If you have experience with traditional interviewing techniques, you"ll find the BBI different in several ways: * The interview will be structured to concentrate on areas that are important to the interviewer, instead of allowing you to concentrate on areas that you think are important. (The T-account exercise and a thorough understanding of the job description will give you all the clues you need.)* Rather than asking how you would behave would behave in a particular situation, the interviewer will ask you to describe how you in a particular situation, the interviewer will ask you to describe how you did behave did behave in a similar situation. in a similar situation.* The interviewer will drill you for details. You"ll have no time to speculate. (Now you know why we"ve spent so much time detailing your accomplishments.)
If you prepare reasonable answers to the following questions, you"ll be well on your way to acing your interview, no matter who is conducting it.
Strengths * What key factors have accounted for your career success to date? * What key factors have accounted for your career success to date?* What do you consider to be some of your most outstanding qualities?* What is your greatest strength or a.s.set?* In what areas have others been particularly complimentary about your abilities? Why?* During past performance reviews, what have been consistently cited as your major a.s.sets? Why?* From a performance standpoint, what do you consider your major attributes?
Weaknesses * What aspects of your current position could be better performed, and what kind of improvement could you make? * What aspects of your current position could be better performed, and what kind of improvement could you make?* If we asked 2 or 3 of your peers who know you well to be somewhat critical of your performance, what 2 or 3 improvement areas would they likely identify? Why?* If you could, what 2 things would you most like to change about yourself to improve your overall effectiveness-and why?
Job Performance * What have been your last 3 performance evaluation ratings? Why? * What have been your last 3 performance evaluation ratings? Why?* In what areas does your performance excel?* Why, in your judgment, are certain businesses successful?* In your judgment, what factors account for most business failures?
Personal Style * What kind of operating style do you feel is not conducive to good performance? Why? * What kind of operating style do you feel is not conducive to good performance? Why?* What basic values and beliefs do you feel are important to good performance?* How would you categorize the traits and attributes of a good manager? Why are these important?
Management Skills * What are some of the techniques you use to motivate poor performers? * What are some of the techniques you use to motivate poor performers?* Give me some examples of how you have used these techniques.* What results did you get?* How could these have been improved?* What is the toughest decision you have had to make as a manager?
Communication Skills * Give me an example of a complex communications problem that you faced. * Give me an example of a complex communications problem that you faced.* What made it complex?* Why was it difficult to communicate?* How did you solve this problem? Why?* How might you have further improved the communications?
Integrity * If you caught one of your most valued employees doing something dishonest, what would you do? * If you caught one of your most valued employees doing something dishonest, what would you do?
a.s.sertiveness * If your boss told you that you had a "stupid idea," but you knew it was a very good one, what would you do? * If your boss told you that you had a "stupid idea," but you knew it was a very good one, what would you do?
Risk * What factors most influence your willingness to take a risk? * What factors most influence your willingness to take a risk?
a.n.a.lytical Skills * What is, perhaps, the most complex business a.n.a.lysis you have had to make? * What is, perhaps, the most complex business a.n.a.lysis you have had to make?* What factors made it complex?* How did you tackle this task?* How did your result reflect the effectiveness of your a.n.a.lytical abilities?
Perseverance * Describe a work situation where you knew you were right, but the odds of winning were such that you felt you had to abandon your position? * Describe a work situation where you knew you were right, but the odds of winning were such that you felt you had to abandon your position?* What odds did you face?* How great was the resistance?* What approaches did you use?* What factors persuaded you to abandon your position?
How did you do? I can"t overemphasize the need to practice your answers to these questions. If you can, you should rehea.r.s.e with a nonjudgmental friend. If you don"t have any friends, rehea.r.s.e in front of a mirror with a tape recorder. (Make a mental note to acquire some friends in the future.)
Ask and answer the questions one-by-one, and when you"re finished, watch or listen to the tape. Do you sound confident? Are your answers complete? Would you hire you? Last, did you notice your facial expressions? Did you look happy, relaxed, and natural; or did you look like someone who needed to pa.s.s gas? Practice, practice, practice-until you feel confident and look terrific.
How to Answer the "F" Question
If you where fired from your last job, you should expect to be asked why. What are you going to tell them? The truth! How you tell them is the important point. Use truthful, positive information to put yourself in a favorable light-and modestly explain what you learned from the experience. Outline the steps you"ve taken to upgrade your skills or change your behavior to ensure it won"t happen again. If it was a personality issue, then briefly state the following, "I"m open to working overtime but can"t work 70 hours a week." They"ll conclude your former boss was a slave driver without your having to say so. If you don"t make a big deal over it, neither will they.
