American Marketing Association San Antonio chose me as this month’s member in the spotlight!
Check out my interview here.
American Marketing Association San Antonio chose me as this month’s member in the spotlight!
Check out my interview here.
Applicants should be prepared to answer all sorts of different questions during a job interview. After all, employers are known for throwing in curveball questions to catch prospective employees off guard and gauge how they react. Do you know what you would say if someone interviewing you asked, “What sort of animal would you be?” or “Design a spice rack for the blind,” or “What would you do if you found a penguin in the freezer?”
For you, employers tend to stick to the basics when it comes to interviewing candidates. Here are the seven most common interview questions and how to ace them.
1. “Tell me about yourself.”
This is the notoriously vague question you’ll get in some form or fashion on your next job interview. This question is one of the many reasons that I insist all of my clients have an elevator pitch prepared—a two to three minute introduction that highlights your experience and ends with a goal statement that clearly indicates the position and field you’re in the market for. An elevator pitch will not only help you during network events and other professional interactions, it’s the ideal way to attack this question.
2. “Why are you leaving your current position?”
Best to tackle this one by being as honest and quick as possible without being negative about your current employer (side note: don’t be negative about any employer). Don’t over explain. The goal is to quickly share what you learned, what was missing for you (without descending into negativity), and why you’re excited to get that need or skill set met in your next role. If you mention that you are making a shift in your career or pursuing different challenges, be specific about what those changes are and how the role you’re interviewing for will fulfill that.
3. “What type of salary are you looking for?”
First off, never walk into an interview without a strategy to talk compensation. Before you’re in an interview, research the salaries of employees in your industry who hold positions similar to yours. Come up with a salary range that you’re looking for, but never be the first to say a number. The first person to give a number always loses. If they press you, insist that you’re flexible and more interested in finding the right fit. Last resort, if they still won’t give a number first, tell them the range you’re looking for, but that you’re negotiable.
4. “Why are you interested in this job/working for this company?”
Be prepared to give specific answers about why you want this job and why you think you’ll be good at it. Research the organization ahead of time and discuss something about the company that requires more than just a 10 minute Google search to find out. Brownie points if you can share some ideas that you’d bring into the role — if they’re open to hearing them. Focus on the actual work you’ll be doing and not on other factors like benefits or salary or work schedule.
5. “Tell me your greatest strength.”
This is your big chance to brag, so take it by the reins. Pick a skill that is relevant to the job you’re interviewing for based upon the research you’ve done. Emphasize how you used that skill to succeed in your current or former role, and try to share that gift through the words of someone else. For example, did your last boss tell you that you’re great with details? It’s more powerful to share your gifts through the words of others. Describe how you plan to use that skill in the role you’re interviewing for if given the chance.
6. “Tell me your greatest weakness.”
This one can be tough if you’re caught off guard, but if you plan ahead, it’s a breeze. Pick a weakness you’ve been working on. Tell the interviewer how it has challenged you in the past, and explain to them steps that you have taken to improve this weakness. Lastly, give them a specific example of how you have improved this weakness by actively working on it.
7. “Do you have any questions for us?”
Never, never, never say no! The interviewer wants someone who seems interested and engaged, so go into the interview a handful of insightful questions that you’ve thought of ahead of time. The interviewer is likely to answer at least some of your questions during the interview, so having a few prepared ahead of time will mean you’ll likely have at least one that you can still ask. An incredible question to always ask is: what does success look like in this role?
Job interviews can be the most stressful part of job searching, as they are high-stakes interactions. The slightest trip-up can kill your chances at a job you may be perfect for. But with the right about of planning and preparation, you’ll have no doubt that you’re prepared for the challenge and ready for anything.
Good luck on your next job interview!
Source: Ashley Stahl, Cake Publishing
According to a 2018 Gallup poll, over 60% of people are not engaged at work. I believe this is likely due to not being in the right job, and, as a result, the amount of human capital and business value left on the table is unquantifiable.
If you are seeking your next professional opportunity, how can you avoid becoming a statistic? And if you already know you are unfulfilled in your current role, what do you do once you are invited to interview for a position that truly interests you?
Of course, you have to be able to demonstrate, through your resume and other professional documents, that you are the subject or functional matter expert for the role. You should also show you have been able to achieve the type of results that the hiring team will look for when they speak with you. I’ve found, through being an expert in executive coaching and career transitions, that these more technical factors are where most of us spend our time when preparing for the interview.
But from my perspective, it is highly likely that if 25 people have been selected to interview, all 25 will be smart, all will be subject matter or functional experts in the role to be filled, and all 25 will have read the same interview prep questions and written many of the same scripted answers to those questions.
My experience suggests that it is only by being you, and not selling you, that you will ultimately find yourself in exactly the right professional seat, no matter if you are starting your career or have already established one.
Follow these steps before your next interview:
Take the time to articulate what drives you.
