JOB SEARCH RESUMES INTERVIEWING · print or online folder for each company for subsequent research...

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© 2001-2015 Susan Britton Whitcomb For exclusive use by participants in the Certified Career Management Coach Program. Reproduction or transmission of any part of this work by any means including photocopying, without express permission of publisher, is prohibited.

Job Search | Resumes | Interviewing

Module 13,

JOB SEARCH | RESUMES | INTERVIEWING

KEY POINTS

Job search is personal marketing undergirded by project management wrapped up in perseverance!

There are 40-some steps required for a successful search today, unlike the days of old when it involved simply seeing an ad in a newspaper and sending in a resume.

Resumes play an important part in job search, but they are not the starting or entry point.

Networking (covered extensively in the last tab) is the key to a successful job search.

Interview preparation is foundational to acing an interview.

ICF COMPETENCY FOCUS FOR THE WEEK

Refresh your memory of ICF Competency #11 Managing Progress & Accountability (covered previously) from the separate handout ICF Competencies In Action (this document can be found at

the Handouts page). These will be discussed/role played in class.

COACHING DURING JOB SEARCH

In many cases, coaching a client through a job search involves a combination of both coaching and consulting, depending on how much experience the client has had with job search or how much research the client has done on job search.

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If your role shifts to more of a consultant, you can still consult in a coach-like manner. Recall the “sandwich technique” in cases like this, where you first ask the client what ideas they have, then sandwich your suggestions/resources/advice if warranted, and then ask what the client wants to do with the information. For example,

First, ask the client what ideas she has about ______________ (how to network into a company to uncover the hidden job market; how to prepare for an interview; preparing to negotiate salary; etc.).

After the client shares her ideas, if you sense that there is additional information that might support the client’s agenda, say, “May I offer some additional ideas/resources?” (If yes, then) “It’s been my experience that ______________ (x, y, z have been effective; or, a recent trend in job search is _______________).” Then ask, “As you think about that possibility, what ideas come up for you about that?” Or “How might those resources/ideas be woven in with the things that are already working for you?”

If the client suggests something that might harm her job search (e.g., the client shares with you that she plans to ask the hiring manager what the salary is for the job she’s interviewing for right up front before learning anything else about the opportunity), offer your insights and then ask about other possibilities for handling, for example: “Employers often interpret that question from jobseekers as only caring about the salary. What other ways could you get that information without jeopardizing that all-important first impression?”

JOB SEARCH: MARKETING + PROJECT MANAGEMENT

Marketing Perspective: Prior tabs have focused on working with the client to create personal branding and marketing messages that center on communicating value to the employer. (Recall one of the “V Themes” from Tab 1 is Value!) Continually be aware of how the client/job seeker can bring value to the equation, whether in networking, interviewing, or, after the job search, on the job. Questions such as:

What would make this a win-win for both you and the ______________ (employer, networking contact, etc.)?

What perspective might the _______________ (employer, networking contact, etc.) have on that?

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How can you bring value to that _________________ (meeting, interview, etc.)?

Project Management: Applying project management principles to job search can help keep the client on track and gaining momentum. It is impossible to plan all phases of the job search from the beginning—there are too many variables and the client will end up re-working the time-lines too many times, which can lead to wasted time and discouragement. Instead, work with one phase at a time (see 40 Steps to a Savvy Search). In thinking about project management, these questions/comments might be appropriate:

What’s your timeline for this phase of your search?

What all do you want to accomplish during this phase?

How will you go about that?

When do you want to execute on those? What resources or support will you need?

What will success look like with respect to ___________?

What works best for you in terms of keeping on track?

Perseverance: Job search can be a discouraging time for clients, especially when the market is down, the jobseekers-to-jobs ratio is 8-to-1, and the “R” word (recession!) is being bantered about! Perseverance, momentum, and a sense of hope is key.

Perseverance: “Stepping into the future and looking back on this time, what do you want to be proud of in terms of how you persevered during your search?”

Momentum: “What would give you a sense of momentum?” Or “What would momentum look like? … What would give you a small / big win?”

Discuss Self-Care: “What do you need to take care of yourself during this time?” Or, “What can you control at this moment to be your best?”

Patience: For those clients who feel “stuck” in a current unpleasant employment situation and desperately want to get out of it, “I hear the emotion in your voice as you speak about getting out of your current job. It’s almost as if you sound trapped.” … [assuming good job search strategies/tactics are already in place] “What is it you want to get away from? What would put you in a place of choice about this? What do you want to teach yourself during this time of waiting?”

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40 STEPS TO A SAVVY SEARCH

Most job seekers view job search as one of two extremes: Either an oversimplified approach that

requires merely sending out resumes, then sitting back and waiting but angrily wondering why

nothing is happening; or, on the other end of the spectrum, an overwhelming process requiring

such a Herculean effort that the job search becomes an exercise in frustration, confusion, and

defeat. With decades of experience in supporting people in transition with their job searches, I

have come to identify these 40 steps as important for a successful, multi-channel approach.

Note: These steps are expanded on and taught in-depth as part of Job Search Academy’s Certified

Job Search Strategist program (www.theacademies.com/programs/jobsearchstrategist/).

STAGE I: PROFILE JOB SEEKER & CLARIFY TARGET

1. Clarify time frame for search (typically based on job seeker’s financial

situation).

2. Inventory the job seeker’s Master F.I.T. (function, industry/vertical

market, things that matter; fulfillment/purpose, identity, type).

3. Brainstorm and discuss viability of job options based on factors such

as status of industry (trending upward or in the tank?), job seeker’s

geographic preference/relocation availability, demand for the position, typical salary, etc.

4. Discuss with the job seeker any job search barriers to uncover potential challenges.

5. Gauge job seeker’s marketability based on strengths, value proposition, potential barriers.

(Input from others in the job seeker’s target industry may be needed to confirm marketability.)

