Top Executive Recruiters Agree There Are Only Three True Job Interview Questions

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Top Executive Recruiters Agree There Are Only Three True Job Interview Questions

The only three true job interview questions are:

1. Can you do the job?
2. Will you love the job?
3. Can we tolerate working with you?​

That’s it. Those three. Think back, every question you’ve ever posed to others or had asked of you in a job interview is a subset of a deeper in-depth follow-up to one of these three key questions. Each question potentially may be asked using different words, but every question, however it is phrased, is just a variation on one of these topics: Strengths, Motivation, and Fit.


Can You Do the Job? – Strengths

Executive Search firm Heidrick & Struggles CEO, Kevin Kelly explained to me that it’s not just about the technical skills, but also about leadership and interpersonal strengths. Technical skills help you climb the ladder. As you get there, managing up, down and across become more important.

You can’t tell by looking at a piece of paper what some of the strengths and weaknesses really are…We ask for specific examples of not only what’s been successful but what they’ve done that hasn’t gone well or a task they they’ve, quite frankly, failed at and how they learned from that experience and what they’d do different in a new scenario.

Not only is it important to look at the technical skill set they have…but also the strengths on what I call the EQ side of the equation in terms of getting along and dealing or interacting with people.


Will You Love the Job? -Motivation

Cornerstone International Group CEO, Bill Guy emphasizes the changing nature of motivation,

…younger employees do not wish to get paid merely for working hard—just the reverse: they will work hard because they enjoy their environment and the challenges associated with their work…. Executiveswho embrace this new management style are attracting and retaining better employees.​



Can We Tolerate Working With You? – Fit

Continuing on with our conversation, Heidrick’s Kelly went on to explain the importance of cultural fit:

A lot of it is cultural fit and whether they are going to fit well into the organization… The perception is that when (senior leaders) come into the firm, a totally new environment, they know everything. And they could do little things such as send emails in a voicemail culture that tend to negatively snowball over time. Feedback or onboarding is critical. If you don’t get that feedback, you will get turnover later on.
He made the same point earlier in an interview with Smart Business, referencing Heidrick’s internal study of 20,000 searches.

40 percent of senior executives leave organizations or are fired or pushed out within 18 months. It’s not because they’re dumb; it’s because a lot of times culturally they may not fit in with the organization or it’s not clearly articulated to them as they joined.



Preparing for Interviews

If you’re the one doing the interviewing, get clear on what strengths, motivational and fit insights you’re looking for before you go into your interviews.

If you’re the one being interviewed, prepare by thinking through examples that illustrate your strengths, what motivates you about the organization and role you’re interviewing for, and the fit between your own preferences and the organization’s Behaviors, Relationships, Attitudes, Values, and Environment (BRAVE). But remember that interviews are exercises in solution selling. They are not about you.

Think of the interview process as a chance for you to show your ability to solve the organization and interviewer’s problem. That’s why you need to highlight strengths in the areas most important to the interviewers, talk about how you would be motivated by the role’s challenges, and discuss why you would be a BRAVE fit with the organization’s culture.

Executive Onboarding

Once you’ve got the job, be sure to pay attention to executive onboarding, the key to accelerating success and reducing risk in a new job.

This is a big part of step 1 of The New Leader’s Playbook: Position Yourself for Success

There are several components of this including positioning yourself for a leadership role, selling before you buy, mapping and avoiding the most common land mines, uncovering hidden risks in the organization, role, and fit, and choosing the right approach for your transition type.​

http://www.forbes.com/sites/georgeb...e-are-only-three-key-job-interview-questions/
 
10 Toughest Interview Questions: Answered
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Why Should I Hire You?

The most overlooked question is also the one most candidates are unprepared to answer. This is often because job applicants don't do their homework on the position. Your job is to illustrate why you are the most qualified candidate. Review the job description and qualifications very closely to identify the skills and knowledge that are critical to the position, then identify experiences from your past that demonstrate those skills and knowledge.

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Why Is There A Gap In Your Work History?


Employers understand that people lose their jobs and it's not always easy to find a new one fast. When answering this question, list activities you'??ve been doing during any period of unemployment. Freelance projects, volunteer work or taking care of family members all let the interviewer know that time off was spent productively.:D
 
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Tell Me One Thing You Would Change About Your Last Job

Beware over sharing or making disparaging comments about former coworkers or supervisors, as you might be burning bridges. But an additional trouble point in answering this query is showing yourself to be someone who can'??t vocalize their problems as they arise. Why didn'??t you correct the issue at the time? Be prepared with an answer that doesn't criticize a colleague or paint you in an unflattering light. A safe scapegoat? Outdated technology.
 
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Tell Me About Yourself


People tend to meander through their whole resumes and mention personal or irrelevant information in answering--a serious no-no. Keep your answer to a minute or two at most. Cover four topics: early years, education, work history, and recent career experience. Emphasize this last subject. Remember that this is likely to be a warm-up question. Don't waste your best points on it. And keep it clean--??no weekend activities should be mentioned.
 
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Explain A Complex Database To Your Eight-Year-Old Nephew


Explaining public relations, explaining mortgages, explaining just about anything in terms an eight-year-old can understand shows the interviewer you have solid and adaptable understanding of what it is they do. Do your homework, know the industry and be well-versed.
 
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What Would The Person Who Likes You Least In The World Say About You?


Highlight an aspect of your personality that could initially seem negative, but is ultimately a positive. An example? Impatience. Used incorrectly this can be bad in a workplace. But stressing timeliness and always driving home deadlines can build your esteem as a leader. And that'??s a great thing to show off in an interview.
 
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Tell Me About A Time When Old Solutions Didn't Work

The interviewer is trying to identify how knowledgeable you are in today'??s work place and what new creative ideas you have to solving problems. You may want to explore new technology or methods within your industry to be prepared for. Twitter-phobes, get tweeting. Stat.
 
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What's The Biggest Risk You've Ever Taken?


Some roles require a high degree of tenacity and the ability to pick oneself up after getting knocked down. Providing examples of your willingness to take risks shows both your ability to fail and rebound, but also your ability to make risky or controversial moves that succeed.
 
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Have You Ever Had A Supervisor Challenge A Decision?

Interviewers are looking for an answer that shows humility--??and the ability to take direction. The anecdote should be telling, but it'??s the lesson learned, not the situation, that could land you the job.
 
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Describe A Time When Your Team Did Not Agree

Questions pertaining to difficulties in the past are a way for employers to anticipate your future behavior by understanding how you behaved in the past and what you learned. Clarify the situation succinctly and explain what specific action you took to come to a consensus with the group. Then describe the result of that action.
 
When I get to the house I will post some good shit related to this I have saved.

Came from one of the top recruiters in the Chicago area and I actually used some of the tips especially the questions to ask at that point of the interview when they inquire if you have any questions.

Worked really well and it lets you know where you really stand.

Try and keep this topic on the first page or two :lol::lol:
 
When I get to the house I will post some good shit related to this I have saved.

Came from one of the top recruiters in the Chicago area and I actually used some of the tips especially the questions to ask at that point of the interview when they inquire if you have any questions.

