By Bill Meyer
Walk into any business section of your favorite bookstore and you are likely to be overwhelmed by the countless books written on the topic of interviewing. Each of these books has a catchy title designed to entice you to pick it up and purchase it so that you will enjoy “instant success” in your next job interview.
Admittedly, most of these authors do have something of value to offer the novice job seeker. However, the real key to success in interviewing can be summed up in three little words—SELL DON’T TELL.
Interrogation or Conversation?
The vast majority of candidates prepare for an upcoming interview by having their best business suit cleaned and pressed, making sure that they can navigate to the company’s office without getting lost, and finally by muttering a prayer before entering the office. Of course I am being somewhat facetious. Most people know enough to additionally research the company to find out what they do, how long they have been doing it, and what their competitive position is in the marketplace. But there the preparation stops without developing a strategy for actively conducting the meeting.
The problem stems from the fact that most people experience interviewing as an interrogation that resembles giving testimony in court. This approach is wrought with peril on two levels. One, you find yourself continually on the defensive trying to respond to the interviewer’s questions. On the other level, it is impossible to build a relationship with someone who is interrogating you. Do you really think any person who has been cross examined in court said when leaving the witness stand, “Gee, I’m sorry that’s over. I was just beginning to develop a rapport with the prosecuting attorney.”? Of course not. So why expect that an interrogation job interview would produce the foundation of a relationship with the interviewer? Remember, the person asking the questions controls the interview. Consequently, your strategy needs to be such that you are asking as many questions as you are answering. Be aware that one purpose of the interview is to exchange information so that you not only inform, but also become better informed. Example, most interviews begin with the interviewer asking the question, “Tell me something about yourself.” Your answer should be brief and highlight your relevant strengths, how and where these strengths were developed, your education and the areas where you feel you can contribute. However your next several words are critical.
Gaining Control
In order to assume control at this early stage, you must change the focus of the conversation from your skills to the interviewer’s needs. This is accomplished through the use of a “turn around question”. The question might be phrased in this way, “Now, in light of the skills and experiences I have shared with you, how do you feel that they pertain to your needs?” This type of assertive approach is what is needed to change the focus of your conversation.
The rationale of this strategy is simple. We buy from individuals who we feel are interested in us. What better way to demonstrate this interest than to ask questions about the needs of the interviewer who is the buyer. The result of this approach is that the interviewer will begin relating specific challenges or problems which enable you to become more selective in sharing relevant experiences/success that puts you back in control.
Closing the Deal
Every successful salesperson knows that in order to close the deal you must gain acknowledgement or agreement from your prospect that your product will meet their needs. However, this agreement must be verbalized rather than a simple head nod. Many people assume that if a person they are speaking to is nodding they must be agreeing with them. Actually, all you can assume from a head nod is that the person is attending or listening to you not necessarily agreeing.
In order to know conclusively that someone agrees with you, they must verbalize their agreement by saying yes. For example, if during an interview you are asked to describe your management style upon completing your description of your style you next ask the interviewer the following, “How compatible would you say this approach is with your personal approach to management.” Remember, the more times you get the interviewer to verbally agree with you the more likely you are obtaining an offer.
Selling like interviewing is an art. The more you polish your presentation the more likely you are to realize the success you seek.