Your values are likely what motivate you, so share with your interviewer how you will demonstrate your core beliefs in the role you seek to fill. For example, if you are leading a team for the first time, will you seek to build trust among your team and be clear enough in your vision so that you can hold one another accountable to achieve collective results? Can you listen to your team members in a way in which they know they have been heard?
If you can truly articulate how you will show up in your new role, there is no stronger demonstration of your leadership style. You should be able to describe to the hiring team how you will show up every day to execute on the role. Give them the ability to imagine you performing (and excelling) at the job. If you can do this, I believe you will make a lasting impression on the interview team.
Create your own set of questions for the interview team.
This helps you decide whether the role is a good fit for who you are. You should be ready to answer the questions you know will come to you, but it’s also important to spend time asking them what it feels like day to day to be in the role for which you are being considered. Don’t stop your questioning until you have a good understanding of being in the position. This is the only way to affirmatively determine if you will find yourself in the right seat.
I suggest that you spend 20% of your prep time on articulating why you are a subject or function matter expert. Spend 80% of the time finding the right words to communicate who you truly are and how that would look on a day-to-day basis in the role for which you are interviewing. You might be self-aware, but a gap can exist between knowing who you are and articulating who you are in a way that’s authentic and succinct.
I’ve found that role-playing can help you hone this critical message. You can do this with a coach or a trusted friend; just ensure you are with someone who knows you well and can help you feel comfortable getting out of the “selling yourself” mindset and into the “being yourself” mindset.
Let go of the results.
If you show up in the interview being exactly who you are, know that you have presented yourself authentically, answered all the subject matter questions to the best of your ability and asked all the questions you can to help you ascertain whether the role fits you, then you’ve had a successful interview. If you have done these things, then the result — no matter which way it goes — will be the exact right one. If you do not get the job, it was likely because the fit was not right. If you do get the position, there is a much greater likelihood you will find yourself in the right seat.
Source: Lisa Walsh, Forbes
The Hiring Formula for Success offers a means to fully understand how the non-technical and fit factors impact a person’s ability and motivation to achieve results. It’s important to recognize that ability without fit is the primary cause of underperformance, dissatisfaction and excessive turnover. As important is the recognition that it’s what people have accomplished with their skills that’s important, not the amount or list of skills themselves.
Here are the most hiring mistakes attributed to the non-technical factors:
Labeling these factors collectively as “soft skills” minimizes their importance since without them people will underperform. Despite this, too many interviewers focus too much on the person’s technical ability – the so-called “hard skills” – and not enough on the factors that actually determine on-the-job performance.
Despite the challenge, it is possible to assess all of these non-technical factors by using The Hiring Formula for Success relationship shown in the graphic. Simply stated, “The ability to do the work in relation to fit drives motivation and ultimately performance.”
The performance-based interview described in The Essential Guide for Hiring & Getting Hired has been built on this concept. The process starts by rethinking the job description as a series of key performance objectives (KPOs) embedding the required hard and “soft skills” into a series of outcomes. For example, rather than saying a person must have a specific degree, specific experience and be results-oriented, it’s better to say something like, “Complete the XZY project within 120 days under tight budget and schedule constraints.”
Here’s the basic process:
First, conduct a comprehensive work history review. Going step-by-step through the person’s background determines general fit for the role on a scope and scale basis and if the person possesses the Achiever Pattern. This indicates if the person is in the top tier of his/her peer group.
Second, ask the Most Significant Accomplishment question for each performance objective. By digging into the person’s major accomplishments most related to the KPOs of the open role it’s possible to assess all of the factors shown in the graphic. The trend of growth over time is an important indicator of potential.
Third, ask a realistic problem-solving question. This is not a hypothetical question. It must address a real problem the person is likely to face on the job taking the form of, “What would you need to do to address this challenge (describe) we’re currently facing?” The purpose of this question is to understand the process the person uses to figure out a solution, not the actual solution. Using a give-and-take format this process reveals the candidate’s planning, problem-solving, creative and strategic thinking skills.
As part of the Performance-based Hiring learning programs we suggest that each interviewer be assigned a narrow role focusing on just one or two of the non-technical factors. While each interviewer will ask a similar major accomplishment question, it will be prefaced with something like, “I’ve been assigned to assess your project management skills. Can you give me an example of a major recent accomplishment you believe best demonstrates your ability in this critical area?” It takes about 15 minutes of fact-finding and peeling the onion (i.e., asking all of the who, when, what, where, why and how questions) to fully understand the accomplishment and make the comparison to the actual performance objectives of the job. To increase overall assessment accuracy, it’s best if the interviewers share their evidence using a summary form similar to this Quality of Hire Talent Scorecard.
Check out Performance-based Hiring learning programs for more information.
Source: Lou Adler, CEO of The Adler Group
On August 3, 2019 I reenlisted back into the Navy Reserves after successfully reaching 20 years of Naval service. I intend to retire from Naval service in 2023 to pursue a new career. Here are the the pictures that capture my moment during and after ceremony.