Worked really well and it lets you know where you really stand.

Try and keep this topic on the first page or two :lol::lol:
:thumbsup:
 
Interview questions are interesting. I've hired about 10 people in the past 2 years, and I've found the same thing in each interview I did, no matter what questions I asked it's people who either talk themselves out of a job or get a job with their answers. I don't know what it is but people have a hard time concealing their faults when you get in a room with them, make them feel comfortable, and start asking simple questions.
 
Interview questions are interesting. I've hired about 10 people in the past 2 years, and I've found the same thing in each interview I did, no matter what questions I asked it's people who either talk themselves out of a job or get a job with their answers. I don't know what it is but people have a hard time concealing their faults when you get in a room with them, make them feel comfortable, and start asking simple questions.

Interesting. A few years back I was told that's actually how you screen out females you don't want to be with.

The crazy ones, and the ones with flaws, will quickly expose themselves if you make them comfortable and know what questions to ask.
 
playahaitian as promised..These tips and preparations were sent to me in word so I am pasting.

Complete List of Behavioral Interview Questions




Behavioral Interviewing, a style of interviewing that is increasing in popularity due to its effectiveness, can be an intimidating activity. We have assembled an exhaustive list of sample behavioral interview questions. This guide is intended to help job seekers and interviewers alike in their preparation for their upcoming interview.

Check out our guide on how to answer behavioral interview questions, and then use this list as a "study guide" of sorts to make sure you are as prepared as possible!

Complete List of Behavioral Interview Questions

Adaptability
Describe a major change that occurred in a job that you held. How did you adapt to this change?
Tell us about a situation in which you had to adjust to changes over which you had no control. How did you handle it?
Tell us about a time that you had to adapt to a difficult situation.
What do you do when priorities change quickly? Give one example of when this happened.

Ambition
Describe a project or idea that was implemented primarily because of your efforts. What was your role? What was the outcome?
Describe a time when you made a suggestion to improve the work in your organization.
Give an example of an important goal that you set in the past. Tell about your success in reaching it.
Give two examples of things you've done in previous jobs t hat demonstrate your willingness to work hard.
How many hours a day do you put into your work? What were your study patterns at school?
Tell us about a time when you had to go above and beyond the call of duty in order to get a job done.
Tell us about a time when a job had to be completed and you were able to focus your attention and efforts to get it done.
Tell us about a time when you were particularly effective on prioritizing tasks and completing a project on schedule.
Tell us about the last time that you undertook a project that demanded a lot of initiative.
Tell us how you keep your job knowledge current with the on going changes in the industry.
There are times when we work without close supervision or support to get the job done. Tell us about a time when you found yourself in such a situation and how things turned out.
What impact did you have in your last job?
What is the most competitive work situation you have experienced? How did you handle it? What was the result?
What is the riskiest decision you have made? What was the situation? What happened?
What kinds of challenges did you face on your last job? Give an example of how you handled them.
What projects have you started on your own recently? What prompted you to get started?
What sorts of things have you done to become better qualified for your career?
What was the best idea that you came up with in your career? How did you apply it?
When you disagree with your manager, what do you do? Give an example.
When you have a lot of work to do, how do you get it all done? Give an example?

Analytical Thinking
Describe the project or situation which best demonstrates your analytical abilities. What was your role?
Developing and using a detailed procedure is often very important in a job. Tell about a time when you needed to develop and use a detailed procedure to successfully complete a project.
Give a specific example of a time when you used good judgment and login in solving a problem.
Give me a specific example of a time when you used good judgment and logic in solving a problem.
Give me an example of when you took a risk to achieve a goal. What was the outcome?
How did you go about making the changes (step by step)? Answer in depth or detail such as "What were you thinking at that point?" or "Tell me more about meeting with that person", or "Lead me through your decision process".
Relate a specific instance when you found it necessary to be precise in your in order to complete the job.
Tell us about a job or setting where great precision to detail was required to complete a task. How did you handle that situation?
Tell us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go through? What was your reasoning behind your decision?
Tell us about your experience in past jobs that required you to be especially alert to details while doing the task involved.

Building Relationships
Give a specific example of a time when you had to address an angry customer. What was the problem and what was the outcome? How would you asses your role in diffusing the situation?
It is very important to build good relationships at work but sometimes it doesn't always work. If you can, tell about a time when you were not able to build a successful relationship with a difficult person.
Tell us about a time when you built rapport quickly with someone under difficult conditions.
What, in your opinion, are the key ingredients in guiding and maintaining successful business relationships? Give examples of how you made these work for you.

Business Systems Thinking
Describe how your position contributes to your organization's/unit's goals. What are the unit's goals/mission?
Tell us about a politically complex work situation in which you worked.

Caution
Have you ever worked in a situation where the rules and guidelines were not clear? Tell me about it. How did you feel about it? How did you react?
Some people consider themselves to be "big picture people" and others are "detail oriented". Which are you? Give an example of a time when you displayed this.
Tell us me about a situation when it was important for you to pay attention to details. How did you handle it?
Tell us me about a time when you demonstrated too much initiative?

Communication
Describe a situation in which you were able to effectively "read" another person and guide your actions by your understanding of their individual needs or values.
Describe a situation when you were able to strengthen a relationship by communicating effectively. What made your communication effective?
Describe a situation where you felt you had not communicated well. How did you correct the situation?
Describe a time when you were able to effectively communicate a difficult or unpleasant idea to a superior.
Describe the most significant written document, report or presentation which you had to complete.
Give me an example of a time when you were able to successfully communicate with another person, even when that individual may not have personally liked you , or vice versa.
Give me an example of a time when you were able to successfully communicate with another person, even when that individual may not have personally liked you.
Have you ever had to "sell" an idea to your co-workers or group? How did you do it? Did they "buy" it?
Have you had to "sell" an idea to your co-workers, classmates or group? How did you do it? Did they "buy" it?
How do you keep subordinates informed about information that affects their jobs?
How do you keep your manager informed about what is being done in your work area?
How do you go about explaining a complex technical problem to a person who does not understand technical jargon?What approach do you take in communicating with people?
What kinds of communication situations cause you difficulty? Give an example.
Tell us about a recent successful experience in making a speech or presentation. How did you prepare? What obstacles did you face? How did you handle them?
Tell us about a time when you and your current/previous supervisor disagreed but you still found a way to get your point across.
Tell us about a time when you had to present complex information. How did you ensure that the other person understood?
Tell us about a time when you had to use your verbal communication skills in order to get a point across that was important to you.
Tell us about a time when you were particularly effective in a talk you gave or a seminar you taught.
Tell us about an experience in which you had to speak up in order to be sure that other people knew what you thought or felt.
Tell us me about a situation when you had to speak up (be assertive) in order to get a point across that was important to you.
Tell us me about a time in which you had to use your written communication skills in order to get an important point across.
What challenges have occurred while you were coordinating work with other units, departments, and/or divisions?
What have you done to improve your verbal communication skills?
How have you persuaded people through a document you prepared?
What are the most challenging documents you have done? What kinds of proposals have your written?
What kinds of writing have you done? How do you prepare written communications?

