Learner
Therapist (48) …Power and Influence in Job Interviews (tools)
Torrey Orton
September 20, 2014
Interview Preparation Process
Your main
thought about interviews may be that 'they' have all the power ... and you have
none. If you feel powerless, you will act less convincing than you are; you
will be less influential than you need and want to be.
The purpose of preparation
is to increase your influence on the panel. In these notes you will find some
ways to build your influence.
So, what if …
• you aren't
comfortable telling others your strengths
• you think
you don't meet all the criteria
• the job
seems written for someone else
• your hands
get sweaty when you're nervous
• there are
questions you don't have a clear
answer for?
Remember that ....
• telling
about strengths doesn't have to be yelling
• you're
being interviewed because you meet the criteria
• nerves
aren't a sign of weakness; they're a sign of concern & interest
• dead certs
often end up just that ... without the job
• hiding your
uncertainty is difficult …it's easier to admit it and get on
with what you
do know.
********************************
For openers ...
what these notes are for:
One thing will
make your preparation weaker. That is treating the interview like 'business as
usual' because you may know some of the panel well. But it is not business as
usual. This is a special relationship for a short period of time. Treat it that
way.
Think of the
interview as a formal activity: you're 'dressing up for it; you're getting
anxious about it - so it must be different from normal. As a formal event,
different behaviour is appropriate - which you won't notice if you're in
'business as usual' mode.
The following
notes are designed to give you a thorough preparation for an interview - if you
work through them from start to finish. They can be recycled if you use
separate sheets to answer the questions and record other ideas and facts as you
go.
The notes attempt
to provide you with some alternative approaches to a variety of interview
problems. You may find some of the suggestions quite different from your normal
practice; give them a moment to see if they could fit for you.
For example, a
general principle here is that you not try to hide your real feelings, thoughts
and responses. Most interviewers will notice when you are doing this, though
they probably won't tell you directly. You'll notice that they notice by the
way they ask the next question, and so on.
So, many of the
strategies for managing the interview are designed to increase your influence
by being direct - including about weaknesses of many types!
*****************************
The
Job
The first step is
to bring the job interview to mind that you want to prepare for.
• what is the
name of the job?
• what
part(s) of the interview do you expect to be difficult? (the opening,
unexpected
questions
.... ? )
• are there
things you have trouble with generally in interviews, or similar public
situations?
(nerves, talking too fast, tongue-tied, muddled .... ?)
• who will be
the interviewers? are they difficult for you to deal with? do you have
personal
experience with them which may inhibit/enhance your performance?
• how
important is getting the job to you? does your immediate future depend on it?
Now you are ready
to set a few preparation goals for yourself, so ......
************************
Interview
Preparation Goals
Having done the
short analysis of the job, you can identify a number of factors which may be
critical to improving your performance in the interview. These will be the
focus of your preparation. They will be the cutting edge of your interview performance.
Having them in hand will increase your sense of power and capacity to
influence.
1- feeling
confident that you've done your 'homework' thoroughly;
2- having a
strategy for clarifying questions you're unsure of;
3- knowing
what you'll try to do when surprised; or,
4- having a
technique to give yourself thinking space.
It is best to have
quite specific goals like' knowing the 7 most critical questions I'm likely to
be asked' or 'building a strategy for managing the opening minutes of the interview:
what I want to say to them.'
General goals
like' being clear in answering questions' or 'feeling confident' won't actually
be achievable. That's why your self-assessment on page 2 is so important. So,
if you're having trouble setting specific goals now, go back there and make
some more specific statements about the interview. Then you can decide that your
principal preparation goals are:
1-
2-
3
-
******************************
Objectives
of Interviewing
Objectives of
the organization
|
Objectives of
the candidate
|
1) Make a choice
among options
2) Get the
'facts' about work skill,
experience,
aptitude from different sources
3) See if the candidate
will 'fit in'
4) Confirm
previous judgments
5) Discover new
approaches to work
6) Be seen to be
fair in the process
7) Find features
which will allow clear choice among relatively equal candidates
|
1)
Be the
one chosen!
2)
Present
'facts' about work skill, experience, aptitude from different sources
3)
Try to
look like you'll fit in to their way of doing things without faking it
4)
Confirm/disconfirm
judgments
5)
Appear
inventive
6)
Assure
fairness
7)
Present
self as special, distinctive
|
There may be some objectives which apply to you that don't appear above; add them.
You may want to
check which of these apply to your situation; where there are conflicts between
your objectives and the organization's, you may have trouble; this will be an
area where your interview preparation might focus.
