Getting A First Management Job
From F. John Reh,
Your Guide to Management.
Stay up to date!
What You Need To Know And Do To Get That First Management Job.
Every manager has had a first management job somewhere in their career. Mine was supervising two other consultants on a proposal preparation team. Like most other jobs, though, no one wants to give you that first management job unless you have experience and you can't get experience if no one will give you a first job. Here's what you need to know and, more importantly, what you need to do to get that first management job.
Do Your Job Well
Nobody is going to put you in charge if you can't do your own job. The first step toward landing a management job is doing a good job at the job you have. You don't have to be the best, but you do have to be good. The best programmer in the company may not make a good Development Manager. He or she may prefer to write code instead of taking on the responsibilities of management. However, it's a safe bet that the Development Manager used to be a good programmer.
Do Your Homework
Find out what managers do. (See Management 101 for the basics.) Watch the managers in your organization and see what they do and how they do it. Read books on management and leadership (there are some good ones at Top Leadership Books) and learn what to do and what not to do. Ask questions of managers you know.
Develop People Skills
The single most important skill for any manager is the ability to manage people. Learn how people think, react, and function when faced with different outside forces. Develop respect for people, even those different from you. Learn how to work with people and then you can learn how to influence their behavior. Nobody will promote you to a management position if you can't manage people. Anyone who gets a management position and can't manage people is doomed to failure.
Show Initiative
Don't sit at you desk and wait for someone to hand you a management job. Demonstrate initiative. One key management skill is planning so volunteer to help your boss prepare the annual budget by collecting necessary information. Offer to help put together the estimate of what the new addition to the production line will cost. If your department has to send someone to the planning committee for the company picnic (or the employee relations committee, HR study group, etc.), volunteer for that assignment. (You will also learn valuable people management skills as discussed above.) Take on whatever you can without negatively impacting your performance of your main job.
Another great opportunity to learn and practice management skills, and put yourself in a better position for that first management job, is to volunteer at one of the local non-profit organizations whose cause you support. The skills and experience you gain from the volunteer work can help you land a first management job at work. The volunteer work also exposes you to others who may hire you, or recommend their boss hire you, into a first management job in different company.
Ask
Finally, if you want to be considered for a management position, ask for it. Don't wait for someone to come and offer it to you. Approach you boss and tell him or her you would like to follow their example and move into management. Ask them to keep you in mind the next time they need someone to head up a committee or lead a small team or something similar. That way they know you are interested and will keep an eye on you. When they see you can handle smaller things, they will start to delegate larger things, eventually leading to a supervisor or management position.
In larger organizations, the HR department maintains a list of open positions on the company intranet. Smaller companies may just post the list on the bulletin board. Keep an eye on the list. When you see an entry level management position on the list apply for it. If you have done your job well, done your homework and learned what managers do, developed people skills, and shown your boss your interest in management, your boss will probably support your application.
Tuesday, September 25, 2007
Monday, September 24, 2007
Brand Yourself
Hard work and luck alone aren't enough to create success. To rise out of the generic talent pool, you need to differentiate yourself. You need a recognizable, positive and relevant personal brand.
That's the position brand consultant Catherine Kaputa addresses in a new book called U R a Brand! How Smart People Brand Themselves for Business Success. Kaputa makes the case that personal branding is the key to success whether you are a first time job seeker or a C-level executive.
U R a Brand! is loaded with advice and tools that will help you develop your personal brand. Kaputa offers tips, tools, exercises, principles, and an array of real-life examples to enable you to realize your potential and increase your potential for success. You will learn how to create "brand you;" how to package yourself; how to find a winnable position that sets your brand apart; how your name identifies and defines you and how to boost business success through networking.
According to Kaputa, self-branding is about nailing the very thing that differentiates you and creates demand. Self-brand strategies she recommends include:
1. Be the first.
2. Be the leader.
3. Take the anti-leader position.
4. Own an attribute.
5. Use a magic ingredient or invent a new process.
6. Be the expert.
7. Be preferred.
8. Set a high price tag.
9. Use your special heritage.
10. Own a cause.
That's the position brand consultant Catherine Kaputa addresses in a new book called U R a Brand! How Smart People Brand Themselves for Business Success. Kaputa makes the case that personal branding is the key to success whether you are a first time job seeker or a C-level executive.
U R a Brand! is loaded with advice and tools that will help you develop your personal brand. Kaputa offers tips, tools, exercises, principles, and an array of real-life examples to enable you to realize your potential and increase your potential for success. You will learn how to create "brand you;" how to package yourself; how to find a winnable position that sets your brand apart; how your name identifies and defines you and how to boost business success through networking.
According to Kaputa, self-branding is about nailing the very thing that differentiates you and creates demand. Self-brand strategies she recommends include:
1. Be the first.
2. Be the leader.
3. Take the anti-leader position.
4. Own an attribute.
5. Use a magic ingredient or invent a new process.
6. Be the expert.
7. Be preferred.
8. Set a high price tag.
9. Use your special heritage.
10. Own a cause.
Wednesday, September 19, 2007
Top Rated Resumes
Top Rated Resumes
Top-Rated Resumes For Savvy Executive Job Seekers
Is there a better and smarter way to get top jobs? Absolutely. As employers get hundreds or thousands of resumes on a daily basis (especially in response to online ads), an executive with the strongest, most convincing message has a strategic market advantage.
The question is; how can you position yourself as a winning candidate companies want to hire? Here are 3 proven resume strategies to help you stay ahead of the rest:
1. AVOID COOKIE-CUTTER FORMATS - Most resumes look predictable and accomplish nothing more than make excellent candidates look mainstream. If you want to stand out and get ahead, don’t follow the masses. The format of your resume should be refreshing and personalized, never canned.
* TIP: Don’t use textbook resume templates, as they may make you appear typical and mediocre. Focus on making your career fit your resume, not your resume fit your career.
2. PROMOTE YOUR KEY STRENGTHS - Any executive has a decent list of achievements to show for. It’s expected at your level. However, few senior-level applicants effectively summarize their unique benefits and potential advantages. Most executive resumes prove the same point again and again, thus diluting candidates’ value.
* TIP: The effectiveness of your resume is determined by a clear synopsis of what you know and offer than by what you were challenged with by previous employers. Fast-forward your message and focus on what companies can gain from having you on board.
3. LOOK LIKE THE RIGHT FIT – Today’s employers are more selective and risk-averse. They want to be reasonably assured that you are not only qualified but actually well-positioned to join their team. The best ways to initially capture their attention is to highlight your understanding of current industry issues and convey what makes you a dynamic contemporary leader.
* TIP: Aim to look suitable not just experienced. Write your resume in the proposal style that shows why what you have to offer is better and more desirable than what is offered by other qualified candidates.
Executive resume writing is an art. You must carefully plan out your thoughts to grab the interest of the reader, and your document must surpass all the others being considered for a specific position. There is no difference between a television commercial and your resume…. both say: Buy me - I am the very best! Show your innovation and talent in driving change to improve the organization throughout the entire resume. Let yourself go! Toot your horn; no one else will do it for you! I know this is a tough mission considering there is so much competition in the marketplace, but it can be achieved.
Questions that my Clients Ask
1. How important is it to list challenges in the professional experience section?
* These challenges showcase your innovation and problem-solving abilities and tell the reader the type of situations you inherited.
2. How far back should I go pertaining to my work experience?
* Your potential employer is not interested in what you did 20 or 25 years ago. I usually tell my clients to go back around 12 years. You can condense your other experience in a small paragraph using the heading: PRIOR EXPERIENCE.
3. How important is the introduction?
* It is key that you demonstrate you are a leader in your field. How do you accomplish this? First you must develop a powerful introduction at the top of your resume with a lot of punch that will position you in the forefront of the competition. If you look at job descriptions on the Internet, the requirements usually go like this: We are looking for a CFO with experience in a specific industry. Use this information for your first line on your introduction. Continue by conveying to an organization why they should hire you versus the competition.
4. Why should I list three accomplishments after my introduction?
* By doing so, you are giving your executive introduction credibility. Simply list three dynamic accomplishments to back up your introduction and bullet each accomplishment.
5. What is the importance of key words?
* Specific key words tell reader that you have the skills to take on a specific position.
6. Should I list dates of my college graduation if it was in the 1970’s or early 1980’s?
* In my opinion, anything that ages you is a negative, so I usually tell my clients to only document graduation dates that go back 10 to 15 years.