Conflict Resolution
Describe a time when you took personal accountability for a conflict and initiated contact with the individual(s) involved to explain your actions.

Customer Orientation
How do you handle problems with customers? Give an example.
How do you go about establishing rapport with a customer? What have you done to gain their confidence? Give an example.
What have you done to improve relations with your customers?

Decision Making
Discuss an important decision you have made regarding a task or project at work. What factors influenced your decision?
Everyone has made some poor decisions or has done something that just did not turn out right. Has this happened to you? What happened?
Give an example of a time in which you had to be relatively quick in coming to a decision.
Give an example of a time in which you had to keep from speaking or not finish a task because you did not have enough information to come to a good decision. Give an example of a time when there was a decision to be made and procedures were not in place?
Give an example of a time when you had to be relatively quick in coming to a decision.
Give me an example of a time when you had to keep from speaking or making a decision because you did not have enough information.
How did you go about deciding what strategy to employ when dealing with a difficult customer?
How do you go about developing I information to make a decision? Give an example.
How do you involve your manager and/or others when you make a decision?
How have you gone about making important decisions?
How quickly do you make decisions? Give an example.
In a current job task, what steps do you go through to ensure your decisions are correct/effective?
Tell us about a time when you had to defend a decision you made even though other important people were opposed to your decision.
What kind of decisions do you make rapidly? What kind takes more time? Give examples.
What kinds of problems have you had coordinating technical projects? How did you solve t hem?
What was your most difficult decision in the last 6 months? What made it difficult?
When you have to make a highly technical decision, how do you go about doing it?

Delegation
Do you consider yourself a macro or micro manager? How do you delegate?
How do you make the decision to delegate work?
Tell us how you go about delegating work?
What was the biggest mistake you have had when delegating work? The biggest success?

Detail-Oriented
Describe a situation where you had the option to leave the details to others or you could take care of them yourself.
Do prefer to work with the "big picture" or the "details" of a situation? Give me an example of an experience that illustrates your preference.
Have the jobs you held in the past required little attention, moderate attention, or a great deal of attention to detail? Give me an example of a situation that illustrates this requirement.
Tell us about a difficult experience you had in working with details.
Tell us about a situation where attention to detail was either important or unimportant in accomplishing an assigned task.

Employee Development
Tell us about a training program that you have developed or enhanced.

Evaluating Alternatives
Have you ever had a situation where you had a number of alternatives to choose from? How did you go about choosing one?
How did you assemble the information?
How did you review the information? What process did you follow to reach a conclusion?
What alternatives did you develop?
What are some of the major decisions you have made over the past (6, 12, 18) months?
What kinds of decisions are most difficult for you? Describe one?
Who made the decision?

Flexibility
Have you ever had a subordinate whose performance was consistently marginal? What did you do?
How have you adjusted your style when it was not meeting the objectives and/or people were not responding correctly?
What do you do when you are faced with an obstacle to an important project? Give an example.
When you have difficulty persuading someone to your point of view, what do you do? Give an example.

Follow-up and Control
How did you keep track of delegated assignments?
How do you evaluate the productivity/effectiveness of your subordinates?
How do you get data for performance reviews?
How do you keep track of what your subordinates are doing?
What administrative paperwork do you have? Is it useful? Why/why not?

Initiative
Give me an example of when you had to go above and beyond the call of duty in order to get a job done.
Give me examples of projects/tasks you started on your own.
Give some instances in which you anticipated problems and were able to influence a new direction.
How did you get work assignments at your most recent employer?
What changes did you develop at your most recent employer?
What kinds of things really get your excited?
What sorts of projects did you generate that required you to go beyond your job description?
What sorts of things did you do at school that were beyond expectations?

Interpersonal Skills
Describe a recent unpopular decision you made and what the result was.
Describe a recent unpopular decision you made and what the result was.
Describe a situation in which you were able to effectively "read" another person and guide your actions by your understanding of their needs and values.
Tell us about the most difficult or frustrating individual that you've ever had to work with, and how you managed to work with them.
What have you done in past situations to contribute toward a teamwork environment?
What have you done in the past to contribute toward a teamwork environment?

Innovation
Can you think of a situation where innovation was required at work? What did you do in this situation?
Describe a situation when you demonstrated initiative and took action without waiting for direction. What was the outcome?
Describe a time when you came up with a creative solution/idea/project/report to a problem in your past work.
Describe something that you have implemented at work. What were the steps used to implement this?
Describe the most creative work-related project which you have carried out.
Give me an example of when you took a risk to achieve a goal. What was the outcome?
Sometimes it is essential that we break out of the routine, standardized way of doing things in order to complete the task. Give an example of when you were able to successfully develop such a new approach.
Tell us about a problem that you solved in a unique or unusual way. What was the outcome? Were you satisfied with it?
Tell us about a suggestion you made to improve the way job processes/operations worked. What was the result?
There are many jobs in which well-established methods are typically followed. Give a specific example of a time when you tried some other method to do the job.
There are many jobs that require creative or innovative thinking. Give an example of when you had such a job and how you handled it.
What have been some of your most creative ideas?
What innovative procedures have you developed? How did you develop them? Who was involved? Where did the ideas come from?
What new or unusual ideas have you developed on your job? How did you develop them? What was the result? Did you implement them?
When was the last time that you thought "outside of the box" and how did you do it?

Integrity
Describe a time when you were asked to keep information confidential.
Give examples of how you have acted with integrity in your job/work relationship.
If you can, tell about a time when your trustworthiness was challenged. How did you react/respond?
On occasion we are confronted by dishonesty in the workplace. Tell about such an occurrence and how you handled it.
Tell us about a specific time when you had to handle a tough problem which challenged fairness or ethnical issues.
Trust requires personal accountability. Can you tell about a time when you chose to trust someone? What was the outcome?

Introducing Change
Have you ever had to introduce a policy change to your work group? How did you do it?
Have you ever met resistance when implementing a new idea or policy to a work group? How did you deal with it? What happened?
When is the last time you had to introduce a new idea or procedure to people on this job? How did you do it?

Leadership
Give an example of a time in which you felt you were able to build motivation in your co-workers or subordinates at work.
Give an example of your ability to build motivation in your co-workers, classmates, and even if on a volunteer committee.
Have you ever had difficulty getting others to accept your ideas? What was your approach? Did it work?
Have you ever been a member of a group where two of the members did not work well together? What did you do to get them to do so?
What is the toughest group that you have had to get cooperation from?
What is the toughest group that you have had to get cooperation from? Describe how you handled it. What was the outcome?

Listening
Give an example of a time when you made a mistake because you did not listen well to what someone had to say.
How often do you have to rely on information you have gathered from others when talking to them? What kinds of problems have you had? What happened?
What do you do to show people that you are listing to them?
When is listening important on your job? When is listening difficult?

Motivating Others
Have you ever had a subordinate whose work was always marginal? How did you deal with that person? What happened?
How do you deal with people whose work exceeds your expectations?
How do you get subordinates to produce at a high level? Give an example.
How do you get subordinates to work at their peak potential? Give an example.
How do you manage cross-functional teams?

