Why is Hiring You A Good Idea- Does the Interviewer Know?

December 3, 2012

Good Idea

Hire You- Good Idea!

Why Hiring You Is a Good Idea

Good salespeople lead a buyer through a sales process toward a purchase. They begin by understanding the buyer’s needs and linking the features of their service to those needs. They then talk about value-adds, tell success stories about purchasers who’ve used their service, provide an implementation plan, and finally summarize why they are the best choice based on the benefits their service provides. Good salespeople understand that prospects won’t understand why they should buy a service simply because they’ve been told about it. Buyers need to be informed very directly, in simple language, of why the salesperson’s service is the best purchasing decision.

The critical element in a purchasing decision is the benefits. No buyer purchases a service without clearly seeing the benefits she will get from the service. But most job candidates focus on the skills and experience they bring to the job and don’t clearly state the benefits the company will derive from hiring them. They never clearly communicate, “This is why hiring me is a good idea.”

Don’t Let Hiring Managers Guess about Hiring You

The traditional interview consists of a question-and-answer format resulting in the hiring manager putting together the information she has heard and making a decision (guess) about which candidate to hire. But why let the hiring manager come to her own conclusion? Following your interview(s), the hiring manager should have a clear picture of why hiring you is a good idea[md]because you have told her exactly why!

Part of your interview preparation is developing a list of the benefits the company will get from hiring you. These benefits are even more powerful if they differentiate you from the competition. Going into an interview with this list of benefits will help you be focused and more confident. However, this list is of value only if you share it with the hiring manager.


Here’s How to Interview Better- Hey Are You Listening?

May 23, 2012

A number of listening pitfalls will trip you up in your job interview. Don’t fall in these listening pitfalls:

  • Being so intent on what you have to say that you listen mainly to find an opening to make your point. You may be thinking that you have a very important point you want the interviewer to know, and if you don’t say it now, the opportunity will be lost. In reality, you won’t lose the opportunity, and this pitfall often results in an interruption[md]never a good thing during an interview.,
  •  Formulating and focusing on your answers quickly, based on what the speaker is saying. Candidates often are so concerned about giving the “right” answer that they get nervous and stop listening. They also have the misconception that they have to answer a question immediately after it is asked. It is perfectly acceptable to say, “Let me think about that,” and then take 30 to 40 seconds to formulate an answer. A thoughtful, considered answer is better than a quick, confused, or off-target response.
  • Focusing on your own personal beliefs about what you’re hearing. Your personal beliefs form a filter that may distort the interviewer’s meaning. It is important to be aware of how your beliefs distort what you hear and adjust for the distortion. You can do this by becoming consciously aware of your beliefs. For example, the interviewer might be talking about the importance of offshoring certain functions in their department. Perhaps you are opposed to sending jobs overseas. Your opposition may impact how you listen to the interviewer’s message. However, if you say to yourself, “This is an area of disagreement for me. I need to stay in active listening,” you will be able to focus on the message and not your internal resistance and judgment.
  • Evaluating and making judgments about the speaker or the message. While the interviewer is busy making subjective judgment about you, you are busy making subjective judgments about her. Judgments can distort how you hear things- both positively and negatively. If you have a positive impression of the interviewer, you might tend to believe what she is saying and not ask clarifying questions. If you judge the interviewer negatively, you might prematurely dismiss what she is saying and not listen fully. Be aware of your judgments, which can be as simple as whether you like or dislike the person, so that you don’t lose the message.
  • Not asking for clarification when you know you don’t understand. Many candidates think that asking for clarification is a signal to the interviewer that they don’t understand and that, as a result, they will appear stupid. A candidate of mine walked out of an interview sweating because the interviewer used an acronym he did not know, and he didn’t ask what it meant. Throughout the interview, the candidate was hoping he wouldn’t be caught; as a result, he was a nervous wreck and performed poorly. It turned out that the acronym was an obscure, little-known term that he couldn’t have known anyway. The interviewer was either impressed the candidate knew or guessed that he was covering up- probably the latter, since there was no job offer.
As it is in all sales situations, listening is the most important activity in a job interview. The more time you spend listening and understanding the job, the better you can match your background, skills and experience to the critical job requirements.

Are You Prepared to Answer These Critical Questions in Your Job Interview?

March 26, 2012

www.ActiveInterviewing.comWhen customers purchase services (including yours), they typically ask six basic questions. These are the questions you will be answering as well in your interviews. The actual questions asked may differ in format or content; however, the underlying information remains the same.

