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.
A job interview is the final step before getting the job. It’s the most critical step because if the candidate does not convince the decision maker of being the ideal candidate, the job goes to someone else. Preparing for the interview is not to be taken lightly. To win this tough competition, one needs to invest time and effort, must feel commitment, and must persevere. Following are a few practical steps.
1. The single most important thing to do during interview preparation is to hold live mock interviews with someone experienced and competent in this area.
Practice the 20 most common interview questions again and again until you feel confident.
Focus on learning about the prospective employer’s problems and immediate needs.
Prepare for reciting fact-based success stories from your past that are relevant to what you’ve learned about the hirer’s needs.
Practice, practice, and practice some more. You’ll be happy you did!
2. Learn as much as you can about the company.
Begin with the company’s Web site, and look at every page. Drill down into details to mine specifics you could talk about with the interviewer.
Find out who are the people you’ll interview with, and evaluate their LinkedIn profiles.
Check out who they’re connected with on LinkedIn.
Attempt sleuthing into the company via these connections to find out about the company’s culture and, possibly, specifics about the position.
Find out what your interviewers are tweeting about. This might be challenging because people sometimes use pseudonyms. Use topsy.com for your research.
Do searches on YouTube and Vimeo. Don’t underestimate what you can find out in these hidden places.
Look for and review blogs posted by your contacts at the company.
Use free tools to gain additional knowledge—for example, klout.com and blog.linkedin.com.
Do Google searches on both the interviewers and the firm. Go through several pages of the results.
3. Answer the following questions.
Do you fit into the organization?
Do you have the skills, education, and experience required?
Do you possess experiences and skills to offer in support of the company’s mission statement?
Can you recite via a vignette or two some past experiences that would serve as a natural evolution into company growth?
4. Engage with the interviewer via questions that prove your value.
Ask questions you already know the answers to.
Show the interviewer that you’re very familiar with the industry and the company’s competition.
Preparing for a winning interview is hard work and takes many hours, if not days. By doing such preparation, one gains not only specific knowledge but also a lot of confidence.
Do you know what’s on your top shelf? No, I am not talking about your liquor cabinet. Are you prepared to discuss the very best that you have to offer as a candidate? In other words, what are your top skills, abilities, results, achievements and accomplishments? Better yet, what stories can you share with the interviewer to demonstrate what’s on your top shelf that relate directly to the questions being asked? With that said, are you ready to discuss the best you have to offer?
I have participated in many interviews, both as a candidate and as the interviewer, and I have NEVER been asked about my top shelf in the literal sense. Let’s change the nomenclature…have you ever been asked about what you bring to the table during an interview? I have. It is not a question for which you want to be unprepared. To be clear, it is not common to be asked this question. What’s more, I am not a strong proponent of preparing to answer specific questions simply because you have no way of knowing what questions you will be asked.
With a few notable exceptions (e.g., What do you know about the company?), I strongly endorse that you prepare for an interview by becoming an expert on you. Not only do you need to know exactly what’s on your top shelf, but you have to be prepared to sell it. Remember, this should be your premium stuff; the best of what you have to offer a company as a candidate. One of the most effective ways to articulate and share your top shelf with an interviewer is to tell anecdotal stories to answer questions. It is one thing to spout off facts and figures, and while potentially impressive, remember that stories are what captivate and engage human beings. This is how we engage.
Anecdotal stories that are woven around and incorporate your top shelf will supercharge your candidacy. They help us to see the forest through the trees. Stories allow us to relate and connect and feel. So, which stories should you prepare in advance? Well, they should relate back to both the position description and especially the requirements. These stories should demonstrate the best of what you have to offer in a manner that clearly and convincingly illustrates your ability to generate positive results. I would suggest preparing 3 – 4 solid examples in advance. For extroverted personality types, this should be an easy assignment. For introverted personality types, this may require you to step outside of your comfort zone.
While this may not come naturally to everyone, it is absolutely essential if you intend to advance through the hiring process and ultimately land an offer. As I often reiterate, no one can do a better job of selling you than you. You do not have to memorize your stories word for word, but know what the problems and challenges are, know the facts and deliver the solutions that generated positive results. Anecdotal stories from your top shelf that display and showcase the very best of what you have to offer—what you bring to the table—will give you the edge you need to win over the interviewer.
How to find me:
My blog: http://yourtopshelf.wordpress.com/
LinkedIn Profile: http://www.linkedin.com/in/michaeltfarley
E-mail: mtfarley@msn.com
Are you ready for your closeup? Do you understand STAR power?
Yes, I’m talking about behavior-based interviews, my all-time personal bane as a job seeker and maybe yours, too. These interviews tend to start off innocently enough:
- Tell me about a situation when circumstances required you to…
- Give me an example of a time when you…
- Describe for me the most important…
And then the level of difficulty increases. The recruiter’s questions start growing legs, even tentacles, and before long you’re choking. For example:
Tell me about the last directive from senior management that failed to achieve its desired goal. Why do you think it failed? What role did you play in the process or failure?