7. Should I list my technology skills?
* Certainly if you are a CFO, CIO, or COO.
Top-Rated Resumes For Savvy Executive Job Seekers
Is there a better and smarter way to get top jobs? Absolutely. As employers get hundreds or thousands of resumes on a daily basis (especially in response to online ads), an executive with the strongest, most convincing message has a strategic market advantage.
The question is; how can you position yourself as a winning candidate companies want to hire? Here are 3 proven resume strategies to help you stay ahead of the rest:
1. AVOID COOKIE-CUTTER FORMATS - Most resumes look predictable and accomplish nothing more than make excellent candidates look mainstream. If you want to stand out and get ahead, don’t follow the masses. The format of your resume should be refreshing and personalized, never canned.
* TIP: Don’t use textbook resume templates, as they may make you appear typical and mediocre. Focus on making your career fit your resume, not your resume fit your career.
2. PROMOTE YOUR KEY STRENGTHS - Any executive has a decent list of achievements to show for. It’s expected at your level. However, few senior-level applicants effectively summarize their unique benefits and potential advantages. Most executive resumes prove the same point again and again, thus diluting candidates’ value.
* TIP: The effectiveness of your resume is determined by a clear synopsis of what you know and offer than by what you were challenged with by previous employers. Fast-forward your message and focus on what companies can gain from having you on board.
3. LOOK LIKE THE RIGHT FIT – Today’s employers are more selective and risk-averse. They want to be reasonably assured that you are not only qualified but actually well-positioned to join their team. The best ways to initially capture their attention is to highlight your understanding of current industry issues and convey what makes you a dynamic contemporary leader.
* TIP: Aim to look suitable not just experienced. Write your resume in the proposal style that shows why what you have to offer is better and more desirable than what is offered by other qualified candidates.
Executive resume writing is an art. You must carefully plan out your thoughts to grab the interest of the reader, and your document must surpass all the others being considered for a specific position. There is no difference between a television commercial and your resume…. both say: Buy me - I am the very best! Show your innovation and talent in driving change to improve the organization throughout the entire resume. Let yourself go! Toot your horn; no one else will do it for you! I know this is a tough mission considering there is so much competition in the marketplace, but it can be achieved.
Questions that my Clients Ask
1. How important is it to list challenges in the professional experience section?
* These challenges showcase your innovation and problem-solving abilities and tell the reader the type of situations you inherited.
2. How far back should I go pertaining to my work experience?
* Your potential employer is not interested in what you did 20 or 25 years ago. I usually tell my clients to go back around 12 years. You can condense your other experience in a small paragraph using the heading: PRIOR EXPERIENCE.
3. How important is the introduction?
* It is key that you demonstrate you are a leader in your field. How do you accomplish this? First you must develop a powerful introduction at the top of your resume with a lot of punch that will position you in the forefront of the competition. If you look at job descriptions on the Internet, the requirements usually go like this: We are looking for a CFO with experience in a specific industry. Use this information for your first line on your introduction. Continue by conveying to an organization why they should hire you versus the competition.
4. Why should I list three accomplishments after my introduction?
* By doing so, you are giving your executive introduction credibility. Simply list three dynamic accomplishments to back up your introduction and bullet each accomplishment.
5. What is the importance of key words?
* Specific key words tell reader that you have the skills to take on a specific position.
6. Should I list dates of my college graduation if it was in the 1970’s or early 1980’s?
* In my opinion, anything that ages you is a negative, so I usually tell my clients to only document graduation dates that go back 10 to 15 years.
7. Should I list my technology skills?
* Certainly if you are a CFO, CIO, or COO.
The Art of Influencing Up
The best ideas don't matter if no one pays attention. Here's how you can improve the odds of your boss taking your suggestions
by Marshall Goldsmith
"Great wisdom not applied to action and behavior is meaningless data."—Peter Drucker
Knowledge workers are people who know more about what they are doing than their boss does. My guess is that you, like most of my readers, are a knowledge worker. Many knowledge workers (especially those with technical backgrounds) have years of education and experience that enable them to come up with great ideas.
Yet this same group has almost no training in how to "influence up" and ensure that their great ideas actually get accepted. Great ideas that are never implemented don't make much of an impact on the organization.
The guidelines listed below are intended to help you do a better job of influencing your upper management. They won't always ensure your success, but they will definitely improve your odds!
•Take responsibility. Think like a salesperson—not a technician.
In many ways, influencing up is similar to selling products or services to external customers. They don't have to buy—you have to sell!
Any good salesperson takes responsibility for achieving results. No one is impressed with salespeople who blame their customers for not buying their products. When making your pitch, treat upper managers like great salespeople treat their customers.
While the importance of taking responsibility may seem obvious in external sales, an amazing number of people in large corporations spend countless hours blaming management for not buying their ideas, as opposed to blaming themselves for not selling those ideas. If more time were spent on developing our ability to present ideas and less on blaming management, a lot more might get accomplished.
•Focus on the big picture—not just what's in it for you.
An effective salesperson would never say to a customer: "You need to buy this product, because if you don't, I won't achieve my objectives!"
Effective salespeople relate to the needs of the buyers. They don't expect buyers to relate to their needs. In the same way, effective "upward influencers" relate to the larger needs of the organization, not just to the needs of their unit or team.
When influencing up, focus on the impact of the decision on the overall corporation. In most cases, the needs of the unit and the needs of the corporation are directly connected. In some cases, this connection isn't so obvious. Don't assume that executives will automatically make the connection between the benefit to your unit and significant, positive impact for the larger corporation.
•Strive to win the big battles. Don't waste your energy and psychological capital on trivial points.
An executive's time is very limited. Do a thorough analysis of your ideas before challenging the system. Don't waste time on issues that will only have a negligible impact on results. Focus on issues that will make a real difference. Be willing to lose on small points.
Be especially sensitive to the need to win trivial, nonbusiness arguments on things like restaurants, sports teams, or cars. People become more annoyed with us for having to be "right" on trivia than our need to be right on important business points. You are paid to do what makes a difference and to win on important issues. You are not paid to win arguments on the relative quality of athletic teams.
•Present a realistic cost-benefit analysis of your ideas. Don't just sell benefits.
Every organization has limited resources, time, and energy. The acceptance of your idea may well mean the rejection of another idea that someone else believes is wonderful. Be prepared to have a realistic discussion of the costs of your idea. Acknowledge the fact that someone else's cause may have to be sacrificed in order to have your plan implemented.
By getting ready for a realistic discussion of costs, you can prepare for objections to your idea before they occur. You can acknowledge the sacrifice that someone else may have to make and point out how the benefits of your plan outweigh the costs.
•Realize that your upper managers are just as "human" as you are. Don't say, "I am amazed that someone at this level…"
It is realistic to expect upper managers to be competent; it is unrealistic to expect them to be better than normal humans. Is there anything in the history of the human species indicating that when people achieve high levels of status, power, and money they become instantly wise and logical (or even sane)?
How many times have we thought: "I would assume someone at this level…" followed by "should know what is happening," "should be more logical," "wouldn't make that kind of mistake," or "would never engage in such inappropriate behavior"?
Even the best of leaders are human. We all make mistakes. When your managers make mistakes, focus more on helping them than on judging them.
•Make a positive difference. Don't just try to "win" or "be right."
We can easily become more focused on what others are doing wrong than on how we can make things better. An important guideline in influencing up is to always remember your goal—to make a positive difference for the organization.
Corporations are different from academic institutions. In a university the goal may be sharing ideas, not having an impact on the world. In faculty meetings, hours of acrimonious debate on obscure topics can be perfectly normal.
In a corporation, sharing ideas without having an impact is worse than useless. It is a waste of the stockholders' money and a distraction from serving customers.
When I was interviewed in the Harvard Business Review, I was asked: "What is the most common area for improvement for the leaders that you meet?" My answer was "winning too much."
Focus on making a difference. The more other people can "be right" or "win" with your idea, the more likely your idea is to be successfully executed.
In summary, think of the years that you have spent perfecting your craft. Think of all of the knowledge that you have accumulated. Think about how your knowledge can potentially benefit your organization.
How much energy have you invested in acquiring all of this knowledge? How much energy have you invested in learning to present this knowledge so that you can make a real difference? My hope is that by making a small investment in learning how to influence up, you can make a large, positive difference for the future of your organization—and the future of your career.
