BEHAVIORAL INTERVIEWS: FROM GOOD TO GREAT Presented to Wharton MBA 1 st Year students Deb Rosenbloom Executive Coach, Hancock Leadership KNOWLEDGE FOR ACTION
Themes for Today Control the controllable details matter Preparation drives good to great Be authentic prepare for what you can, don t memorize, make a connection with your interviewer KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 2
Agenda for Today The opening Behavioral interview questions Resume walk-through The closing Top 5 mistakes to avoid KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 3
Your Agenda Think of the most difficult interview questions you have faced (or asked) KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 4
THE OPENING KNOWLEDGE FOR ACTION
Adopt a Winning Mentality Collaborate with your interviewer Focus on YOU versus the competition Understand you won t win them all, and have strategies to deal with rejection KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 6
First Impressions Count Warm up Look the part Understand it starts with the first contact Build rapport on the way to the room Be aware of your body language Plan your priorities and be ready to tell them about yourself KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 7
The Most Dreaded Question Tell me about yourself Intentionally vague and anxiety causing It s likely to come up - plan, customize, practice This is your opportunity to set the agenda focus on your most important messages KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 8
BEHAVIORAL INTERVIEWS KNOWLEDGE FOR ACTION
Behavioral Interview Questions Tell me about a time when you Best predictor of future success is past success Your answers should demonstrate past success KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 10
Great Answers to Behavioral Questions Specify: describe specific past accomplishments Illustrate: show versus tell that you possess the required competencies Engage: keep your interviewer s attention Impact: have a memorable, positive result KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 11
Good to Great An Example What is your leadership style in teams? KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 12
Good to Great An Example What is your leadership style in teams? My leadership style tends to be very collaborative. I like to assess the people on my team and figure out their strengths. Then I try to engage them by asking them to take on roles that leverage their best skills. I find this tends to result in more committed, motivated and successful teams. KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 13
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Answer Behavioral Questions With Stories Telling stories from your past experience Is more interesting for your listener Allows you to be authentic while demonstrating your confidence and passion Highlights a record of accomplishment Moves from general and hypothetical to specific and memorable KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 123
RESUME WALK-THROUGH KNOWLEDGE FOR ACTION
Walk Through Your Resume Know your story don t read your resume! Focus on accomplishments Balance the what and the why Discuss transitions Prepare for anything you might need to explain (be concise and confident) KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 125
Read Cues from Interviewer Interviewer will likely provide cues about desired depth and pace along the way: Pull up if: so, how did you get from there to your next role? Go deeper if: tell me more about that, what else did you do there? KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 126
THE CLOSING KNOWLEDGE FOR ACTION
Your Turn to Ask Questions The Q&A portion of the interview is your chance to: Differentiate yourself Demonstrate passion for the job Continue to build rapport and engage interviewer Cover any key points that haven t been addressed KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 128
Prepare Questions in Advance Types of questions: Details you would want to know when you start the job Interviewer s personal experience Company/industry strategy & trends (be mindful of interviewer s perspective) The KILLER question KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 129
Closing the Deal You need to let them know you are serious They want to know you will accept an offer if they make one Strike a balance between: Interested and in demand KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 130
Follow Up Agree to next steps before leaving If I don t hear from you, would it be appropriate to call at the end of next week? Thank you within 24 hours (regardless of outcome) Keep your network updated Whether to request feedback during follow up KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 131
TOP 5 MISTAKES TO AVOID KNOWLEDGE FOR ACTION
What NOT to Do Avoid these top 5 mistakes: skipping your homework using negativity of any kind asking for feedback during the interview mismanaging time starting salary conversations too early KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 133
Practice Takes You from Good to Great! Mock interviews offer dramatic improvement! Receive feedback on: style, content, nonverbals, ability to connect with interviewer Learn more about industry: content, nuances, interview styles KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 134
Crazy Good interview Skills Please complete feedback surveys. Thank you! KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 135
Deb Rosenbloom deb@hancockleadership.com KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 136
EXTRA SLIDES KNOWLEDGE FOR ACTION
Looking the Part What to wear Clothes, hair, shoes, bags, scents Project energy and confidence through your body language Begin and end with a great handshake KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 138
Preparing Your Stories Top competencies companies seek: Leadership Strategic thinking/business savvy Analytical skills Initiative/creativity Communication/influence skills Interpersonal/team skills KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 139
One Model for Telling Stories Headline (catches the attention of interviewer) Situation: when, where, what Obstacle: what made it challenging Action: what did you do specifically Result: what happened KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 140
Postponing Compensation Discussion Phrases to delay the discussion: I would prefer to discuss the position more fully before discussing salary I d like to revisit a salary conversation after I ve provided a better sense of my skills I assume the compensation is in line with the market, do you have a range for this role? KNOWLEDGE FOR ACTION Deb Rosenbloom, Hancock Leadership 141