Plan Your Appearance to Make a Great First Impression

Your personal appearance is a critical component of that all-important first impression when you walk into the room for your interview. 

Some people don't think about what they're going to wear until the morning of the interview. Then they scramble to find something that's appropriate, clean, and doesn’t look like it’s been slept in.

Imagine putting on that rarely used suit an hour before your interview and discovering that it no longer fits!

Plan your outfit in advance, try it on to make sure it fits well, and get it cleaned and pressed if necessary. 

When deciding what to wear, think "conservative business attire." Even if you are interviewing for a field job in which you'll wear jeans and steel-toed boots, those clothes are not appropriate for the interview. It's always better to dress "up" than to dress "down."

The key is to look professional.

Here are some preparation tips:

• Think about your hair in advance and make sure it's as ready for the interview as your clothes. Do you need a haircut or touch-up on the color? This goes for mustaches and beards, too.

• How are your teeth? If they’re not pearly white, consider using one of the many teeth-whitening products on the market today. Dingy teeth really can make a negative impression, so don’t ignore this.

• Freshen your breath, especially if it's been a while (or if you've eaten or smoked) since brushing your teeth. Don't go into the interview chewing gum.

• Do not plan to wear perfume or cologne. Having no noticeable scent is better than turning your interviewer off by wearing too much perfume/cologne (or wearing a scent that unpleasantly reminds an interviewer of an ex-spouse). And many people are allergic to ingredients in perfumes and colognes. It's safest to wear no scent at all.

• Women, if you decide on a dress or skirt, make sure it's not too sh ort. Be conservative. By the way, pantsuits are perfectly acceptable these days if they meet all the other criteria.

• Don’t forget to consider your shoes. Chose a pair that is stylish, but conservative and comfortable. (Spike heels are not a good idea.) Make sure they're clean and/or shined.

Remember, your goal is to look professional and conservative. This applies to makeup, nail polish, jewelry, body piercings, tattoos, etc.

If there’s any chance that the interviewer might not like it, no matter how “cool” it is, don’t let it show!

Dress to impress!

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Succeeding with Panel Interviews

These days, job interviews often consist of a panel of three-to-six interviewers.

A "team approach" to finding the best candidate can be beneficial for the employer. Each member brings a different set of skills, experience and judgment to the team, and can point out pros (and cons) about a candidate that the other interviewers might miss

Panel interviews can also be beneficial for the job seekers.

In a one-on-one interview you only have one shot at making the best impression. With a team doing the interviewing, your odds are increased.

Say for example that Interviewer No. 1 had a bad experience with your past employer and unconsciously (or consciously) holds that against you, even though you had nothing to do with what happened. Interviewers No. 2, 3, and 4 have no such prejudices and so could sway the vote in your favor.

While panel interviews often seem more intimidating than one-on-one interviews, here are some steps you can take to ease your stress and ensure a better outcome.

1. Relax. Remember that being faced by a panel of strangers (versus one) is better for you.

2. Smile. Everyone in the room will smile back and you'll all get off to a great start.

3. Greet each interviewer individually. Shake hands with each person. Repeat their names as you are introduced (everyone likes to hear their own name, and it will help you to remember them).

4. Include everyone when answering questions. Face and make eye contact with the person who asks the question, but then extend your eye contact to everyone in the room. You're speaking to all of them, not just the person who asked the question.

5. Get their cards. Before leaving, get a business card from each person in the room. These will come in handy when it's time to send your thank-you notes. (If they don't have cards, ask for their names again if you don't remember them; jot them down. You can contact the HR person or receptionist later to get their email or mailing address.)

6. Send individual thank-you notes. Immediately send a thank-you note to each member of the interview panel, but don't make the notes identical. Make it more personal by pointing out something that person said or asked. For example, "When you asked me about my marketing experience, I forgot to mention that in addition to my three years as a marketing representative at ABC company, I also participated on several marketing focus groups while working at XYZ company." 

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Answering "What's Your Greatest Weakness?"

