Interview Performance: In Transition Candidate Versus The Employed Candidate

Have you ever wondered if being in-transition makes you less attractive in an interview?  The answer may be “Yes”, but not for the reasons you may think.

My colleague Marcia Ballinger from Keystone Search and I were having coffee and we got on the topic of interviewing.  She shared some amazing insight into how in-transition candidates effectively derail their chances during the interview.

Marcia has submitted many in-transition candidates for her clients’ consideration because they have the right skills and experiences that make them attractive to a client – regardless of their employment status.  Also, Marcia’s firm has sat in interviews as an observer for the past five years, so she has seen both types of candidates in action.

She has observed a pattern of behavior from the in-transition candidates which lowered their chances because they made themselves an ‘outlier’ when compared other candidates – but in the wrong direction.

Much like that old joke about when you and buddy are being chased by a bear, you don’t have to run faster than the bear, just your buddy.  When it comes to hiring, the candidate selected is not the best at everything, they are simply better than the other candidates.

Here are the traits that Marcia has seen from in-transition candidates are going to get you caught by the bear.

  • They talk more and listen less.
  • They are very quickly convinced that an opportunity is “perfect” for them, even when they don’t have all the facts.   Marcia said that she frequently has in-transition candidates proclaim that they are ‘perfect’ for a position, even before they have seen a job description.  (Writer comment: For an executive position, these can be literally ‘million dollar’ decisions given the potential impact of the executive on a business.  Who makes million dollar decisions with no information?)
  • They lean forward.
  • They don’t always wait for the speaker to finish answering the question.
  • They are glib, surface, and less “thoughtful.”
  • They talk faster, as though they are trying to “squeeze” more in.
  • They seek to persuade, not to understand.

Having interviewed during my own transition, I’ll admit to being guilty of these behaviors.  At the time I felt as though I was displaying my eagerness and interest, but now I see it was my anxious feelings shining through.

How does someone with a job behave during an interview?  Here’s what Marcia has observed:

  • These people are picky.  They are choosey.
  • Instead of trying to convince, they are waiting to be convinced.
  • They are genuinely interested in learning more and investigating whether the opportunity could be a fit.  But, they do not come in convinced that it IS a fit.
  • There tends to be more mutuality in the discussions with employed candidates.  Employed candidates see themselves as ‘peers’, so the interview is more like two business people having a meeting.
  • For the hiring executive, it feels more like a regular meeting between a boss and a staff member, and less like an outsider, or a “salesperson.”

For you and me, these types of ‘insider’ insights are pure gold since its behavior from fellow candidates – both what’s working and what’s not.  However, Marcia made another point which I think is more relevant: The in-transition candidates’ behaviors arise from their circumstances and build over time; therefore, they need to work harder to suppress these behaviors.

The employed candidate comes into the interview with the ability to walk away, which gives them a position of strength.  They feel less overall risk and certainty no reason to push or persuade.  This is why the discussion is more relaxed and interactive.

Can an in-transition candidate give themselves the walk away power?  While perhaps not at the same level of the employed candidate, you can get close if you go into an interview with this mindset: I don’t want to be interviewing a year from now; therefore, I need to be sure this is a job where I can truly succeed and will be retained.

If this approach helps you avoid being back in-transition in the near term, it’s a powerful motivation to help you make sure this is the right position.  (If you are at the point, either financially or emotionally, that you to just get into a role please see: The Art of Settling for Less).

My thanks to Marcia for sharing this amazing insight that will help all of us get the most out of our interviews.

Good luck today!

Mark

What I Believe, What I Need to Believe

As a CFO/Finance executive, I’ve looked at and/or produced a couple hundred business cases. To determine the validity of a business case, I’ve developed a simple system to figure out where to ask more questions. I ask myself “What do I believe and what do I need to believe”.

For example, if our company was expanding an existing product line. I would believe they can do that. If they are going to sell it to an entirely new customer set. I would say I need to believe it. So I would spend trying to determine if we understood the new customers’ needs, if the product fit, etc.

Now take your resume and ask the same questions of believe and need to believe, but from a prospective recruiter, HR, or hiring manager viewpoint (or chair).

Most people who read a resume can figure out by a title and company size if the bullet points generally fit the role a person had. They can establish the ‘what they believe’ based on your resume and knowledge of the industry, profession and role.

