Mastering the
Interview
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CollegeGrad.Com
"To
be a great champion, you must believe that you are the best. You
are a special person. You know it. Your Mom knows it. Your Dad knows it. Your
siblings know it (but probably won't admit it to anyone else). Your Mom really
knows it. Your friends and relatives know it. But unless you convince the
interviewer of your special talents and abilities, you will fade into that great
dark abyss of Interviews Lost. Study
this Section. Get comfortable with the techniques and tactics before your first
interview. Remember, every interview counts. Every time you interview
successfully, you move one more golden step toward the job offer and career of
your dreams. The Personal Connection Technique The
Three Step Interview Process The
Eight Types of Interview Questions
The Quotable Quotes Technique How to Never Be Nervous Again Fifty Standard Interview Questions Top Ten Critical Success Factors One Interview Question That Nearly Every College Student Fails What to Do If You Are Asked an Illegal Question Don't Commit One of the Worst Interview Sins The Experience of a Lifetime Technique The Pride of Ownership Technique The Competitive Posture Technique The One Question to Ask Every Interviewer Questions to Ask the Interviewer
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"Next" will continue to take you sequentially through information on
this topic. "But
it seemed to go so well! We talked about everything...campus life ...the
weather...the football season. I just don't understand why I got a rejection
letter... " Beware
the interview that gets too chummy. It may be that the interviewer has already
rejected you and out of politeness passes the remaining time talking about
everything but you. The
truth about interviewing is that most initial interviews only last about five
minutes. Oh, sure, the actual interview always takes longer than that. Twenty
minutes. Thirty minutes. Sometimes even an hour. But the interview is usually
over in five minutes or less. If you have not convinced the interviewer by the
five minute point that you are the right person for the job (or at least a
contender who should be taken to the next level), it can be next to impossible
to recover. Recoveries do happen. But they are very rare.
Having
taken the right courses, having good grades (critical!), and having related work
experience are all important selection criteria. But they do not matter one iota
if you are not a strong personal fit for our company. The
truth is that most interviewers are seeking individuals who are able to
personally present themselves well in a face-to-face interview. They are seeking
to recommend those who will be a good reflection upon themselves and their
selectivity. So most interviewers naturally gravitate to specific "critical
success factors" that have worked for them consistently.
The
Personal Connection Technique No
matter how good you look on paper, no matter how well you present yourself, no
matter how well you answer their questions, you will not get the job unless you
make a personal connection with the interviewer. I need to know from the very
start that you are someone I can trust to represent me and my company. How do
you establish that trust? Simple. At the very beginning of the interview, when
the introductions are being made, concentrate on looking directly and solidly
into the interviewer's eyes, giving them your sweetest and most endearing smile.
I tend to think of it as a "shy smile," or, if we can venture into the
bounds of cuteness, a "cute smile." The bottom line is to make it a
warm and friendly smile. Then think about the fact that you are truly pleased to
be there in the presence of this person. Establish that personal connection both
physically and mentally with the interviewer. How
do you know when the connection is made? When they return your smile in a
comfortable, relaxed manner, you are connected and ready to communicate on a
personal level. Remember, I only hire people I am comfortable with. If the
connection is not made, I won't hire. So take the time to establish that
personal connection.
The
Three Step Interview Process In
its simplest form, the interview consists of three distinct steps: 1.