Motivation
Describe a situation when you were able to have a positive influence on the actions of others.
Give an example of a time when you went above and beyond the call of duty.
Give me an example of a time when you went above and beyond the call of duty.
How would you define "success" for someone in your chosen career?
Tell us me about an important goal that you set in the past. Were you successful? Why?

Negotiating
Describe the most challenging negotiation in which you were involved. What did you do? What were the results for you? What were the results for the other party?
Have you ever been in a situation where you had to bargain with someone? How did you feel about this? What did you do? Give an example.
How did you prepare for it?
How did you present your position?
How did you resolve it?
Tell us about the last time you had to negotiate with someone.
What was the most difficult part?

Organizational
Describe a time when you had to make a difficult choice between your personal and professional life.
Give me an example of a project that best describes your organizational skills.
How do you decide what gets top priority when scheduling your time?
What do you do when your schedule is suddenly interrupted? Give an example.

Performance Management
Give an example of a time when you helped a staff member accept change and make the necessary adjustments to move forward. What were the change/transition skills that you used.
Give an example of how you have been successful at empowering either a person or a group of people into accomplishing a task.
How do you handle a subordinate whose work is not up to expectations?
How do you coach a subordinate to develop a new skill?
How do you handle performance reviews? Tell me about a difficult one.
How often do you discuss a subordinate's performance with him/her? Give an example.
Tell us about a specific development plan that you created and carried out with one or more of your employees. What was the specific situation? What were the components of the development plan? What was the outcome?
Tell us about a time when you had to take disciplinary action with someone you supervised.
Tell us about a time when you had to tell a staff member that you were dissatisfied with his or her work.
Tell us about a time when you had to use your authority to get something done. Where there any negative consequences?
There are times when people need extra help. Give an example of when you were able to provide that support to a person with whom you worked.
What have you done to develop the skills of your staff?
When do you give positive feedback to people? Tell me about the last time you did. Give an example of how you handle the need for constructive criticism with a subordinate or peer.

Personal Effectiveness
Give an example of a situation where others were intense but you were able to maintain your composure.
It is important to maintain a positive attitude at work when you have other things on your mind. Give a specific example of when you were able to do that.
Keeping others informed of your progress/actions helps them fell comfortable. Tell your methods for keeping your supervisor advised of the status on projects.
Tell us about a recent job or experience that you would describe as a real learning experience? What did you learn from the job or experience?
Tell us about a time when you took responsibility for an error and were held personally accountable.
Tell us about a time when your supervisor criticized your work. How did you respond?
Tell us about some demanding situations in which you managed to remain calm and composed.
There are times when we are placed under extreme pressure on the job. Tell about a time when you were under such pressure and how you handled it.
What have you done to further your own professional development in the past 5 years.
When you have been made aware of, or have discovered for yourself, a problem in your work performance, what was your course of action? Can you give an example?

Persuasion
Describe a situation in which you were able to positively influence the actions of others in a desired direction.
Describe a situation where you were able to use persuasion to successfully convince someone to see things your way.
Describe a time when you were able to convince a skeptical or resistant customer to purchase a project or utilize your services.
Have you ever had to persuade a group to accept a proposal or idea? How did you go about doing it? What was the result?
Have you ever had to persuade a peer or manager to accept an idea that you knew they would not like? Describe the resistance you met and how you overcame it.
How do you get a peer or colleague to accept one of your ideas?
In selling an idea, it is sometimes useful to use metaphors, analogies, or stories to make your point. Give a recent example of when you were able to successfully do that.
Tell us about a time when you had to convince someone in authority about your ideas. How did it work out?
Tell us about a time when you used facts and reason to persuade someone to accept your recommendation.
Tell us about a time when you used your leadership ability to gain support for what initially had strong opposition.
Tell us about a time when you were able to successfully influence another person.

Planning and Organization
Describe how you develop a project team's goals and project plan?
How do you schedule your time? Set priorities? How do you handle doing twenty things at once?
What do you do when your time schedule or project plan is upset by unforeseen circumstances? Give an example.
What have you done in order to be effective with your organization and planning?

Presentation
How do you prepare for a presentation to a group of technical experts in your field?
How would you describe your presentation style?
Tell us about the most effective presentation you have made. What was the topic? What made it difficult? How did you handle it?
What kinds of oral presentations have you made? How did you prepare for them? What challenges did you have?

Problem Solving
Describe the most difficult working relationship you've had with an individual. What specific actions did you take to improve the relationship? What was the outcome?
Give me an example of a situation where you had difficulties with a team member. What, if anything, did you do to resolve the difficulties?

Problems Solving
Have you ever been caught unaware by a problem or obstacles that you had not foreseen? What happened?
Tell us about a time when you did something completely different from the plan and/or assignment. Why? What happened?
What are some of the problems you have faced; such as between business development and project leaders, between one department and another, between you and your peers? How did you recognize that they were there?
When was the last time something came up in a meeting that was not covered in the plan? What did you do? What were the results of your judgment?

Problem Resolution
Describe a situation where you had a conflict with another individual, and how you dealt with it. What was the outcome? How do you feel about it?
Describe a time in which you were faced with problems or stresses which tested your coping skills. What did you do?
Describe a time when you facilitated a creative solution to a problem between two employees.
Give a specific example of a time when you used good judgment and logic in solving a problem.
Give an example of a problem which you faced on any job that you have had and tell how you went about solving it.
Give an example of when you "went to the source" to address a conflict. Do you feel trust levels were improved as a result?
Problems occur in almost all work relationships. Describe a time when you had to cope with the resentment or hostility of a subordinate or co-worker.
Some problems require developing a unique approach. Tell about a time when you were able to develop a different problem-solving approach.
Sometimes the only way to resolve a defense or conflict is through negotiation and compromise. Tell about a time when you were able to resolve a difficult situation by finding some common ground.
Sometimes we need to remain calm on the outside when we are really upset on the inside. Give an example of a time that this happened to you.
Tell us about a recent success you had with an especially difficult employee/co-worker.
Tell us about a situation in which you had to separate the person from the issue when working to resolve issues.
Tell us about a time when you identified a potential problem and resolved the situation before it became serious.
There is more than one way to solve a problem. Give an example from your recent work experience that would illustrate this.

Project Management
Tell us about a time when you influenced the outcome of a project by taking a leadership role.
Using a specific example of a project, tell how you kept those involved informed of the progress.

Relate Well
Describe a situation where you had to use conflict management skills.
Describe a situation where you had to use confrontation skills.
Give me an example of a time when a company policy or action hurt people. What, if anything, did you do to mitigate the negative consequences to people?
How do you typically deal with conflict? Can you give me an example?
Tell us about a time when you were forced to make an unpopular decision.
What would your co-workers (or staff) stay is the most frustrating thing about your communications with them?

Removing Obstacles
Have you ever dealt with a situation where communications were poor? Where there was a lack of cooperation? Lack of trust? How did you handle these situations?
What do you do when a subordinate comes to you with a challenge?
What have you done to help your subordinates to be more productive?
What have you done to make sure that your subordinates can be productive? Give an example.

