for it, which completely eroded their confidence. A first impression happens only once: at first! Listeners are picking up on this instantly. It takes only seconds to set the stage for a great elevator pitch or to ruin one.
Craft your elevator pitch very carefully. Run it by people who have a flair for marketing. Adjust it till it seems comfortable for delivery in front of a large audience. Practice it several times till it feels natural. Then improve on it to make it even better. It needs to sound confident and natural. Make it short, because in this case, less is more. Don’t expect at the end that someone’s going to offer you a job; that would be highly unrealistic. The purpose of the elevator pitch is to establish relationships with new people. So it’s all about relationship building, because relationships are the sources for 60 to 80 percent of job offers.
This confidence game isn’t the same as the scam. This one applies to those who have been hunting with no results and are becoming discouraged. Rapidly.
Let’s go back to how most people search, because that’s where the problem – or problems – are. Your cover letter neglects to tie you to the ad and your resume fails to entice. Or perhaps your cover letter sells and your resume is full of accomplishments, but you’re answering unrealistic ads. Or perhaps you’re targeting ads wisely, but being overly picky, forgetting that ads tell if you want to interview, not if you want to work there.
Most people stick with the job boards, unwilling to do the work necessary for cold approaches and afraid of putting their ego on the line for follow ups. They’re fed up with trying to reach recruiters, generally because they’re doing it in an ineffective manner. Consequently, between the cover letter, the resume, and the search method, nothing much happens. Competition is stiff these days, and only one person reaches the finish line.
Frustration sets in. Discouragement piles up. The shoulders slump. The mouth isn’t smiling. And then the thoughts begin: “Why is no one hiring me?”, “I’ll never get a job!”, “Why doesn’t anyone respond to my resume?”
Discouragement breeds negative thoughts, which breed more discouragement, which breeds more negative thoughts, which are compounded by money worries, or how much you hate your job, or the lousy traffic, or the weather, or whatever. The worse it gets, the more it bleeds into everything else.
Then the phone rings, and someone wants to schedule you for an interview. After a moment of happiness, your discouragement from the lack of response translates into self doubt. If you’re so good, why didn’t all those other companies call you? You hope this one goes well, but you wouldn’t be surprised if it doesn’t.
And guess what happens? It doesn’t go well. Would you be surprised to know you created that outcome? Thoughts are energy, and they influence the results. If you’re thinking negatively, your body language will depict lack of confidence and joy, your tone of voice will be small and hesitant, and your sentences won’t come out with assurance. Instead of sitting up straight and asking discerning questions, you’ll be a less than stellar interview.
You don’t feel confident, so you don’t project confidence, thus you can’t sell yourself. Why would you get hired?
And an overwhelming percentage of the time, the discouragement that perpetuates these negative situations has nothing to do with your capability, skills, or marketability, and everything to do with things that can be changed, which then change the outcome, which then change your perception of yourself, which then brins about more positive results….and it spirals up, instead of down.
If nothing is happening, get help. Find out what the problem is. And in the meantime, be aware of what you’re telling yourself, because 90% of the time it isn’t you, it’s what you’re doing – or not doing. And you’re taking it personally. Contrary to what people think, job finding is a skill that can be improved, thus improving the outcome and your disposition.
One reason why prep and homework are so important is because you remember the contributions you’ve made to your previous employers. This helps to bolster your self confidence, diffusing the uncertainty and fear. When you’re consciously reminding yourself of what you can bring to the table, you think, “I’m good! Someone is going to see that sooner or later, and they’ll get a great employee!” And that’s what comes across instead.
Stay aware of what you’re thinking. Stay aware of what’s taking place with your demeanor. And if you find it going downhill, find a way to boost yourself back up. Because if you don’t, all you do is perpetuate the problem.