Many interview guides will tell you to answer the very common "What's your greatest weakness?" question with a positive trait disguised as a weakness. For example, "I tend to expect others to work as hard as I do," or "I'm a perfectionist."

That would be a mistake. Why? Because interviewers have heard these canned answers over and over again.

If you use one of them, it will likely backfire on you. They’ll think: 

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You’re not being honest about your true weaknesses and are just regurgitating someone’s advice; You feel that expecting others to work hard and striving for perfection (or whatever other disguised positive traits you use) are "weaknesses," which makes you look ignorant, naïve and/or lazy; You don’t know how to do an honest self-assessment; Or you’re delusional and think you don’t have any real weaknesses! So state a true weakness! No one is perfect, so don’t try to convince anyone (especially yourself) that you don’t have any weaknesses. However, I cannot overemphasize the importance of not listing a key element of the position as a weakness! If you do that, you might as well send yourself the rejection letter. Pick a neutral weakness about something that’s not critical to the job. Mention that. Then emphasize what you've done to overcome the weakness. This shows that you are honest, that you recognize areas in which you need to grow, and that you are actively seeking ways to improve yourself. Sample Answers: "I honestly can't think of any weakness that would prevent me from doing an outstanding job for you in THIS position. But in the past, I've had some trouble delegating duties to others. I felt I could do things better and faster myself. This sometimes backfired because I'd end up with more than I could handle and the quality of my work would suffer. But I've taken courses in time management and effective delegation, and I've managed to overcome this weakness." [NOTE: You would not want to use this example for a supervisory position] "I honestly can't think of any weakness that would prevent me from doing an outstanding job for you in THIS position. But I’m very weak in math and have to rely on a calculator even for basic computations. I always have one with me just in case a calculation is needed." [NOTE: You would not want to use this example for an accounting position or one that requires math skills!] Vacancy

Thoughtful Thank-Yous

I get asked these questions over and over: "Should I send separate thank-you notes to everyone who interviewed me? Can I just send one thank-you note to the hiring manager and ask him/her to thank others involved in the process?" 

The answers are yes and no, respectively.

Send a separate thank-you note to everyone who interviewed you, whether it was an informal pre-interview phone call, an interview lunch meeting, or the final formal interview after a lengthy process.

Don't be stingy with your thank yous!

It's an easy thing to do, it will only take a few minutes--and it will make the recipients feel good about you! Why wouldn't you jump at the chance to do that?

You can make your thank-you notes relatively short. They can be sent via snail-mail or email.

(There are differing opinions on which is best. I prefer the now "special" touch of a real letter over the routine method of email; others think email is best because it's faster. Just remember that what you say is more important than how you send it.)

Make each thank-you note slightly different by mentioning something in particular that you and the recipient discussed. This is a good reason to do your thank-you notes right away, while the interview is fresh in your mind. You might even want to take notes for this purpose.

Here's a great tip that will really impress the hiring manager: add a P.S. that mentions how helpful someone was, by name. I'm not talking about people directly involved in the interviews; they should get their own thank-you notes. But if there was a receptionist, an administrative assistant, or someone else who was helpful during your interview process, say so. Those people are rarely recognized, but may have influence with the hiring manager. The boss will think of you as someone who appreciates his team, notices things most other people overlook, and goes the extra mile.

Why make this a P.S.? Studies show that most people read the P.S. before (or even instead of) reading the main body of a letter. This P.S. will get attention and impress the reader, which will get your entire letter read and your thoughtfulness remembered!

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The Secret of Selling Yourself

A very effective and persuasive tactic when selling something is to promote its benefits as well as its features. Very simply, features are what something has; benefits are what those features do for you. For example, if you’re selling your used Oldsmobile, one of the features you might mention is its large trunk. 

If you focus only on the feature, you’ll say, “This car has a large trunk.” (Yawn) But if you promote that feature with its benefit, you could say, “The trunk is huge. You can get three suitcases and your golf bag in there for a trip to Disneyland and still have plenty of room for all the souvenirs you’ll want to bring home!” See how that makes a more powerful impression? The potential buyer can visualize how this car with its large trunk can make packing for his next trip much easier. Use the same tactic for each feature of the car, and (Ka-ching!) you have a much quicker sale.

