Phase 3: The Art of the Interview

With Success In Action, the interview is the “bottom line” of your plan for success. It is the single most important element in securing the career and job you desire.Not surprisingly, though, most people – numbering in the 90 percentile – hate the very thought of a “job interview.” They walk in almost as supplicants. Hoping and praying for the best, dreading the worst. They’re not quite sure what they want, or where they’re going. The person behind the desk is entirely in control.

With Success In Action, however, the interview becomes a 50/50 exchange of information. You know beyond a doubt what you want, you’ve done your homework. Now it’s simply a matter of your decid- ing whether the two of you can establish a win-win situation.

Research has shown that more than 70% of successful job acquisitions are the result of personal contacts. A prospective employer is far less likely to respond to a “cold call” than a person to whom he’s been introduced. How do you get these introductions? They are achieved through networking.

Start with your friends, your family, and your co-workers. Ask them if they have any friends, family or business relations in your prospective field. If you consider all the people you know, and all the people those people know, it is clear how many networking opportunities already exist. You can also meet people through your college Career Placement Office, college alumni with careers in your prospective field, former co-workers, previous job contacts, your church and clubs, etc. Just about everyone you come in contact with has the potential to arrange the introductions you need. move on to the job interviews, executing them with quiet confidence.

When you find a contact in the field you are pursuing, enter the information on your Employment Analysis and try to arrange an interview. Even if this person is not in a position to offer you a job, he or she will still be an irreplaceable source of information (and other contacts). These information gathering interviews are a learning experience. You simply want to interview with someone who can explain what work in his or her field entails, and what opportunities might exist. The interviewer may even become your mentor.

It is also a good idea to try to schedule your interviews in an prioritized manner. Every task becomes easier with practice, so it makes sense to have your least important interviews first. When you have made a few contacts with people you would like to interview, analyze these opportunities in comparison to each other, and schedule the most important interviews to take place after you’ve had some practice.

Typically, you’ll have only one interview with each contact. It will likely last only 30 to 60 minutes. Clarity and precision are, therefore paramount. Don’t count on the interviewer for that, the only thing he or she knows about you is on the resume you’ve likely sent along before. It’s up to you to make sure the interview is a 50/50 exchange of information.This takes comprehensive planning.

Information gathering interviews also serve as excellent practice strategy for the job interview. You can meet new people in your prospective field, exchange information, and make new contacts – without the pressure of negotiation As you become comfortable with their procedure, you can

Success In Action’s Individual Interview Evaluation is a tool developed for this purpose. It uses your Personal Priorities to develop specific questions that will be used to move the interview iat your pace. In other words, you need to be capable of tactfully moving the interview along step by step. Here are the five steps through which you will be navigating:

• Introduction – 3 to 5 minutes

• Resume Review – 5 to 10 minutes

• Industry and Company – 5 to 10 minutes

• Job Review – 5 to 10 minutes

• Summary – 5 to 10 minutes

Step 1: The Introduction (Typically 3 to 5 minutes)

It is, of course, essential that you arrive on time and are well groomed, allowing for a comfortable initiation to the meeting. Remember the old adage, “You only get one chance to make a first impression.” Think about the introduction process, and practice it if necessary.

As you enter the office, you may wish to “break the ice” with an informal non-job-related observation. Perhaps you will notice something on the wall or the desk of the interviewer that represents a special achievement or interest. For example, if the interviewer has a photograph of a ship on the wall, you may say “I see you are interested in sailing do you do much sailing?” begun to establish a positive rapport right from the start.

Make a short comment and follow it up with a question. This type of opener recognizes the interviewer on a personal level and provides them a chance to talk about their own interests and endeavors.

Introductions should take only 3 to 5 minutes. You want to move the conversation along because you have much to accomplish in a short period of time. To keep the pace flowing from one step to the next, you will want to have a ready supply of “bridging” comments.

To more from Step 1 to Step 2 (the Resume Review), you might use a bridge such as:

“Before we begin, do you mind if I review my resume with you, so that you may have a clearer understanding of my background?”

No one will ever turn you down for that kind of comment. In fact, they will appreciate it – and you will be on your way to Step 2. Introductions should take only 3 to 5 minutes. You want to move the conversation along because you have much to accomplish in a short period of time. To keep the pace flowing from one step to the next, you will want to have a ready supply of “bridging” comments.

This also gives you a chance to adjust to the environment and situation. If the subject you’re addressing is one about which you know something, you might add a comment or two of your own. You now have

To more from Step 1 to Step 2 (the Resume Review), you might use a bridge such as:

“Before we begin, do you mind if I review my resume with you, so that you may have a clearer understanding of my background?”

No one will ever turn you down for that kind of comment. In fact, they will appreciate it – and you will be on your way to Step 2.

Step 2 : The Resume Review (5 to 10 minutes)

This may well be the most important stop in the Success In Action interviewing strategy. Presenting your assets and skills in a manner with which you feel comfortable is essential. The interviewer must clearly understand your personal qualities, and it is up to you to communicate them successfully while walking the line between confidence and humility. It is imperative that your resume be reviewed early on in the interview process, as this establishes a firm basis for the rest of the interview.

How do you establish an understanding of your personal qualities with the interviewer? The most effective way is to tell one of the stories you prepared in Phase 2 –The Resume. While the interviewer is reviewing your resume, you might draw his or her attention to a particular section of the resume by saying , “One of the things I am most proud of . . . “ as a way of leading into a story about an experience, event, or situation in which your actions strongly illustrated your skills, interests, traits and values. You can then project your desire to further develop these qualities with a new company.

After you have completed your personal story, take a moment to answer the interviewer’s questions. When you are comfortable that you have developed a positive image in his or her mind, it is time for another bridging comment to move the interview to the next step.

