"Tell Me About Yourself"

What is the subject of an interview? Most of my clients say "I am." This makes sense because the interviewer obviously wants to know who you are. Why should the company hire you, as apposed to someone else? You, therefore, are the subject.

Not necessarily so.

There is a silent subject and that is the job. The job is why you are there. The job is the problem that they are looking for someone to solve. You are only interesting to the interviewer to the extent that you solve the problem this "job" represents. Of course, if this is true then why doesn't the interviewer open the interview with an in-depth description of the job itself? Some enlightened interviewers actually do. Most, unfortunately, do not. Rule number 1: Never over-estimate the skill level of the person interviewing you

If the job itself is the real subject, then how much is typically known about the core needs of a position as you take your seat for the first interview? Since there are three general avenues to an interview - we will briefly take a look at each one.

Suppose you answered a job posting on one of the job boards. The job description was written by the Human Resources department. How much does HR understand about that position's core needs - about engineering, sales, data migrations, marketing, financial analysis, product development, outsourcing, hardware installations, client consulting, or customer service? In most cases, not much. This is why job postings are so similar in language - "Looking for a highly motivated self starter with strong organizational and leadership skills. Must be an excellent communicator with ....."

How about a recruiter? A recruiter calls and says, "John, I've got a terrific opportunity for you to look at." How much does the recruiter typically understand about the core needs surrounding the position? My experience with clients and recruiters is not encouraging. Unless the recruiter has a long standing relationship with the organization the chances are not high that he or she is well informed about the position

How about your network? Let's say you were recommended to ABC Company by an old colleague. How much do you know now? It depends. If your contact works at the company and is well positioned, valuable information may very well be available. In most cases, however, your contact is either not with the company or works there but is not in a position to have an insider's perspective on the role.

Since we are in one, let's dig this hole even deeper because for many professions, it's a buyers market out there. A buyer is the company, you are the seller. With resumes stacked to ceilings in Human Resource departments and resumes by the millions circulating on-line every day, companies can afford to be very picky. Example: ABC company is looking for a financial analyst. The posted job listing nets 300 resumes on the first day. HR trims the pile down to a top 50, every one of them good. The next round yields a top 20 and at this point it will be hard for the company to lose. At the top 5 level tossing a dart will get the company, on paper, a very attractive candidate. With such a wide range of talent available, how does the hiring manager ultimately make a decision?

Answer: A hidden criterion is established. For example, Mr. Hiring Manager (HM) is looking for someone with a passion for employee development. Loves to train, mentor, raise the skill level of everyone around him. Why? Because the last manager, while talented, had a difficult personality and this made the office atmosphere uncomfortable. Mr. HM is looking for a replacement who combines both the skills of the previous manager, but with a personality that matches the company culture.

Is Mr. HM going to volunteer this analysis at the start of your interview? Not likely, nor should he. Because the moment he identifies the key, you will turn it. "People?" you respond. "I am great with people! My direct reports love me. In-direct reports too!," or something of the sort. And your competition will respond the same way.

In essence, you have walked into an interview without an accurate manual of the job itself, and you must answer questions without the intangible "fit" criterions that - in a buyers market ultimately decide who wins and who does not. Not an easy place to be! What follows is an easy to follow method for putting your best foot forward.

Answering Tell Me About Yourself
The Two Minute Drill

Step 1: Thumbnail Sketch:
In step one re-enforce the credentials that attracted the company to you in the first place. Accomplish this through a short series of facts about your career: "I have 12 years experience in supply chain and logistics, managing budgets of up to $15M and staffs of up to 5 direct reports and 20 indirect reports. Major initiatives that I have been involved with over the last five years include A, B, and C.

Why it works:
In a few short lines you have provided a factual framework that sets the stage for steps two and three while also being informative to the interviewer.

Step 2: Your Primary Benefit:
"The primary benefit I have brought to organizations throughout my career has been innovating cost savings. Would you like a quick example?"

Why it works:
You may think that this is good because, after all, who wouldn't want to hire someone who reduced company costs? In other words, we should say it because the other side will like hearing it. Instead, highlight your primary benefit (PB) because it is true. Speak from a place of inner conviction and your passion will be well received by the other side. Your PB is how you want the hiring manager to perceive the contribution you would make to his organization. Your skills have increased revenues or your skills have reduced costs. Perhaps your career features both. By declaring your PB early in the interview, you are leading the witness to the conclusions you want them to draw. Beware: Declining to clearly outline your PB creates a vacuum that the interviewer will fill. This imposed image may be to your advantage or not to your advantage. Do you want a subject this important to be left to chance? Instead, take charge of the image you project through the clarity of your content.

STEP 3: Provide an example:
SAGE your primary benefit. Choose a SAGE from your list and apply it to illustrate what you meant by "innovate revenue streams."

Why it works:
Your PB demands proof. By asking and receiving permission to illustrate, your SAGE paints a persuasive picture that solidifies the image you wish to present.

STEP 4: Turnaround
"That's a little bit about my background. With your permission, Mr. Brown, I would like to get a better understanding of what your needs are. How would you characterize "success" in this role 6 months from now?" Or: "I would like to get a better understanding of what your needs are, Mr. Brown. What types of projects do you want the person hired to immediately address?"

Why it works:
Now that you have answered the question in depth, attempt to elicit information as to why you were called in for this interview. In this phase you want to think and behave like a consultant. Consultants ask intelligent, penetrating questions in order to understand the core issues that need solving.

All four steps-the thumbnail sketch, primary benefit, example, and turnaround-should take you less than two minutes to complete.

E-mail: info@silvercareermanagement.com