Establish rapport
It
is important to note that there is a dual responsibility for successful
completion of each of these steps. The employer has a responsibility to follow
through in each step, yet you have a greater responsibility. If the employer
fails in his responsibility, the company will potentially fail to hire a
qualified candidate. But if you consistently fail in your responsibility, you
will fail to be hired. So you need to take personal responsibility for your side
of the interview process. The
establishing rapport step is where the vital first impressions are formed. Some
employers will claim to be able to make a decision about a candidate in thirty
seconds or less. The truth is that you will set the tone for the
Many
interviewers are analyzing you in reference to the company culture. Does this
person fit in? Would this person represent our company well? Would others feel I
made a good selection in recommending? And the small talk is actually big talk,
since it will greatly affect how you are perceived in the eyes of the
interviewer. It's not necessarily the words you say, but how you say them. Your
verbal articulation and vocabulary will be noted, especially any variance,
positive or negative, from the standard. If you have done your interview
homework and have fully researched the company, the words will flow smoothly. If
not, it will show. This is where your positive attitude and confidence will
establish the tone for the interview. And this is the step during which you have
the opportunity to make your personal connection with the interviewer. In
the gathering information step, the employer will be asking questions and
matching your answers against their critical success factors. Some of the
questions will be closed-ended, such as "What was your GPA?" Others
will be open-ended behavioral questions, such as "Can you give me an
example of a time when you had to make an unpopular decision?" While
preparation is important, your honesty and sincerity in answering should be
evident. Most interviewers are keenly aware of when they are being snowed. The
questions in this step will usually be probing questions which drill deep into
your background, attempting to get past the interview veneer. Although you may
have pre-sold the interviewer in the establishing rapport stage, you will need
to solidify the employer's view in this stage. The outward questions are
designed to answer the inner doubts. You will be judged on attitude (Are they
always this pleasant or is there someone evil lurking beneath the surface?),
work ethic (Will they really work hard or are they just looking for a cushy
job?), intelligence (Does this person really understand the industry concepts or
is he reaching?), and honesty (Is the person really this good or are they just
acting?). You
will be subject to the individual whims of each individual interviewer. Often
not by design, but due to lack of training. The only individuals who have truly
been trained to interview (Human Resources) usually do not have the hiring
decision. So the hiring manager interview is usually less structured and more
subjective. And in the end, an imperfect decision will be formed from an
imperfect interview process. If you have not sold the interviewer by the end of
this step, you will have great difficulty in resurrecting. In
the close step, the interviewer will set the hook for the next step. If you have
succeeded to this point, the conversation will center around the interviewer
selling you on the company and the next steps in the hiring process. If you have
failed to this point, the conversation will center on the football team, the
weather, or any other neutral subject which provides for a clean disengage. If
your interview was successful, there will usually be an indication of future
steps. You may be given further company information which is reserved for only
the select few. No
matter what your view of the interview to this point, it is important to
personally close the interview by establishing continuity of the process.
Understand what the next step will be. "We will be reviewing all of the
candidates and getting back to you," is not necessarily a close-out,
although it is the standard response when there is no interest. Make certain you
understand the next steps and be prepared to follow up on your side. Always
pursue each interview as if it were your last. You can always back away from it
later if you truly have no interest, but you cannot back away from a company
that you failed to impress. Understanding
the basic steps of the interview is only the starting point. You need to be
fully prepared for different personality styles, different interview styles, and
different questions. You need to master your ability to present the very best
you.
The
Personality Matching Technique This
technique is the secret to successful interviewing. If you read nothing else,
read this technique. There is a simple key to success in interviewing that very
few people utilize. It is the process of mirroring the personality of the person
to whom you are speaking, a process that I refer to as "Personality
Matching." It is based upon the proven fact that we like people who are
like us. It is the halo effect in action--anyone who is like me must be a good
person. Result? Instant rapport. Any
good salesperson is aware of this simple technique. Want evidence? The next time
you get a call from a telemarketer, do not hang up. Instead, stick with them a
few minutes just to hear their pitch. You will probably know pretty quickly if
you are dealing with a "greenie" who is reading from a script or a
seasoned professional. If it's a greenie, give them a polite "no thank
you" and hang up. But stick with the pro through the entire call. Why?
Because now we are going to have some fun.
In
the same way, the best interviewees are the ones who have the ability to meet
the interviewers at their level. "Wait a minute, shouldn't that be the job
of the interviewer?" No! The only interviewers who have actually been
trained at interviewing (Personnel/Human Resources) are usually not the ones who
make the final hiring decision. Even some of the best interviewers are totally
unaware of this technique or are unwilling to apply it. So
how does one do this "personality matching thing?" First match the
voice and then the physical characteristics of the interviewer. In matching the
voice, the most important aspect is to match the rate of speaking (tempo), then
match the pitch. In matching the physical characteristics, it is most important
to match (or at least reflect) the facial expressions, then the posture (sitting
back or forward, etc.). Although you should not be trying to "mimic"
(like a mime in action), you should attempt to closely match him or her. To
be effective with this technique, you need to first understand your own
personality range. For some of us, it is quite wide and variant. For others, it
may be more narrow. As an example, I consider myself to have a very wide
personality range--I am very comfortable in matching both the very flamboyant
and the very subdued. Each type is at an extreme end of my personality range.
