Guerrilla Marking for Job Hunters 2.0 Part 42

In order of importance, an employer will consider the following factors at a first interview: 1. Character2. Relevant accomplishments3. Drive4. Initiative5. Communication skills

Throughout the meeting, the interviewer will be determining whether you have what he needs, not only through your stories but also through your body language. Yes, body language.

THE SCIENCE OF BODY LANGUAGE

Sixty-five percent of all communication is nonverbal. There has been a lot of hullabaloo on the science of body language and its value in job interviews. What your gestures "say" about you could make a difference in your interview success. For example, are you lying when you tug at your ear or is your ear just itchy at the wrong time? A trained professional will know the difference. Your interviewer is probably not a trained professional, but many interviewers think they can read body language. I've read many of the books on the subject and few agree on what means what, so let me give you a quick primer on the subject. I promise this won't require a personality makeover.

Interviewing can make people nervous-on both sides of the desk. The interviewer has an hour or less to decide if she ever wants to see you again. Generally speaking, a blind date isn't this stressful. You want to put your best foot forward and appear to be the kind of person you really are, even when you're nervous: * Relax and be yourself. Just be more polite!* Offer a firm handshake. In the United States, 3 pumps up and down is sufficient.* Maintain eye contact when you're talking, but don't stare. Focus on the interviewer's nose if direct eye contact bothers you. Avoid looking down into your lap.* Sit facing the interviewer, not off to the side.* Lean slightly forward and look attentive. It indicates you're interested in what the person is saying.* Keep your hands out of your pockets and away from your face-especially your nose! Excessive gesticulation is distracting.* Keep your 2 feet planted squarely on the ground. Crossing your legs may be misinterpreted as a "defensive move" and that you have something to hide.

If you can remember these points, you're covered in the body language department. If you forget some of this advice, don't panic. Focus on the interview: the minutia is not as critical as many of these books would have you believe. Oh yes, I almost forgot, tell the truth and your body language won't give you away.

YOUR GUERRILLA INTERVIEW STRATEGY

Your mission: to impress interviewers so much they handcuff you to the desk for fear you'll escape. Don't laugh! It could happen.

Not that long ago, I was interviewing with a client who was particularly impressed with the candidate I'd recruited. It had been a long and difficult project because of the rare skill set we were looking for, but the interview was going as planned. At one point, the president became so excited he dragged his 4 vice presidents in to meet the candidate as well. The interview ran for 6 hours-well past the allotted time. We had to order in lunch for the 7 of us. In the end, we only let the candidate go home after he promised to review our offer with his wife that night and call us first thing in the morning. (Yes, he signed on.)

This candidate understood the number one guerrilla job-hunting tactic and how to use it. Unusual? Yes! Rare? No. Similar events have transpired many times during my 22 years of recruiting. Okay, never with handcuffs-but you get the idea.

Your Number One Tactic

Sell first. Buy later. Here's what I mean. No matter how much research you've done, no matter how eminently qualified you are, no matter how great the width of your smile, your first objective is to get them to like and want to hire you. In the beginning, it's not about you-it's about them. Your mission is to sell-sell-sell. Even if you've never sold a thing in your life, you can do this. Once they're sold on you-you get to buy while they sell-sell-sell. Let me explain.

Interviews have 3 distinct stages. During the first 2 stages, you sell. During the third, you turn the tables and make them sell you. Here's how the interview should unfold.

Stage 1: The Warm-Up

The warm-up general discussion is designed to get to know you. Let the interviewer lead. If he asks you the time-honored opening question, "Tell me about yourself," there's only one way to respond: "Where would you like me to begin? Where should I start?" By using this method, you subtly telegraph that your thoughts are well organized, and you want to understand the intent of the question. Be prepared to jump into your primary reason for being there. They have a need you can satisfy. Ply them with stories and a.n.a.logies but don't be overbearing.

They'll question you about the specifics of those jobs that interest them. The more time they spend on a subject, the more relevant it is to the position, so don't be too quick to move the discussion to your interests. You're not running the show, they are-for now.

Listen carefully to the interviewers and be direct. Bring your success stories forward. By focusing on results, you demonstrate how you can make them money, save them money, and so on. Ensure that you're answering their questions completely. Ask, "Is there anything else you'd like to know about this?" or "Does that answer your question?" to make sure that you have delivered the details they need. Ask questions that are on topic and in line with theirs. Ask for clarification if you don't understand a question or need more details.

