[2022-07-28] Succeeding in a job interview

A friend of a friend contacted me yesterday to seek advice on what distinguishes good answers from lousy ones during a job interview. I made several suggestions based on my 30 years of experience interviewing candidates for jobs. This post is a more polished version of yesterday's response.

Good answers respond to the interviewer's question, are structured and easy to follow, are concise while providing sufficient detail, are supported by pertinent examples, reflect an understanding of the organization's challenges, are pitched at the level of the job being filled, and are neither all "me" or all "we."

  1. Respond to the interviewer's questions. Good answers answer the question; lousy answers answer a different question or fail to respond to all aspects of the interviewer's question. This can be especially problematic when questions are provided verbally only. In this case, take a few seconds after the question is asked to jot down key words. Fortunately, many hiring managers give the candidates the questions in writing, either at the interview or several minutes in advance. In that case, take a few seconds to highlight or underline key elements of the questions. Also, pay attention to questions that have multiple elements, for example, "How do you manage a project? And how do you keep senior management informed of problems and progress?" It's very easy for interviewees to answer the first question, while forgetting the second. You can also take a few seconds (say, 20-30) to jot down a few key words (not whole sentences, just memory joggers) to ensure that your answer responds to what you've been asked.
  2. Structure your answers. As much as possible, organize your thoughts before beginning your answer. For example, if you're asked a "tell me about a time when you did such-and-such" question (e.g., "tell me about a time when you demonstrated initiative"), you can structure your answer using the SAR acronym: Situation, Action, Result. In other words, what was the situation you encountered? What context do the interviewers need to know to understand your story? Next, what action did you take? How did you tackle the problem described in the situation/context part of your answer? Finally, what was the result? Did you resolve the issue? Were you commended for your action? Did you learn anything that you have applied since or would apply if faced with a similar situation?
  3. Be concise but include details. I've seen both extremes: someone who goes on and on but provides an answer that's all fluff and someone who is so brief that they don't really answer the question. Being concise isn't necessarily about providing a short answer, but about providing an answer that uses only the number of words required to give a meaningful response. Details make the difference. If you're asked how to manage a project, you want to provide all the specifics.
  4. Feel free to use examples. If you're asked a theoretical question (e.g., "what's your leadership style?"), you can provide a theoretical answer and then add, "For example, when I managed such-and-such team, I did x, y, z." It's often easier to ensure that you hit the relevant points when you think about a specific example from your past.
  5. Demonstrate knowledge of the organization and its challenges. Through your answers, show that you've done your homework and that you could apply your knowledge and experience to help the organization address its problems. For instance, if the organization is struggling to counter misinformation, reflect that reality in your answer.
  6. Answer as though you were already at the level of the job. Rather than answer the question from the perspective of your current level, answer it from the perspective of the level of the job to which you're applying. I struggled with this myself, sometimes answering like a director (when I was a director) rather than a director general (when I was interviewing for a DG position). In advance of the interview, consult competency profiles or talk to people at the level of the job to which you're applying to get a sense of the expectations of employees at that level.
  7. Use both "I" and "we" in your answers. Few employees succeed on their own. Most employees are part of a team. Your answers should reflect that some achievements were realized with a team (the "we" part of your answer). At the same time, ensure that you share what you did specifically to contribute to the group's accomplishments (the "I" part of your answer). An equal balance of the two will show humility ("we" did this) and confidence ("I" did this).

The best way to ensure that you provide answers that hit most or all of the seven points above is to prepare. Review the job posting and the job description to anticipate the kinds of questions that might be asked. For example, if the job posting says the successful candidate demonstrates initiative, write down one or two stories that show how you demonstrated initiative. Use the SAR method mentioned above: Situation, Action, Result. Your stories should reflect not only what you did, but the difference you made as well. What have you done to show initiative beyond what others might normally do? How did your approach influence your team or your clients?

The caution in preparing for interviews is not to come across as rehearsed. It's like delivering a speech: even if you have notes in front of you, don't make it sound like you're reading your remarks. Similarly, if your answers sound canned, the interviewers may question whether the interview version of you matches the real you.

It's all about balance: confident yet humble; brief yet comprehensive; polished yet authentic; prepared yet able to think on your feet.