*     Who is [company]? Customers are asking about industries or markets served, geographic presence, a layman’s expression of the value created, time in business, and the size of the company.

*     What do you do for customers? Customers are asking about the value the company delivers and the top two or three ways customers benefit from it.

*     Who are your top customers, and what do you do for them specifically? Customers are asking for more specific proof or evidence that substantiates the company’s claims of the value they deliver

*     How are you different from other companies who do similar things? The customer wants to learn the differences between the products or services the company provides and those offered by competitors. It is an attempt to clarify why selecting the company is the best choice.

*     Others have made convincing promises about these things and then not delivered. How can we be sure that you will do what you say? Customers have experience purchasing services that did not deliver the value promised, and they are concerned about being subjected to or persuaded by a clever sales pitch. They have been burned, and they are wary.

*     How can we be sure that we would get the best value if we selected you? Customers have multiple companies from which to choose. Asking this question forces a company to make comparisons with competitors and helps clarify the selection decision.

As you prepare for your interview, develop answers to these six customer questions. Then, in your interview, listen for these questions and use your prepared answers. In addition, develop examples and stories to support your answers. In Chapter 10 of the book Active Interviewing: Branding, Selling and Presenting Yourself to Win Your Next Interview,  you will learn learn how to develop powerful stories to support your claims of value.


Are You Using a Success Story to Win Your Interview?

February 6, 2012

Our Stories Define Who We Are

Our stories define who we are. Our sense of identity is forged by the stories we tell ourselves and share with others. The success stories of our careers tell about the defining moments when we were at our best, using our strengths, and contributing in meaningful ways. Our stories build and communicate our brand.

Most of us have multiple examples of career successes. The key is to understand that a career or job success is not defined by its size or financial value, but rather by how we feel about it and its contribution to the organization. One person’s success story might be about turning around a corporation, saving millions of dollars, and getting his profile in Forbes magazine. Another person’s success story might be about helping a troubled student feel more confident in school and having him progress to the next grade. Interestingly, both these success stories probably depend on many of the same personal success factors, including creativity, persistence, courage, hope, persuasion, and leadership.

When my clients write success stories, they come alive. They remember the times they felt productive and were fulfilling their purpose in their careers. They become energized and get in touch with the skills and strengths they enjoy using in their jobs. Some realize that they are doing what they love, while others are reminded of things they need to return to. Regardless, the stories are important statements of the contributions they have made in the past and indications of contributions they can make in the future[md]if they have done it once, they can do it again.

When telling your success stories, you have energy, enthusiasm, and confidence, and you feel a sense of pride. You are persuasive, engaging, and interesting- all the qualities you want to bring to your interviews! Telling success stories in your interviews will help you differentiate yourself, will impress the interviewer, and will make you memorable.

Active Interviewing

Go to http://www.activeinterviewing.com to learn how to develop interview stories


Are You Leaving Hiring Managers in the Dark and Losing Job Opportunities?

January 24, 2012

Turn On The Light

Don’t Let Hiring Managers Guess about Hiring You

The traditional interview consists of a question-and-answer format resulting in the hiring manager putting together the information she has heard and making a decision (guess) about which candidate to hire. But why let the hiring manager come to her own conclusion? Following your interview(s), the hiring manager should have a clear picture of why hiring you is a good idea- because you have told her exactly why!

Part of your interview preparation is developing a list of the benefits the company will get from hiring you. These benefits are even more powerful if they differentiate you from the competition. Going into an interview with this list of benefits will help you be focused and more confident. However, this list is of value only if you share it with the hiring manager.

Why Hire Me?

During your interview- typically toward the end- make a clear statement about why the company should hire you. This statement combines your features with the benefits the company will get from those features. The benefits are based 100 percent on the company’s needs as you have identified them during the interview process.

“As we discussed, I have six years of experience selling office equipment in this territory [feature]. This means I have established relationships with customers and I know the competition [feature]. Based on my knowledge and experience, I can establish a productive sales pipeline within three months and meet or exceed my sales goals within six months [benefit].”

“As I mentioned, I have worked on public relations campaigns for major companies, including Fancy Electronics and Electronics Shack [feature]. For both of these companies, I was responsible for a wide range of public relations activities, including print and industry shows [feature]. Based on this experience, I can help your company sell to larger clients and then make sure the public relations activities are delivered with a high level of quality and impact [benefits].”

“As I have described, I am good at acquiring and evaluating information accurately [feature]. I will be effective in quickly evaluating the marketing department and determining immediate measures to improve their performance [benefit].”