For greater detail see, "Effectively Influencing Up"in Leading Organizational Learning, Goldsmith, Morgan and Ogg eds., Jossey-Bass, 2004.
by Marshall Goldsmith
"Great wisdom not applied to action and behavior is meaningless data."—Peter Drucker
Knowledge workers are people who know more about what they are doing than their boss does. My guess is that you, like most of my readers, are a knowledge worker. Many knowledge workers (especially those with technical backgrounds) have years of education and experience that enable them to come up with great ideas.
Yet this same group has almost no training in how to "influence up" and ensure that their great ideas actually get accepted. Great ideas that are never implemented don't make much of an impact on the organization.
The guidelines listed below are intended to help you do a better job of influencing your upper management. They won't always ensure your success, but they will definitely improve your odds!
•Take responsibility. Think like a salesperson—not a technician.
In many ways, influencing up is similar to selling products or services to external customers. They don't have to buy—you have to sell!
Any good salesperson takes responsibility for achieving results. No one is impressed with salespeople who blame their customers for not buying their products. When making your pitch, treat upper managers like great salespeople treat their customers.
While the importance of taking responsibility may seem obvious in external sales, an amazing number of people in large corporations spend countless hours blaming management for not buying their ideas, as opposed to blaming themselves for not selling those ideas. If more time were spent on developing our ability to present ideas and less on blaming management, a lot more might get accomplished.
•Focus on the big picture—not just what's in it for you.
An effective salesperson would never say to a customer: "You need to buy this product, because if you don't, I won't achieve my objectives!"
Effective salespeople relate to the needs of the buyers. They don't expect buyers to relate to their needs. In the same way, effective "upward influencers" relate to the larger needs of the organization, not just to the needs of their unit or team.
When influencing up, focus on the impact of the decision on the overall corporation. In most cases, the needs of the unit and the needs of the corporation are directly connected. In some cases, this connection isn't so obvious. Don't assume that executives will automatically make the connection between the benefit to your unit and significant, positive impact for the larger corporation.
•Strive to win the big battles. Don't waste your energy and psychological capital on trivial points.
An executive's time is very limited. Do a thorough analysis of your ideas before challenging the system. Don't waste time on issues that will only have a negligible impact on results. Focus on issues that will make a real difference. Be willing to lose on small points.
Be especially sensitive to the need to win trivial, nonbusiness arguments on things like restaurants, sports teams, or cars. People become more annoyed with us for having to be "right" on trivia than our need to be right on important business points. You are paid to do what makes a difference and to win on important issues. You are not paid to win arguments on the relative quality of athletic teams.
•Present a realistic cost-benefit analysis of your ideas. Don't just sell benefits.
Every organization has limited resources, time, and energy. The acceptance of your idea may well mean the rejection of another idea that someone else believes is wonderful. Be prepared to have a realistic discussion of the costs of your idea. Acknowledge the fact that someone else's cause may have to be sacrificed in order to have your plan implemented.
By getting ready for a realistic discussion of costs, you can prepare for objections to your idea before they occur. You can acknowledge the sacrifice that someone else may have to make and point out how the benefits of your plan outweigh the costs.
•Realize that your upper managers are just as "human" as you are. Don't say, "I am amazed that someone at this level…"
It is realistic to expect upper managers to be competent; it is unrealistic to expect them to be better than normal humans. Is there anything in the history of the human species indicating that when people achieve high levels of status, power, and money they become instantly wise and logical (or even sane)?
How many times have we thought: "I would assume someone at this level…" followed by "should know what is happening," "should be more logical," "wouldn't make that kind of mistake," or "would never engage in such inappropriate behavior"?
Even the best of leaders are human. We all make mistakes. When your managers make mistakes, focus more on helping them than on judging them.
•Make a positive difference. Don't just try to "win" or "be right."
We can easily become more focused on what others are doing wrong than on how we can make things better. An important guideline in influencing up is to always remember your goal—to make a positive difference for the organization.
Corporations are different from academic institutions. In a university the goal may be sharing ideas, not having an impact on the world. In faculty meetings, hours of acrimonious debate on obscure topics can be perfectly normal.
In a corporation, sharing ideas without having an impact is worse than useless. It is a waste of the stockholders' money and a distraction from serving customers.
When I was interviewed in the Harvard Business Review, I was asked: "What is the most common area for improvement for the leaders that you meet?" My answer was "winning too much."
Focus on making a difference. The more other people can "be right" or "win" with your idea, the more likely your idea is to be successfully executed.
In summary, think of the years that you have spent perfecting your craft. Think of all of the knowledge that you have accumulated. Think about how your knowledge can potentially benefit your organization.
How much energy have you invested in acquiring all of this knowledge? How much energy have you invested in learning to present this knowledge so that you can make a real difference? My hope is that by making a small investment in learning how to influence up, you can make a large, positive difference for the future of your organization—and the future of your career.
For greater detail see, "Effectively Influencing Up"in Leading Organizational Learning, Goldsmith, Morgan and Ogg eds., Jossey-Bass, 2004.
10 Questions to ask in an interview
10 Questions to ask in an interview
Just like you will be fielding questions from your interviewer, it is best to ask a few of your own. It shows that you are genuinely interested in working there, and that you have some concerns of your own. It also shows that you feel relatively certain that this is the place for you.
Asking the right questions to your prospective employer will show him or her that you are serious in you efforts to work for their company, and that you are an organized individual. You should steer clear of asking any personal questions or any questions that are not directly job related. Here are some questions that you should ask your prospective employer:
1) Why is this position available right now?
2) How many times has this position been filled in the past 5 years?
3) What should the new person do differently from the last person?
4) What would you most like to see done in the next 6 months?
5) What are the most difficult problems that this jobs entails?
6) How much freedom do I have in the decision making process?
7) What are my options for advancement?
8) How has this company succeeded in the past?
9) What changes do you envision in near future for this company?
10) What do you think constitutes success in this job?
Just like you will be fielding questions from your interviewer, it is best to ask a few of your own. It shows that you are genuinely interested in working there, and that you have some concerns of your own. It also shows that you feel relatively certain that this is the place for you.
Asking the right questions to your prospective employer will show him or her that you are serious in you efforts to work for their company, and that you are an organized individual. You should steer clear of asking any personal questions or any questions that are not directly job related. Here are some questions that you should ask your prospective employer:
1) Why is this position available right now?
2) How many times has this position been filled in the past 5 years?
3) What should the new person do differently from the last person?
4) What would you most like to see done in the next 6 months?
5) What are the most difficult problems that this jobs entails?
6) How much freedom do I have in the decision making process?
7) What are my options for advancement?
8) How has this company succeeded in the past?
9) What changes do you envision in near future for this company?
10) What do you think constitutes success in this job?
Ten Tips on Preparing for a Job Interview
Ten Tips on Preparing for a Job Interview
Your hard work sending out all those cover letters and résumés has finally paid off — you’ve been called in for a face-to-face job interview. Congratulations! But now is not the time to sit back and think about how you’re going to spend your new salary; you’ve got a lot of work to do. The better prepared you are beforehand, the better your chances are of walking out of the interview with a confident smile on your face that says, “I think I got the job!”
Keep in mind that in the competitive business world, there are sure to be dozens of other highly qualified candidates going after your job. It’s important to make yourself stand out as someone special. Now is the time to practice exactly how you will sell yourself to a prospective employer during that crucial first meeting.
Here are 10 important tips to help your next interview lead to your next job:
1. Do your homework. Research the company beforehand so that you can showcase that knowledge during the interview. This will boost your credibility with the interviewer and will help you to formulate intelligent questions to ask him or her.
2. Know where you’re going. Make sure to find out where the office is and how to get there. Do you know how long the trip will take? Do you have the name and phone number of the person you’ll be meeting with? Do you know how easy it is to park? Save yourself time and unnecessary stress by knowing these things before heading to the interview.
3. Look the part. Your clothing should be neat, pressed, and professional looking. As it can be difficult to know the culture of the office environment beforehand, err on the side of conservative. Even if everyone’s wearing jeans when you arrive, you’re still probably better off having shown up in a suit. However, don’t be afraid to inject some personality into your look, and don’t neglect the details. Make sure to have a fresh haircut and clean, manicured nails.