An example is
objective #4 - 'Fitting in' - when you don't feel that you want to 'fit in'
exactly, and believe that the existing way of doing things is partly off the
rails. How to raise this? Can you get away with pretending that you 'fit in'??
***************************
A
Word on Power & Influence
Power is in the eye
of the beholder, so what's possible is a matter of assessing your capabilities
and the risks.
These notes are
about increasing your power in the interview. But being more powerful and
influential may require risks - doing some things you haven't done before. Some
things you should think of in calculating the risk of an action are:
·
What could you lose by getting it wrong?
·
Will the risk challenge the panel's authority,
self-esteem, etc. too much for them to bear or for you?
·
Can you
carry it off without a major increase in personal anxiety?
·
Would it
be suitable for you - that is, would it 'fit' your style, personality .... ?
Process power can
overcome role or expert power - being able to shift the direction of the
interview (see Strategies) or counter a shift from the panel helps you feel in
control. So, where can you
get power from; what are some influence levers you can pull??
Sources of your
power and influence may include:
1- How you appear: a rule for dress would
be to dress up one level from your normal workplace level; so if you don't wear
a tie, then do; if you wear a tie, but not a jacket, add the jacket; and so on.
2 - Body language - the way you move: think
of stepping straight forward at the first introduction, shaking hands cleanly
and firmly with all panel members; establishing eye-contact with the
hand-shake; how you sound: this includes the tone, rhythm, speed, volume;
3- Expertise - you know the job, the
techniques, the issues much better than managers do; that's why they want someone
else to do it! You have the qualifications and experience and attitude - they are looking for someone to do the job;
they want you (if you
can do the job).
4- Interest - your level of motivation for
the job: this should be evident in the overall way you present, and in explicit
statements of your interest ('I find this kind of work really exciting ... ')
or motivation ('This is exactly the position I'm looking for to expand my
experience and challenge my capacities ... ').
5 - Articulation - being clear, concise,
relevant: the ability to present relevant evidence at the right level and in
the n right language for the interviewers'; eg - using the right mix of detail
and generalities, of experience and hopes.
6- Intervention skill - gaining or
regaining control of the direction of the interview: being able to ask a
question or interrupt to clarify what's happening when you are confused (or
before you get confused, anxious, defensive, etc.). (see Strategies below)
7- Personal expectations - not being
desperate for the job: this leaves you free to be more experimental in your
approach (see Strategies).
8- Nerves - theirs and yours: to a degree
being anxious is a good thing; it keeps you focussed with high energy on the
business at hand. No anxiety is a sign of low interest or avoidance of the
challenges.
9 - Conflict-free discussion - they want
you to present well; it makes it easier for them; so they are on your side.
***************************
Six
Step Preparation
The most important
thing to do is thorough preparation. If you have done your homework, the interview will be manageable because you will know you are as
ready as you can be. Think of the
preparation as taking 10 to 20 times the length of the interview; it will to do
all six steps. And leaving any step(s) out will reduce your power and
influence.
1- Research the job:
• what are
the Critical Success Factors for it?
• what is its
future in the business unit?
• how does it
contribute to the business unit's results?
• has it been
done well before?
2 - Research the job context:
• who else is
in the contest for the job?
• what are
the key issues for the business unit?
• how does
the business unit fit into the organization's work
(Note: the major
expected questions for the interview should come from these two research
steps).
Do not just
read the job description; go talk to others concerned with the job, including other
prospective candidates and the panel; collect other publications, documents,
etc, which provide information on where the organization is heading .....
3 - Research the
decision-makers:
• what are
the real business needs of the interview panel? (they may not be in the job
description; for example, the real need for the short term may be someone who
can stand constant change).
• which of
them can you meet?
• are there
personal characteristics which must be managed?
• what are
the decision styles of the panel? do some handle details better, while others
handle the big picture more easily?
• are there
likely prejudices about your performance which you should challenge? (see
'Strategies')
4 - Research your
capacity to meet the requirements above - (some of which will be set out in the job
description) :
• what
evidence is there of your performance?
• what skills
can you draw on from outside the workplace?
• how will
you answer the difficult questions?
5 - Prepare interview
notes to take to the interview: these should be two pages of key points set out as
below (a sample page layout is found at the end of these notes on page 12).
• how you
will open the interview: the introduction and Opening statement
• the 7 or 8
critical questions you expect, (see Typical Questions, pg. 11)
• the
evidence for the critical questions
• your
critical questions for them
• your
sue-e-estions for how the job should be structured, shaped, etc.
• a Closing
statement highlighting your suitability for the job
6 - Rehearse your
strategies for managing your Entry, controlling the Action and making the Closure
- try them out if they are new; get someone to ask you the critical questions; tryout
your first words and moves.