When you’re preparing your resume or answering questions during an interview, you’re selling yourself, so use that same tactic: sell your benefits along with your features! Here’s how:

Consider these typical “features” a job applicant might mention during an interview:

• 10 Years of Experience
• Ability to Type 90 Words Per Minute
• Strong Organizational Skills
• Dedicated
• Excellent Communicator
• 2004 Administrator of the Year, Acme International Inc.

Those are pretty impressive. Now let’s see how you can turn those “features” into “benefits:”

• Feature: 10 Years of Experience. Benefits: “I know what to expect in this type of position; I’ve handled this type of work before; I won’t need much training or supervision; I’ll hit the ground running and will start producing right away.”

• Feature: Ability to Type 90 Words Per Minute. Benefits: “I can get your 10-page reports done in less than an hour; I will speed up your work flow.”

• Feature: Strong Organizational Skills. Benefits: “I’ll keep track of your schedule so you’ll always be on time and have the materials you need; I will be able to quickly retrieve any document; I will prioritize my workload to ensure the most critical projects are done first; I will save you time; I’ll help you make your boss happy.”

• Feature: Dedicated. Benefits: “I will support the company’s overall mission and do whatever I can to help achieve it; I won’t complain about hard work or long hours; I will faithfully do my job to the best of my ability.”

• Feature: Excellent Communicator. Benefits: “I will easily be able to give you and your staff the information you and they need, whether in verbal or written form; I will be able to compose much of your correspondence, relieving you of that duty; I will save you time and effort.”

• Feature: Administrator of the Year, 2003, Acme International Inc. Benefits: "I’m very good at what I do, and you don’t have to take my word for it – here’s proof that others have recognized my skill, professionalism, and outstanding contributions.”

Even more impressive!

See how that works? A “feature” is nice. But even better is answering the hiring manager’s unspoken question, “So why is that important?” You do that by selling your benefits.

Make a list of your own features and their corresponding benefits. Learn to promote these benefits to your potential employer. Do this in your cover letter, your resume, and during your interview to make a powerful impression. You will SELL yourself into a new job!

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Dealing With "How Would You...?" Questions

If you're a newsletter subscriber or frequent visitor to my website, you know that I'm always preaching about proper preparation prior to interviews. If you research the position and company carefully, you can anticipate likely questions and prepare excellent answers. 

But something I also tell job seekers is that you can never anticipate every single question.

I once had to respond to a "How would you...?" question about exhuming a dead duck. I am not making this up. The position involved community affairs work for a sewer treatment plant. How could I have anticipated such a strange question? It took me totally by surprise.

But I got the job. 

Often with problem-solving questions, the interviewer isn't looking for a "right" or "wrong" answer. He or she is more interested in the thought processes you demonstrate to come up with your answer.

The dead-duck question was based on an actual incident, and the person who asked it is the person who had to deal with it. My response showed that I would have handled the situation differently than she had, but it also showed that I knew about problem solving. I didn't panic at the unexpected question; I didn't answer before thinking about it for a few seconds; and I didn't blow it by giving a lame response like, "Gosh, that's a really tough question! I honestly don't know what I would do in that situation."

Here are a few tips to help you deal with "How would you...?" problem-solving questions:

1. Ask questions to determine exactly what the interviewer is looking for. (This will also give you a bit more time to think.)

2. Explain how you would gather the information and data necessary to develop a solution to the problem.

3. Tell how you’d use the information you gathered to develop and analyze alternative courses of action.

4. And finally, tell them your solution or recommendation, explaining how you feel it's the best option based on the info you were given.

The "How would you...?" type of problem-solving questions are popular in interviews these days. You must not let them scare you. Don't rush your response and don't stress yourself out wondering what answer they're looking for.

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"You're Fired" Isn't The Finale

According to the U.S. Department of Labor, March 2004 had the largest gain in hiring in nearly four years. But as of then, there were still about 8 million Americans without jobs, and almost 23% of those had been unemployed for six months or more.