4. Rehearse beforehand. Prior to your interview, prepare answers to common questions the interviewer is likely to ask, such as What are your strengths and weaknesses? Why do you want to work here? Why should we hire you? and the ever popular Tell me about yourself. Conduct a mock interview with a trusted friend as practice.
5. Secure your references. Find at least three key people — former supervisors, colleagues, or instructors — who are willing to serve as your professional references. Be sure to secure their permission beforehand, and be certain that they will speak highly of you if contacted by a potential employer.
6. Arrive early. Be sure to arrive at least 15 minutes before the interview. Visit the restroom and check your appearance in the mirror. Announce yourself to the receptionist to let him or her know that you have arrived and that you have an appointment. Turn your cell phone off so it doesn’t ring during your meeting.
7. Bring necessary documentation. Make a checklist of documents that you will need for the interview, and make sure that you have them in your briefcase before leaving home. These documents may include extra copies of your résumé, a passport, driver’s license, Social Security card, or portfolio of writing samples or other professional work. If you are a recent graduate, you should also bring along your college transcripts.
8. Sell yourself. The interview is your chance to shine, so now is not the time to be humble. Develop a 25-second sales pitch that sings your praises. In business this is called an “elevator speech,” a compelling overview of why you? that can be recited in the time it takes to ride the elevator. It should include your strengths, your abilities, and what sets you uniquely apart from other applicants.
9. Don’t neglect to ask questions. Based on your earlier research, ask how the responsibilities of the open position relate to the company’s goals and plans for the future. Interviewers are often favorably impressed by candidates who show that they are knowledgeable about the organization.
10. Follow up. After the interview, don’t forget to send a handwritten note or friendly email thanking the interviewer for his or her time and consideration, as well as restating your interest and commitment to the position. If you don’t hear anything after one week, call to politely inquire when they will be making a final decision.
Your hard work sending out all those cover letters and résumés has finally paid off — you’ve been called in for a face-to-face job interview. Congratulations! But now is not the time to sit back and think about how you’re going to spend your new salary; you’ve got a lot of work to do. The better prepared you are beforehand, the better your chances are of walking out of the interview with a confident smile on your face that says, “I think I got the job!”
Keep in mind that in the competitive business world, there are sure to be dozens of other highly qualified candidates going after your job. It’s important to make yourself stand out as someone special. Now is the time to practice exactly how you will sell yourself to a prospective employer during that crucial first meeting.
Here are 10 important tips to help your next interview lead to your next job:
1. Do your homework. Research the company beforehand so that you can showcase that knowledge during the interview. This will boost your credibility with the interviewer and will help you to formulate intelligent questions to ask him or her.
2. Know where you’re going. Make sure to find out where the office is and how to get there. Do you know how long the trip will take? Do you have the name and phone number of the person you’ll be meeting with? Do you know how easy it is to park? Save yourself time and unnecessary stress by knowing these things before heading to the interview.
3. Look the part. Your clothing should be neat, pressed, and professional looking. As it can be difficult to know the culture of the office environment beforehand, err on the side of conservative. Even if everyone’s wearing jeans when you arrive, you’re still probably better off having shown up in a suit. However, don’t be afraid to inject some personality into your look, and don’t neglect the details. Make sure to have a fresh haircut and clean, manicured nails.
4. Rehearse beforehand. Prior to your interview, prepare answers to common questions the interviewer is likely to ask, such as What are your strengths and weaknesses? Why do you want to work here? Why should we hire you? and the ever popular Tell me about yourself. Conduct a mock interview with a trusted friend as practice.
5. Secure your references. Find at least three key people — former supervisors, colleagues, or instructors — who are willing to serve as your professional references. Be sure to secure their permission beforehand, and be certain that they will speak highly of you if contacted by a potential employer.
6. Arrive early. Be sure to arrive at least 15 minutes before the interview. Visit the restroom and check your appearance in the mirror. Announce yourself to the receptionist to let him or her know that you have arrived and that you have an appointment. Turn your cell phone off so it doesn’t ring during your meeting.
7. Bring necessary documentation. Make a checklist of documents that you will need for the interview, and make sure that you have them in your briefcase before leaving home. These documents may include extra copies of your résumé, a passport, driver’s license, Social Security card, or portfolio of writing samples or other professional work. If you are a recent graduate, you should also bring along your college transcripts.
8. Sell yourself. The interview is your chance to shine, so now is not the time to be humble. Develop a 25-second sales pitch that sings your praises. In business this is called an “elevator speech,” a compelling overview of why you? that can be recited in the time it takes to ride the elevator. It should include your strengths, your abilities, and what sets you uniquely apart from other applicants.
9. Don’t neglect to ask questions. Based on your earlier research, ask how the responsibilities of the open position relate to the company’s goals and plans for the future. Interviewers are often favorably impressed by candidates who show that they are knowledgeable about the organization.
10. Follow up. After the interview, don’t forget to send a handwritten note or friendly email thanking the interviewer for his or her time and consideration, as well as restating your interest and commitment to the position. If you don’t hear anything after one week, call to politely inquire when they will be making a final decision.
Palm to Palm
Palm to Palm
Tips for Going Palm on Palm
National Handshake Day provides a chance to examine one of the most overlooked aspects of business. Here's how to improve your move
Forget about putting your best foot forward. In the professional world, it's all about the handshake. While it may seem like nothing more than a fleeting formality, locking palms is serious business.
Studies show that the mere act of shaking hands makes people twice as likely to remember you, and with just a few quick pumps, you can say a lot about yourself: Too much oomph, and you appear domineering. Come on too soft, and exude incompetence. Fret too much, and you're headed for a clammy clasp that'll send your fellow shaker into instant recoil.
But the right shake, on the other hand, can convey openness, respect, confidence, and vitality. "It says 'I'm a person of substance, I'm to be taken seriously,'" says Marjorie Brody, author of several books on business etiquette and professionalism, including the recently released Help! Was That a Career Limiting Move?
PREPARE YOUR PAW. In her 25 years as an executive coach, speaker, and author, Brody has learned to appreciate the gesture's importance. "The handshake is the official business greeting," says the founder and CEO of Philadelphia-based Brody Communications. "It's absolutely your chance to make a first impression, and most of us just don't think about it."
That's why Brody Communications recently applied with Chase's Calendar of Events -- a directory of more than 12,000 special days, weeks, and months, established in 1957 and published by McGraw-Hill (MHP ) -- to get some recognition for a good grip. So mark your calendars and prepare your paw, because from now on, June 28 is officially National Handshake Day.
To ring in this new, unlikeliest of special days, BusinessWeek Online asked some top experts for their take on one of the most overlooked aspects of business.
Technique
Like anything, proper technique will take you a long way. To launch a metacarpal encounter, Brody advises that you wait until you're about three feet away from the target before you extend your right arm -- at a slight angle across your chest and with your thumb up. Once you've made contact, lock hands, thumb joint to thumb joint, and commence pumping. But don't get carried away. You've got time for two, maybe three well-executed pumps before you should disengage.
Peter Post, great-grandson of the legendary matron of manners, Emily Post, and director of the Emily Post Institute, says the most important thing is to carefully moderate your squeeze. "A bone-crusher is not good, and a limp, dead fish is just awful," he says. "But a firm handshake is great."
Women
In modern U.S. culture, be it in a business or social situation, Post says everyone needs to be shaking -- men and men, women and men, and women and women. "This idea that somehow women don't have to shake hands or shouldn't shake hands is for the birds," says Post, who writes a syndicated weekly newspaper column, Etiquette at Work.
But, even in the 21st century, getting palmy with a member of the opposite sex gives some men the shakes. That's because, once upon a time, a gentleman wouldn't make a move for a woman's hand unless she offered it first. Though that's not proper protocol anymore, many men mistakenly stick to this bygone tradition, which can make for an awkward first encounter, Brody says.
Her advice: "Women, automatically get your hand out there because so many men will wait for you."
Confusion also still lingers regarding the appropriate cross-gender grip. Brody says under no circumstances should a man "tone down" his shake, and, for that matter, neither should a woman: "It's not the bent wrist, it's not 'grab me at the fingers,' it's not 'kiss my ring,'" Brody says. Instead, she advises, both men and women can avoid appearing condescending, domineering, wimpy, or whiny by cultivating a single, solid, universal clasp.
Frills
Of course, the secret to a satisfying shake isn't all in the hands. Post says the whole purpose of this culturally-condoned extremity embrace is to set people at ease and help establish a relationship. "A good handshake is a handshake that makes a person feel welcome and appreciated," he says.
