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.
--By Diane Zarick
Diane Zarick is the Regional President of HiProFile, a
Boston-based executive search firm. Since its inception in early
2002, HiProFile has established relationships with organizations
throughout New England who need to fill positions at the $100K -
$400K base salary level. Unlike outplacement firms or
"headhunters," HiProFile selectively chooses its member
companies and the executive candidates it provides to them. The
firm still maintains an exclusive "by invitation only" policy
regarding member companies and executive talent, and does not
advertise to solicit either. HiProFile receives specifications
of ideal candidates from a member company, then screens,
validates, interviews, and selects a small number of senior
executives specifically targeted to meet those qualifications.
For more information on HiProFile or HiProFile Plus, contact Hal
Bent, Communications Director at (617) 345-0007.