6. Decide on and confirm the job-search goal/target including functional position,

industry/market segments, geography, and salary.

7. Profile the ideal company based on the target industry, products sold, sales volume, number of

employees, company culture, reputation, geographic location, etc.

http://www.theacademies.com/programs/jobsearchstrategist/

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STAGE II: STRATEGIZE A TARGETED SEARCH

8. Create a list of potential target companies (whether or not they have known openings) based

on the job seeker’s general knowledge of the market. Depending on the job seeker’s situation,

the list might include 5-25 companies; some job seekers may initially have more. As time goes

on, more companies will be added to the list as a result of networking and researching.

9. Expand the list of potential target companies by doing a brief

search for target positions using an aggregator such as

simplyhired.com or indeed.com or a niche site (e.g.,

pharmaceutical reps might use medzilla.com or

pharmaopportunities.com; energy executives might use aesp.org

[Association of Energy Services Professionals]). The search results

can give an indication of the companies currently hiring that the

job seeker may want to include on the list of target companies.

10. Expand the list of potential target companies by talking to work associates, recruiters, or

friends. Reference librarians can also be great allies, pointing the job seeker to directories of

companies or trade journals that can increase the job seeker’s awareness of ideal companies.

11. Expand the list of potential target companies by doing online research (association web sites

[http://searchenginewatch.com/article/2067900/The-Gateway-To-Associations], online library

[ReferenceUSA.com], best lists [Fortune, Forbes, etc.], location tools [SuperPages.com],

SIC/NAICS, etc.).

12. Consider other means, if needed, to expand the list of potential target companies, including

hiring a career research expert for data (e.g., Barb Safani’s Fast-Track Transition Career

Research, FTTResearch.com, Bob Bronstein’s Pro/File Research) or purchasing company

mailing lists (e.g., AccuData.com, InfoUSA.com).

13. Prioritize the list of target companies.

14. Gather basic dashboard research on the companies prior to contacting (including name of

hiring manager and key issues)—start with a handful of companies, not the entire list; create a

print or online folder for each company for subsequent research or use your preferred project

management/contact management tool to keep track of information (e.g., Jibber Jobber,

Career Shift, ACT!, Basecamp HQ, and so on).

15. Choose a combination of job-search tactics to use to access the target companies.

http://searchenginewatch.com/article/2067900/The-Gateway-To-Associations

http://www.referenceusa.com/

http://www.superpages.com/

http://www.fttresearch.com/

http://www.profileresearch.com/

http://www.accudata.com/

http://www.infousa.com/

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16. Crystallize job seeker’s brand and value proposition (use branding, SMART Stories, and other

processes).

17. Create a library of branded, personal marketing docs that emphasize the return-on-investment

employers will receive from hiring the job seeker (resume [print and a format suitable for

online applications], tailored for each situation, cover letter suite, email introductions,

marketing one-sheet, profile for LinkedIn and other appropriate social networking sites,

Google profile, Vizibility.com, special reports, leave-behinds, reference lists, etc.).

18. Devise strategy to maximize online presence, if appropriate for field/industry (web resume,

blog, blog comments, LinkedIn activity, [business-oriented and/or community-building]

Facebook posts, Twitter tweets, etc.). Google the job seeker’s name to determine what

potential recruiters or hiring managers will find.

19. Create scripts for networking use (elevator script, language for making a cold call, SMART

Stories, etc.).

STAGE III: EXECUTE & “PROJECT MANAGE” THE CAMPAIGN

20. Execute on and “project manage” primary and secondary tactics (e.g., research and network

into target companies via face-to-face and social networking methods; apply online to target

companies; search online, ideally at highly niched sites, as well as print ads, or other venues

for additional job listings that can expand the list of target companies; set up job notification

services at aggregators, target company websites, niche sites, affiliation sites, etc.; contact

recruiters; send direct mail campaign; send an email distribution;

attend career fairs/events; etc.).

21. Keep track of search activities, action items, and follow-up using an

online contact management/project management application, a

manual system, or a combination of both. Use a calendar or project

management tool to itemize activities to be completed, blocking out

chunks of time each day for priority activities. Time should be prioritized for face-to-face

networking and some social networking during the day. By night, research, submit resumes,

practice SMART Stories, and do any social networking and emailing that is not time-sensitive.

22. Establish daily and weekly goals. Build in rewards/incentives for accomplishing daily and

weekly goals. Include planning time each week to evaluate progress on each target company

and the activities needed for follow-up. Determine any adjustments needed to overall strategy

based on new market intelligence gained from networking, such as targeting a lower-level

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position, increasing geographic boundaries, searching for a second type of or different

position, adjusting salary requirements, adding a new job search tactic, and so on.

23. As the search progresses, continue building data on the companies through reading, research,

and networking; add this information to each target’s Company Profile Worksheet (or other

project management tool).

24. Remember to be proactive about your mental, emotional/spiritual, and physical health during

job search. Ask yourself, “What do I need in each of these areas to be my absolute best?”

STAGE IV: NETWORK & RESEARCH

25. Network to build relationships and gather research (market

intelligence). Reach out to existing network first. Share list of

company targets and respective hiring managers and ask if

anyone knows the hiring managers, other connections to the

company, or information relating to the company’s TOP issues

(Trends for the target company or industry, Opportunities

within the company and info on Organizational culture,

Problems the company needs solved).

26. Create a list of networking contacts for each of the target companies and gather insights/info

(research) re the company, the contact, and potential opportunities or open positions.

27. Make meaningful contact with 5+ of your target companies per week, or a number

manageable for follow-up. Each week, contact another handful, with goal of having contacted

all target companies in item 8 within four weeks; consider waiting a week or so to contact your

#1 choice, as you’ll have more experience in knowing what works best for reaching out, as well

as more knowledge about TOP issues as you network). Make your contact either via a

networking introduction (someone introduces you to the hiring manager via live, video-chat,

conference phone call, or email), a research-based cold call, or a face-to-face introduction.