If, like the Donald, you're a bit squeamish about going palm on palm with a room of strangers (Trump is notorious uncomfortable with the germs involved in handshaking), Post says get over it. Refusing someone's outstretched hand -- or even showing a hint of reluctance to partake in a shake -- can really put a damper on an otherwise promising encounter.
For Marilyn Holt, whose work at Seattle-based Holt Capital frequently involves connecting business owners with venture capitalists, making a solid connection is particularly important. "If people think you're a worm when they shake your hand, they're not going to invest in your company," she says.
That's why she suggests getting the whole body involved. "Shaking hands does make a difference, but you need to follow through with other behaviors," she says. "Looking people in the eye, smiling, and saying hello are equally important."
You may also want to consider spicing things up with a few frills. Frank Maguire, a corporate speaker who was one of Federal Express' (FDX ) founding executives, says he warms up his handshakes by adding an extra hand. While additions like that may seem small, or even over the top, they can go a long way. "Those are little gestures that make all the difference," he says.
Preparation
To Maguire, the main concern isn't so much about style or skill as it is about awareness. "People just don't make an effort to put forth an impression," he says. "They're just not conscious of it."
So, since you never know when you'll be called to proffer up your palm, it's best to be prepared. Always dry your hands thoroughly after washing, and keep food and drinks in your left hand so you won't be caught off guard. And if your hands are sweat-prone, keep a handkerchief handy, for everyone's sake.
But in the end, good old-fashioned practice is the best preparation. "Most people are totally unaware of how their handshake comes across," Brody says. "Let's face it, we've never been trained." She suggests finding a friend, sharing a few shakes, and then getting some feedback.
Despite Brody's championing of the age-old ritual, the National Handshake Day pioneer won't have a chance to celebrate herself: She's scheduled for a solid day of teleconferencing. Anyone for a cybershake?
By Michelle Dammon Loyalka
Tips for Going Palm on Palm
National Handshake Day provides a chance to examine one of the most overlooked aspects of business. Here's how to improve your move
Forget about putting your best foot forward. In the professional world, it's all about the handshake. While it may seem like nothing more than a fleeting formality, locking palms is serious business.
Studies show that the mere act of shaking hands makes people twice as likely to remember you, and with just a few quick pumps, you can say a lot about yourself: Too much oomph, and you appear domineering. Come on too soft, and exude incompetence. Fret too much, and you're headed for a clammy clasp that'll send your fellow shaker into instant recoil.
But the right shake, on the other hand, can convey openness, respect, confidence, and vitality. "It says 'I'm a person of substance, I'm to be taken seriously,'" says Marjorie Brody, author of several books on business etiquette and professionalism, including the recently released Help! Was That a Career Limiting Move?
PREPARE YOUR PAW. In her 25 years as an executive coach, speaker, and author, Brody has learned to appreciate the gesture's importance. "The handshake is the official business greeting," says the founder and CEO of Philadelphia-based Brody Communications. "It's absolutely your chance to make a first impression, and most of us just don't think about it."
That's why Brody Communications recently applied with Chase's Calendar of Events -- a directory of more than 12,000 special days, weeks, and months, established in 1957 and published by McGraw-Hill (MHP ) -- to get some recognition for a good grip. So mark your calendars and prepare your paw, because from now on, June 28 is officially National Handshake Day.
To ring in this new, unlikeliest of special days, BusinessWeek Online asked some top experts for their take on one of the most overlooked aspects of business.
Technique
Like anything, proper technique will take you a long way. To launch a metacarpal encounter, Brody advises that you wait until you're about three feet away from the target before you extend your right arm -- at a slight angle across your chest and with your thumb up. Once you've made contact, lock hands, thumb joint to thumb joint, and commence pumping. But don't get carried away. You've got time for two, maybe three well-executed pumps before you should disengage.
Peter Post, great-grandson of the legendary matron of manners, Emily Post, and director of the Emily Post Institute, says the most important thing is to carefully moderate your squeeze. "A bone-crusher is not good, and a limp, dead fish is just awful," he says. "But a firm handshake is great."
Women
In modern U.S. culture, be it in a business or social situation, Post says everyone needs to be shaking -- men and men, women and men, and women and women. "This idea that somehow women don't have to shake hands or shouldn't shake hands is for the birds," says Post, who writes a syndicated weekly newspaper column, Etiquette at Work.
But, even in the 21st century, getting palmy with a member of the opposite sex gives some men the shakes. That's because, once upon a time, a gentleman wouldn't make a move for a woman's hand unless she offered it first. Though that's not proper protocol anymore, many men mistakenly stick to this bygone tradition, which can make for an awkward first encounter, Brody says.
Her advice: "Women, automatically get your hand out there because so many men will wait for you."
Confusion also still lingers regarding the appropriate cross-gender grip. Brody says under no circumstances should a man "tone down" his shake, and, for that matter, neither should a woman: "It's not the bent wrist, it's not 'grab me at the fingers,' it's not 'kiss my ring,'" Brody says. Instead, she advises, both men and women can avoid appearing condescending, domineering, wimpy, or whiny by cultivating a single, solid, universal clasp.
Frills
Of course, the secret to a satisfying shake isn't all in the hands. Post says the whole purpose of this culturally-condoned extremity embrace is to set people at ease and help establish a relationship. "A good handshake is a handshake that makes a person feel welcome and appreciated," he says.
If, like the Donald, you're a bit squeamish about going palm on palm with a room of strangers (Trump is notorious uncomfortable with the germs involved in handshaking), Post says get over it. Refusing someone's outstretched hand -- or even showing a hint of reluctance to partake in a shake -- can really put a damper on an otherwise promising encounter.
For Marilyn Holt, whose work at Seattle-based Holt Capital frequently involves connecting business owners with venture capitalists, making a solid connection is particularly important. "If people think you're a worm when they shake your hand, they're not going to invest in your company," she says.
That's why she suggests getting the whole body involved. "Shaking hands does make a difference, but you need to follow through with other behaviors," she says. "Looking people in the eye, smiling, and saying hello are equally important."
You may also want to consider spicing things up with a few frills. Frank Maguire, a corporate speaker who was one of Federal Express' (FDX ) founding executives, says he warms up his handshakes by adding an extra hand. While additions like that may seem small, or even over the top, they can go a long way. "Those are little gestures that make all the difference," he says.
Preparation
To Maguire, the main concern isn't so much about style or skill as it is about awareness. "People just don't make an effort to put forth an impression," he says. "They're just not conscious of it."
So, since you never know when you'll be called to proffer up your palm, it's best to be prepared. Always dry your hands thoroughly after washing, and keep food and drinks in your left hand so you won't be caught off guard. And if your hands are sweat-prone, keep a handkerchief handy, for everyone's sake.
But in the end, good old-fashioned practice is the best preparation. "Most people are totally unaware of how their handshake comes across," Brody says. "Let's face it, we've never been trained." She suggests finding a friend, sharing a few shakes, and then getting some feedback.
Despite Brody's championing of the age-old ritual, the National Handshake Day pioneer won't have a chance to celebrate herself: She's scheduled for a solid day of teleconferencing. Anyone for a cybershake?
By Michelle Dammon Loyalka
The First 10 minutes are top priority
The First 10 Minutes Are Top Priority
First impressions are critical during the hiring process.
In fact, many executives said they form an opinion about hiring a candidate within 10 minutes, despite spending nearly an hour in the actual interview, according to a recent poll by Robert Half Finance & Accounting.
"The job seeker needs to remember that he or she is being assessed from the minute after walking in the door of the company," says Julie Jansen, career coach and author of "You Want Me to Work with Who?" "The receptionist could make an impromptu comment later to the interviewer about something the candidate did or said."
Experts recommend the following tips to make the best impression during the opening minutes of a job interview.
Before the Interview
* Ask someone close to you to assess you for body language, appearance and overall demeanor, says Jansen. "Maybe you don't realize that you twirl your hair on your finger when you're nervous or that you lick your lips or forget to smile."
* Dress for an interview- It does not matter that the dress code is business casual there, you do not yet have the job. Dress for an interview and stay away from trendy fashions.
* Get to the interview location early. "Sit in your car and mentally visualize or 'rehearse' how you'll greet the interviewer," says Richard Phillips, career coach and owner of Advantage Career Solutions in Palo Alto, California. "This is the same thing that slalom skiers do before the race. Envision yourself making a good impression, and chances are you will.