Resolving Conflict
Have you ever been in a situation where you had to settle an argument between two friends (or people you knew)? What did you do? What was the result?
Have you ever had to settle conflict between two people on the job? What was the situation and what did you do?
Tell us about a time when you had to help two peers settle a dispute. How did you go about identifying the issues? What did you do? What was the result?

Resource Management
Tell us about a time when you organized or planned an event that was very successful.

Sales
Describe how you prepare for a sales call for a new client.
How do you go about making cold calls?
How have your sales skills improved over the past three years.
Tell us about your most difficult sales experience.
Tell us about your sales volume over the past three years. What have you done to influence it?

Scheduling
Describe the most difficult scheduling problem you have faced.
How did you assign priorities to jobs?
How did you go about making job assignments?
When all have been over-loaded, how do your people meet job assignments?

Self Assessment
Can you recall a time when you were less than pleased with your performance?
Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
Give me a specific occasion in which you conformed to a policy with which you did not agree.
Give me an example of an important goal that you h ad set in the past and tell me about your success in reaching it.
If there were one area you've always wanted to improve upon, what would that be?
In what ways are you trying to improve yourself?
Tell us about a time when you had to go above and beyond the call of duty in order to get a job done.
What do you consider to be your professional strengths? Give me a specific example using this attribute in the workplace.
What goal have you set for yourself that you have successfully achieved?
What was the most useful criticism you ever received?

Selecting and Developing People
How do you coach an employee in completing a new assignment?
What have you done to develop your subordinates? Give an example.
What have you done to improve the skills of your subordinates?
What was your biggest mistake in hiring someone? What happened? How did you deal with the situation?
What was your biggest success in hiring someone? What did you do?

Setting Goals
Did you have a strategic plan? How was it developed? How did you communicate it to the rest of your staff?
How do you communicate goals to subordinates? Give an example.
How do you involve people in developing your unit's goals? Give an example.
What company plans have you developed? Which ones have you reached? How did you reach them? Which have you missed? Why did you miss them?
What goals did you miss? Why did you miss them?
What goals have you met? What did you do to meet them?
What were your annual goals at your most current employer? How did you develop these goals?
What were your long-range plans at your most recent employer? What was our role in developing them?

Setting Performance Standards
How do you go about setting goals with subordinates? How do you involve them in this process?
How do you let subordinates know what you expect of them?
What performance standards do you have for your unit? How have you communicated them to your subordinates?

Setting Priorities
Have you ever been overloaded with work? How do you keep track of work so that it gets done on time?
How do you manage your time?
How do you schedule your time?
When given an important assignment, how do you approach it?

Sound Judgment
Describe a situation when you had to exercise a significant amount of self-control.
Give me an example of a time in which you had to be relatively quick in coming to a decision.
Give me an example of when you were able to meet the personal and professional demands in your life yet still maintained a healthy balance.
Give me an example of when you were responsible for an error or mistake. What was the outcome? What, if anything, would you do differently?
If you were interviewing for this position what would you be looking for in the applicants?
We work with a great deal of confidential information. Describe how you would have handled sensitive information in a past work experience. What strategies would you utilize to maintain confidentiality when pressured by others?
When have you had to produce results without sufficient guidelines? Give an example.

Strategic Planning
Describe what steps/methods you have used to define/identify a vision for your unit/position.
How do you see your job relating to the overall goals of the organization?
In your current or former position, what were your long and short-term goals?
Tell us about a time when you anticipated the future and made changes to current responsibilities/operations to meet future needs.

Stress Management
How did you react when faced with constant time pressure? Give an example.
People react differently when job demands are constantly changing; how do you react?
What kind of events cause you stress on the job?
What was the most stressful situation you have faced? How did you deal with it?

Teamwork
Describe a situation in which you had to arrive at a compromise or help others to compromise. What was your role? What steps did you take? What was the end result?
Describe a team experience you found disappointing. What would you have done to prevent this?
Describe a team experience you found rewarding.
Describe the types of teams you've been involved with. What were your roles?
Describe your leadership style and give an example of a situation when you successfully led a group.
Give an example of how you have been successful at empowering a group of people in accomplishing a task.
Give an example of how you worked effectively with people to accomplish an important result.
Have you ever been a project leader? Give examples of problems you experienced and how you reacted.
Have you ever been in a position where you had to lead a group of peers? How did you handle it?
Have you ever participated in a task group? What was your role? How did you contribute?
Please give your best example of working cooperatively as a team member to accomplish an important goal. What was the goal or objective? To what extent did you interact with others on this project?
Some people work best as part of a group - others prefer the role of individual contributor. How would you describe yourself? Give an example of a situation where you felt you were most effective.
Tell us about a time that you had to work on a team that did not get along. What happened? What role did you take? What was the result?
Tell us about a work experience where you had to work closely with others. How did it go? How did you overcome any difficulties?
Tell us about the most difficult challenge you faced in trying to work cooperatively with someone who did not share the same ideas? What was your role in achieving the work objective?
Tell us about the most difficult situation you have had when leading a team. What happened and what did you do? Was it successful? Emphasize the "single" most important thing you did?
Tell us about the most effective contribution you have made as part of a task group or special project team.
Think about the times you have been a team leader. What could you have done to be more effective?
What is the difficult part of being a member, not leader, of a team? How did you handle this?
What role have you typically played as a member of a team? How did you interact with other members of the team?
When is the last time you had a disagreement with a peer? How did you resolve the situation?
When working on a team project have you ever had an experience where there was strong disagreement among team members? What did you do?

Time Management Schedule
Describe a situation that required you to do a number of things at the same time. How did you handle it? What was the result?
How do you determine priorities in scheduling your time? Give an example.
How do you typically plan your day to manage your time effectively?
Of your current assignments, which do you consider to have required the greatest amount of effort with regard to planning/organization? How have you accomplished this assignment? How would you asses your effectiveness?

Toughness
On many occasions, managers have to make tough decisions. What was the most difficult one you have had to make?
Tell us about setbacks you have faced. How did you deal with them?
What has been your major work related disappointment? What happened and what did you do?
What is the most competitive situation you have experienced? How did you handle it? What was the result?
What was your major disappointment?

Variety
How many projects do you work on at once? Please describe.
When was the last time you made a key decision on the spur of the moment? What was the reason and result?
When was the last time you were in a crises? What was the situation? How did you react?
Which of your jobs had the most rapid change? How did you feel about it?

Values Diversity
Give a specific example of how you have helped create an environment where differences are valued, encouraged and supported.
Tell us about a time that you successfully adapted to a culturally different environment.
Tell us about a time when you had to adapt to a wide variety of people by accepting/understanding their perspective.
Tell us about a time when you made an intentional effort to get to know someone from another culture.
What have you done to further your knowledge/understanding about diversity? How have you demonstrated your learning?
What have you done to support diversity in your unit?
What measures have you taken to make someone feel comfortable in an environment that was obviously uncomfortable with his or her presence?