Most people, however, operate in a somewhat narrower personality range. The key
is to be able to identify your personal bounds of comfort. So
what do we do if the person we meet with is talking a mile a minute? Should we
try to artificially match that person, if it is outside of our personality
range? Quite simply, no. To attempt to act like someone we are not would be
"faking it." It's better known as being two-faced and in the business
world it can be a real killer. Some people end up getting sucked into this trap
in order to get the job, then go through a continual living hell as they are
forced to fake it for the duration of the job. Don't do it. But you should be
aware of what your personality range is and be willing to move fluidly within
that range to accommodate the personality of the individual with whom you are
meeting. Personality
matching does not mean perfect matching (it never is). It does mean that we
should do our best to come as close as possible to matching the other person's
personality within the bounds of our own personality range. Keep in mind that
there is no "perfect personality" (or perfect anything on this earth,
for that matter) since what is perfect to one will always be lacking in some way
to another. Perfection is relative to the recipient. Remember that. As
a side note, think about someone you truly dislike. In most cases, it's because
the person is outside your personality range, usually in the upper extreme (too
loud, too pushy, too cocky, too egotistical, too stuffy, etc.)--they are
"too much" of something that you do not embrace in your own
personality. If you have a "too much" area in your own personality,
you are best advised to bring it under strict control, not only in interviewing,
but in your life in general. If
you put into practice this one technique, you will likely increase your chances
of success dramatically, and not just in interviewing. Personality matching is a
technique that you can use in virtually all areas of human communication.
The
Handshake Matching Technique The
Handshake Matching Technique Apply
the same principle of the Personality Matching Technique to handshakes. Don't
get confused by the "too hard" or "too soft" handshake
psychology baloney. There is no absolute when it comes to handshakes because the
effectiveness of the handshake is defined by the recipient. So is the handshake
unimportant? No. But it would be wrong to attempt to come up with "the
perfect handshake." There is no such thing, since each person receiving
your handshake has their own definition of perfection. It's relative to the
person who has your fingers in their grasp. Therefore, a truly effective
handshake is going to be a "mirror" of the handshake being offered.
Match the person's handshake the same as you would their voice or posture. While
personality matching is dynamic and takes place over an extended period of time,
the handshake lasts just one to two seconds. So how do you adjust? Use a medium
grip handshake, placing your hand so that the soft skin between your thumb and
forefinger comes in contact with the same location on the recipient's hand. Then
be prepared to squeeze down on the gorilla or lighten up on the softie, as
necessary. Don't get into a wrestling contest. Again, just as with personality
matching, you don't have to match the extremes. Just move to that end of your
"handshake range." Practice a few times with a friend. Or better yet,
practice with a loved one.
The
Eight Types of Interview Questions Interviewing
is not a science. Nor is it an art form. It is simply an imperfect form of human
communication designed to increase the predictive validity of potential
employer-employee relationships. And it is very imperfect
There
are basically eight types of questions you may face during the course of an
interview: 1.
Credential verification
questions
The
Competency Answering Technique Competency
interviewing can often be the most difficult type of interviewing, both for the
interviewer and the interviewee. For the interviewer, it requires understanding
the competencies required for success in the position, which often can include a
detailed analysis of the position as well as current employees who have
succeeded in the position (and their common competencies). Yet when performed
accurately, it can produce highly successful results. An
example of a competency is intelligence. The specific competency for a position
may require someone with a minimum intelligence level. Competency-based
questions which can probe this competency could include:
These
are just a few sample questions on one specific competency (intelligence). Other
competencies which may be measured may include creativity, analytical reasoning,
strategic skills, tactical skills, risk taking, integrity, drive, organizational
skills, teamwork, willingness to change, enthusiasm, ambition and life balance,
just to name a few. A fully developed competency model may have as many as 30-50
different competencies that are being evaluated. And yes, it can produce a more
grueling interview process. For
the interviewee, it may not be readily apparent that the interviewer is
evaluating you on a competency-based model. And even if you are aware of a
competency question, you likely will not know what the requirements are for the
competency for the position. Just because there is a competency being measured
for a position does not mean that it must be at a high level for success.