* Do your homework. Research the company, and learn about its products and services. Read the job description very carefully and know specifically what you have to offer, says Phillips. "Interviewers will quickly write off a candidate as lazy when they don't have basic and easily available information."
During the Interview
* Convey enthusiasm. "If the interviewer asks how you are, reply, 'I'm well and really looking forward to learning about the job and the company,'" says Phillips. "Never tell the interviewer you feel nervous."
* Ask a wise question early in the interview. "For example, 'In the end, what is most important in doing this job well?'" says Nemko. "That shows your intelligence and self-confidence in being willing to ask questions early. It also essentially gives you the answer to the test -- it tells you what to stress in the rest of the interview."
* Tell a "PAR story." Nemko advises candidates to look for an opportunity in the first few minutes to tell a three-part story. "In a PAR story, you tell of a Problem you faced, how you Approached it, and the positive Resolution."
* Stick to basic etiquette rules. "Sit up straight, don't fidget, smile politely, and speak when spoken to," Phillips concludes. "And don't fall into the trap of thinking that just because the interviewer is informal, you can follow suit. Remember that they're in their own environment, and you are a guest."
First impressions are critical during the hiring process.
In fact, many executives said they form an opinion about hiring a candidate within 10 minutes, despite spending nearly an hour in the actual interview, according to a recent poll by Robert Half Finance & Accounting.
"The job seeker needs to remember that he or she is being assessed from the minute after walking in the door of the company," says Julie Jansen, career coach and author of "You Want Me to Work with Who?" "The receptionist could make an impromptu comment later to the interviewer about something the candidate did or said."
Experts recommend the following tips to make the best impression during the opening minutes of a job interview.
Before the Interview
* Ask someone close to you to assess you for body language, appearance and overall demeanor, says Jansen. "Maybe you don't realize that you twirl your hair on your finger when you're nervous or that you lick your lips or forget to smile."
* Dress for an interview- It does not matter that the dress code is business casual there, you do not yet have the job. Dress for an interview and stay away from trendy fashions.
* Get to the interview location early. "Sit in your car and mentally visualize or 'rehearse' how you'll greet the interviewer," says Richard Phillips, career coach and owner of Advantage Career Solutions in Palo Alto, California. "This is the same thing that slalom skiers do before the race. Envision yourself making a good impression, and chances are you will.
* Do your homework. Research the company, and learn about its products and services. Read the job description very carefully and know specifically what you have to offer, says Phillips. "Interviewers will quickly write off a candidate as lazy when they don't have basic and easily available information."
During the Interview
* Convey enthusiasm. "If the interviewer asks how you are, reply, 'I'm well and really looking forward to learning about the job and the company,'" says Phillips. "Never tell the interviewer you feel nervous."
* Ask a wise question early in the interview. "For example, 'In the end, what is most important in doing this job well?'" says Nemko. "That shows your intelligence and self-confidence in being willing to ask questions early. It also essentially gives you the answer to the test -- it tells you what to stress in the rest of the interview."
* Tell a "PAR story." Nemko advises candidates to look for an opportunity in the first few minutes to tell a three-part story. "In a PAR story, you tell of a Problem you faced, how you Approached it, and the positive Resolution."
* Stick to basic etiquette rules. "Sit up straight, don't fidget, smile politely, and speak when spoken to," Phillips concludes. "And don't fall into the trap of thinking that just because the interviewer is informal, you can follow suit. Remember that they're in their own environment, and you are a guest."
Effective telephone interviews
Effective Telephone interviews
Telephone interviews are common today. Companies often use phone screening when candidates may be from outside the area. but are not unusual for companies wanting to determine if the candidate has the basic skills needed before spending time on a series of face to face interviews.
You have objectives also
To obtain enough information to decide if you would like to proceed with the interview process
To give just enough information to answer the hiring manager's questions and persuade them that you are indeed worth interviewing face-to-face
To 'close' the interview effectively and agree a time, date and place for your face-to-face interview
Preparation
Preparation for a telephone interview is as important as preparation before any other form of interview or meeting. The impression you create in the opening moments, and the manner with which you present yourself will determine. Find out about the size and structure of the company, its products and its markets.
Make a note of any questions you would like to ask. Ask about things if they are important to you, especially if your decision whether to proceed depends upon the answers (for example: will I have to relocate? (if that is something you don't want to do!). Otherwise, ask broad questions such as 'What training will be given?', 'What opportunities are the for advancement?'. Have these questions written down.
Have a notepad and pen ready, along with your calendar.
Have your resume at hand. In all probability the hiring manager will have a copy of it too, so you probably won't be asked to describe your background in detail.
Prepare mentally, or better still in writing, a very brief 'potted history' to answer the demand 'Tell me about yourself.' Managers ask this not because they want the information, but because they want to listen to you, to find out how communicative you are, and how you sound.
Example: I left college and decided to get into sales within the scientific field, but I needed a job straight away, so I took a stop-gap job as a clerk in the local tax office. I hadn't intended to stay so long, but there weren't many opportunities in my area for the sort of job I was looking for. After about six months however, I got a chance to join X-Company as a telephone sales person, selling scientific supplies, and I'm still there now. I wouldn't be looking for a new job except that there are no opportunities in my company to progress into field sales. This is why I'm particularly interested in joining your company Mr Brown.
The Call
If you have been asked to call at a specific time, call at precisely the correct time. Too early shows over-keenness and may damage your negotiating position later on, or your chances of getting to the next stage. Too late shows lack of interest - excuses won't be tolerated. If you can't get through (manager busy), leave a message with the secretary/receptionist to show that you called at the right time. Ask when the manager is expected to be free, and try again then. Repeat the same procedure until you make contact. If you have been told that the hiring manager will call you - do not expect the same rules to apply! They will call you when they want to! (They're the one with the job after all!)
Tone of voice. This is the most important aspect of this form of interview. The detail is of very little importance - the manager has your CV, so they know exactly what you've done, and in all probability wouldn't be talking to you if they weren't essentially interested.
The main rules are:
Think about how you normally answer the phone at home. When you answer the phone, do so by announcing your name, in an enthusiastic style: 'John Pickles, Good Morning!' If this is not your natural style, change it!
Sound interesting/interested, energetic and enthusiastic
Be succinct (don't waffle)
Ask open-ended questions (beginning with who, what, when, why, where, how: these all ask for information, and keep the ball in the other person's court). Be prepared that they will do exactly the same!
Don't use jargon
Use the other person's name regularly throughout the conversation (but not all the time). Also, use the company name a few times.
Prepare to answer these questions
You can't prepare for every possible question, but there are a few which frequently come up:
Tell me about yourself! (see above)
What do you know about our company? (see above)
What are you looking for? (More tricky. Be wary about saying things which the manager might not want to hear: 'I want to get into marketing' unless you know for sure that this possibility exists. Keep your answer general: 'I'm looking for a chance to join a progressive company which gives hard workers a chance to shine. What opportunities exist at X-Co. Mr. Brown?')
What would you like to know about us? (A good opportunity to ask your prepared questions. Don't be afraid to ask the tough questions. If there's something about the job which doesn't suit your purpose (or vice-versa) there's little point in proceeding.)
What are your strengths? (Again, be careful. If you know for sure what the manager is looking for, you can tell him ('I'm strong in ion-chromatography') but if you don't know this, you're better off saying you have general, positive characteristics ('I've been told I have energy, enthusiasm and 100% commitment to the job I'm working on'). Don't over-egg it though - the manager may want you to substantiate your claims!
What are your weaknesses? This may be disguised - 'What areas will you need support and training in?' (Obviously, don't shoot yourself in the foot -'I'm lazy!') If you know you've got a weakness in respect of this particular job, you might as well admit it. There's no point in getting a job under false pretences - you'll only be found out. But there's no harming in saying 'Well, I can't claim to be an expert in ion-chromatography Mr Brown, but I'm very keen to learn, and I'm quite prepared to study in my own time to improve. Tell me, what training does your company provide?)
What else would you like to know? (An ideal opportunity to 'close' - see below)
Closing the telephone interview
Part of the purpose of the telephone interview (from the hiring manager's perspective) is to find out how interested you are
As soon as it seems appropriate during the conversation, ask for a date to meet for a face-to-face interview. Say something like 'Well, this certainly sounds like just the job I'm looking for Mr. Brown. I'm sure I can contribute a lot to your company. I'd really like to visit you to show you what I can do for you. When can you meet me?'