Many of those who are unemployed were laid off, terminated, downsized or let go ("fired") through no fault of their own.

In this era corporate mergers, dot-com disasters, and a struggling economy, we've all come to realize that job security is quite rare these days.

While losing your job is still very painful, it is no longer considered a career-ending experience.

So when you're interviewing and that question about a gap in your employment comes up, there's really no need to lie.

Keep your answer brief, state what you've learned from the experience (if anything positive), and express your desire to move on. It shouldn't be the focal point of your interview.

Employers want to know about your talent, skills and capabilities, so emphasize those, assure them that you can help solve their problems, and convince them that you will be a hard-working, loyal and dedicated employee. 

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Six Steps to Avoid Becoming Obsolete (or Worse) on the Job

The Client: It only seemed natural that James was angry. Wouldn’t you be angry if you were being passed over for a promotion? And this wasn’t the first time. Last month, there was a really big project being drafted by the Leadership Team that was loaded with more authority, more responsibility and, of course, more money. James was sure he was a sure-fit for the position. But to his dismay, it was offered to a younger, less tenured employee. Now a much juicer promotion was on the table and that promised even more than the other position. A company car, high visibility among the company’s Board of Trustees, overseeing a huge division and more prestige than he ever imagined (but so sorely desired). But it was not offered to him. As a matter of fact, not only was it not offered but he was never even considered for the promotion. To make matters even more distasteful, it was offered to an employee whom James used to supervise less than two years ago.

Anger, frustration, resentment and fear combined with a huge dose of denial quickly became intimate and frequent visitors to James’ psyche. How could he be treated so unfair especially in view of all his years of experience and skills? Didn’t that mean anything? Wasn’t he entitled to being recognized for all that he’d given to the company. All those early morning arrivals before anyone got to the office and he was always the last one to leave. Several years ago he launched and completed a very successful project and was congratulated by the President of the company himself. Didn’t that mean anything? How could they treat him so callously. A man of his stature.

The Problem: James’ situation is more common to the workplace than not. In this day of career-minded, not-ready-to-retire Baby Boomers and as-yet-to-be-career-fulfilled Generation Xers (remember them?), the workforce is literally an “Employers Market”. Yet, many of these workers find themselves struggling either to find employment after having been downsized or to feel valued. It is the latter situation that this article is intended to address.

James’ problem was not related to his technical performance, ie., his ability to perform the duties required of his position for which he was hired. He has a long history of receiving stellar performance evaluations by his supervisors. Rather, James’s problem was related to his inability to understand the “new” rules of the workplace and to incorporate them into a regular practice. You see, James started his career believing that if you go to work early, stay late, come in on weekends and always be ready to “take one for the team” then your efforts would be recognized and you would be justly rewarded. Hey, that’s how it worked for his dad, right? Well, yes, but that’s not how the workplace of the 21st century operates any longer. At one time it was, “It’s not what you know, it’s who you know.” That’s now been rewritten to, “It’s not what you know or who you know. It’s who knows you!”. Loyalty to the employer as well as loyalty to the company used to be the heard on the old job airwaves. Now, the station has a new frequency on station, “WII- FM” or more commonly known as “What’s In It For Me?” The rules have changed and poor James needed help to figure it out. That’s where I came in!

The Solution: James was wounded and needed, even more than a promotion or higher salary, a boost in his self-confidence. Like many others, James’ identity and self-esteem were tightly wound into his job to the point where it was hard to separate the two. Helping James to renew his self-image was job #1. For the purpose of this article, I will condense the timeframe, but since James was motivated to work, he was able to do some remarkable things in a very brief timeframe.

The Outcome: We examined some of his beliefs about himself and looked at the things he values. It wasn’t long before James was able to redefine and separate “who” he is and the core of his essence from his career and vocational Self. James could now see that his worth was more than a paycheck or a promotion or anything external to himself. We then focused on developing strategies to help him improve his chances to getting on-the-job recognition (yes, that is still important to him, but now the degree to which he weighs its importance has been shifted to a more tolerable level).