(source: Kansas Department of Administration)
 
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7 Ways To Ask For The Job At Interview's End

What do you do at the end of an interview?
Everyone tells you to ask for the job … but few people will tell you how to ask for it.
Many job seekers take a passive approach and just don’t ask for the job. There are not many situations where a passive approach works well and is often interpreted in a lack of interest in the job.
Interviewers and hiring managers typically assume that if a candidate doesn’t ask for the job, they just aren’t interested. From the candidate point of view, asking for the job makes many uncomfortable, opens themselves up for rejection – this is especially common among candidates who have had long term frustrations with job search. Others feel that asking for the job is “too pushy”.
I give this general career advice to all candidates: Take a risk and ask because you miss 100% of the shots you never take. So far, this isn’t earth shattering news.
Here’s the real meat of today’s career advice: Let’s go over some strategies that work well, and contrast with a few that don’t. In addition, I’ll help you translate the interviewer’s response to better understand if you’ll move forward in the hiring process.
7 ways to ask for the job at interview’s end:
Common Approaches
1. Direct Approach: “I’d really like to work for your company – the job sounds perfect for me”
While the most popular approach, this method is riddled with problems. It’s centered around what the candidate wants, not what the company wants. If delivered with the wrong tone, in the wrong situation, or to the wrong person, it can be perceived as desperate or pushy. This approach doesn’t ask the interviewer for their opinion of the candidate, which could even appear insulting. Where this can work – for a high pressure, transactional sales position, this demonstrates an ability to go for the close. At an employer that values relationships and taking the time to build trust, this approach can ruin an otherwise great interview.
2. Feedback Approach: “So how did I do?”
This approach asks the interviewer for feedback, and puts the interviewer on the spot. If you are one of the leading candidates, and the interviewer definitely has you on the callback list, you’ll probably get a strong answer. The problem with this approach is if you are on the bubble for callback, you’ll rarely have an interviewer tell you this (interviewers don’t want confrontation, or to make a discussion uncomfortable – plus they probably have to move on to the next candidate). If you’re on the bubble, you’ll probably get a non answer telling you that they will review all candidates and make callbacks in the next week or two – basically “Don’t call us, we’ll call you”.
Closing Approaches
3. Next Steps Approach: “What’s our next step?”
While a favorite among salespeople, this approach can have drawbacks also. This approach uses an assumptive close technique common in the sales world, assuming there’s a next step and that the interview process will move forward. If you’re a leading candidate, you’ll likely get the response you want, otherwise you’re likely to hear that the company is still reviewing candidates and …. “Don’t call us, we’ll call you”.
4. Objections Approach: “Do you have any remaining concerns about how well I could do the job?”
This is another approach that might work more effectively for a sales position than for others. For a transactional sales position, it demonstrates closing techniques. For non-sales positions, you risk that you haven’t asked the right question. The interviewer may answer “no”, which can still leave the candidate in confusion – The interviewer may have decided that you are not a good fit, so they have no remaining concerns … the interviewer’s decision has already been made.
Leveraged Feedback Approaches
5. Ranking Approach: “In comparison to other candidates for this position, how do I rank?”
This is a higher level approach, which can give the candidate insight as to chances of getting the job. Higher quality feedback is one of the advantages to this approach. You open the interviewer to give some great feedback, allowing a comparison of how strong of a fit the interviewer perceives vs your own perception of how the interview went. If the response that doesn’t translate into “you’re one of the top candidates” … move to the next opportunity, because this one’s not happening.
6. Fit Approach: “How do you see me fitting in with your company?”
This approach can uncover unmentioned objections in an interview and can give feedback to understand how well you “read” the interview (do your perceptions of fit match the interviewer’s perceptions). This can be effective especially when a key criteria is sensitivity to others. If the response isn’t excited and glowing, if the word “fine” or something similar is used, or if the interviewer is waiting to review all the candidates, you aren’t a top choice. Again, move on and don’t wait by the phone.
7. 1 to 10 Approach: “On a 1 to 10 scale (10 being best), how do you think I’d do in the position?”
For most situations, I like this approach best, other than for highly transactional sales positions. This approach treats your desire to get feedback as an employee review, showing that you truly seek constructive criticism. It’s also a process that HR personnel, recruiters, and hiring managers are very familiar with, increasing your chances of getting an honest response. To get additional feedback, you can ask a secondary question “What could I do to make that a 10?” This approach gives you a very clear idea of where you stand and your best shot at understanding any objections in the interviewer’s mind – maybe even a chance to clear up any misunderstandings. If you get anything but a 9 or a 10, move on.


I have had luck using


#3
#4

and lastly

# 7
 
Selling Yourself in an Interview

Selling Yourself in an Interview
By Frank G. Risalvato

Here’s why you must never reveal using an Internet website to the hiring manager during a search being handled by a contracted executive recruiter or staffing consultant.

Might you be a job seeker who posted your résumé on Monster, HotJobs, or any of the hundreds of specialty or local sites on the Internet?

Are you one of the fortunate ones who got a call from a recruiter and experienced a positive first telephone interview? Congratulations! You got noticed.

Here’s a tip that will enhance your salary/offer negotiations.

This is guaranteed to work. It’s important that you know you should never reveal having posted your résumé on the job board or reading ads on that job board during the interview process. Why?

Because most hiring managers will possibly interpret your résumé posting or reading HotJobs or similar ads by labeling you as an “aggressive job seeker.” This is bad for several reasons, which follow:

1. Hiring manager can think: “Gee, if we have a tough week in my department, what’s to keep this employee from hopping on the Internet during lunch and searching for yet another job when the going gets tough?”
2. “If he’s using that website, he probably is getting anxious, so I can take my time and use that as leverage in my negotiating.”
3. “Is this what I’m paying a search firm for? Finding ads posted on Monster? I’m going to sit this out and find a real candidate instead and let that search firm earn its fee.”

These are just a few of the thoughts a manager’s mind may begin to ponder. All of them are negative. All of them are not good for you the candidate and potentially detrimental to your goal of securing the job.

It is to your advantage to come out of an interview leaving the impression that you are a “Semipassive” job seeker.

In other words, you want to create the illusion or perception that you are someone who will interview if and only if the job is just right and the package presented is right as well (which is most likely the truth anyway).

It’s similar to the college dating process. Play “hard to get” just a little bit, and chances are whoever is courting you may have their interest piqued more so. Come across as “too easy,” and the message sent could imply that you would definitely accept an offer so early in the process that it curtails the fun of the chase, to the point that you might not get to see the offer at all.

You are in the best possible negotiating position when you come across as picky, selective, and only responsive to certain, specific offer conditions.

So how do you respond when a manager asks:

“How did Joe, the recruiter we’re using, find you, Shirley?”

Your response should be:

“He somehow tracked me down and contacted me. He’s a persistent guy, you know.” PERIOD.

NEVER REVEAL ANYTHING MORE THAN THAT.

NEVER SAY:

“He found me on Monster.”

This exposes your poker hand too early in the process and cheapens the perception of your value in addition to the other problems listed above.

The latter also can imply that your recruiter took the “easy route,” when in fact he/she may be undertaking hundreds of avenues or approaches well beyond an Internet ad/or résumé search to locate you.

Not to mention — There is some level of skill required for writing ads that recruiters rarely get credit for, and they are viewed by some as having “cut corners” for using such Internet sites with success.