28. Secure 5 face-to-face meetings per week with Quadrant 1-3 contacts, if searching locally, in

addition to making 5+ telephone contacts per day.

29. Attend association meetings, conferences, professional events, community events, etc. where

hiring managers or “Quadrant 1” networking contacts congregate.

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30. Read relevant trade journals, websites, blogs (and make blog comments, if appropriate),

newspapers, etc. as part of ongoing research on target companies/hiring managers; gather

information on TOP issues; add information to individual folders on target companies.

31. In networking meetings, focus on how to REAP (ask contacts “What

journals/reports/papers/blogs should I be Reading, what Events should I be attending to learn

more about the industry/target companies, what Activities should I be doing to get in front of

hiring managers and influential networking contacts, and which People should I be talking to in

order to fast-forward my search?”). Share marketing one-sheet with contacts and any other

value-based item (tip, article, etc.). Keep conversation focused on uncovering needs/TOP

issues, and then sharing your value and experiences in SMART Stories relevant to those needs.

32. Manage social networking activities using chosen venues (LinkedIn, Facebook, Twitter, etc.).

33. When applying online at company’s website, ideally reference an internal contact in the e-

form that asks for a cover letter. For example, “A former coworker of mine, John Jones (in your

Finance Department) let me know about the opening on your acquisitions team and said I’d be

‘perfect’ for the job.…” Follow-up online applications with a phone call to hiring manager or

relevant company contact.

34. Follow up with prior contacts in a timely manner, offering value

via interesting article, fresh industry info, etc. Remember to give

(rather than simply take) in all of your encounters.

STAGE V: INTERVIEW

35. Practice interview responses (SMART Stories for behavioral

questions, FAQs, industry-specific questions, salary questions)

using webcam or video camera.

36. Interview with company, demonstrate how you’d do the job, and offer a “leave-behind.”

37. Send a performance-based follow-up letter the same day.

38. Follow-up with the interviewer per agreed on time.

39. Prepare for second and subsequent interviews.

40. Respond to offer, negotiate salary, accept offer, and work happily ever after.

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RESUMES & CAREER MARKETING DOCUMENTS

As a career coach, you have a few options when it comes to developing career marketing communications (resume, LinkedIn profile, etc.) for your client:

Outsource or refer the project to a career-comm/resume writing firm

Coach your client to write his/her own documents

Write the documents yourself

Outsource or Refer the Resume

Project

If you don’t feel comfortable producing your client’s resume, but feel even less comfortable having the client produce it, consider outsourcing the work to an experienced resume writer. To retain control, arrange a referral agreement with a resume writing firm where you pay the firm directly (the client, of course, pays you). When talking to your client about this arrangement, refer to the resume writer as “a trusted colleague of mine to whom I refer many of my coaching clients when it comes to writing a resume/LinkedIn profile for your industry.”

When selecting a writer, look for credentials and quality work. Some designations include:

The Academies’ G3 Coaches (G3=Get Clear, Get Found, Get Hired, which blends personal branding with career-comm writing)

MRW designation (Master Resume Writer) awarded by Career Thought Leaders (www.careerthoughtleaders.com)

NCRW designation (Nationally Certified Resume Writer) awarded by the National Resume Writers’ Association (www.nrwa.com)

ACRW designation (Academy Certified Resume Writer) awarded by Wendy Enelow and Louise Kursmark’s Resume Writing Academy (www.resumewritingacademy.com)

http://www.careerthoughtleaders.com/

http://www.nrwa.com/

http://www.resumewritingacademy.com/

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CPRW (Certified Professional Resume Writer), awarded by the Professional Association of Resume Writers (www.parw.com).

There are, of course, good writers who have chosen not to pursue any certifications.

Another method to find a resume writing resource is to review resume books. Several good books, such as the Gallery of Best Resumes (Gallery series by David Noble), Expert Resumes (Expert Resume series by Wendy Enelow and Louise Kursmark) and Resume Magic by Susan Whitcomb, published by JIST Works, contain samples by different writers. You can thumb through these books, get an idea of whose style you like, then contact that writer.

When selecting a firm to outsource or refer to, always ask to see samples. To review samples for work quality, look for these elements:

Brand / Strategy – Is the resume a marketing tool that is focused, demonstrates a return on investment, and jam-packed with accomplishments? Are those accomplishments readily viewable, or does the reader have to dig down deep and look hard to see the accomplishments?

Writing Style – Different writers have different styles. Most important is that information is relevant, succinct, and compelling. Run-on sentences or choppy writing should be avoided. The resume should be written in first person without personal pronouns (“Supervised data entry technicians” not “I supervised data entry technicians” and not “supervises data entry technicians”).

Appearance – Is the resume attractive? Are there some design elements that elevate the resume from a basic typing job to an attractive “advertisement.” Is there sufficient white space? Is there consistency in formatting?

Coach Your Client to Write His/Her Own Resume

If you are coaching clients to write their own resumes, consider supporting them with the following steps.

1. Recommend good book or online resources for writing their own resume, such as the books referenced earlier.

http://www.parw.com/

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2. Provide them with the Success Stories Worksheet (see Forms).

3. Provide them with the Resume Worksheet (see Forms).

4. Provide them with sample resumes in MS Word format that they can use to “copy” format, fonts, etc.

5. Review the client’s work product as a quality control measure.

To start, you can offer a resume critique (see the Resume Review form in the Forms file).

Write the Resume Yourself

Some career coaches enter the field with an extensive background in resume writing. Among experienced writers, there is a range of strategies for developing the resume. Some writers use worksheets; others interview the client and work “freehand.” If you prefer worksheets, you are welcome to use the Resume Worksheets found in the forms section of this binder.