Successful competency interviewing focuses on those key competencies which are
critical to success in the position. So
how do you answer competency questions? First, by probing the key competencies.
The opportunity you have to ask a question in a competency interview (or almost
any in-depth interview, for that matter), it should be this one:
Or,
stated in another format:
Note
that with both questions, you are hitting on hot button phrases ("key
competencies" and "critical success factors"). In fact, if you
ever hear the phrase "CSF" being used in a business setting, they are
likely not talking about a "Captivatingly Stunning Female"
but rather about "Critical Success Factors." Or
"CSF's" for short. Either
question will drill to what the interviewer considers to be the key competencies
for the position. It will then be your responsibility to answer how you fit each
one of these competencies. There are three approaches you can use to answer:
You
must be ready to align these competencies with your background in order to win
the position. Don't worry though, since almost none of your competition will be
going this extra step. Just by making a sincere and focused effort, you will set
yourself far apart from the field. P.S.
Don't be surprised when you get a different answer to this question from each
interviewer. Seldom is an employer so well organized and process driven that all
of the interviewers are in complete synch on the top three competencies needed
for each position. But use that diversity of opinion as an opportunity to
emphasize those aspects of your background that are the most important for each
individual interviewer. The
Behavioral Answering Technique
As
you consider the variety of questions which can and will be posed over the
course of a series of interviews, keep in mind that you will not always have the
right answer to every question. But if you are well prepared, you will have a
variety of examples to draw from which will give you the background to formulate
your answers. The
Behavioral Answering Technique involves answering questions with specific
examples, whether or not you have been asked to provide them. This technique
works in lockstep with an interviewer who is following a behavioral interviewing
approach, yet it works even better with those who are not. Because you will
always be providing examples and stories which make you a real person. With real
experiences. Real experience that can benefit a future employer. So
as you go through the exercise of interview preparation, carefully consider all
questions in an "example" format. Keep in mind the "Can you give
me an example . . . " follow-up that is the cornerstone of the behavioral
interviewing approach. Be prepared to use examples from your work, classes, and
extracurricular activities. And be ready to offer up not just any example, but
your very best example.
The
Compelling Story Technique Once
you have grown accustomed to the Behavioral Answering Technique, you can expand
your answers by turning your examples into compelling stories. Instead of merely
providing an example that suits the question, weave the example into a
compelling story with personality, flair and interest. Captivate your audience
by providing the details and nuances that bring your story to life. Consider
yourself the author of a piece of fiction. As you put your plot into words, you
must give life and meaning to the characters and surroundings. Provide the same
in telling your compelling stories. Build the framework and background for the
story. Add the elements of interest and intrigue. Give the plot twists. And show
how our hero (you) saved the day in the end. We
all have compelling stories in our past. We tell them to our friends, our
family, our loved ones. We laugh. We cry. And our hearts yearn for more. Yet we
sometimes lose these stories over time, or bury them in our long-term memory
bank, only to dredge them up at reunion time. The
key to retaining these compelling stories for your interviewing is to write them
down. Go over the questions and bring to mind the stories you can weave to
provide your example in living color. And as another compelling story occurs to
you or as you find yourself in the telling of another interesting tale, ask
yourself if the story will provide potential substance in your interviewing. If
so, write it down.
One
example of a compelling story was told to me by a recent grad, who answered my
question about her organization skills by telling me how she planned and
organized the alumni dinner during homecoming weekend, including full details of
the management of twenty different student volunteers and coordination with six
different campus departments. The event was a resounding success, but there were
several challenges which she needed to overcome. And each of these challenges
provided a compelling story of its own, as she was able to show her ability to
plan, organize, and develop a team toward eventual success. In the end, she
received a personal letter of recommendation from the President of the
university, which she presented to me as validation of her extraordinary
efforts. Another
compelling story was given to me by a current student in reference to a question
about his lower than expected grade point average. He related to me the amount
of work which he had put in to finance his college education, averaging thirty
hours per week and occasionally putting in as much as fifty hours per week. He
was eventually promoted to department manager, even though the employer knew he
would be leaving after completing his degree. He recounted the story of the
meeting with the employer in which he tried to back away from the management
responsibilities, asking that one of the other department employees be promoted.
