Part 43 (1/2)

HOW TO ASK FOR THE JOB

The goal of every interview is to get an offer: an offer for the job or an offer to interview more. Your goal in the first interview is to be asked back. It is highly unlikely you'll be hired in one interview although I've had it happen. There are 2 closing questions-as we call them in sales-that are appropriate for your first interview: 1. Who will I meet in the second interview?2. When would you like to schedule our next meeting?If you don't think the interview went well, then you'll want to try this next question. It will surface their concerns and give you an opportunity to deal with them; you just have to be brave enough to let them finish talking before you answer: 3. Is there any reason you wouldn't consider inviting me back for a second interview?

Don't interrupt and don't argue. If they have misunderstood something you said, say ”I see. What gave you that impression?” Again, let them talk until you feel confident you can address their concerns.

When you book the second interview, ask the following 2 questions: 1. Are there any presentation materials I should bring?2. Who, besides yourself, will make the final hiring decision? Will I be meeting with them as well?

At the end of the final interview, you want to ask: * What challenges would you have me tackle first?* Is there anything preventing you from extending an offer to me?* When would you like me to start?

Throughout the interview process, you must maintain your enthusiasm for the job. Your objective is to get the offer and then think about whether you really want it. Many people mistakenly try to decide if they want the job during the interview. Big mistake! This will distract you during the interview, and your lack of focus will be apparent to the interviewer. Focus only on getting the offer.

CONCLUDING THE MEETING

When you're just about ready to go, ask one last question: ”Is there anything else you think I should know about the company or this position?” This signals that you've finished. If they like what they've seen, they will say something to regain control. Tell them you're interested in meeting the key people you'll be working with if they think there's a good fit. Now shut up.

Go home and write them a memorable thank-you note. Use Interviewbest. com to construct a PowerPoint capturing the information you now recognize the hiring manager needs to know to hire you with confidence.

HOW TO HANDLE MONEY

There's only one way to handle money; defer the conversation until you know you want the job. Memorize the following line for when you're asked about salary expectations: ”I like this company and I like the opportunity, but it's premature to discuss potential compensation until we've mutually agreed there's a good fit both ways. Wouldn't you agree?”

That's the only answer you need. It brands you as bright, confident, and self-a.s.sured-exactly what they want. If they come back with the old ”We just want to make sure we're in the range” line, you must say, ”I'm certain you'll be fair.” That statement will stop them in their tracks. It accomplishes 2 goals. In their mind, it signifies money isn't the most important issue-which every employer likes to know, and it forces them to the bargaining table. You want them to get you to the table. You'll learn how to close the deal in Chapter 13.

GUERRILLA INTELLIGENCE.

Soft Diligence Steve Panyko

An essential phase of your job search is that time when you establish a cultural fit or shared values between the organization and yourself. This is the logical next step after ”hard diligence” or the process of a.n.a.lyzing financial statements, history, and backgrounds on key players of the company.

As you go through your interview, you will seek to determine how the management team views and relates to their customers, to their employees, and to their shareholders and board of directors. These 3 directions of interaction are critical for you to understand and for you to be culturally aligned with the organization.

To determine the value placed on customers, you should ask questions like: * Who is your best customer, and why? * Who is your best customer, and why?* Who is your worst customer, and why?* How have your customers affected your product development?* How many times do you visit your customers?

The answers you get should never disparage the customer, should value the customers' input in determining product requirements, and should generally reflect a desire to meet with the customer more often than the pressures of the job currently allow. Responses outside that envelope are a red flag that the organization does not have good customer relations.h.i.+ps and may believe they can be successful despite the customer.

Next explore the value placed on employees. First determine stability by asking average length of service, time since the last downsizing, rate of growth, and turnover rates. Once you have a.s.sessed stability, ask questions like:* How often do you hold all-hands meetings?* How are service anniversaries, critical accomplishments, and holidays celebrated?* How do you encourage employees to partic.i.p.ate in community projects?* What emphasis is placed on training and staff development?* Other than for cause, what reasons have caused employees to leave the company?

It is important that the answers to these questions portray a genuine caring for employees, the community they live in, and their families. A healthy organization has a consistent track record of growth and is obsessed with employee development. The latter should be referenced to company policy and not be a matter of one manager's att.i.tude.

Finally, you need to a.s.sess the value the management team and the organization place on their stakeholders (shareholders and the board of directors). Probe how frequently the board of directors have toured the facility or seen product demos. Determine whether the board or investors have helped develop new business or champion new market opportunities. Look for contentious att.i.tudes toward either investors or the board of directors. Ask questions like:* In this position, will I have an opportunity to meet the board, and if so, what will they be interested in learning about me as a part of the organization?* Does your sales and marketing organization view investors as a strategic partner in opening new markets?* Has there been turnover on the board of directors, and if so, why?

These questions should paint the picture of the management team, staff, and investors all aligned to grow the business and learn from the marketplace. They should proudly discuss strategic relations.h.i.+ps or distribution partners.h.i.+ps that have been co-developed with investors or members of the board of directors. If your responses portray isolation from stakeholders, be cautious about both the stability of the management team and their openness to utilize outside resources to help develop and grow the business.