Another turn of the noose:
Give me an example of a time when you had to present material or implement a process you didn’t fully support. Did you voice your concern? How? Who did you voice your concern to?
You’re becoming apoplectic:
Describe a situation in which your leadership skills were rejected. Why were they rejected? How did you manage the situation?
OMG! Your mind is racing, your heart pounding, you’re breaking out in a sweat, you feel floored — “um, um…I, uh (gulp), well….” You try to deflect, to buy yourself some time. You ask the recruiter to clarify. If only you had come better prepared. Too late now.
So you scramble for an answer, feverishly sifting through the slot machine of long-buried images in your head, memories of past conversations, the failures to communicate, rejecting the scenarios that only make you look bad. You’re desperate to depict yourself and your past actions in a positive, make that a glowing, light. Ha! Fat chance! Then, having exhausted all your stratagems and the recruiter’s patience, the rambling ensues.
The verdict is a foregone conclusion: You just talked yourself out of a job. Don’t let the door hit you on the way out.
The STAR approach
Behavior-based questions require you to provide specific — not general or hypothetical — examples of how YOU handled work-related challenges in the past. Recruiters are sticklers about this. The person posing these questions will be assigning marks to each of your answers based on pre-established technical and performance-related criteria, such as competency, strategic and problem-solving ability, command skills, integrity and trust. Three strikes, maybe less, and you’re out. You can squirm, object, get angry, beg for more time, even walk out, or — best tactic of all — you can come prepared.
Situation —> Task —> Action —> Result, a.k.a. STAR and sometimes just plain old SAR, is a framework you must learn to master, or at least adopt, to succeed in answering behavior-based interview questions. You might even add a “Q,” for quantifiable, to this formula. Trust me, I’m still working on it, given how vivid are the memories of my own failed attempts at winging it.
You will have 90 seconds, up to a maximum of three minutes, to articulate your answers, ensuring your description of your actions and accomplishments adheres rigorously to this deceptively simple STAR(Q) outline. No deviations.
My best advice, based on painful experience: get a hold of some sample behavioral questions, carefully formulate and write out your answers, then commit them to memory. What’s more, consider how you might adapt your three or four strongest accomplishments to variations on these question types.
— Judy Margolis
For some reason, job candidates often over-think and over-analyze their post-interview follow-up strategy. Regardless of the type of interview (e.g., phone interview, panel interview, HR interview, etc.), a thank you letter is not optional. Skip this step at your own peril. A simple of rule of thumb…strive to send your thank you letter within 24 hours of the interview, as this will maximize its potential impact. As to the type of thank you letter, that really is a matter of preference. If you happen to know that the person you interviewed with has a preference or fondness for hand-written notes, then the debate is settled. Absent this first-hand knowledge–which is the most likely scenario–and you can choose from the following options: 1) Handwrite the letter or note and send by way of snail mail, 2) Type the letter and send by way of snail mail, or 3) Type the letter and send by way of e-mail as an attachment with the text pasted inside the body of the e-mail. My preference is option 3, as this allows me to stay top-of-mind with the interviewer. However, what matters most is that you write and send a thank you note. Remember to proof-read it multiple times to ensure your spelling and grammar are error-free. In addition, I would recommend having a friend or peer proof-read the letter for you.
In order to take this important step, you need to have the interviewer’s contact information. I strongly suggest that you ask the person you are interviewing with for his or her business card prior to commencement of the interview. Consider this step to be an important best practice. Usually, the interviewer will offer you his or her business card, as is proper business etiquette, but this does not always occur. This is something I do not only when I interview, but when I go on a sales call. You literally cannot follow-up without the person’s contact information. By asking for it up front, you no longer have to remember to ask for a business card at the end of the interview; which is when you are more likely to forget. For phone interviews, simply ask for the person’s contact information up-front so that you can follow-up with any questions you may have post-interview.
Referring back to conversation topics of interest or importance to the interviewer within your thank you letter is a good way to set yourself apart from the competition. If you discussed part of your work-folio (i.e., handouts that you can share with the interviewer that demonstrate your achievements, qualifications and/or credentials), then you may want to consider including a select piece from your work-folio as an enclosure. Remember, your primary goal is to make a positive first impression and make it to the next interview round. This crucial step will help you accomplish this goal.
Finally, be sure to inquire about next steps in the interview process along with the expected timeframe. The interviewer will communicate to you when they expect to inform candidates regarding next steps in the interview process. Take note of when you should expect to hear back from the company. If you do not hear back from the company within the timeframe quoted by the interviewer, then you have earned the right to follow-up with that person by phone or e-mail and inquire about the process and next steps. A word of caution is warranted. Do not, under any circumstances, contact the interviewer before the timeframe has expired. To do so demonstrates your inability to listen and follow simple instructions, not to mention impatience on your part. Do not give the interviewer a reason to screen you out of the running.
In my next posting, I will submit and share a sample thank you letter.
How to find me:
My blog: http://yourtopshelf.wordpress.com/
LinkedIn Profile: http://www.linkedin.com/in/michaeltfarley
E-mail: mtfarley@msn.com