The employer called in the four other workers in the department, who each
personally asked that he take on the job as their manager. This student
successfully shifted the focus from his lower than expected grades to his
outstanding performance on the job by the use of a compelling story. How
do you know if your story is connecting with the interviewer? By eye contact.
This is where the interviewer will show their interest. If you are not
connecting with your story, decrease the amount of detail and drive home your
point quickly. Depending on the personality type of the interviewer, you may
need to adjust the length of the story, yet compelling stories work with all
personality types. With the extreme driver or analytical personality types, you
will need to keep the details to a minimum, while quickly making your point.
Usually two or three shorter stories are better than one long story. At the
other extreme, for feeling personality types, you will perform better with a
longer story and more details. How do you detect the difference in personality
types? By continuously striving to stay personally connected with the
interviewer. If this connection appears to be lost or fading during the telling
of a compelling story, shorten the story and come to your point quickly. On the
other hand, if you have a captive audience who is hanging on your every word,
provide all the necessary details. The
key to using compelling stories is that stories are remembered. Stories are what
make you human. Stories are what put a face on you in the mind of the
interviewer. And stories are what they will come back to when you are being sold
to others internally. When that time comes, you have given your interviewer ammo
for helping others to see why you should go on to the next step in the hiring
process. Or be offered the job.
If
you are succeeding in presenting a series of compelling stories during the
interview, you will likely develop a rapport which places the communication on a
more interactive level. However,
as you are presenting information during the interview, you may need to test the
waters with the length of your answers. This can be done easily with the
Pregnant Pause. As you are telling a story or example, pause at the conclusion
of the story. This will be the cue to the interviewer to take back control with
another question or redirection of the original question. But if the interviewer
continues eye contact during the pause, use this as a cue to go on and provide
another example. Most
interviews do not have established ground rules, agendas, or programs. They can
and do change and adapt based on the interaction between the interviewer and
interviewee. So how long should your interview answers typically be? It is
always a good idea to keep your answers within a two minute maximum. But you
will have no idea at the outset if the interviewer has two questions or twenty.
By proper use of the pause, you give the interviewer the opportunity to stick
with their overall plan and schedule. And, if appropriate, you can continue to
give further details or an entirely new example. A
side note to the pause is the converse reaction--an interviewer should not have
to interrupt your answer. If you are interrupted, give control back to the
interviewer. Take it as a tip that you will need to shorten and tighten up your
following answers. One
additional side note: never interrupt or finish a sentence for an interviewer.
Even if they talk extraordinarily slow, be patient. Remember, they are the one
who holds the ticket for admission.
If
you want to add credibility to what you say about yourself, tell the interviewer
what other people have said about you. The best quotes are not words they others
have said about you to you, but about you to others. The best way to provide
this information is to quote the other person, referring to yourself in the
third person: "My
boss always said that if something needs to get done, give it to Jane and you
know it will not only be done right away, it will also be done right." "My
professor once told my academic advisor, 'Tim is the one person I can
continuously count on to give a 110% effort in every class.'" "My
coach called me 'The Dave' and coined the phrase, ‘Give it to The Dave’ when
he had a game that needed saving. Even now, after I’m no longer on the team,
he still uses ‘Give it to The Dave’ as his way of saying that it’s time to
put in the closer to win the game." When
you can quote what others have said about you, you have elevated the view of who
you are to the shoulders of others. From that vantage point, your value
increases substantially. Take note of what others say about you. And be ready to
quote the quotables.