You may have to be content with the response 'I'll call you', but at least you can ask 'When am I likely to hear from you?'. If the manager hedges, decide upon a reasonable time scale, and suggest 'Well, I'm very keen to know if I've got a chance with you Mr. Brown, so if I haven't heard from you by next Friday, would you mind if I call you then to find out?'
This approach is particularly important if you are applying to sales jobs, as you are expected to demonstrate your natural salesmanship. But even in the case of other jobs, most people will appreciate your keenness and enthusiasm. If they don't, and you lose the job on account of being 'too pushy' (most unlikely) well, is it the sort of job you wanted anyway?
If you are invited for a face-to-face interview, thank the manager, and ask for details:
When?
Where?
With whom?
What should you take to the interview?
What will the procedure be?
Will they be able to make a decision after the next interview? If not, what will happen after that?
How many people are you up against?
What is the most important thing the company is looking for?
Don't worry if you don't feel able to ask all these questions. The first three questions are the most important obviously.
If your telephone interview has been arranged by an agent/recruitment consultant, telephone them immediately to let them know the outcome. They should be able to find out the answers to the other questions, on your behalf.
Remember, the most important things that all employers are looking for, in any circumstance is energy, enthusiasm and 100% commitment to the job.
Telephone interviews are common today. Companies often use phone screening when candidates may be from outside the area. but are not unusual for companies wanting to determine if the candidate has the basic skills needed before spending time on a series of face to face interviews.
You have objectives also
To obtain enough information to decide if you would like to proceed with the interview process
To give just enough information to answer the hiring manager's questions and persuade them that you are indeed worth interviewing face-to-face
To 'close' the interview effectively and agree a time, date and place for your face-to-face interview
Preparation
Preparation for a telephone interview is as important as preparation before any other form of interview or meeting. The impression you create in the opening moments, and the manner with which you present yourself will determine. Find out about the size and structure of the company, its products and its markets.
Make a note of any questions you would like to ask. Ask about things if they are important to you, especially if your decision whether to proceed depends upon the answers (for example: will I have to relocate? (if that is something you don't want to do!). Otherwise, ask broad questions such as 'What training will be given?', 'What opportunities are the for advancement?'. Have these questions written down.
Have a notepad and pen ready, along with your calendar.
Have your resume at hand. In all probability the hiring manager will have a copy of it too, so you probably won't be asked to describe your background in detail.
Prepare mentally, or better still in writing, a very brief 'potted history' to answer the demand 'Tell me about yourself.' Managers ask this not because they want the information, but because they want to listen to you, to find out how communicative you are, and how you sound.
Example: I left college and decided to get into sales within the scientific field, but I needed a job straight away, so I took a stop-gap job as a clerk in the local tax office. I hadn't intended to stay so long, but there weren't many opportunities in my area for the sort of job I was looking for. After about six months however, I got a chance to join X-Company as a telephone sales person, selling scientific supplies, and I'm still there now. I wouldn't be looking for a new job except that there are no opportunities in my company to progress into field sales. This is why I'm particularly interested in joining your company Mr Brown.
The Call
If you have been asked to call at a specific time, call at precisely the correct time. Too early shows over-keenness and may damage your negotiating position later on, or your chances of getting to the next stage. Too late shows lack of interest - excuses won't be tolerated. If you can't get through (manager busy), leave a message with the secretary/receptionist to show that you called at the right time. Ask when the manager is expected to be free, and try again then. Repeat the same procedure until you make contact. If you have been told that the hiring manager will call you - do not expect the same rules to apply! They will call you when they want to! (They're the one with the job after all!)
Tone of voice. This is the most important aspect of this form of interview. The detail is of very little importance - the manager has your CV, so they know exactly what you've done, and in all probability wouldn't be talking to you if they weren't essentially interested.
The main rules are:
Think about how you normally answer the phone at home. When you answer the phone, do so by announcing your name, in an enthusiastic style: 'John Pickles, Good Morning!' If this is not your natural style, change it!
Sound interesting/interested, energetic and enthusiastic
Be succinct (don't waffle)
Ask open-ended questions (beginning with who, what, when, why, where, how: these all ask for information, and keep the ball in the other person's court). Be prepared that they will do exactly the same!
Don't use jargon
Use the other person's name regularly throughout the conversation (but not all the time). Also, use the company name a few times.
Prepare to answer these questions
You can't prepare for every possible question, but there are a few which frequently come up:
Tell me about yourself! (see above)
What do you know about our company? (see above)
What are you looking for? (More tricky. Be wary about saying things which the manager might not want to hear: 'I want to get into marketing' unless you know for sure that this possibility exists. Keep your answer general: 'I'm looking for a chance to join a progressive company which gives hard workers a chance to shine. What opportunities exist at X-Co. Mr. Brown?')
What would you like to know about us? (A good opportunity to ask your prepared questions. Don't be afraid to ask the tough questions. If there's something about the job which doesn't suit your purpose (or vice-versa) there's little point in proceeding.)
What are your strengths? (Again, be careful. If you know for sure what the manager is looking for, you can tell him ('I'm strong in ion-chromatography') but if you don't know this, you're better off saying you have general, positive characteristics ('I've been told I have energy, enthusiasm and 100% commitment to the job I'm working on'). Don't over-egg it though - the manager may want you to substantiate your claims!
What are your weaknesses? This may be disguised - 'What areas will you need support and training in?' (Obviously, don't shoot yourself in the foot -'I'm lazy!') If you know you've got a weakness in respect of this particular job, you might as well admit it. There's no point in getting a job under false pretences - you'll only be found out. But there's no harming in saying 'Well, I can't claim to be an expert in ion-chromatography Mr Brown, but I'm very keen to learn, and I'm quite prepared to study in my own time to improve. Tell me, what training does your company provide?)
What else would you like to know? (An ideal opportunity to 'close' - see below)
Closing the telephone interview
Part of the purpose of the telephone interview (from the hiring manager's perspective) is to find out how interested you are
As soon as it seems appropriate during the conversation, ask for a date to meet for a face-to-face interview. Say something like 'Well, this certainly sounds like just the job I'm looking for Mr. Brown. I'm sure I can contribute a lot to your company. I'd really like to visit you to show you what I can do for you. When can you meet me?'
You may have to be content with the response 'I'll call you', but at least you can ask 'When am I likely to hear from you?'. If the manager hedges, decide upon a reasonable time scale, and suggest 'Well, I'm very keen to know if I've got a chance with you Mr. Brown, so if I haven't heard from you by next Friday, would you mind if I call you then to find out?'
This approach is particularly important if you are applying to sales jobs, as you are expected to demonstrate your natural salesmanship. But even in the case of other jobs, most people will appreciate your keenness and enthusiasm. If they don't, and you lose the job on account of being 'too pushy' (most unlikely) well, is it the sort of job you wanted anyway?
If you are invited for a face-to-face interview, thank the manager, and ask for details:
When?
Where?
With whom?
What should you take to the interview?
What will the procedure be?
Will they be able to make a decision after the next interview? If not, what will happen after that?
How many people are you up against?
What is the most important thing the company is looking for?
Don't worry if you don't feel able to ask all these questions. The first three questions are the most important obviously.
If your telephone interview has been arranged by an agent/recruitment consultant, telephone them immediately to let them know the outcome. They should be able to find out the answers to the other questions, on your behalf.
Remember, the most important things that all employers are looking for, in any circumstance is energy, enthusiasm and 100% commitment to the job.
Dealing with an abusive boss
Dealing with an abusive boss
NEW YORK (CNN/Money) - It's no secret that there are abusive bosses out there -- you know the type. Bullies with big job titles that make the people working for them miserable.
According to the Workplace Bullying and Trauma Institute, an abusive boss is more likely to be a woman than a man. That's right -- forget their nurturing image! Woman to woman bullying represents 50 percent of all workplace bullying; man to woman is 30 percent, man to man 12 percent and woman to man bullying is extremely rare -- only 8 percent.
What should you know if you're the victim of an abusive boss? Here are today's five tips.
1. Identify the behavior.
There are all kinds of abusive bosses. The Institute classifies them a few different ways.
There are the constant critics who use put-downs, insults and name-calling. They may use aggressive eye contact to intimidate.
