HiProFile Boston: The Art of Successful Interviewing

Many senior executives exhibit a distinct bias: the greater their success, the greater their certainty that there is only one way to do things correctly--their way. Most senior executives are experts within their chosen field, but it's intriguing that, when pursuing new challenges, they consider themselves a "10" at all that is required, be it identifying new opportunities, targeting industries, interviewing for jobs or negotiating employment packages. Although one's expertise may be supply chain management, the executive somehow assumes that job hunting requires the same skill set.

For example, the other day I was meeting with a high-level executive who had spent the majority of his career making a positive difference in other people's lives. He told me that, in retrospect, his proudest accomplishment was the number of people he had helped to achieve senior-level executive positions. Clearly, mentoring was of prime importance to him. He had carried many flags for many people and, as a result, they moved up ladders, made more money, were recognized for their contributions, and often became noticeable community leaders.

He then shared with me that he felt it was "his turn" now. He had outgrown his position and was no longer feeling challenged. He had informed his network so that they would quickly rally to help him. He had received verbal support and was presented with two opportunities--neither of which resulted in an offer of employment or even a second interview. Ironically, when asked how he rated his interview skills, he replied, "Why, I'm a 10!" I then asked him what he would say if he were to interview with an executive who was not aware of his reputation and asked to take a minute to talk about himself.

He replied with his age, marital status, number of children and grandchildren, stated and that he was a loyal, honest, hardworking, people-oriented person. I agreed. He was all those things--all very nice behavioral attributes--but not relevant to the situation, and clearly ineffectual in an interview. People don't get job offers based on behavioral attributes. Obviously, we prefer to work with people that we like, but that is not why we are hired. We are hired because we will either make the hiring decision-makers more money, save them money, or do something they don't want to do, know how to do, or have time to do. We are hired based on our achievements, which are usually excellent predictors of what we can do for the new company.

There have been many articles and books written to help people understand that they need to sell themselves in the marketplace--that they are a product and the hiring decision-maker is the buyer. There has been much focus on what is often referred to as the "elevator pitch" or "infomercial"--an abbreviated statement of value. Yet most senior executives still fail to grasp that they must market themselves and do so appropriately.

Every decision-maker has problems. Every decision-maker is looking for solutions. Imagine the difference my executive friend might have experienced in those two interviews if, instead of talking about his personal life, he quickly and effectively presented himself as a solution! In two minutes this gentleman could have addressed his 25 year successful track record, citing various industries and positions he has held, and illustrated with a significant success or two. Then, and only then, he could have outlined his passion for growing and developing people. In other words, imagine if he had presented a quick commercial of why his product should be bought.

My friend changed his approach to job searching, including his introduction, and his next interviews had significant, positive results. He was invited back again and again, and ultimately received an offer. He commented that he now realized he was a "10" all along, but had to learn how to effectively communicate that to others. And that is the art of successful interviewing.