Stage 2: Detailed Discussion of Qualifications

This stage involves an in-depth technical discussion of your key skills as they apply to the position. Demonstrate your current industry knowledge by talking about their business, market position, and any new products their compet.i.tors have rolled out.

Many interviewers don't know how to interview to get the information they need to make a hiring decision. Guerrilla, it's your responsibility to ensure they get it. To take the lead tactfully, ask some "how" questions that will steer the conversation toward the strengths you want to emphasize: * How has XYZ affected [insert pertinent area of company]?* How are you dealing with [insert pertinent topic]?* How do you think XYZ will affect the industry over the long term?

Be prepared to answer this question yourself and engage the interviewer in conversation. Prepare 3 "how" questions before you go. You don't have to agree with the interviewer's opinion but you do have to listen. Some interviewers will challenge you just to test the depth of your character. Have your facts ready and be prepared to drill down to the tactical level to explain the Who, What, Where, When, Why, and How of your major accomplishments. By discussing how they relate directly to the position, you demonstrate your ability to hit the ground running.

If the interviewer says something outrageous, bring the discussion back on track by saying, "That's interesting." Or "I hadn't thought of that," and then ask another question. Don't get into an argument.

I recently watched a candidate lose a job offer because he got into an argument with the president over a minor technical issue that wasn't even germane to the technology. In the ensuing moments, the candidate aptly demonstrated that he was not open to new ideas or anyone else's opinion. He answered the employer's biggest concern without being asked directly. They continued their search and hired someone else a month later.

Don't let that happen to you-even if you're right-you're wrong. By the way, the candidate was right, in terms of the technology discussed, but he approached the tete-a-tete as an absolute authority. In this case, my client wanted a leader, not a dictator. Not 15 minutes earlier, the candidate had been emphasizing his inclusive leadership style. The moral of the story: be ready to be tested.

Stage 3: Closing Discussion

Finally, after the interviewer has interrogated you and is satisfied that you're the real deal, he'll politely ask if you have any questions. He'll a.s.sume he's already answered them during the interview and won't expect any. This moment of truth separates the winners from the losers, so to speak. Asking the right questions will lead the employer to the inevitable conclusion that you're the right candidate.

TAKING CHARGE OF THE INTERVIEW

Your personal question period is an important event. It gives you a final opportunity to separate yourself from the pack. Here's where your copious research comes into play. When someone asks us deep, thoughtful questions, we think the person is smart and important, don't we? Think about this for a minute. You can turn this behavior into a strategy to create demand for you. If your interview didn't go very well or was only so-so, this is where you can make up ground and overtake your compet.i.tion. If it went as well as I expect it will, here's where you ensure that you you get the offer. get the offer.

Becoming Their Top Choice

By asking the right questions, you can learn the company's real weaknesses and map them to your accomplishments right in front of the interviewers. It's a curious thing, to watch employers start nodding their heads. When you see telltale side-to-side head movements, don't panic. It doesn't mean no. It means, "Yes." It signifies, "I can't believe this guy understands my problems." The interviewer is thinking, "I should have been selling this guy. Here he's been a.s.sessing me the whole time. I can't let this one get away!" Now watch the interviewer start to sell you and sell you hard. He's now handed control over to you. Once you are at this point, ask all your questions and carefully drill down on the answers.