Here are some highlights of the strategies James and I co-created:

Job Vacancy Indonesia People are hired because they are liked and fired because they’re not! It’s not often that people are hired or promoted solely because of their technical skills. Sometimes the best technical skills a candidate has that makes them a good hire is their ability to drop twenty foot putts with a fair degree of frequency or they can play “like Mike!” More often than not, people are hired because the company feels they “fit” into the existing culture. Find out what your supervisor likes in his/her employees and what he/she values in themselves. Find out why you were hired and make sure you keep those skills and qualities in constant view.

It really is about “who knows you”. Equally important is who knows you. Make it a point to find out who the movers-and-shakers are in the organization and find out why. Informational interviews are effective. Also, asking others why they consider someone to be a leader within the organization is another way to gather helpful information. Once you have the information you need, develop a strategy that ensures they get to know who you are and your value to the company.

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Leadership Is a Process

By Gbitse Barrow

Do you have a boss, supervisor, manager or CEO who doesn’t meet your expectations as a leader? Are you concerned that your new boss or manager doesn’t have the right attitude, knowledge, skills and behaviour to lead, or are you worried that despite many years in a position of leadership, your boss continues to fall short of everyone’s expectations? These are real life scenarios that play out each day in our workplaces, businesses and communities. Even on a larger scale in society, how satisfied are we of our civil and political leaders and their abilities to lead us effectively and towards success?

If you are dealing with a leader similar to the ones described above, or you suspect that you may be indeed that positional leader who is falling short of the expectation, one of the most important lessons you must learn about leadership is that it is a process, and not an event. Leaders grow each day, and leadership is in itself a journey. The mere fact that you have won an election, started a new business, married a wife,gotten a promotion, or arrived at a position of leadership doesn’t make you a leader. Authentic leadership is about a life-long commitment to learning and transformational change, which is required for you to create the positive influence and success required of you as a leader.

Some of the challenges we have with ourselves as leaders, as well as with our positional leaders is because we haven’t recognized and understood that Leadership is a process and a journey. Through this journey of leadership leaders need to grow and become more aware of themselves by reflecting, asking questions, and getting feedback from the people they lead. The new learnings from this process will enable them adopt different styles and approaches and engage their followers more effectively. A lot of leaders jettison this process, and believe that having arrived at their positions they would all of a sudden achieve a “god-status”, and that all the powers and successes that “leaders” have will suddenly become theirs.

A great example of what I am describing can best be seen when a new leader is promoted from within the team. How can you be so myopic to believe that from the first day you will gain everyone’s respect or buy-in; how can you fit into the shoes of the previous leader so quickly; how can you heal all the wounds of the past and move forward? Honestly, these things take time, which if you do not apply yourself to as a systematic process, may indeed take forever, or actually never happen. A lot of new leaders who were great team members and performers fail to recognize this and fail woefully in their first leadership assignments. I have seen people fall into this trap, and struggle to retrace their steps quickly enough and learn the competencies required to be leaders. Some of them escape, wobble and fumble along to higher positions of leadership, but carry with them forever, the scars of their leadership events, rather than the learnings and changes required of a leadership journey.

Look around today, and think about those examples of positional leaders who are not effective leaders, there is perhaps a lesson or two that can be learned from their first leadership events or positions. As you look at newly appointed or elected leaders who seem not to have what it takes - do endeavor to give them a chance and support them through their journeys. If they are committed to life-long learning and transformational learning like all great leaders should be, then their journey to leadership, although challenging will be blessed with success in the long-run.

As we look around us, we must also look at ourselves, and ask the pertinent questions - How have I dealt with my past and current leadership positions? Is leadership just an event, or am I in a committed systematic process of growing each day as a leader? Whatever your answers may be, just remember that you can re-trace your steps and create a real leadership journey as you continue to grow as leader. Focus on continuous learning, feedback and a willingness to change, and be committed, deliberate and systematic about it!

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