At the end of every interview process, the candidate has to be sourced from somewhere.

It becomes too easy using Monday morning quarterbacking for a hiring manager to think, “Gee, I could have posted on Monster.” Or “Gee, why didn’t I think of posting the job with that alumni association?” Or “Why didn’t I think of posting with that financial network group?”

The truth is that most search firms are employing all these techniques combined with direct recruiting simultaneously, never knowing the final source until the hire is made. In the end of every search is the simple truth — one source resulted in the successful hire. Trouble is, no one knows which source will work at the outset.

I have found that many hiring managers will begin believing “how easy” the search could have been once the source, technique, etc., is revealed. Much as you might feel that you were duped when a clever magician finally reveals how he made the playing card appear to float in midair. The point is, the magician did what he was supposed to do — and it required great skill.

Even if the technique that the magician reveals initially looks easy, it may in fact require six months of intense practice and perfection for you to be able to execute it with the same level of flawlessness.

Leave the specific source out of the entire dialogue and you completely avoid all the issues, troubles, prejudices, and misconceptions likely to occur as a direct result of being too specific. In the end you have a goal: getting an acceptable offer.

Leave the specific source out and you can more quickly return the interview dialogue back to its focus: why you should be hired.
 
PLACEMENTS AND THE LAW

By Jeffrey G. Allen, J.D., C.P.C.

THE TOP TEN INTERVIEW BLUNDERS

By Jeffrey G. Allen, J.D., C.P.C.


Luckily, there's enough wrongheaded interview advice out there for you to generate offers easily.

That's because after reading the Top Ten Interview Blunders, you won't make them! They're what separates the jobseekers from the jobgetters.

Here they are:

1. Overanalyzing the employer.

This is classic "analysis paralysis" that enables "un-terviewers" to avoid more productive activity – like face-to-face interviews.

Go to any public or college library, and you see those tired-not-hired folks poring over catalogs, annual reports and computers. They're looking for the "best" employers, the "hottest" jobs and the ultimate "hiring authority".

In 5 minutes at your convenience googling on you computer, or by a strategic phone call, you can get more relevant information on any employer than you need. Then you can play it back in the interview that you can get by any one of the 101 ways I cover in Instant Interviews (Wiley, 2009).

2. Eating the wrong food before the interview.

Cholesterol eggs and fatty processed meat, greasy processed potatoes, "enriched" processed bread and sugary processed juice. They're no better with acidic, diuretic coffee than refined flour, refined-sugar and deep-fried donuts.

Yuk! And you're fueling your interviewin' machine with that heart attack?
You'll get gas and then run out of it before you can steer the first interviewer of the day into an offer.

We've developed the only breakfast any candidate could want. It's a delicious, nutritious, energy-packed, mood-enhancing, brain-firing, staying-power smoothie called the "Instant Interview Magic Potion". (It's not really magic. It will only seem that way. You can't help but smile when you feel so good.)

The Magic Potion base is made from protein powder, frozen bananas, instant pudding, almond butter, oatmeal, and a bunch of other stuff in just the right proportions to supercharge that interviewin' machine of yours.

Do 2 of Instant Interviews is entitled "Making and Taking the Instant Interview Magic Potion". I can't take the space to lay it all out for you now, but that's where you'll find all you need to know. Do 3 follows with "Maintaining Magic Potion Potency Throughout the Day" to keep you on your toes through the multiple interviews you get from the gate.

3. Dressing improperly for the interview.

In The Complete Q&A Job Interview Book (Wiley, 2004), I explained how the "actor factor" determines who gets hired. Simply stated, an interview is a screen test – an act. If you know your lines, perfect your delivery and dress for the part, you'll get hired. If you don't, you won't. No retakes, no bit parts.

Every actor knows the drill: Look the part and the part plays itself.

The only problem with the standard "look like a brain surgeon if you want a brain surgeon's job" or "wear a chartreuse suit" is that it misses the only thing that ever gets anyone a job offer. That is identification with the interviewer. People hire people who are like them. It's what makes you choose certain friends, insurance agents and employees. Hiring is all about primordial urges.

So what do you cover that machine with? Whatever the interviewer's wearing! That gets you hopelessly hired.

Call and ask any gatekeeper who answers the interviewer's phone. You can even disguise your voice and stay anonymous if you're scared of a big bite. Your secret's safe with me.

Start with something like, "Hi! I'm Hymie Soon and was just wondering what your dress code is at Gottabekidding Group. I know Oscar Offeror is supposed to be a great dresser. What does he wear?"

Any nonsense like that works. You will too.

4. Arriving at the interview too early or too late.

Any receptionist in the world will tell you that appointment punctuality follows a standard bell-shaped curve: 1/3 of the visitors will be early, 1/3 on time, and 1/3 late. So if you're not sillysavvy, you'll be wrong 2/3 of the time.

No big deal? Not if you want to get practiced rather than offered.

Forget what your motivational guru told you about arriving early. It pressures already crazed interviewers. It makes you look like your time isn't valuable. And if you think it makes you look interested, you never spent any time on the other side of the desk looking at desperation personified.

Arriving late is even worse. Here's some space so you can write in the reasons:
____________________________________________________________________________________________________________________________________
I covered this and much more in How to Turn an Interview into a Job (Simon & Schuster, 2004).

5. Greeting the interviewer improperly.

There's the "Magic Four Hello", and there's anything else.

Four things must happen simultaneously:

1. Direct eye contact. (If he's too ugly, look at the bridge of his nose.)

2. A smile. (Image consultants give smile classes! Practice in front of a mirror.)

3. The words, "Hi, I'm (first name, last name). It's a pleasure meeting you."

4. A firm but gentle handshake. (No dead flounder dangling at the end of your wrist. No live shark either. Practice shaking one hand with the other. Alone. If you've been in a funk because you've blown the few interviews you got, people already think you're crazy.)

More on this in Do 1 of Instant Interviews entitled, "Appearing Magically – Like a Genie!"

6. Sitting in the wrong place.

I don't mean the floor in the lobby (which feels better to un-terviewers). I mean where to sit inside the interviewer's office.

There's a desk there, yes? With two chairs facing it, yes? And a couch, maybe?

So you head for the chair on the right side if you're right-handed and the left side if you're left-handed. (If you're ambidextrous, jump over the desk and plop yourself down on the interviewer's lap, yes? No. Decide quick and go for one empty chair or the other.)

Sitting on your favored side will dramatically improve your delivery.

Oh -- about that couch. Always sit there if it exists, because it's on the side and wiggles you into a "you and me against the problem of dis here open rec" rather than the confrontational "you against me".

I'm tellin' you. This is primordial stuff!

7. Making the wrong initial comments.

I'd appreciate it if you'd start out with, "I just read Instant Interviews. Zap! You will offer me this gig."

The problem is he or she (sometimes both) will think you are a kleptomaniac who stole the book from his or her (sometimes both)'s desk. Unless you indicated the conviction on your app, you won't be hired.

So jabber with the jobber saying something like, "Is that a photo of your son? What a handsome young man!" Or try, "That statue of Albert Einstein is awesome!" You get the idea. Admire something in the office that she's bragging about.

