Getting the Job You Want by Preparing Five Interview Questions

It's that time of year again.   Students are graduating.  Job fairs are scheduled.  Companies are recruiting.   If you're in the market for a new job, or know someone who is, here are some tips for your next interview.

Three questions you need to answer effectively:

What are your weaknesses?: Prepare for a genuine response when you're asked about a mistake, a unfavorable outcome, or a weakness.  Don't say you don't have any.  Being able to identify your own shortcomings,  show are are self reflective, honest, and continually learning and growing.  Saying you've never make a mistake indicates denial and a false sense of self.  My 'go-to' answer is that I want to be a better listener (which is true).  I also state that I'm working on it and asking peers for feedback.

Tell me about yourself?:  It's not the most effective interview question, because it's quite vague.  However, there are interviewers who sometimes ask it.  Your perspective employee is not trying to find out where you're from or how many siblings you have.  Your best answer will include the following:  your chosen profession/field, a couple of areas of expertise, and a strength or two.  You might also include a recent job-related accomplishment. A well-crafted answer might sound like this:

"I'm a trainer and HR consultant with 20 years experience.  I specialize in career planning and organizational development.  I'm a strong verbal communicator and I have proven strategic planning skills as well.  I recently used my expertise to help a client resolve an severe debilitating staff conflict and develop better team building methods."

What are your salary expectations?:  Don't be caught off guard by this question.  Do you're research on salary.com or the US Department of Labor website.  There are a few preferable ways to answer this one.  Give the hiring person a salary range, which can span $10,000 - $15,000. That may seem like a large range, but most employers are flexible and you should be too.  You might also tell them your salary expectations, based on what you know about the job/company.  You don't have to limit yourself to what you last salary was.  Lastly, consider a deferral.  Tell the interviewer you need to learn more about the position before you can state a salary requirement.  Ask to revisit the question at the end of the interview.

Two questions to ask your perspective employer:

• 'In your employee survey, what is one thing your employees would change about this organization?'  This will give you an idea of what concerns and challenges they have.  It gives you insight into employee satisfaction as well.  It also shows that you want to make sure this workplace is a good fit for you.  

• 'If I were to take this position what is the top priority you would want me to accomplish in the my first 90 days on the job?'  This will tell you about any loose ends left by the last person in the position.  It will also enlighten you on any 'fires' that will need your immediate attention.

Find out more about upcoming career workshops.

The Learning Position: Embracing My Place

In my family I consider myself to be in the learning position.  I’m the last born of three kids and that provided lots of opportunities to learn, particularly from my brothers’ mistakes.  I heard them talk back to our parents, which didn’t go well for them.   I saw them wreck cars, and loose credibility in the process.  I also watched them get in trouble at school, and get grounded.   I think it’s great to learn from your own mistakes, but it’s even better to learn from the mistakes of others. Because my brothers are 10 and 15 years older that me, we weren’t really growing up together.  They were growing up before my eyes and I was their spectator watching the whole dramatic episode unfold.  I learned to ride a bike, drive a car, and play musical instruments;  I can sketch and paint because of their influence as well.  They are very talented.  I thought I must be talented too because we all come from the same stock.  So, I tried things I might not have tried if it hadn’t been for them.  Additionally, I’m pretty good with a hammer, wretch, and drill because of what I learned growing up in that household.  I was even the youngest girl on my block (except for one girl who was my same age).   From the older girls in the neighborhood, I learned to do hair and nails, I learned style and fashion, I learned a lot about music, school, and of course, about boys.  I also watched them experience loss, betrayal, and disappointments at home, school, and work.  I watched how they responded, reacted, and persevered.  Of course, watching someone else’s heartbreak didn’t preclude me from it.  But, I knew how to handle it with grace, once it was my turn.  And I knew it wouldn’t last forever.  All their experiences and my observations helped me figure out what I wanted for my life.  It set me on a path to education, entrepreneurship, and community activism. Additionally, I am the youngest granddaughter in my family – on both sides.   Having 30 first cousins who are all older than me, is a unique experience. I continued to leverage my learning position as I watch them get married, have kids, begin careers, get promoted, and start businesses.   I also watched some of them drop out of school, experiment with drugs, and struggle financially.  Because of them, I knew exactly what to do to get a job, and what to do to loose one.  I chose the former.  I learned that dreams really do come true, but usually not while you’re sleeping.  And, now, I teach kids in my life that they can do anything they want and have anything they want – with work, perseverance and preparation.  I realize everyone doesn't learn, even when they are in a learning position.  One must be willing, humble, and curious.  I would venture that no matter what your position, there is an opportunity to learn.  Are you open to it?

Optimize Behaviors of Authentic Leaders

Career Optimizing Behaviors Authentic Leaders Perform Everyday

There are different types of leaders.   The optimal leadership type is the authentic leader.  This leader is doing this for and with his/her followers; not to them.  This leader is a part of the team not above the team.  And, this leader must is committed to practicing effective leadership behavior to be successful and stay on top of their game.  Consistency in a few proven practices is what can easily set apart an effective leader from a ineffective one. 

1. Read

Research shows that reading non-fiction material, l like leadership articles or self-help books, helps to increase your problem solving and critical thinking abilities. Some leaders have sworn off the reading of novels and other fictional accounts as frivolous and time wasting.  On the contrary, research also indicates that reading fictional books creates more empathy, creativity and compassion.  This are useful qualities for a leader who seeks to be trusted and respected. The experts recommend: Read news and current events every day.  Read two non-fiction books each quarter and at least two works of fiction each year.