********************************
Now, what are you
preparing for? What does a typical interview look like? What happens from
beginning to end? Here's a picture
of that process:
Interview
Process Framework
There are three
major stages in an interview: this is a way of thinking about the interview
process which may help preparation; some of the most important impressions are
made in the Entry and Close of interviews, when our interpersonal attitudes
become very apparent. These are special opportunities to influence the panel that
occur once only.
Other
opportunities to influence may occur repeatedly - that's why there are
different kinds of strategies: to do different things at different times in the
interview.
Your preparation
will be more effective if you decide on a few influence points which you really
want to improve (you should review them after each interview, as well).
Another way of
choosing key improvements for your interviewing is provided below.
Three Stages:
( ) Entry - warm-up (about 5-8% of the total time)
- entering
the room
- politeness,
introductions, panel members' status on the panel (representing who or what?).
- agenda
setting for the session: its structure, duration, roles of each panel member,
etc.
( ) Action
- the 'business' of the
interview (about 90% of the total time)
- key
questions from panel
- interviewee
questions to panel
- interviewee
statements/questions about special aspects, etc.
( ) Close - cool-down (about 2-5 % of the
total time)
- signal
close coming
- where to
from here
- goodbyes
Learning needs check:
A chance to review your interview effectiveness from another perspective.
• Order the three stages above from most [1] to least difficult [3) for you by numbering the items in the brackets provided.
• Then, order the steps within each stage from most to least difficult for you.
• Now, check these against the learning needs you have just written on page 3; change your learning needs if necessary.
****************************
Strategies
for increasing your power in the interview
A range of
strategies is available to increase your influence in the interview. Some are
presented relating to each of the three major stages of the interview.
1) - Network
- be seen to be talking to people involved in this job; talk to people you don't
normally talk to - for example, higher level managers than usual; or, managers
in sections which depend on this job's performance for some of their own output.
2) - Prepare:
(see six preparation steps) and especially, rehearse entry strategies which are
important and new to you!!
Entry
stage
• Opening words
and actions at introduction
- to shake
hands with the panel or not? (recommended that you do, even though you know
them)
- direct eye
contact with each member
- say their
name (and write them down on your preparation notes if you are likely to forget
- you can ask them for them again when you sit down, especially the unknown
person on the panel)
Note: after the
initial formalities, the panel chair should say something like:
"This
interview will run like this -
each of us will ask a few questions and then there will be space for you to
ask questions of yours, raise other issues not covered so far or make a
statement summarizing your points. This will take _ minutes
altogether."
If he/she fails to do so then you will want to
ask about these points in your opening statement. Otherwise the process will be
cloudy and your anxiety may increase.
• Opening
statement: this is something
strongly recommended. The purpose is to get you started talking from your point
of view and making an impression that you choose, not just a response to
their direction! Actually having an excuse to start talk yourself gets you into
action, makes you feel you have some initiative, gets the motor running.
Following are a number of approaches you could take in an opening statement.
As part of your
opening statement about how the interview is going to go, consider advising
that you will check out your understanding of their questions and responses to
your answers because you want to avoid misunderstanding (which you know is very
easy in these circumstances); so you may "jump in" at points (see
Action strategies below for an example of how to do this).
Or, you may want
to mention some factor(s) beyond your control which are likely to
influence your performance - such as the fact that all your children were sick last
night and you've only slept 2 hours.
Or, at least, you
may want to say how interested you are in this position and that you're
looking forward to the interview!
Action
stage
Each strategy is
presented with some possible words you could use to implement it. You certainly
won't find them all comfortable, so some rehearsal will be particularly
appropriate for these.
1) - Evidence:
how do you know they accept what you provided as evidence of the
case you are
making?
·
"
Some evidence for this is ....... does that sound to you like a relevant example?"
Note - an
area in which this may be important is with questions about things like "proven
ability to work as a member of a team".
2- Clarifying the question: when you don't
understand what they're getting at, like:
·
"
... .I'm not too clear what you're asking: could you say that in another way, or
give me an example of what you mean ... ?"
Or,
·
Restate
their question to them in slightly different words to test your understanding
of it.
3- Managing nerves: at the moment you are
feeling nervous, say so if it is obviously
going to get in the way; they will know it's happening anyway, so pretending it
isn't doesn't work; saying something like the following may help:
·
I’m a
bit nervous about this and one of the things I do when I'm nervous is
................. ; so it's nothing personal.
Note: this can be usefully included in an
Opening statement.
4- Distraction: when you've lost the plot
for a moment and can't find it.