HOW TO STRUCTURE & DELIVER INTERVIEW COACHING

If your client would like support in preparing for interviews, which is often the case, you can consider the following 10 Tips for interview preparation. There is a handout that you can give to the client that includes these items, without the potential coaching questions at the end of each tip, so that you can work together from the same information. Ask the client to review the handout prior to discussing interviewing. Then, during the coaching call, you can focus discussion on application of the material by asking one or two of the “Potential Coaching Questions” at the end of each tip. Ask the client which item pops up for them in terms of importance. Some might say “Sticky Wicket” questions or “Mindset.” Meet the client where they are, starting with what is most important to them. If the client has no preference for where to start, start at the beginning with “Mindset.”

1. MINDSET

Note: The terms "you" and "your" in this Tab refer to the client/jobseeker. This tab contains several excerpts from Interview Magic and Job Search Magic (JIST).

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As you approach your upcoming interview, remember that this is a business meeting, where you are the SOLUTION to a problem that the interviewer has! Package yourself accordingly (appropriate dress, grooming, avoid fragrances, etc.) and prepare (simple proactive steps, such as scouting out travel time and route to the interview site and showing up early can go a long way). As you approach this business meeting:

Think collaboration vs. interrogation . . . think business meeting!

Use a marketing approach . . . the employer is the buyer, you are the product. Does the employer need your product? If so, great! Show them all the benefits to using your product. If you are not a good fit for the employer’s needs, that’s OK—it doesn’t mean there’s something wrong with you. It just wasn’t the right fit.

Obtain a job description (after passing telephone screening)

Emphasize your strengths/successes and the gift/value you have to offer to potential employers.

Review past experiences with interviewing, exposing any limiting beliefs or less-than-positive experiences and how those can be leveraged for knowledge and positive action in the future.

Create a plan and bring it with you to the interview camouflaged in a nice-looking notepad. In that notepad, this plan (or "Cheat Sheet") might contains some of your branding highlights, cues for SMART Stories™, reminders (words or pictures) that help you feel confident, along with questions you'll want to ask the employer.

Like a first date, remember that it's a matter of deciding whether YOU like the employer, as much as the employer deciding whether he/she likes you!

Remove the pressure on yourself: the goal of the initial interview(s) is NOT to get an offer … it is to determine what the employer needs and how you can bring value to the situation. If you sense you’re not what the interviewer truly needs and you know of someone else who might be the perfect fit, consider recommending that someone!

Interviewers are looking for the 3 C's in a candidate:

Competencies, Chemistry & Compensation

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Another framework for looking at this is the PEAKS acronym, which stands for Personality, Experience, Accomplishments, Knowledge, & Skills.

Potential Coaching Questions: What's your experience been with past interviews? What do you think the optimal mindset would be in approaching this interview? What gremlins might you be hearing with respect to this interview? What can you say in your mind that will take this from interrogation to collaboration? What image or perception do you want interviewers to have of you? What do you want from this job? What strengths or successes do you think the employer will value most? If you look back on this interview from the perspective of your future self, what does success look like?

2. RESEARCH, RESEARCH, RESEARCH!

To look prepared, interested, and engaged, be familiar with the following key areas:

Company data (sales, history, financials, etc.)

The position you're interviewing for (and the person you will be replacing)

Company’s key products/services

Company’s current TOP issues, or Trends, Opportunities, Problems/Projects

How your skills can be integrated with, and bring value to, the company’s TOP issues

Key decision makers at the company

Strategic stakeholders

Competitive companies

Potential Coaching Questions: What do you know about the company you're going to be interviewing with? What are the key issues they're facing? What is the financial performance of the company? What kind of research system do you have in place? Who do you know that could also shed light on these points (associations, vendors, customers, etc.)? How could you use social media to learn more? What's your action plan for getting people to talk to you (suggestions: the honest approach—I have an interview coming up, how would you suggest I approach them, or what key things will be important to them? … or, the sleuth approach—masquerade as a potential customer of the company and be a secret shopper)

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3. CREATE SOUND BITES

Create a 3-point Marketing Message and other sound bites.

Develop 3+ success stories for each of these points. This provides material for the behavioral or competency-based interviewing method, which is popular.

Develop 3+ key successes for each employment entry.

Potential Coaching Questions: What 3 key points do you want the interviewer to know about you? How do those points relate to their needs, or the bottom line? What do you see as a strength you can bring to meet a need they have at this time? Describe your 3 most important accomplishments in your last position and how they could benefit your potential employer.

4. PRACTICE! INCLUDING SMART STORIES™ FOR BEHAVIORAL

INTERVIEWS

Some interview experts recommend that candidates prepare 5-10 hours for an interview. That should include practicing responses to frequently asked questions, such as "Tell me about yourself," "Where do you expect to be 5 years from now?" "What are your strengths/weaknesses?" "Tell me about your best/worst boss?" and "What are your salary requirements?" You must PRACTICE these responses, not in an effort to memorize them, but in order to become comfortable with your responses. Role play with a career coach or a colleague who has experience interviewing or making hiring decisions. It is best to practice with a video camera, or at the least, an audio recorder.

You'll also likely be asked a number of behavioral interview questions (e.g., "Tell me about a time when…" or "Describe a situation where you…" or "Give me an example of…" or "How have you handled _____ in the past?"). Respond to these using the SMART Story™ format:

S/M = Situation and More: Frame the story with contextual details, offering specific numbers about the situation. What was the specific situation you were faced with? Use numbers to describe who and what was involved? Where and when did it occur? What was the impact of the situation? What was the timeframe for the story?

A = Action: What specific action was taken to tackle the task, overcome the challenge, or resolve the issue? If others were closely involved, what interaction was had with them? Describe the thoughts and/or decision-making process. What was the specific role in relation to the team?

