By Jennifer Holloway

 

So you’re looking for a job.  You’ve thought about what work you want to do, when and where you want to do it, and even who you’d like to do it for.  You’ve replied to job adverts, joined an agency, sent out your CV and have an interview lined up.

 

Now it’s time to stop thinking about what you want and start thinking about what your new employer wants.

Imagine you’re an executive who’s spent the last week interviewing candidates.  On paper, they’re on a par, so you recall the interviews themselves, looking for anything that made someone stand out - Who made a good first impression?  Who prepared well?  Whose answers were most relevant?  Who showed real interest?  Who would fit well with the team?  Who was willing to do their best for the company?

So what’s going to make you stand out from the crowd?

It’s all about preparation.  Firstly, find out all you can about the company; look at its website and ask the person who set up the interview to send you extra information, such as an annual report, marketing material or staff newsletter.

Secondly, prepare how you’ll look.  Think about how people who work there dress, perhaps they’re pictured on the website, and use that as a guide.  Do this a few days before so you can make sure clothes are clean and ironed and shoes are polished.  If you get your outfit right, it will help your confidence, so make sure it’s comfortable.

The next stage is to prepare for the interview itself, because doing so will boost your confidence on the day.  Think about the questions you’re likely to be asked and how you would answer them.

The trick here is to be honest and at the same time promote you.  So if you’re asked your weakness, add a positive spin. For example, if you know you’re a bit pushy, say: “I’m a very focused person and sometimes get so intent on delivering results I can demand a lot from my colleagues.  However, it’s something I’m aware of and I’ve been working on.”

If you lack the experience in a certain area, admit it but give an example of a previous job where you also lacked experience and what you did to gain it.

Using real-life examples of what you’ve achieved is also key. For instance, if asked how you manage people, discuss a time when you developed the skills of someone who reported to you and, if it makes you look good, about a time you had to manage a difficulty in your team.

Finally, write a list of questions you want to ask, perhaps about the team you’d be working with, the company’s biggest challenges or any career opportunities on offer.

The final preparation

It’s the morning of the interview; you’re dressed and have plenty of time to get there.  Now for the final confidence boost.  Sit somewhere quiet and close your eyes, taking a few minutes to relax your body and slow your breathing.  Think of a time you had a successful interview, or a really confident conversation with someone you just met.  Visualise how you looked, how you sat, how you spoke, how the other person responded to you and how you felt when you knew it was going well.

Keep that feeling and imagine yourself walking into today’s interview.  Think about what you did so well before and visualise yourself doing the same again – from the beginning introductions, through the questions and answers, to saying goodbye.

If you can, take a minute to repeat this shortly before the interview itself.

First impressions

Now you’re meeting your interviewer.  Listen to how they introduce themselves and use that term at all times.  If you’re not sure, ask: “How would you like me to address you?” Shaking hands conveys a lot about a person, so do this firmly but not too tight.

This first stage is about creating rapport, so let the interviewer lead the conversation, maintain good eye contact and show interest in them and what they do - especially when they are outlining how the job fits with their role.

Getting down to business

With the introductions done, it’s time for the interviewer to ask you questions to see if your skills and experience match the job.  Listen carefully to what they’re asking, being aware of any connection to what they really want to know – is it about the skills you have, your attitude to work, your future plans or why you left your last job?  If you’re not sure what they want, it’s perfectly acceptable to ask them to clarify the question.

Give your answers using the examples you’ve prepared, slowly and clearly but with expression in your voice - if you can’t sound enthusiastic talking about ‘you’, when will you be enthusiastic? -  but be careful not to prattle on. The interviewer wants more than a “yes” or “no”, but doesn’t need to hear your life story.  If necessary, ask: “Have I answered your question fully enough?”

When asked if you have any questions, refer to the list you’ve brought; it doesn’t matter if it’s seen, because it shows you’ve prepared.  However, avoid asking more than three questions. This is an important part in the interview as it’s a two-way process – you have something to offer and you need to make sure the company fits with you as much as you with them.

Wrapping up

You’ve made it to the end of the interview and, because you were prepared and confident, you’ve excelled. You’ve also decided you really want the job, so make that clear - the interviewer might not be able to tell - and ask, “Do you have any reservations about my ability to do the job?” This gives you a chance to address their concerns.

Then end on the right note, by recognising the time the person has spent in interviewing you and shaking hands once more.

But it doesn’t stop there. To really give yourself that edge, drop the interviewer an email or letter afterwards, thanking them once again for their time, expressing enthusiasm about the company, saying why the position interests you and, most importantly, what you can bring to the company.

Even if you don’t want the job, drop them a note of thanks – you never know when the interviewer might turn up at a different organisation where you do want to work.

Jennifer Holloway is an executive coach who started her career in PR, promoting companies in the utility, pharmaceutical and financial sectors.  She was an executive herself for many years, so understands the pressures today's leaders face and the isolation that can bring.  Jennifer's coaching supports them, giving executives time to talk and challenging them to think differently about how they solve problems – not just for their businesses but for themselves.