“We have discussed that I express ideas clearly both verbally and in writing [feature]. This will enable me to implement a new healthcare plan that will be of benefit to the employees and will save the company money [benefit].”

When you make these statements, the hiring manager will understand why hiring you is a good idea; she won’t have to guess. In addition, being clear about the benefits you will deliver is a further display of your knowledge of the company and the job.

Active Interviewing

Active Interviewing helps communicate why you should be hired


The Shocking Truth About Interviewers

December 15, 2011

Interviewers Are Poorly Trained and They’re Scared

Most hiring managers are poor interviewers. The vast majority of them receive no interview training, and they hire infrequently. Even hiring managers who have received training may not hire for months after interview training, and by then the training is forgotten.

One secret of job interviews is that hiring managers are often as nervous as the candidate- they’re stressed about having to make a critical hiring decision. A bad hiring decision is one of the biggest mistakes a manager can make. Studies have shown that a bad hire can cost a company anywhere from two times a person’s salary at lower employment levels to as much as 40 times a person’s salary at higher levels. The financial ramifications of a bad hire include costs for recruiting, training, lost productivity, bad morale, and the manager’s time spent trying to salvage the employee. At higher levels of employment, contract buyouts in the millions of dollars are not unusual. No wonder why the hiring manager is stressed when interviewing!

Many hiring managers compensate by spreading the decision-making around. They will have candidates go through multiple rounds of interviews with numerous interviewers. That way, if the employee does not work out, at least the hiring manager can say everyone was involved.

The problem with this approach is twofold. First, the other interviewers are typically no better at interviewing than the hiring manager is. Second, this burdens the candidate with numerous interviews conducted by poorly trained interviewers.

According to Development Dimensions International (DDI), candidates commonly complain about the following interviewer behavior:

*     Withholding information about the position

*     Turning the interview into a cross-examination

*     Showing up late

*     Appearing unprepared for the interview

*     Asking questions unrelated to job skills

And a recent survey of interviewers by Monster.co.uk found that:

*     Almost a third (30 percent) say they have forgotten a candidate’s name.

*     More than a quarter (28 percent) confess they have gone to interviews unprepared.

*     Almost one in five (19 percent) admit they have forgotten an interview entirely.

*     Fifty-four percent of employer respondents admit they have taken an instant dislike to a candidate.

Don’t let a bad interviewer torpedo your chances of getting the job! Win your interview by taking leadership and providing the information a bad interviewer should know about you to make a good hiring decision.

Active Interviewing

Go to http://www.activeinterviewing.com to learn how to beat bad interviewers and land the job


Are You Mis-Representing Your Brand? Shame on You!

December 5, 2011

Your Brand Has to Stand Up to Scrutiny

“Let none presume to wear an undeserved dignity.” William Shakespeare

Imagine a company trying to claim a false brand- Philip Morris claiming health, BP claiming safety and corporate responsibility, or Facebook claiming privacy. It wouldn’t work, and it would actually hurt their image. I have led team-building meetings where people shared with their co-workers what they thought their personal brand was. Many got nods of agreement, but many got puzzled looks and even expressions of derision: “Yeah, sure- in your dreams.”

For your brand to be of value, it has to be authentic and true. If you want your brand to be that of a caring leader, you must actually care about people and have good leadership skills. If you want your brand to be as a reliable and trustworthy co-worker, you must be dependable and not break confidences. Everyone wants a positive brand, but you can’t have a positive brand simply by declaring it- you have to deserve it. False personal branding is exposed quickly, resulting in an even worse brand.

During interviews, be prepared with stories and examples that support your brand. If you declare yourself a good communicator, have examples of using communication to achieve a success, and be sure you communicate well during the interview. If you brand yourself an expert[md]which you probably are have stories and examples that support your expertise.

Here is an example of a well-supported brand: One of my clients sold large, expensive medical devices, including MRI machines to hospitals. When developing an interview presentation, he chose the personal brand word “competitive” as one of the terms to represent his brand. I asked, “Joe, every salesperson brands himself as competitive. How are you going to prove your competitive brand?” He replied, “Eric, let me tell you how competitive I am. When I sell large medical equipment, I only have a few competitors. So when I go into a sales situation, I study the hospital to which I am selling, and I study the salespeople against whom I am competing. I know their strengths, weaknesses, track records, and employment history. So not only do I sell to the hospital, but I sell against my competition. In at least two situations, my competition did so poorly that they fired their entire sales staff[md]that’s how competitive I am.” I was convinced!

Active Interviewing

Go to http://www.activeinterviewing.com to learn about using branding in interviews