Without a doubt, being interviewed was, honestly, one of the most frustrating & humiliating experiences of my entire life!

Trying to convince a total stranger that you’re the right person for the job is, without a doubt, quite the daunting task.

And for me, personally, with over 30 years leadership experience in financial services, back-office operations & customer service, I often found it humbling & humiliating.

Had a few interviews where I felt that I was teaching the interviewer about their own business. Or having a counseling session with a junior member of my organization.

No, I wasn’t trying to be haughty or boastful, but I just knew I had so much to offer them…many things of which they haven’t even heard…and they were the ones “judging me”!

I remember the hundreds of interviews that I’ve conducted over the years & boy, the methodology has surely changed & developed.

The big thing for the past 20, 30 years was to ask the candidate situational questions…

“Tell me about a time when you felt that you weren’t properly prepared for an assignment…”

“Discuss ways in which you handle the “difficult employee”…”

“You’re facing an incredibly-right deadline, but your…”

They don’t necessarily want you repeating what they’re already able to read on your resume, but rather, want to learn how you would apply (or have already applied) your skills & abilities to handle a particularly-challenging situation.

They wanna hear you “prove your worth” by “demonstrating” what you’re capable of doing. I’m sure some day, they’ll be virtual reality applications that’ll be utilized to “actually put you in those situations”, but for now, you’ll have to demonstrate how you’ve been able these situations in the past.

And being the one who would be asking the candidates these questions, I always felt so sorry for them. How the hell do you look back over your career & the millions of different things you’ve done & instantly recall the perfect example that exactly matches their request???

Then I remember coming up with a method that I was happy to see was adopted by many others…come already prepared with your answers!

“But, Mike, how can you already have answers prepared when you can be asked hundreds upon hundreds of different situational questions?”

I would always have 4-5 “stories” (prior experiences from my career) that clearly demonstrated extraordinary skill & performance in different, challenging situations

The unexpected request from a senior manager with an unreasonable deadline to meet.

The time you turned a potentially-explosive situation into a positive & rewarding experience for all involved.

When you encountered a pretty-difficult hurdle (time, funding, cooperation, acceptance, change, etc.) in trying to accomplish something & how you were able to succeed despite it.

How you handle a “somewhat-unpopular” topic, but we’re able to rally your people around it.

Situations like these can often be used as “answers, example” to dozens & dozens of different situational questions that are being posed to you.

They’re able to demonstrate your proficiency in so many different areas that are necessary ingredients for a successful team member & leader.

I just recently read that this approach is referred to as the STAR method: a Situation &/or Task, Action and Result in relation to the question you’re being asked.

Trying to think of the “perfect answer”, to a specific question, off the top of your head…when you’re already nervous & sweating buckets…is simply not gonna work.

But if you’re prepared with 4, 5 different scenarios and have THOROUGHLY rehearsed them, over & over & over again, then you’ll be ready to take on just about any request.

Yes, there may be times when you’re asked a totally, off-the-wall question that doesn’t fit any of your prepared examples…just do your best!

Oh, another observation on interviews…

I’m totally convinced that the most important element is how “well you do” will be determined by your interviewer’s personal preferences & tastes.

Totally convinced.

“Eager & driven” to one person is “aggressive & overbearing” to another.

Are you “confident” or “boastful”?

“Laid back” or “lazy”?

Not everyone likes the same food or drives a red car.

And under no circumstances will I even attempt to go through the pyschogymnastics involved in trying to figure someone out.

I remember one particular interview I had with Assurant down in Georgia. They specialize in various risk management products & “secondary insurance”, similar to Aflac (the duck company).

I’m interviewing with the hiring VP & the head of HR.

They didn’t use any situational questioning techniques at all.

Simply requested that I walk them through my resume…all 3 pages worth! (BTW, that commonly-held theory” about “nothing longer than a single page” is absolute & utter nonsense. I had 30 years of experience, with dozens of different responsibilities. Many people say, “5-10 years experience per page”.)

Anyway…

I stopped several times during the interview & said, “I feel like I’m doing all the talking here. Do you have any questions or can I ask a few about Assurant?”

“Oh, no, just keep going!”

This went on for an hour. I repeatedly asked if they wanted me to explain stuff further, if they had any questions, etc..

After it was done, I felt I did pretty well…under the circumstances. I had previously met with the 3 other area heads who would be my eventual peers (hopefully) & those individual sessions went tremendously & I hit it off well with each & every one of them.

Didn’t get the job. (I could have done the hiring manager’s job with my eyes closed!)

The headhunter provided me with feedback.

“They said that you did nothing but talk about yourself!”

Holy shit!

I explained to her exactly what happened & how I even told them how uncomfortable I felt just talking about the stuff on my resume.

Unbelievable.

One small suggestion about your resume…

Don’t spend too much space describing your job responsibilities. Give a quick summary of your title, the name of the area, the position title & “responsible for the day-to-management of the XYZ Department, including…”.

Then, use your bullet points to describe your ACCOMPLISHMENTS, including quantifying the SPECIFIC, TANGIBLE, MEASURABLE benefits to the company: X% decrease in average turnaround time…customer high-satisfaction increased from X% to Y%…% of KPI/Key Performance Indicator standards met/exceeded…% increase of widgets completed with no defects…financial performance vs. previous years… increased productivity from X/hr to Y/hr.

Numbers, numbers, numbers.

They don’t care what your job responsibilities were.

They want EVIDENCE of what you did. What you accomplished. How you made a difference. How you added value to the organization…and how much.

Demonstrate how you were better than your predecessors, how you were able to tangibly improve performance in different categories.

Show them through your track record that this is what you’re able to do for THEIR organization in the future.

Provide concrete examples of how you stood out from amongst the rest & how much better qualified you are than other candidates.

But never forget…so much depends on how THAT PARTICULAR INTERVIEWER feels about you.

“That doesn’t exactly sound fair now, Mike, does it?”

Life isn’t fair.

And while I’m a HUGE BELIEVER in gut feelings (remember, the 3 most important body parts for any great leader is their mind, their heart & their gut), that does NOT mean that I believe that most people are “qualified or experienced enough” to actually rely on their gut feelings.

And that goes for interviewers as well.

Personal preference & taste help to develop your gut feel…just as much as knowledge & experience do.

And it’s a powerful tool!

But that doesn’t mean that most people are qualified enough to use this powerful tool.

A shovel can be a powerful tool when you’re digging a hole.

It can also be used to bash someone over the head.

Same with power. Responsibility. Position.

When left unchecked, or misused…

On that note, I’ll say good-bye for now!

As always, thank you so much for listening!

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