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R = Results: Essential to the success story are numbers-oriented, bottom-line results. They will help convey a return-on-investment (ROI) value and provide leverage in salary negotiations.

o What measurable outcome was achieved? Clients should think beyond their own work role to how others were impacted, including boss, team, department, company, customers, community, or industry.

o If it was a group effort, what measurable outcome did the group achieve or contribute to? Did you contribute to a 5 percent increase in productivity; support a team that met or exceeded goal by 9 percent in a difficult economy; participate in an effort that improved customer satisfaction scores; collaborate with team members to accomplish work with 25 percent less staff; or provide ideas that halted a conflict or impasse that had held up progress?

o If the outcome wasn’t rosy, what conclusions did the client reach or what positives were learned from the experience?

o Compare performance. Clients can make comparisons to a variety of numbers, including prior work performance, the company’s past record, the industry standard, or your competitor’s average.

T = Theme & Tie-in: Use a question or statement to link this story back to important issues or link it to a theme of key competencies sought by the employer. Statements that can convey enthusiasm or knowledge gained:

o "I found that I thrived in these sorts of situations, as they give me a chance to use my problem-solving skills."

o "I learned that it's important to regularly communicate progress status to every member of the team,"

o "My supervisors have commented that my problem-solving, customer relations, and innovation were key to being a good fit for the position,"

o "From the conversation I had with one of your vendors, it sounds like my strengths in vendor relations would be of help."

Vary the SMART response with an ROI response.

o Reveal results – Insert the Results at the beginning of the story for a little variety.

o Offer examples – This is the SM and A piece of the SMART story.

o Inquire of need – This is the T piece of the SMART story.

Questions to Elicit SMART Stories™

The Success Stories Worksheet will help clients develop their SMART Stories™. These questions will also generate some ideas:

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What are you most proud of in your career?

What are you most proud of in each of your past positions?

In what way did you help your employer generate more revenue?

In what way did you help your employer save money?

In what way did you help your employer increase productivity?

What was the most interesting suggestion or project you initiated?

What positive comments (or ratings) were documented in your performance evaluations?

What special projects or teams have you worked on?

How were goals and productivity measured on the job?

When did you go above and beyond the call of duty?

What would others point to as evidence of your success?

When did your actions motivate or influence others to do something that they initially did not want to do?

When did you have to quickly learn new information or skills? How did you go about this?

When did you use your verbal communication skills to influence or improve a situation with a co-worker, team member, or customer?

How did you go about making a presentation to internal or external stakeholders? What was the outcome?

Remember the mindset mantra, “it's about them, not me,” when writing stories. Employers will filter everything they hear through the screen of “why should I hire this candidate over another?”

Potential Coaching Questions: Do you have a video camera or audio recorder that you can practice with? When will you rehearse your SMART Stories™? Who will give you feedback? How can you vary your typical SMART response with the ROI to add variety and keep the interviewer attentive? What questions can you ask that would help with the Tie-in or Inquiry of need?

5. IDENTIFY 5+ INDUSTRY-SPECIFIC QUESTIONS YOU ANTICIPATE

BEING ASKED

It is impossible to know what interview questions will be asked within every industry and for every position. Enlist the support of your network. These connections can help serve as part of your due diligence/research. Contact industry colleagues who do hiring and ask, "What would be the 5-10 most challenging position/industry-specific questions you would ask a candidate for this type of position?"

Also, always be ready with strong responses to the two for-certain questions you'll get: "Tell me about yourself" and "What are your salary requirements?"

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NOTE: In an interview of executive recruiters and CEOs in the medical/healthcare industry regarding employment interviews, it was learned that successful candidates know and practice these six interview secrets: a. Know what you want and what you offer. b. Actively listen and accurately interpret what you hear. c. Do your due diligence. d. Ask the right questions. e. Substantiate and support your answers with stories. f. Master the skill of impromptu speaking.

6. IDENTIFY 5 "STICKY WICKET" QUESTIONS YOU DON'T WANT TO

BE ASKED!

In addition to industry-specific questions, be prepared for any gaps between what the employer wants and what you have. This might include "holes" in your background or "skeletons in the closet" (lack of a degree, less experience than called for in the job description, fired from a prior position, accusations of harassment, not having a great relationships with a former boss, etc.).

Develop scripted responses around these items. It's not necessary to memorize the scripts verbatim, but if you practice them, you won't feel as nervous should the question come up.

Be honest, but end the explanation with a positive spin.

Potential Coaching Questions: What good has come from these situations? How have you applied what you learned from these situations? Who can be your advocate in this area, such as a respected colleague or someone on the inside of the target organization? For areas where you don't have the experience desired by employers, what would others point out as your strengths? What suggestions might they have to shore up or fortify your candidacy?

7. EMOTIONAL IQ: CONNECTING

Emotional IQ involves CONNECTING with the interviewer. If it comes down to two candidates who have the same skill set, the interviewer is going to choose the candidate with whom he/she best "connects." So, be aware of interviewer types and how to communicate with them!

Receptionist—Your first point of contact; have questions in mind for small talk.

Boss-to-be—Is interested in skill competency; do you understand the role and all the pieces associated with it.

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Boss's boss—Is looking more at "big picture" view of the position (agenda for upcoming year, business challenges).

Human Resources—Display skills on "wish list" as well as your team skills and cultural fit.

Peers—Show a commitment to helping peers succeed. "What do you need from this department to make it more successful?"

Colleagues/Employees—Ask personal questions, such as "What's your ideal version of a good manager? What are you frustrated about in this job?"

