An interview is an opportunity to deliberately sell yourself as the ideal candidate. While this may sound straightforward, many of us waste valuable time in an interview finding our voice, being interesting but irrelevant, and missing opportunities to sell our qualifications and interest. Good interviews happen when we successfully answer all of the questions posed by an interviewer, and build a level of rapport. Great interviewing makes the most out of the limited time you have to sell yourself to hit a homerun. Below are tips to help you take your interviewing skills from good to great that have a track record of success regardless of your level or industry.
Projecting positive energy and confidence
An interviewer often forms an impression of you in the first few minutes of the interview. If you make a favorable first impression, you'll have more chances to succeed. Strong eye contact, a warm smile, a confident posture and a good opener about yourself delivered with energy all send a message of confidence. While many of us understand the elements of a good impression, we require a warm up period of about five minutes to relax, become more comfortable and find our voice. If we use the beginning of the interview to warm up, we miss an opportunity to make an outstanding initial impression. I tell my clients to warm up right before an interview by calling a friend and talking about themselves. That way you won't spend those all important first few minutes of the interview warming up - you'll already be "on."
An interviewer often forms an impression of you in the first few minutes of the interview. If you make a favorable first impression, you'll have more chances to succeed. Strong eye contact, a warm smile, a confident posture and a good opener about yourself delivered with energy all send a message of confidence. While many of us understand the elements of a good impression, we require a warm up period of about five minutes to relax, become more comfortable and find our voice. If we use the beginning of the interview to warm up, we miss an opportunity to make an outstanding initial impression. I tell my clients to warm up right before an interview by calling a friend and talking about themselves. That way you won't spend those all important first few minutes of the interview warming up - you'll already be "on."
The best kind of interviews
Good interviewers know the best predictor of future success is demonstrated past success. They use behavioral interviewing, otherwise known as competency-based interviewing, to probe candidates on their past performance. These interviewers will pose questions that begin with "tell me about a time when you..." to elicit your stories about past performance related to the skills they seek. The good news is that you can anticipate these questions and prepare your responses by crafting your relevant stories. The majority of candidates err on the side of being too modest, and not spending enough time highlighting their accomplishments. Telling stories with clear successful results will increase the likelihood that you project confidence, highlight your record of success, and make a memorable and positive impression on your interviewer.
Good interviewers know the best predictor of future success is demonstrated past success. They use behavioral interviewing, otherwise known as competency-based interviewing, to probe candidates on their past performance. These interviewers will pose questions that begin with "tell me about a time when you..." to elicit your stories about past performance related to the skills they seek. The good news is that you can anticipate these questions and prepare your responses by crafting your relevant stories. The majority of candidates err on the side of being too modest, and not spending enough time highlighting their accomplishments. Telling stories with clear successful results will increase the likelihood that you project confidence, highlight your record of success, and make a memorable and positive impression on your interviewer.
Telling Your Stories
A client named Rob approached me with a problem. He was going in for multiple rounds of interviews, but never making it to the offer stage. After meeting Rob I told him that his problem was that he is a fascinating conversationalist (and I didn't mean that as a complement!) Rob was interesting and engaging, but his comments weren't focused on how he brought the necessary skills to the table, and didn't highlight his past record of success. He was getting invited back because his interviewers enjoyed talking with him (he was a great builder of rapport) but the jobs were going to other candidates who clearly communicated experience using the required skills to achieve results. Review the job description to figure out what competencies the interviewer seeks. Craft your best stories to demonstrate each competency, practice the stories (out loud!) and edit until you have the most interesting and engaging stories.
A client named Rob approached me with a problem. He was going in for multiple rounds of interviews, but never making it to the offer stage. After meeting Rob I told him that his problem was that he is a fascinating conversationalist (and I didn't mean that as a complement!) Rob was interesting and engaging, but his comments weren't focused on how he brought the necessary skills to the table, and didn't highlight his past record of success. He was getting invited back because his interviewers enjoyed talking with him (he was a great builder of rapport) but the jobs were going to other candidates who clearly communicated experience using the required skills to achieve results. Review the job description to figure out what competencies the interviewer seeks. Craft your best stories to demonstrate each competency, practice the stories (out loud!) and edit until you have the most interesting and engaging stories.
After adopting this approach, my client, Rob, practiced telling his stories, and related them in his next interview. While remaining engaging, he used his time to communicate relevant strengths and accomplishments with focus. He landed a fantastic role after his next round of interviews.
Asking questions is your chance to stand out
The majority of the interview is spent answering questions posed by the interviewer, who will likely ask similar questions to each candidate. When it's your turn to ask questions, you have the opportunity to differentiate your interview from the rest of the pack by preparing questions that indicate you did your homework, and demonstrate your passion for the job. The types of questions will depend on the role, but your questions are always more impactful when you prepare in advance.
The majority of the interview is spent answering questions posed by the interviewer, who will likely ask similar questions to each candidate. When it's your turn to ask questions, you have the opportunity to differentiate your interview from the rest of the pack by preparing questions that indicate you did your homework, and demonstrate your passion for the job. The types of questions will depend on the role, but your questions are always more impactful when you prepare in advance.
Closing the deal
Before you walk out of an interview, indicate your enthusiasm for the role. You want to communicate, "If you make me an offer I'll take it" without specifically using such blunt language. An excellent opportunity to accomplish this is in answering the question, "Who else are you interviewing with?" Let them know you have other suitors you're interviewing with, but find a way to let the interviewer know that his or her company stands out.
Before you walk out of an interview, indicate your enthusiasm for the role. You want to communicate, "If you make me an offer I'll take it" without specifically using such blunt language. An excellent opportunity to accomplish this is in answering the question, "Who else are you interviewing with?" Let them know you have other suitors you're interviewing with, but find a way to let the interviewer know that his or her company stands out.
Following up
Clients frequently ask about the best method for follow up after an interview. When choosing between email or post mail, there are a number of pros and cons to consider. Email is faster - you can respond within 24 hours (or sooner!) Your recipient can forward email to the rest of the interview team, (and frequently does,) so this is your chance to speak to potential future interviewers through your recipient. On the other hand, a personal note stands out from the crowd and makes an especially strong impression. I once received a call from a senior partner at a consulting firm call after she received my brief hand-written note to tell me how impressed she was - I got the job and had a mentor to boot! You can always send both - timeliness is the most critical factor here.
Deb Rosenbloom is an Executive Coach based in Boston. She specializes in career transition and leadership development for senior executives and high-potential managers. She earned an MBA from The Wharton School of Business, and a BA from the University of Pennsylvania. She can be reached at deb@HancockLeadership.com.
Clients frequently ask about the best method for follow up after an interview. When choosing between email or post mail, there are a number of pros and cons to consider. Email is faster - you can respond within 24 hours (or sooner!) Your recipient can forward email to the rest of the interview team, (and frequently does,) so this is your chance to speak to potential future interviewers through your recipient. On the other hand, a personal note stands out from the crowd and makes an especially strong impression. I once received a call from a senior partner at a consulting firm call after she received my brief hand-written note to tell me how impressed she was - I got the job and had a mentor to boot! You can always send both - timeliness is the most critical factor here.
Deb Rosenbloom is an Executive Coach based in Boston. She specializes in career transition and leadership development for senior executives and high-potential managers. She earned an MBA from The Wharton School of Business, and a BA from the University of Pennsylvania. She can be reached at deb@HancockLeadership.com.