•
"Sorry, I got sidetracked for a minute ..could you repeat that for me please
?"
5- Puzzlement at interviewer's expression:
you are distracted by one interviewer's non-verbal response to something you're
saying.
• "You
look a little surprised (shocked, put off, etc. ) by what I'm saying ...what's
striking you that way?"
6- Strengths and weaknesses: one of the
most difficult and unavoidable parts of every interview –
(a) How to
raise a question of weaknesses which may be seen to be the difference between
success and failure in this application??
• "I
think I have a couple of weaknesses: x and y; I am in the process of doing something to
reduce them - for example: ...... "
Note - this
can be used in an Opening statement when you have a potential weakness like a
quiet voice: invite the panel to signal non-verbally if they can't hear you clearly.
(b) How to
raise strengths which are competitively critical: that is, which are reasons
why you are the candidate of choice.
• "I
think there are a number of strengths I have which make me particularly suitable for
this position - for example: ........... "
7- Suggestions for how the job ought to be
done which go beyond the requirements of the job
description or advertisement; you should have a t least one of these .
• "
There's some other things I think are important for anyone doing this job; they're not
in the description, but.. ..... "
8- 'Jumping in ' - how to interrupt
a process or remark to suggest re-direction, ask for
clarification (see #2 above), etc.
•
"Excuse me a moment, but I would like to check out something you've just said before
you go on, namely, ....... "
9- Pre-empting - if you believe there is a
common perception of a weakness in your performance which is likely not to be
mentioned, but would be a major negative hidden influence on your chances, then
....... raise it yourself!
• " One
thing I'd like to raise is a weakness that people often say I've got
....... I do (don't) think this is true because ..... "
10- Pause speech - acknowledging your
surprise at a question -
• "I'm
not too sure about that: I'll have to give it some thought for a second ...
"
Note - this
is another way of giving yourself thinking space; your brain works at about three
times the speed of your mouth; so you can construct a hundred-word response in
the time it takes to say this.
11- Deflection - to another point in the
interview when you think one issue belongs with another; or one question links
to another for you.
• "Yes,
I'd like to talk about that in a few minutes in connection with .... "
12- Defending - Your legal rights in an
interview: certain questions may not be asked, for
instance: to do with your race, religion, nationality, age, unless there are special
reasons why these matter. Usually there are none!
This also
covers moments when you think you are about to be discriminated against because
of an unclear decision criterion. For example, if tertiary qualifications are "recommended"
or "desirable" and you don't have them (or not completely), then ask
precisely what the state of the requirement is; if they are unclear point out
that it leaves the door open to unfair treatment of those like yourself who
fall on the fuzzy boundary of
the requirement.
Close
stage
• Closing
statement: your chance to
wrap up the interview. The last (and first) things you
say and do will be the most memorable for the interviewers. Pick the three or four
most important arguments fur your selection to the position. These should
address the most critical selection criteria.
• Feedback
request - at the end of the
interview invite feedback on the results and your
performance from the panel; ask who you can contact to check out how you went if
you are unsuccessful. (The panel chair should tell you this anyway, but if they don't ...
then ask).
• Closing
strategy - how you will
leave the room - shake hands again, if you did on entry; thank
the panel for their time, etc.
***************************
Typical
Types of Questions
There is a range
of types of questions you can be expected to be asked. Some examples are
provided; you will need to adjust them to your own circumstances – and add
others that may be more appropriate. Strictly technical questions have been omitted.
You can create them yourself.
If not, maybe you
are applying for the wrong job.
They won't appear
in this order in the interview.
1 -Why do you
want this job?
2- What are
your principal strengths for this job?
3- What do
you think are the most critical tasks to be undertaken in the near future?
4- How would
you manage a difficult colleague or staff member in a situation like .... ?
5- If you could change one thing
about this job, what would it be?
6- Describe
one event where you failed to meet objectives and how you handled the failure.
7- Where do
you expect/want to be in 3 to 5 years, and what are you doing about getting
there?
*******************
Session Notes Proforma
Nb- these might
be set out on A4 sheets which can be carried taped in a folder that you lay
down in front of you at the start of the interview; tick off issues, questions,
and proposals as they occur.
Critical tasks
|
Strategic options
|
Option notes
|
Done?
y/n?
|
Quality?
1(lo) – 5(hi)
|
Entry Strategy
|
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Opening
Statement
|
||||
Expected questions from Panel (and 3 or 4 evidence dot points for
each)
|
||||
Questions you
want to ask
|
||||
Your suggestions
for extending the job or reshaping it.
|
||||
Closing
statement (3 or 4 highlights of your suitability for the job)
|
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Closing strategy
|
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