There are also two-headed snakes who pretend to be nice, while all the while trying to sabotage you.
Then there are the gatekeepers -- people who are obsessed with control -- who allocate time, money and staffing to assure their target's failure. Control freaks ultimately want to control your ability to network in the company or to let your star shine.
Another type is the screaming Mimis who are emotionally out of control and explosive.
2. Don't take it lying down.
If your boss has a difficult management style, you don't have to let their bad behavior go. You can respond -- just remember to stay professional.
So, if your boss insults you or puts you down, Susan Futterman, author of "When You Work for a Bully" and the founder of MyToxicBoss.com, suggests responding with something like, "In what way does calling me a moron or an idiot solve the problem? I think that there's a better way to deal with this."
If you find out that your boss is bad-mouthing you to higher-ups in the company, confront them directly and professionally. Get the evidence in writing from your source if you can. Then, ask him or her what is causing them to do this.
You could say, "I've been hearing from other people in the company that you're not happy with my work, you and I know that this isn't the case and I want to talk about how we can fix this."
If your boss has been defaming you, that's illegal. You may want to consult an attorney.
If your boss is a control freak who's breathing down your neck, you should address it. Say, "I can't function effectively if you're going to be micromanaging me and looking over my shoulder all the time. If I'm doing something fundamentally wrong, let's talk about it. But this isn't working."
If someone screams at you, don't be a doormat. If you've made a mistake, acknowledge it. But let your boss know that they're creating a difficult work environment. Even if you haven't made a mistake, you may want to calmly ask what they're upset about and if you can address it.
3. Take notes.
Documenting your boss's bad behavior is key for two reasons, according to Futterman.
First, you might not even realize the extent of the problem. Futterman explains, "Taken in isolation, these events may seem trivial, but taken as a whole, it often becomes more clear what's actually going on. Some victims may be in denial or discount these events as isolated incidents. Your written records can document how severe the situation is."
And, of course, if you decide to take legal action down the line, you may need the information. It's best to document these incidents as soon as possible so they're fresh in your mind.
Documentation is also important if you plan to report the behavior to your boss's boss or to your company's human resources department. And don't dismiss the idea of taking the bull by the horns and working toward a solution.
Try arranging a face-to-face meeting with your boss. Tell them you want to discuss the problems you've encountered because you want to resolve them. Chances are often slim that this will work, however. If they reject the opportunity to discuss things with you, add that to your documentation.
4. Know when it's too much.
Bosses may exhibit bad behavior sometimes. Hey, no one is perfect, not even bosses. But if your boss is abusing you, that's a problem.
The problem takes on greater urgency if the abuse starts to make you feel bad. If you chronically suffer high blood pressure that started only when you began working for your boss; or you feel nauseous the night before the start of the work week; or if all your paid vacation days have been used up for mental health breaks.
When the bullying has had a prolonged affect on your health or your life outside of work, it's time to get out. It's also time to leave if your confidence or your usual exemplary performance has been undermined.
Ironically, targets of abusive bosses tend to be high achievers, perfectionists and workaholics. Often bully bosses try to mask their own insecurities by striking out.
5. Control your destiny.
Even after you leave your nightmare boss, you'll still have to explain why you left to potential new employers.
Futterman advises against dramatizing your old work situation. One way to gracefully sidestep the issue: say you and your manager had a longstanding disagreement over the most effective way of getting things done and you thought the most professional way to resolve it was to move on.
"You certainly don't want to start recalling and recounting the abuse you suffered. You'll inevitably get upset and that's not the way you want to handle a job interview," she says.
Try to control the interview situation to the extent you can. Don't give your abusive boss as a reference but rather someone else with whom you worked previously. Another good choice might be a colleague or a peer you're on good terms with or someone who can speak about you professionally.
Also, if you only worked for your bullying boss for a short time, you may want to consider leaving that job off your resume altogether.
NEW YORK (CNN/Money) - It's no secret that there are abusive bosses out there -- you know the type. Bullies with big job titles that make the people working for them miserable.
According to the Workplace Bullying and Trauma Institute, an abusive boss is more likely to be a woman than a man. That's right -- forget their nurturing image! Woman to woman bullying represents 50 percent of all workplace bullying; man to woman is 30 percent, man to man 12 percent and woman to man bullying is extremely rare -- only 8 percent.
What should you know if you're the victim of an abusive boss? Here are today's five tips.
1. Identify the behavior.
There are all kinds of abusive bosses. The Institute classifies them a few different ways.
There are the constant critics who use put-downs, insults and name-calling. They may use aggressive eye contact to intimidate.
There are also two-headed snakes who pretend to be nice, while all the while trying to sabotage you.
Then there are the gatekeepers -- people who are obsessed with control -- who allocate time, money and staffing to assure their target's failure. Control freaks ultimately want to control your ability to network in the company or to let your star shine.
Another type is the screaming Mimis who are emotionally out of control and explosive.
2. Don't take it lying down.
If your boss has a difficult management style, you don't have to let their bad behavior go. You can respond -- just remember to stay professional.
So, if your boss insults you or puts you down, Susan Futterman, author of "When You Work for a Bully" and the founder of MyToxicBoss.com, suggests responding with something like, "In what way does calling me a moron or an idiot solve the problem? I think that there's a better way to deal with this."
If you find out that your boss is bad-mouthing you to higher-ups in the company, confront them directly and professionally. Get the evidence in writing from your source if you can. Then, ask him or her what is causing them to do this.
You could say, "I've been hearing from other people in the company that you're not happy with my work, you and I know that this isn't the case and I want to talk about how we can fix this."
If your boss has been defaming you, that's illegal. You may want to consult an attorney.
If your boss is a control freak who's breathing down your neck, you should address it. Say, "I can't function effectively if you're going to be micromanaging me and looking over my shoulder all the time. If I'm doing something fundamentally wrong, let's talk about it. But this isn't working."
If someone screams at you, don't be a doormat. If you've made a mistake, acknowledge it. But let your boss know that they're creating a difficult work environment. Even if you haven't made a mistake, you may want to calmly ask what they're upset about and if you can address it.
3. Take notes.
Documenting your boss's bad behavior is key for two reasons, according to Futterman.
First, you might not even realize the extent of the problem. Futterman explains, "Taken in isolation, these events may seem trivial, but taken as a whole, it often becomes more clear what's actually going on. Some victims may be in denial or discount these events as isolated incidents. Your written records can document how severe the situation is."
And, of course, if you decide to take legal action down the line, you may need the information. It's best to document these incidents as soon as possible so they're fresh in your mind.
Documentation is also important if you plan to report the behavior to your boss's boss or to your company's human resources department. And don't dismiss the idea of taking the bull by the horns and working toward a solution.
Try arranging a face-to-face meeting with your boss. Tell them you want to discuss the problems you've encountered because you want to resolve them. Chances are often slim that this will work, however. If they reject the opportunity to discuss things with you, add that to your documentation.
4. Know when it's too much.
Bosses may exhibit bad behavior sometimes. Hey, no one is perfect, not even bosses. But if your boss is abusing you, that's a problem.
The problem takes on greater urgency if the abuse starts to make you feel bad. If you chronically suffer high blood pressure that started only when you began working for your boss; or you feel nauseous the night before the start of the work week; or if all your paid vacation days have been used up for mental health breaks.
When the bullying has had a prolonged affect on your health or your life outside of work, it's time to get out. It's also time to leave if your confidence or your usual exemplary performance has been undermined.
Ironically, targets of abusive bosses tend to be high achievers, perfectionists and workaholics. Often bully bosses try to mask their own insecurities by striking out.
5. Control your destiny.
Even after you leave your nightmare boss, you'll still have to explain why you left to potential new employers.
Futterman advises against dramatizing your old work situation. One way to gracefully sidestep the issue: say you and your manager had a longstanding disagreement over the most effective way of getting things done and you thought the most professional way to resolve it was to move on.
"You certainly don't want to start recalling and recounting the abuse you suffered. You'll inevitably get upset and that's not the way you want to handle a job interview," she says.
Try to control the interview situation to the extent you can. Don't give your abusive boss as a reference but rather someone else with whom you worked previously. Another good choice might be a colleague or a peer you're on good terms with or someone who can speak about you professionally.
Also, if you only worked for your bullying boss for a short time, you may want to consider leaving that job off your resume altogether.
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