Your bridge from Step 2 to Step 3 (The Industry and the Company) might be something like:

“I see the company profits were up by 12% over the previous year. To what do you attribute that success?”

Such a well-informed interest in their company will be appreciated by the interviewer and show that you’ve done your homework

Step 3: The Industry and the Company (5 to 10 minutes)

This step in the interview process will require some prior research of the company and the industry. Follow-up questions might be about the trends in the industry, the relationship of the company to the competition, etc.

Such knowledge serves two purposes: (1) it helps you decide whether the industry and company really meet your own career criteria, and (2) it impresses the interviewer with the depth of your interest. By all means, do your homework! If information is not easily available, call a contact such as a secretary or salesperson within the company. You could request press packages, sales information, annual reports, brochures, etc. Other sources of information include:

• Stockbrokers (if the company is publicly held)

• Trade Association publications

• Periodicals like Fortune, Forbes, Business Week

• Newspapers (including the Wall Street Journal)

• Chambers of Commerce

• Online services (Dow Jones News Retrieval, Infotrac)

It is important that you learn as much as possible about the industry and prepare yourself to ask and answer questions. Most interviewers will appreciate your knowledge.

Your bridge from Step 3 to Step 4 (Job Review) might be:

Step 4: Job Review (5 to 10 minutes)

The purpose of the Job Review is to discuss the possible opportunities in terms of how they relate to you. You’ve prepared for this by outlining your Priorities on the Employment Analysis, and by formulating your questions on the Individual Interview Evaluation. You’re already well on your way to Success in Action!

Here are some sample questions that will enable you to rate the interviewer’s responses on the Employment Analysis:

Income:

“Could you give me an idea of the range of starting income for a person with my background?”

Advancement Opportunities:

“Assuming excellent success, could you tell me the advancement opportunities available in a three to five year period?”

“Could you give me an idea as to the career track of some senior people in the company with a background similar to mine?”

“Based upon my education and experience, what training programs would your firm offer to further develop my qualifications?”

This will lead smoothly into a discussion of training opportunities – and the next step, the Job Review.

Future Income:

“Assuming successful advancement, could you give me a range of income opportunities in a three to five year time frame?”

It is important to ask questions in a positive manner and avoid coming across negatively or defensively. This points up the importance of preparing the questions in advance, and writing them down in your Individual Interview Evaluation form.

From this point, your bridge will depend upon several factors. They are discussed in Step 5. The Summary.

Step 5: The Summary (5 to 10 minutes)

For an information gathering interview:

“Can you give me any suggestions for additional contact, here or at other companies, who might be able to help me understand and evaluate this field?”

“Based on our discussion, what should I do to become a qualified candidate for a job in this industry?”

Record this information, thank the interviewer and depart, knowing you have accomplished your objective and you have further defined your plan. Don’t be surprised, though, if you’re suddenly offered the opportunity for a future interview – or even an unsolicited job offer!

For a Job interview:

“Based upon my background and experience, how would a person with my qualifications fit into your organization?”

The interviewer’s response will determine your next move. If a position is not offered, attempt to determine why. Ask a question such as:

“Even though an opportunity might not be available at this time, would my qualifications and experience otherwise meet your requirements?”

The answer to this question will assist you in determining your weak points, underlining your strengths, and developing future interviewing and career strategies.

If a position is offered, or a further follow-up is suggested, restate the mutual agreements, decide what the next step should be, and who should be responsible. Then thank the interviewer for his or her time. You must walk out of this interview with a clear plan of action mutually agreed upon by you and the interviewer.

The Follow-Up

Immediately after leaving, complete the Post-Interview Action Agenda portion of the Individual Interview Evaluation while your memory is fresh, then begin the process of follow-up. Accurate and timely follow-up is vital to interviewing success. Unless otherwise agreed upon, a letter is the most appropriate follow-up at this time. The first paragraph should thank the interviewer for his or her time. The second paragraph should restate any mutual agreements that were discussed. The third should state your action steps for further follow-up.

Complete The Cycle

It is now time to grade this opportunity based on your Personal Priorities. Go back to Phase 1 and perform the Employment Analysis rating process. You’ll begin to see the power of Success in Action. There in black and white, is a quantitative comparison of your employment choices by industries, companies, new business startups, and advancement alternatives within your existing company. It rapidly becomes an at-a-glance working system for career preparation and evaluation. From this one document, you will quickly and easily be able to extract the following information:

• A prioritized list of criteria for true job satisfaction.

• A plan for developing interview questions enabling you to extract vital information relative to your Personal Priorities.

• A quick-reference list of important networking interview contacts.

• A simple, quantitative rating of each job prospect.

word – persevere!

“Nothing in the world can take the place of perseverance. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not, unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Perseverance and determination alone are omnipotent.” Calvin Coolidge.

Then, there’s the example of a man who, through remarkably dogged perseverance, parlayed failure into ultimate success:

In 1831, he failed in business. In 1832, he was defeated for the legislature. In 1833, he again failed in buiness. In 1836, he suffered a nervous breakdown. In 1838, he was defeated for House Speaker. In 1840, he was defeated for elector. in 1843, he was defeated for Congress. In 1848, he again was defeated for Congress. In 1855, he was defeated for the Senate. In 1856, he was defeated for Vice President. In 1858, he again was defeated for Senate. In 1860, he was elected President of the United States.

He, of course, was Abraham Lincoln, the “Savior of His Country.” So keep your eyes on the prize and persevere.

• Key remarks for developing an effective follow-up.

Now it’s time to start over. Keep interviewing. Expand your network, hone your skills, and, in a