How to Answer the "L" Question
Many people have been answering this question lately. Layoffs happen all the time. It"s a fact of modern-day life. It"s not personal, so don"t take it that way. Explain in 30 seconds or less how it came to be and why you where chosen: seniority, geography, nepotism, whatever the case. If the company went through 7 layoffs and you were in the last round, that"s positive news you should impart. Practice describing your situation from the employer"s viewpoint. Work through any feelings of anger or bitterness beforehand. You"ll score points for professionalism.
DRESS FOR EXCELLENCE
I don"t care how many times you"ve read "dress like the interviewers," it"s wrong. You dress in the best clothes you have, no exceptions. Guys, there are only 2 colors when it comes to suits: navy blue and charcoal gray. Shoes are black with matching black socks (if you wear white socks, I"ll find out and personally hunt you down). If you have body art, you should cover it.
Women should wear conservative business attire, appropriately b.u.t.toned. Perfume and jewelry should be kept to a minimum (only one pair of earrings).
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A WAR STORY.
Shari Miller
I had a candidate who lived in Fresno, California, and worked at a small family company-a very laid-back working atmosphere. He was going to be interviewing for a director of MIS for one of Sacramento"s largest food chain stores. After the interview process was over, I found out just how much he really wanted the position. He was very self-conscious about his appearance. He was afraid they would think him too old (if I remember correctly, he was only in his late 30s) because he was prematurely gray. He also wore his hair in a ponytail. He had his hair cut and dyed, spent time in a tanning booth to look younger, more with it. He bought a corset to look slimmer than he actually was.
He also worried about what people would think if they saw him pull into the parking lot at corporate headquarters in his old junker, which would be spewing smoke after making the 3-hour drive from Fresno to Sacramento-so he rented a Lincoln Town Car. Looking like Fresno"s version of George Hamilton, he arrived in Sacramento for the interview with his new hairdo, his nails manicured, looking trim and thinner, and wearing an Armani suit his wife had found at the Veterans" Thrift Store (if you can believe that). He was ready to show Sacramento what a farm boy from Fresno was all about. He was the forerunner to Extreme Makeover.
Shari Miller, deceased.
HOW TO RECRUIT AN INSIDE ADVOCATE
During your research, I hope you found the phone number of the interviewer"s executive a.s.sistant. If not, call and get it now because the day before the interview you"re going to recruit that person onto your team. Here"s how to recruit your interviewer"s most trusted confidant: the day before the interview, call the a.s.sistant and say:
h.e.l.lo my name is [your name goes here] and tomorrow at [the time for the interview goes here] I am scheduled to meet with [the interviewer"s full name goes here]. I just wanted to call and ensure that [interviewer"s first name goes here] schedule is still intact.
Wait while the a.s.sistant verifies it is. Thank the person and hang up the telephone. Making this call telegraphs the a.s.sistant 2 key subliminal messages that work in your favor: 1. You value your time.2. You value their time.
Guerrilla, how many people do you seriously think would risk making that call? Not many. In my experience, candidates never confirm an interview once it"s set up. By calling to confirm you indicate the interview is not the most important thing you"ll do that day. What do you think that does to your leverage it increases it?
In sales school, rookies are taught to never confirm an appointment once it"s set because it gives the other person an opportunity to back out. What they neglect to point out is that by risking rejection, you can actually strengthen your position. The other person a.s.sumes, "This guy must really be important." This enables you to walk into the meeting with confidence. This has never backfired on me.
Moreover, tomorrow the only person the interviewer"s a.s.sistant will remember is you. You are likely the only person who has ever called to confirm. That speaks volumes about your self-esteem. To the a.s.sistant, your simple gesture is indicative of how professionally you"ll interact with them if hired. Personal a.s.sistants, secretaries, and receptionists can have enormous influence on your success. Be rude even once and you"ll torpedo your chances.
THE ABSOLUTE LAST THING YOU DO BEFORE BED
It is often the simple questions that trip people up, so before you turn in for the night, review your answers to the following 2 questions: 1. Why do you want this job?2. Why do you want to leave your present company, or why did they leave you?
Most candidates stumble on those basic questions. Don"t be caught speechless!
GAME DAY
What most candidates don"t realize is that the job is already theirs. Guerrilla, the interviewer is seeing you because he (or she) wants to hire you. He has a problem you can solve and he acknowledged as much the second he agreed to an interview. The issue now is to convince him that he"s not making a mistake. Essentially, it"s up to you not to drop the ball.
The first few seconds will set the tone for the interview, so look the interviewer straight in the eye, smile, and say, "I"ve been looking forward to meeting you." If he asks why, go for it. The game"s on and you have the ball. Most employers want "can do," "will do" employees. Start your meeting off like any other business meeting by laying out why you"re there. Don"t waste time with the idle chitchat about the weather or the "big game" last night. The employer will be grateful.