Generally, what they ‘need to believe’ are the results claimed (e.g. ‘Saved $5 million annually from ….), because unless they were at the same firm, it is tough to validate. But just imagine the power those statements would have if they were validated.

So whether through your referrals, non-confidential copies of past work, 3rd party references, awards, etc. try to line up as much of what needs to be believed as possible. Actions do speak louder than words, so help prove it!

A quick author aside, I have been tremendously humbled by the success of the Candidates Chair site – with over 20,000 visitors from 75 countries, as it has been fellow candidates sharing with one another that have been a major part of the success. So please know you have my thanks and keeping the sharing.

Good luck this week!

Mark Richards

www.candidateschair.com – Tools and Advice from a Candidate’s viewpoint to help get past job search roadblocks and keep your spirit strong. Please take a visit.

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What to do when reality seems suspended

Here’s a short excerpt of an interview between a Human Resources team member (HR) and myself (MR) regarding a finance role:

HR: “Tell me how you collaborated with operations.”

MR: “I spent 30% of my time in the field at our branch locations, with Account Management or on sales calls. The more time I spent in the field, the better I knew how to support them.”

HR: “You did not use the word ‘collaborate’ in your answer.”

MR: “I know, the answer explaining my actions of collaboration with the operations team.”

HR: “Yes, but I was hoping you used the word ‘collaborate’.”

This enjoyable banter on ‘collaboration’ continued for a few more
minutes. I was told that implying a word was not as powerful as using the word.

As we finally moved on, I remember thinking, “It’s better to imply you’re a knucklehead, then to make it more powerful by proving it”.

I was thinking about myself, as I had just fallen for the oldest and biggest interview temptation: Trying to prove your point, or better said, disprove theirs.

It’s at the moment when the other person seems to suspend reality with a ridiculous argument or statements that can make or break your ability to keep your odds of impressing them remain high.

If the statement misstates your skill or experience, offer a single statement of correction. If they are simply off-base on an issue, then let it go. In either case, just get the conversations moving onto a new topic.

My lesson: No use trying to defuse the bomb that’s gone off – especially if you are the one who set it off.

Hope you have a good week.

Mark
www.candidateschair.com

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The Interview Moment of Truth – Learning from my mistakes

After two job searches, I’ve been through loads of interviews. Here’s a few of the big mistakes I made, they may seem obvious, but often this is what we overlook.

One: Too much prep, Too little practice
It’s all in the delivery. I would figure out the key questions I expected to get and write out my answers. That is good. However, I never practiced saying the answers aloud – so when the time came, I just rambled or sounded mechanical. The solution: Practice saying your answers aloud 5 or 6 times. You will feel more confident, cut out the clutter in your answers and sound natural.

Two: Talking to an insider

There are loads of ways to learn about a company, but the best way is to meet a current employee. Spend a coffee with someone and you’ll be amazed at what you did not know. You get a good feel for the culture, common language used and issues facing the firm.

Three: Build the brand in advance
Sometimes it’s not the best skill, but the best brand. The more people that know your story inside a company, the better the chances you advance in the process. Work your network like crazy to either meet people inside the firm or have your network call on your behalf. Don’t try to sell yourself, just reach out to connect.

Four: Let the story build
I felt compelled to share my amazing story in its full glory… well, it seemed amazing to me. Think of your answers like a commercial – short, informative and compelling. If the person interviewing wants to learn more, then they will ask. If they don’t ask, then perhaps they heard enough or it’s not a key decision point for the position. Either way, just be patient and build your story.

Five: Being able to answer “Do You Have Any Questions for Me?”
This is an easy one to miss, because we focus so heavily on what to say about ourselves. It only took me once of answering this question with “Ummm, let’s see…” to know I needed a change. I prepared a written set of questions for every interview and brought copies to share. Many questions got answered during the interview, but there several that did not about the position, business model, peers, current staff, etc. I highly recommend, “201 Best Questions To Ask On Your Interview” by John Kador – a great resource.

As always, hope this help!

Good luck today!

Mark Richards
www.candidateschair.com – Tools and Advice from a Candidate’s viewpoint to help get past job search roadblocks and keep your spirit strong. Please take a visit.

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