Be Aware of Different Personalities

Technical interviewer (the MBTI® Sensing-Judging Temperament, typically with a preference for Thinking vs. Feeling when it comes to decision-making) – These folks will focus on whether you have the technical skills and past experience for the target job, yet many don't spend time determining whether you have demonstrated you can use those skills properly! When interviewing with this type, deliver factual, reality-based responses in a sequential, logical, detailed fashion. Value stability, rules, regulations, and conformity. Be respectful!

Performance-based interviewer (the MBTI® Sensing-Perceiving Temperament, typically with a preference for Thinking vs. Feeling when it comes to decision-making) – These interviewers focus on competencies. This can often be advantageous to you, especially when you've prepared lots of competency-based responses (SMART Stories™) that document your ability to perform. Deliver solutions that are practical, effective, and innovative (they often like bending the rules or creating new ones to get things done). Help them get what they want. Be practical!

Emotional interviewer (the MBTI® iNtuiting-Feeling Temperament) – These interviewers are sometimes snowed by first impressions and base their perceptions on whether they "click" with you. When interviewing with this type, acknowledge the importance of harmony in work relationships, an ideal work environment, and meaningful work. Compliment them on the meaningful work they are doing within the organization. Use metaphors to drive home points. Be thoughtful!

Intuitive interviewer (the MBTI® iNtuiting-Thinking Temperament) – Intuitive interviewers are often influenced by impressive attributes of a candidate, such as a Harvard degree or an impressive family name. These interviewers often hire in their own image. When interviewing with this type, stress visioning, logic, innovation, mastery, progress, and excellence. Be confident!

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Keys to Connecting

To connect with interviewers, do the following:

Clear the 30-second hurdle with a positive halo effect. Psychologists divide job interviews into two parts. Dr. Joyce Brothers refers to the first part as the “30-second hurdle”—a crucial half-minute where most employers make up their minds about a candidate based on the halo effect. This phenomenon refers to an interviewer’s first impression of you, which can be negative or positive. A positive halo effect can help people think you are even better than you are. A negative halo effect will make it virtually impossible to ace the second part of the interview, which is everything after the first 30 seconds! You can predispose people to like you by wearing an engaging smile, shaking hands firmly, dressing appropriately, and making the person feel that you are absolutely delighted to meet them. You can also put on a halo by associating yourself with a trusted colleague or friend of the interviewer—this is where networking can really work for you!

Share something in common. When entering an interviewer’s office, notice your surroundings. It might be that you can make small talk about the interviewer’s awards on the wall, interesting artwork, pictures of kids, plants, tidy desk, out-of-the-ordinary furniture, and so on. A terrific way to share something in common is to comment on the interviewer’s background based on the company research you’ve done. Another bonding agent is laughter—share it whenever possible.

Respect them. Acknowledge that interviewers likely have demanding schedules and difficult work. Respect them for the position of authority they have earned. You do not have to agree with them on everything. You do, however, need to recognize that they may see, hear, feel, and interpret the world differently and therefore behave differently than you. Seek to respect others first…it’s the fastest way to earn it in return.

Support them. Make the interviewer’s job easier by helping them find the right person for the position. You’d probably like it if you were that person, and you should do everything in your power to show that you are! If, however, you’re not, consider doing what one new grad did when he recognized he wasn’t going to fit the needs of a particular department manager. He gave the manager the names of two classmates whom he thought would be ideal candidates. Talk about making a lasting impression!

Listen with laser accuracy. It is impossible to connect with others if you don’t listen well. Good listening is fueled by curiosity and compassion.

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Communicate exceptionally. Respond with relevance and an attitude of respect. Recognize that your interviewer’s learning style, values, and personality will impact your communication.

Use the Mirroring Technique

Mirroring is a neurolinguistic programming (NLP) technique designed to enhance communication. The principle is to match aspects of your interviewer’s voice, mannerisms, and body language. For instance:

If the interviewer greets you with perfect posture in a brisk, business-like tone and says, "Jane Doe, good to meet you," then stand up straighter and respond briskly with "John Dokes, good to meet you!"

If the interviewer uses hand gestures to explain something, feel free to use hand gestures when speaking.

If the interviewer leans forward to emphasize a point, subtly lean forward to listen.

If the interviewer asks questions slowly and softly, respond in a similar volume and pace (but be cautious to not speak too slowly or too softly—you want to convey energy and be audible).

If the interviewer is cold and businesslike and refers to a lot of technical jargon, data, and source material, cite data and source material in your answers and don’t attempt to win him or her over by being warm and fuzzy.

The point is not to mimic the speaker, but to match his or her style without losing your personality in the process. Of course, there are some situations where mirroring would not be called for—for instance, when a speaker is angry or emotional. Also, resist the urge to mirror any behaviors that wouldn’t win an etiquette award, such as slouching or scratching!

Potential Coaching Questions: What different types of personalities might you encounter? What do you think their different needs or agendas are? Which of these personalities are easiest for you to connect with? Which will require more focus to connect with? How will you connect with those different needs? How will you tweak your message to address those different needs?

COACHING TIP: Always ask your client what he/she wants specifically to accomplish from the interview coaching. Weave these goals into your sessions. At the end of the session, ask something like this, “What are the key insights or information you came away with

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from today’s session?” It will help you gauge your effectiveness and help the client clarify what they’ve learned.

8. LISTEN!

Listening is critical! Whether a telephone interview, face-to-face, or panel interview, listen intently ... as if you were a blind person! Here's a quick listening quiz, adapted from material by presentation coach Brenda Besdansky of www.SpeakersWorld.com:

I regularly . . .

1. Allow others to finish their question before formulating a response.

2. Control any negative emotions, such as frustration, anger, or defensiveness.

3. Do not allow my mind to "multitask" or drift to

irrelevant thoughts, such as the next appointment on

my calendar.

4. Ask for clarification if any part of a question is unclear.

5. Pay attention, even if the subject is not interesting.

6. Listen strategically to identify key points.

7. Listen for the speaker's concerns or needs.

8. Hear the speaker's perspective as well as the content of the message.

9. Prevent annoyances in the speaker's appearance, speech pattern, or beliefs from

distracting me.