Has
there ever been a time in your life when you saved the day? “Hero” stories
almost always make compelling interview stories. Was there a time when you put
in the above-and-beyond effort? Or maybe a time when you did something that
dramatically changed the course of events (for the positive, of course). Or
perhaps even a time when you were a true hero, by saving someone’s life or an
act or great bravery? If so, work the story into your collection of compelling
stories. The
difficulty with true hero stories can be in finding a successful bridge to the
story. But with careful thought, you will find ample opportunities. A
recent interviewee told of the time when he literally saved someone from
drowning in a lake, while cutting his feet on sharp objects trying to get to the
drowning victim. This story came after a question about reaching goals in his
life. Not sure how he got there? His bridge (after telling about his career goal
of working for our company) was to say that he was very strong at keeping
focused on the goal and not letting side issues deter him from achieving the
objective. And he then went on to tell the story of how he saved the drowning
victim, in spite of injuring himself in the process. He only realized he had cut
his feet after he had carried the girl out of the lake. Thus, his focus is
confirmed and the story is now ingrained in me, probably for posterity. Another
interviewee told of the time that she was given a surprise party by a customer
of the company she worked for. They were all so appreciative of the hard work
that she put in that they gave her a going away party when she went back to
school. This story was given in response to a question about how responsive she
was of the needs of others. Another
interviewee told of the time that he hit the game-winning RBI in the final game
of a softball tournament. He told the story in response to a question about
teamwork and did it in a way to show that all the members of the team had
contributed to the final outcome, even though he was the one that was carried
off the field by his teammates. He used it was an example to show how he valued
the bonding of the team and how each member was able to perform at a much higher
level than would have been possible individually. And
finally, another interviewee told the story of sinking the eight-foot putt for
victory on the first hole of sudden-death playoff in a golf tournament. He was
asked a question about his ability to handle pressure and he used the story to
show that he actually thrived on pressure and performed at his peak while under
pressure. Hero
stories play well in the minds of interviewers. We all love to hear a good story
and hero stories are often some of the best. Think about the times in your life
when you were the hero. And begin to weave your hero story (or stories) into
your interviewing answer repertoire.
The
Successful Vagabond Technique There
is a very simple key to successful interviewing which I learned from a couple
who successfully traveled around the world on a sailboat. While not requiring a
great deal of money for their journey (most of their needs were supplied by the
wind and the sea), they did occasionally have need for provisions. So when they
made a stopover in the port of a distant land, they would often seek short-term
work, usually just enough to replenish their supplies. To compound the
difficulty of this task, they were always foreigners in a foreign land, seeking
limited-term work, and asking at or above the local prevailing wage. Yet they
were always successful.
Every
company, whether in the U.S. or abroad, seeks confidence when considering hiring
new employees. If you lack it, you will be refused. If you show confidence, it
will cover for a multitude of shortcomings in other areas. Lack work experience?
Confidence will overcome. Confidence is the great counterbalancing factor for
entry level college grads. When
I am interviewing college students for entry level opportunities at my company,
one of the first things I look for is confidence. The confidence factor is one
of the most quickly recognized skills in the brief on-campus interview and one
of the most highly reliable predictors of future performance. So how do you gain this confidence? Through preparation. Knowing who you are and what you can do. And practicing. Over and over. Until you are not only confident in yourself, but also able to project that confidence to others. I must also be confident in your ability to do the work. Then, and only then, will I be willing to invest in you. Back to the List
If
even the thought of interviewing makes you nervous, it's important to get that
emotion under control. The interview is your opportunity to be at your best. If
you allow nervousness to control your presentation (or lack thereof), your image
may be forever shrouded in the cloud of nervousness that blocked the
interviewer's total view of who you are. Why
do we get nervous? Because of the unknown. We are seeking approval, but we are
unsure of ourselves and how we will be perceived. We are afraid we won't get
approval, which makes us nervous. And to compound the problem, our increasing
nervousness makes it even more difficult to gain that approval, thereby
compounding the basis for our fears. Uncontrolled, nervousness can destroy our
ability to effectively interview. But
it doesn't have to be that way. The next page has a simple technique that you
can apply to overcome your nervousness in any interviewing situation. It is a
technique that I personally use in overcoming my own nervousness, and it will
work equally well for you.
In
my public speaking, I am often confronted by crowds of hundreds and sometimes
even thousands. Do I get nervous? You bet. Every time. Is anyone aware of my
nervousness? Not unless they see me in the few minutes before I go on stage,
before I have successfully applied the Rowboat Technique. This simple technique
allows me to overcome my fears and successfully speak before thousands of people
I have never met before. And it will help you in meeting with and speaking to
people you have never met before in the interviewing situation. The
Rowboat Technique is a simple contraction of the abdomen in combination with
rhythmic breathing that will allow you to fully overcome your nervousness in any
situation. To understand how to use this technique, sit forward in a chair, arms
outstretched, as if you are grabbing oars in a rowboat. Take a deep breath, then
slowly pull back your arms and contract the abdominal muscle just below the rib
cage. As you continue to let out air, roll the contraction of the muscle
downward, just above your pelvic region, centering on your navel. Keep you
muscles tight until all of the air has been expelled. Count to three (don't
breathe in yet!), then inhale deeply. Repeat this simple process two or three
times and you will find that your body is completely relaxed.