Questions Designed to Separate You from the Pack * * Can you explain to me how your business philosophy has changed/evolved over the past 5 years? Can you explain to me how your business philosophy has changed/evolved over the past 5 years? How does this compare to your compet.i.tor "X"? Their answer tells you what the company values most. It will tell you whether the company is product or market driven and where its weaknesses lie. If the company hasn't changed in 5 years, it is either a runaway success or blind: either way, your opportunity to make a real impact could be minimal. How does this compare to your compet.i.tor "X"? Their answer tells you what the company values most. It will tell you whether the company is product or market driven and where its weaknesses lie. If the company hasn't changed in 5 years, it is either a runaway success or blind: either way, your opportunity to make a real impact could be minimal.* How does the company deal with the inherent conflicts between quality and the timely delivery of new products? How does the company deal with the inherent conflicts between quality and the timely delivery of new products? This tells you how realistic the company is and whether its alpha- and beta-testing processes are well run. It also gives you insight into how the different departments operate. Anything less than total co-operation between kingdoms is a recipe for disaster-everyone works on "Internet time" now. This tells you how realistic the company is and whether its alpha- and beta-testing processes are well run. It also gives you insight into how the different departments operate. Anything less than total co-operation between kingdoms is a recipe for disaster-everyone works on "Internet time" now.* What industries or outside influences affect the company's growth? What industries or outside influences affect the company's growth? This tells you how the company minimizes the downside and maximizes the upside. Many external influences can impact a company's success. A smart company will be able to recognize these external influences and leverage them. This tells you how the company minimizes the downside and maximizes the upside. Many external influences can impact a company's success. A smart company will be able to recognize these external influences and leverage them.* What are 5 major short- and long-range goals and objectives? What are 5 major short- and long-range goals and objectives? How are success and progress being measured? How is the company doing against these metrics? This defines the company's vision and underscores its grasp of the market. Do you think it is geared for the long run and has the financial muscle to accomplish its goals? Is the product/service really spectacular or just average? How can your experience help the company achieve its goals? How are success and progress being measured? How is the company doing against these metrics? This defines the company's vision and underscores its grasp of the market. Do you think it is geared for the long run and has the financial muscle to accomplish its goals? Is the product/service really spectacular or just average? How can your experience help the company achieve its goals?* From an overall effectiveness standpoint, what might improve or enhance the company's compet.i.tiveness? From an overall effectiveness standpoint, what might improve or enhance the company's compet.i.tiveness? This tells you whether the company knows its weaknesses; if it doesn't, it is headed for trouble. How do your strengths and interests play into this? Can you really contribute? This tells you whether the company knows its weaknesses; if it doesn't, it is headed for trouble. How do your strengths and interests play into this? Can you really contribute?* What are 2 or 3 characteristics that your company feels are unique to your company? What are 2 or 3 characteristics that your company feels are unique to your company? This tells you what kind of people the company attracts. This is a trick question: if the company hires no one but high-energy, motivated, positive people, it could be headed for trouble. A company needs people whose opinions conflict, especially on major issues like new markets or services. This tells you what kind of people the company attracts. This is a trick question: if the company hires no one but high-energy, motivated, positive people, it could be headed for trouble. A company needs people whose opinions conflict, especially on major issues like new markets or services.* What are the 3 main functional tasks of this position? What are the 3 main functional tasks of this position? This tells you about the core responsibilities of the position. You need to make certain you have the authority to complete your mandate. This tells you about the core responsibilities of the position. You need to make certain you have the authority to complete your mandate.* In what stage of the buying cycle is your product/service? In what stage of the buying cycle is your product/service? This tells you whether it's an early adaptor product/service or if it is seeing its sunset. Your ability to sell (if that's what you do) in a missionary role-to convert the nonbelievers-could be critical to the success of this company. If you like to build new products and play with state-of-the-art tools, a sunset firm will be dull and you'll soon be looking again. This tells you whether it's an early adaptor product/service or if it is seeing its sunset. Your ability to sell (if that's what you do) in a missionary role-to convert the nonbelievers-could be critical to the success of this company. If you like to build new products and play with state-of-the-art tools, a sunset firm will be dull and you'll soon be looking again.* What is your debt-to-equity ratio? What is your debt-to-equity ratio? If they are a public company, this information is available in the annual report. Odd question, you might think, but in reality any company with a debt-to-equity ratio more than 3:1 could experience difficulty raising cash to launch a new product, no matter how hot the market. The dotcom bust proved that. If they are a public company, this information is available in the annual report. Odd question, you might think, but in reality any company with a debt-to-equity ratio more than 3:1 could experience difficulty raising cash to launch a new product, no matter how hot the market. The dotcom bust proved that.

Like a good lawyer, you need to know the answers to these questions yourself. Your questions should lead the interviewer to focus on those areas that demonstrate your strengths.

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GUERRILLA MISSION.

The Killer Question Here's how to leverage every interview you're on and get 5 more interviews. Ask this question during your interview: "Ms. Smith, in my research I found the following compet.i.tors [name up to 5]. Can you please tell me what they're doing that keeps your executive team up at night?"

Why do you ask this? You're giving the interviewer the opportunity to brag first and then confess her concerns so that you:* Can a.s.sess how you can best help them achieve their goals.* You have the data points you need on their compet.i.tors to immediately turn approach them for a job as soon as you're finished with that interview.

Very guerrilla shocked? Look at it this way. Maybe they'll hire you. Maybe they won't. This is just a preliminary business meeting with no guarantees on either side, but the interviewer is definitely going to use everything you say to his or her advantage. You should do the same. If they confess their concerns with a compet.i.tor, why shouldn't you use that to your advantage? Get on the phone to the hiring managers at their competing firms and tell them, "I just came back from an interview at ABC Company and given what they told me about you and why you keep them up at night.... I think I'd rather work for you. Can we have coffee?"