10. Stop myself from thinking only about how the conversation relates to me and what I want

or need.

L.I.S.T.E.N. Like a Laser

To connect with interviewers, remember these LISTENing tips:

L—Laser your focus. Lock out distractions and lock on to the whole question, not just a small piece of it. Remain fully present: look into the speaker’s eyes (alternately shift your focus from one eye to the other to avoid staring). Don’t multitask (drink coffee, take a cell phone call, etc.) or drift mentally to your next pressing appointment or any other concern that’s on your mind.

http://www.speakersworld.com/

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I—Investigate. Be curious. Probe beyond the surface…move beyond listening “to” the speaker to listening “for” (empathetically) the speaker’s meaning, motives, feelings, priorities, values, perspective, and needs. Further, ask yourself, “How might this person think? Do they take in information in a sequential/sensing mode or in a conceptual/intuitive mode? Do they make decisions from a logical/thinking perspective or a human relations/feeling perspective?” It’s impossible to be a good listener without being genuinely interested in the other person.

S—Silence your tongue! Hold judgment and listen with an open mind. Don’t take things personally. If what the speaker is saying makes you defensive, irritated, or nervous, there’s a greater chance you’ll miss the main point. Let the other person finish his/her sentences. Be comfortable with a little silence in the conversation.

T—Take brief notes. If clarification is needed, repeat the interviewer’s question or statement. Take time to formulate your response.

E—Elevate the other person. Good listeners make the other person feel significant, valued, and respected. Act professionally, but resist the urge to be right, show off, or act brilliant with all the right answers. As a candidate, you’re there to be a professional solution. Remember the mantra, "It’s about them, not me."

N—Note the nonverbals. Mirror the body language of your speaker. Does the speaker’s body language indicate stress, confusion, frustration, or boredom? If so, how can you respond to improve the situation? Lean forward slightly to show interest.

R.E.S.P.O.N.D. with Relevance and Respect

Naturally, after listening, your client will need to respond! Clients can connect with interviewers by RESPONDing well, remembering these elements:

R—Remember your objective. It is to gain employment by educating the interviewer of your value. Everything that comes out of your mouth should be relevant to this objective. Single-mindedly stay on course with your responses. Be selective about how much you say. Resist the urge to tell all, over-explain, or apologize for any shortcomings.

E—Engage the interviewer. Eye contact, open body language, facial animation, and appropriate gestures are important. Reflect back and confirm your understanding of what is being said. Ask open and closed questions. Remember to engage interviewers by addressing their different temperaments/personalities and learning styles—such as auditory, visual, and kinesthetic.

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S—Share succinctly. Know what your point is, and get to it quickly.

P—Point to benefits. Benefits are the single greatest influencer in communicating your value—the ability to be of benefit to the employer’s bottom line, productivity, problems, and so on. Frame your comments in light of how you will benefit the employer. Occasionally, offer what broadcasters refer to as a tease: "I’d love to tell you about how our team went from 82 percent to 99.9 percent accuracy in 30 days. Let me set the stage for you. We had a challenging situation where…".

O—Offer proof. Whenever you're making a claim about certain skills, make it stand up in court. For instance, instead of saying "I can help your company be more efficient based on my experience and commitment," substantiate your statement: "I served on a process improvement task force that delivered a 30 percent productivity increase for my last employer, and I’m completely confident that similar productivity gains can be achieved here, as well."

N—Never drone on. Two to three minutes seems to be the extent of many people’s attention span. After this point, your response has the potential to morph from terrific to tedious. If delivering a SMART Story™, consider a “pulse check” in the middle of your story to keep interviewers awake and interested. For instance, after describing the situation and action in the SMART Story™, ask "Would more detail be helpful?" Or, "I understand you’re experiencing something similar in your department." Or, "Would you like to hear about scenario A or scenario B?"

D—Dedicate yourself to a win-win relationship. Never manipulate a conversation toward a selfish agenda. Let mutual benefit be your goal.

Telephone Interviews

Listening is especially critical in telephone interviews. Be ready for them. The purpose of a telephone interview is to get a live interview. Don't overwhelm telephone interviewers with too much information.

What do you think the length of time should be for your responses? 1-2 minutes on the phone! Longer and you may appear self-centered and unable to organize and communicate thoughts; shorter and you may appear evasive.

Set up your "phone zone." Have within easy access your 3-point marketing message, success stories, resume, notes (such as, SMILE!). Set up an

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empty chair with a mirror placed in the chair—this will help you to remember to engage and connect.

Call the employer back if caught off guard!

Potential Coaching Questions: On the listening quiz, would you get the same scores if someone else graded you?

9. UNCOVER THE REAL JOB—ASK QUESTIONS!!!

Do your research to get a head start on answers to these questions prior to walking into the interview.

Ask Big-Picture Questions in the First Interview

What do you want to see accomplished in your team/department/company in the next three to six months? What would be the ideal outcome?

How will you measure success?

How will this position specifically support that goal?

How does this position impact the organization overall?

What do you see as the two or three most important tasks for this position in the immediate future?

With the ideal person in the position, what can be accomplished?

Who would you point to as a top performer in this position? What traits make them stand out? What specific actions make them so successful? (Interviewers may be hesitant to let the cat out of the bag and tell you specifically what qualities they are looking for; however, these questions can uncover them for you.)

What percentage of time would you like devoted to each of the key tasks we’ve spoken of?

Who will this position work with internally? Externally?

To whom would I report?

Are you saying that the most important issues are ____________ and ___________ ?

How soon do you want to make a decision?

Do I understand correctly that when this position is filled, you’ll be able to _________ ?(Fill in the blank: get started on the new launch, clean up the backlog, be freed up to do the work you need to do, catch up on your outstanding receivables, and so on.)