So
how can this apply with interviewing? Obviously, you don't want to go through
all the visual animations in front of the interviewer, but you can still
effectively apply this technique. Simply take in a deep breath through your
nose, then contract your abdominal muscles in the "top to bottom roll"
discussed above as you slowly exhale through slightly parted lips. Hold it at
the bottom, take in a deep breath, and you are ready to go. If you are still
nervous, simply repeat the technique one or two more times. Even if you are not
nervous at the time, it is always a good idea to use this technique as you are
waiting to meet with your interviewer. During the interview, you can use it
while the interviewer is speaking to keep any potential nervousness in check. What
if you are overcome by nervousness while answering a question? Simply pause,
take a deep breath, exhale and contract, then continue. Your nervousness will be
noticeable to the interviewer (due to the pause in your answer), but the
five-second drill will also show that you are seeking to control your
nervousness. If you are able to successfully overcome, I will never hold that
pause against you. I will admire your self-control and the positive, proactive
action you took to put the interview back on a successful track. This
technique is virtually unnoticeable to anyone nearby. I make it a habit to apply
this technique several times before going on stage, whether I am feeling nervous
or not. You could be seated next to me and be completely unaware of what I am
doing. Yet I will effectively put away all my nervousness and prepare myself for
a dynamic presentation. You can do the same in preparation for your interview. Why
does it work? Very simply, the muscle contractions prevent the introduction of
chemical imbalances into your system that can cause nervousness. The deep
breathing helps to dissipate any chemicals that have already been released. It
forces the body to prepare physically for the upcoming task. The body begins to
focus on producing positive endorphins that will be needed for the anticipated
"rowing" ahead. And this exercise will give your mind the opportunity
to focus positively on the actual task of interviewing. You
can use this technique in a variety of circumstances in which you need to focus
your mind and body: overcoming anxiety, anger, fright, tension, nausea--even a
simple case of stomach butterflies. You can overcome interviewing nervousness,
and much more, just by using this simple technique. If you haven't already done
so, give it a try right now!
Ten
Tough Interview Questions And Ten Great Answers Mental
fear of the unknown is often what produces the physical symptoms of nervousness.
In addition to preparing yourself physically, you also need to prepare yourself
mentally. The best way to prepare mentally is to know what may be coming. Fear
of the unknown can only exist when there is an unknown. Take the time to
understand some of the "standards" when it comes to interviewing
questions. The
following are some of the most difficult questions you will face in the course
of your job interviews. Some questions may seem rather simple on the
surface--such as "Tell me about yourself"--but these questions can
have a variety of answers. The more open-ended the question, the wider the
variation in the answers. Once you have become practiced in your interviewing
skills, you will find that you can use almost any question as a launching pad
for a particular topic or compelling story. Others
are "classic" interview questions, such as, "What is your
greatest weakness?" Questions which most people answer inappropriately. In
this case, the standard textbook answer for the "greatest weakness"
question is to give a veiled positive--"I work too much. I just work and
work and work"--which ends up sending the wrong message. Either you are
lying or, worse yet, you are telling the truth, in which case you define working
too much as a weakness and really don't want to work much at all. Think about
it. The
following answers are provided to give you a new perspective on how to answer
tough interview questions. They are not there for you to lift from the page and
insert into your next interview. They are there for you to use as the basic
structure for formulating your own answers. While the specifics of each reply
may not apply to you, try to follow the basic structure of the answer from the
perspective of the interviewer. Answer the questions behaviorally, with specific
examples that show clear evidence backs up what you are saying about yourself.
Always provide information that shows you want to become the very best _____ for
the company and that you have specifically prepared yourself to become exactly
that. They want to be sold. They are waiting to be sold. Don't disappoint them! 1.
Tell me about yourself.
|
Because
I sincerely believe that I'm the best person for the job. I realize that
there are many other college students who have the ability to do this job. I
also have that ability. But I also bring an additional quality that makes me
the very best person for the job--my attitude for excellence. Not just
giving lip service to excellence, but putting every part of myself into
achieving it. In _____ and _____ I have consistently reached for becoming
the very best I can become by doing the following . . .