Implement Your Skills and Experience
As part of a sales presentation, a salesperson tells the customer how the product or service will be implemented: “Once you sign the contract, the first thing we’ll do is x, and this should be completed in y days.” This helps the customer understand and visualize how the service will begin to provide value. A good implementation plan includes a number of steps or goals and a timeline.
You’re selling your services- do you present an implementation plan? Almost all candidates ignore how they will begin their employment, assuming that implementation is up to the employer. But by presenting an implementation plan, you communicate to the interviewer a motivation for the position, knowledge of the position requirements, and a message that you will add value to the organization quickly- all strong “hire me” messages.
A strategic action plan consists up to seven goals that you want to accomplish in the first 30 and 60 days in the position. I suggest this time frame because it is long enough to develop specific goals but not so long that you will be suggesting goals that require a far better understanding of the position. Some candidates prefer to develop 90-day goals, and some of my clients have been asked in interviews about their goals for the first 100 days. The more senior the position, the more sense it makes to develop longer-range goals.
Be S.M.A.R.T. with Your Goals
Coined by George T. Doran in the November 1981 issue of Management Review, S.M.A.R.T. is an acronym for goals that are Specific, Measurable, Attainable, Realistic, and Timely. A S.M.A.R.T. goal is a well-defined goal. You probably won’t have all the information you need to develop comprehensive S.M.A.R.T goals for your interview, but you should try to come as close as possible. Also, questions interviewers ask are typically related to S.M.A.R.T issues, so you will be prepared to answer the questions.
You’re more likely to accomplish a specific goal than a general one. To set a specific goal, answer the six “W” questions:
* Who. Who is involved?
* What. What do I want to accomplish?
* Where. Where is the location?
* When. What is the timeframe?
* Which. Which requirements and constraints do I need to consider?
* Why. What are the specific reasons, purposes, or benefits of accomplishing the goal?
For example, a general goal would be getting to know the customers. A specific goal would say, “Within the first 60 days, schedule a customer meeting at our headquarters location with the top 10 revenue-producing customers.”
Establish criteria for measuring progress toward attaining each goal you set. When you measure your progress, you stay on track, reach your target dates, and experience the achievement that motivates you to continue the effort required to reach your goal.
To determine whether your goal is measurable, ask questions such as how much? How many? How will I know when it is accomplished? For example, meeting with the top 10 revenue-producing customers in 60 days is a measurable goal. Becoming 100 percent proficient on company-specific information systems in 30 days is a measurable goal.
Attainable goals are achievable, acceptable, and action-oriented. As a strategy for your strategic action plan, focus on smaller attainable goals rather than larger, more audacious goals. For example, restructuring the department’s workflow is probably too large, but identifying and fixing one workflow bottleneck is not.
Also, be sure to make your goals active rather than passive. For example, reach out to customers as opposed to waiting for sales numbers to be reported.
A realistic goal is one you are willing and able to work toward. The goal is probably realistic if you truly believe you can accomplish it. Also, you know your goal is realistic if you have accomplished something similar in the past; ask yourself what conditions would have to exist to accomplish this goal. For example, if you have been able to implement a new training program or you participated in a training program that had a positive impact in a prior position, implementing that program in a new position may be a realistic goal.
A goal should be grounded within a timeframe to give it urgency and “trackability.” When you have a timeframe, it focuses the goal and makes progress measurable. As suggested earlier in this article, the recommended timeframes for strategic action goals are 30 days and 60 days. These timeframes will make your goals timely. For example, “In the first 30 days, I will meet with all the department heads that this position supports and identify their most critical needs.”
To see a list of 30/60 day goals broken down by professions go to www.interviewbest and develop an iBest interview presentation