Then the interviewer starts talking about something she likes, you listen attentively, agree, share some identical banter. A-h-h-h. It just takes your breath away. Everyone else kept sliding off the chair!

Hire that one! It beats like a maraca on the interviewer's drums.

8. Answering the interviewer's questions improperly.

There are only so many questions that are asked and only so many ways to answer them.

Oh, there might be some variations like the pitch of the interviewer's voice or his accent. Instant interviewers appreciate these variations, since otherwise they risk snoring while the offer is being extended.

Here are ones like the toughies we cover (along with jobgetting answers) in the Q&A Book:
"Tell me about yourself."
"What salary are you worth?"
"Why didn't you graduate from college?"
"What do people criticize you about at work?"
"Why did you change jobs so often?"

The key is to drive up the "actor factor" by knowing your lines. When you instantly interview, you're practicing 16 times a day, so it takes about a day.

9. Asking the interviewer the wrong questions.

Properly placed and executed questions enable you to lock in the interviewer and virtually lead him into extending an offer.

Unfortunately, most candidates do just the opposite with questions. They unlock the interviewer, and it's just a matter of her gracefully leading the candidate out the closest door. This can be easily avoided, and questions can be lock-cinch clinchers.

Do 92 of Instant Interviews is entitled "Controlling the Offeror Like a Robot". If that sounds like an overstatement, you don't understand the situation.

Proper questioning is like pushing a button that automatically generates a response. It's done with the precise use of aren't, can't, couldn't. doesn't, don't, hasn't, haven't, isn't, shouldn't, wasn't, weren't, won't and wouldn't.

These 13 words are used at the beginning, middle and end of a question like this:

"Haven't you looked for anyone to help?"
"Since you suspect the staff is overworked, doesn't it make sense for you to hire me?"
"We'd be able to get the job done right away, wouldn't we?"


The timing and articulation of questions is an acquired skill. You can easily learn how to do it naturally and effectively to close practically every "sale".

10. Exiting the interview awkwardly.

This is the reciprocal mating dance to the "Magic Four Hello", known as the "Magic Four Goodbye". A one, and a two, and a . . .

1. Direct eye contact.

2. A smile.

3. A firm but gentle handshake.

4. The words, "This looks like a great match! Thanks very much for taking the time."

More in Do 1 of Instant Interviews.


Paint by the numbers and you end up with the picture on the box – you getting an offer. These are the Top Ten Blunders. Only you won't make them ever again. Now you know how to paint
inside the lines.

I'd wish you good luck, but the only luck you need is that no other candidate knows what to do!





These may sound like common sense but hey.

I will say that I have often made the mistake of being to early thinking it would show me as eager.
 
A preparation worksheet.....


Hello, I thought you would find this exercise helpful for your interview. It is an ideal way to answer questions using the PAR (Problem/Action/Result) method. I hope you find it useful. 
PAR questions (Problem/Action/Results)
Describe a specific situation in which you solved a problem or took charge of an emergency situation:
P-
A-
R-
Give an example of something you created or built, or an idea you developed
P-
A-
R-
Explain how you showed leadership in a challenging situation
P
A
R
Describe a time when you achieved a goal by following instructions (took initiative to achieve the goal)
P
A
R
Describe how you discovered a need and filled it (Or brought it to managements attention)
P
A
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How have you increased sales or reduced costs (saved time or money)
P
A
R
What awards or commendations have you ever received (also verbal)?
P
A
R
Have you been involved in a team effort that produced a specific result?
P
A
R
What do you do better than your co-workers and why is this an advantage to your company?
P
A
R
Describe a time you influenced the direction, efficiency or productivity of your work group
P
A
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What have you done to help others reach their goals?
P
A
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Been promoted? Why? How fast?
P
A
R
 
STAR Technique for behavioral based questions


I don't know if these guys are into behavioral based interviewing but I know companies like to utilize this interviewing style. Once you see the types of questions, you'll recognize it - some companies use it more loosely than others, but the entire focus is on how you answer these types questions. The key is to provide answers specific to you or your experience. Vague answers are the killer (i.e. describe a time where you had to deal with a business critical situation - the wrong answer would be to say "oh that's everyday”.... the correct would be to give a specific situation, the action you took and the result. Below is some excellent information on this type of interviewing style, and if you utilize the STAR/TAR technique, which is outlined, you will do very well.

Sample Behavioral Interview Questions
You may want to read about the STAR Technique as a method of answering behavioral-based questions.
Here is a list of sample behavioral-based interview questions that may help you practice:
• Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
• Describe a time when you were faced with a stressful situation that demonstrated your coping skills.
• Give me a specific example of a time when you used good judgment and logic in solving a problem.
• Give me an example of a time when you set a goal and were able to meet or achieve it.
• Tell me about a time when you had to use your presentation skills to influence someone's opinion.
• Give me a specific example of a time when you had to conform to a policy with which you did not agree.
• Please discuss an important written document you were required to complete.
• Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.
• Tell me about a time when you had too many things to do and you were required to prioritize your tasks.
• Give me an example of a time when you had to make a split second decision.
• What is your typical way of dealing with conflict? Give me an example.
• Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa).
• Tell me about a difficult decision you've made in the last year.
• Give me an example of a time when something you tried to accomplish and failed.
• Give me an example of when you showed initiative and took the lead.
• Tell me about a recent situation in which you had to deal with a very upset customer or co-worker.
• Give me an example of a time when you motivated others.
• Tell me about a time when you delegated a project effectively.
• Give me an example of a time when you used your fact-finding skills to solve a problem.
• Tell me about a time when you missed an obvious solution to a problem.
• Describe a time when you anticipated potential problems and developed preventative measures.
• Tell me about a time when you were forced to make an unpopular decision.
• Please tell me about a time you had to fire a friend.
• Describe a time when you set your sights too high (or too low).
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STAR Interviewing Technique

One strategy for preparing for behavioral interviews is to use the STAR Technique, as outlined below. (This technique is often referred to as the SAR and PAR techniques as well.)
Situation or
Task


Describe the situation that you were in or the task that you needed to accomplish. You must describe a specific event or situation, not a generalized description of what you have done in the past. Be sure to give enough detail for the interviewer to understand. This situation can be from a previous job, from a volunteer experience, or any relevant event.
Action you took

Describe the action you took and be sure to keep the focus on you. Even if you are discussing a group project or effort, describe what you did -- not the efforts of the team. Don't tell what you might do, tell what you did.
Results you achieved

What happened? How did the event end? What did you accomplish? What did you learn?
 
ballscout1

CP3-TO-BLAKE-GRIFFIN-ALLEY-OOP.gif

''thanks for the assist:cool:

My pleasure. Maybe we can get this pinned since it is useful information for some of our members.

And it's information that doesn't get old.



Thanks for starting this thread too......We really need to try and get this boat back on course...

Take Back Your Board

Having a powerful board can be intimidating. But don’t let these 4 toxic posters derail your message

Read more: http://smallbusiness.foxbusiness.com/biz-on-main/2011/12/08/take-back-your-board/#ixzz1mVJ6HDwB
 
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