Note that the questions on the preceding list center on the position. This next list will give you insights into the company. Again, learn as much as you can before your face-to-face meeting. Assuming answers to the following questions aren’t a matter of public record, you might want to ask the following:

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How long has the company been in business? Is it publicly or privately held? If privately held, by whom?

What are the company’s major milestones, key products/services, and strengths?

How many employees are there? Where? Have there been recent layoffs? Are any planned?

What does the organizational chart look like? Where does this position fit in?

Ask Deeper-Detail Questions in Second and Third Interviews

As you get further into the interview process, you’ll have established the rapport, trust, and mutual interest to ask deeper, more probing questions. The more senior the position, the more questions you can and should ask. Whereas general questions are appropriate for the HR department, detail questions are more appropriate for managers. (Be cautious! If you ask deeper-detail questions too early in the process, you could come across as pushy or presumptuous. In general, save these types of questions for the second or third interviews.)

Questions about the position: ("What would the ideal person in this job accomplish on a weekly basis?" "How is it that this position became open? May I ask, did the person leave or get promoted? What results were you most pleased with? What do you need done next? How many people have had this position over the past few years? What do you look for when considering someone for promotion?")

Questions about current and future challenges: ("What stands between where the project/situation is today and where you want to be?" "What have you already done or put in place to achieve those goals?" "What’s gotten in the way in the past?" "What if that weren’t an issue?" "What is the company’s vision for the next 5 to 10 years?")

Questions about people: (to whom would you report, who makes the final hiring decision, who will be your direct reports, whom will you service, who’s in charge, and so on)

Questions about resources: (“What resources are in place to support this position/project?” And, for positions that would normally have access to financial information, “What information are you able to share about financial trends?")

Questions about strategy: ("What’s your short-term and long-term strategy for this initiative/program?" Or, if you’re being hired to help develop strategy: "What opportunities are available to us? How has strategy been developed in the past? How can that process be improved upon?")

Questions about systems and timeline: ("What systems are in place to measure success?" or "Tell me about the infrastructure and technology in place for this project. What’s working

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well? What could be improved upon?" and "Do I understand correctly that you need to fill this position in the next 30 days?")

Collaborative Questions on the How-To's of the Job

To establish how the deliverables will be met, ask:

"What is currently working well?"

"What didn’t work well?"

"What did the prior incumbent do well?"

"What would you like to see more of?"

"How would you prefer to see this handled?"

"This is how I might approach that, based on my last position and training I recently attended…what have you found works best inside your company?"

"I read recently in our trade journal how some companies in California had tried a new strategy for that issue…what are your thoughts on that?"

"I noted that competitors are trying this approach…what do you think about this?"

"I really admired the way your team approached that situation. Will you be using the same strategy on the next project?"

Questions for the Conclusion of the Interview

"What would it take for me to establish my position as your top candidate?" Or, "Based on what you've heard from me today, is there anything in my background that might prevent me from being on your short list of candidates?" (If anything comes up, "I'd like to answer any concerns you have, and I think the best way to do that is to give you a taste of how I would perform on the job. Is there a particular project you're working on now that I could contribute to?")

"What are your plans for this decision process? When do you expect to make a decision? I'd like to stay in touch with you should other information or thoughts surface that might be relevant to our conversation. Is there anything I can do to help you in the decision-making

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process?" Ask permission to follow up, "How do you prefer that I follow up with you—phone, email? … Is it more convenient to reach you in the mornings or the evenings?"

Potential Coaching Questions: What do you think the employer really wants you to accomplish? How would you go about finding this out?

10. FOLLOW UP

One of the best things you can do at the close of an interview is to keep the door open for future communications. Here are some secrets to make that happen:

Give the employer a “leave-behind.” A leave-behind is an item that you leave with the interviewers at the end of the interview, such as a fact sheet, a case study, before-and-after photos, a collection of testimonials, a bookmark with an apropos quote, a book report on a relevant business book, or a meaningful but inexpensive gift, such as one of your favorite motivational books. It’s a great closing move and makes a lasting impression. If multiple interviews are part of the process, think about what you can offer at the end of the first and second or subsequent interviews. If unsure about whether to leave something of tangible value vs something like a book report you’ve written, check with your other networking contacts inside the organization for their opinion.

Ask, “What’s the next step?” Try to arrange the next interview before leaving. Then, in your most deferential tone of voice, offer: “I’d like to be able to follow up with you as additional ideas from our discussion come to mind. Is e-mail or phone contact best for you?”

When the interviewer says she will get back to you, ask: “When might I expect your call? May I ask you to use my mobile number, as that’s the best way to reach me.”

Express interest in the job: "I want the job!"

Send a performance-based thank-you/follow-up note, preferably that very day.

Make a thank-you telephone call the day of the interview.

Potential Coaching Questions: What would prompt, on-the-ball followup look like?

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WEEKLY WRAP-UP &

APPLICATION

Prior to Class 13, write a SMART Story for yourself describing a time that you supported a client in attaining his or her goals.

S/M: A: R: T:

Prior to Class 13, describe the “sandwich” technique for sharing resources/ideas. If you have been more of a consultant/advisor in the past, what will it take for you to shift toward more of a coaching model?

After Class 13, work with a client who is in job-search or interviewing mode and focus on either using the Sandwich Technique with your client, and/or asking some of the powerful questions found on pages 2 and 3 or the “Potential Coaching Questions” found under each of the 10 Steps to Conducting Interview Coaching. What did you notice in experimenting with these techniques/questions?

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JOB SEARCH RESUMES INTERVIEWING · print or online folder for each company for subsequent research...

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Transcript of JOB SEARCH RESUMES INTERVIEWING · print or online folder for each company for subsequent research...