2. Ask.

If you are in sales, you ask for the business. If you have a boss, you ask for permission or clarification (among other things). If you are on a team, you might ask for support or seek collaboration. As a leader, you should be asking your team what they need from you .  Also, you have to encourage your team to ask questions as well.  Let them know that no inquiry is too minor or elementary. The experts recommend: During every team meeting you conduct, do more asking than telling.  Also rotate the meeting facilitator role amongst the team members.  Giving others a chance to plan the agenda gives them a chance to be heard and voice their concerns.

3. Make Decisions Creatively.

Even when you brainstorm we can get caught in ‘group think’.  Group think suggests that when a group is sharing ideas together everyone tends to share similar or complimentary ideas.  No one objects or contradicts anyone else’s thoughts.  Which means no one dares to be creative or innovative.  Consider gathering team members’ ideas individually and privately.  Give one or two people in each brainstorming session the responsibility of playing devils advocate. This gives them permission to push and question. Consider opposing viewpoints, and processing solutions other than your own. You'll need to review pros and cons for each possibility. The experts recommend: Come up with 3 solutions to a problem. Write down risks and gains for each of them before making a final decision. Do this with your team member, rather than with other people in supervisory roles.

4. Collaborate.

Work with others on teams as often as you can.  Make networking a habit, and be willing to help others with their projects and priorities. Look for opportunities to engage with others because you will learn from them. New relationship and growing connections are an important tool for staying relevant.  The experts recommend: Volunteer for a task force, focus committee, or affinity group.  Join a nonprofit organization and tends meetings.  Maybe even volunteer to be a speaker or panelist, if you’re skilled in that arena. 

5. Take Care.

No one wants to work for a rundown, unhappy leader. It affects the dynamic, momentum and morale of the team. And, as a result it can also affect team performance. If you find yourself continually stressed out and it shows, it's time to take a different approach. The experts recommend: Engage in a 15-minute de-stressor activity twice a day, everyday. This might include a walk, meditating in your car, or reading something 'light'.

When you manage your time, your team, and your talents this way, you have an increased opportunity to earn the respect and trust of your followers, whether they are volunteers, employees, peers, constituents, board members, or other affiliates.  You will earn their hearts not just their efforts.  This will drive sustainable performance and engagement in your organization.  It will also set an outstanding example.

www.yourenhance.com | Enhance Business Solutions, llc is your source for training, coaching, employee development, and leadership skills improvement.
Angela Nelson | consultant and chief learning officer

Happiness Generators

A recently released book on happiness suggests that there are five things that people can do to make themselves happier.   The author of Happiness by Design conducted research which reveals that these five activities increase one’s happiness:   listening to music, spending more time with friends, trying something new, being outdoors, and helping someone else. I like to call these practices 'Happiness Generators'.

In my talent management experience, I've discovered that life's happiness generators are very similar to the elements that create engagement and satisfaction in employees.   The first happiness generator the author supports is listening to music.  That’s because it’s stimulates the brain.  Employees, likewise, need stimulation.  That can come in the form of a challenging assignment or interesting project. Employees also like knowing that they are doing something meaningful.   

Another happiness factor mentioned in the book was spending time with friends.  In the workplace we benefit in many ways from teamwork and collaboration.  We learn from each other, support each other, or even develop meaningful relationships that transcend work.  We become better thinkers, problem solvers, and communicators.  Even a person who has an isolated job needs occasional interaction with others. Granted, everyone doesn’t prefer teamwork, but they still benefit from it.  

The author also mentions trying new things as a means of increasing happiness.  For employees, new assignments, tasks, or projects can be motivating.  I’m not suggesting you dump even more work on an already overwhelmed, under-resourced team member.   Rather, identify a person who performs a repetitive role and give her a chance to be exposed to something different.  It can be just the thing to get her out of a rut, and drive her towards higher levels of productivity.  It also signals to employees that you trust them and care about their development.   

Being outdoors is another way to achieve a happier existence.  Sometimes it’s just a simple change of scenery that can help an employee recharge their commitment and revive their performance.  I’ve surveyed participants in many of my workshops who told me they are at their best – creative, focused, and content – when they are going things other than work.  They told me they are at their best when they are jogging, gardening, or sunbathing.  That tells me that the great outdoors can have a great impact.  For most businesses, it’s not realistic to allow employees to work outside all day. Nevertheless, many of Fortune’s 100 Best Places to Work sponsor or support – onsite and offsite picnics, outdoor concerts, walking clubs, and jogging groups.  

The last happiness generator discussed in Happiness By Design is helping someone else.  Making a difference in the lives just feels good.  There is a natural sense of pride and satisfaction in service.  It also helps a person be less self-absorbed, at least for the time being.  If you have an employee that’s disgruntled and whiny, find him a work-related community service project to help him focus on something besides himself.

These principles work with employees, team members, associates, board members and even volunteers. Giving them something more increases the likelihood that they will give you something more in return.  They’ll be better poised to give you their best efforts and best results everyday. 

Four Commitments Influential People Make Daily

L.E.A.D. by example 

The purpose of the LEAD model is to serve and motivate. These four actions can help you increase trust, strengthen relationships, deepen collaboration and engagement.  

Listen - Learn the concerns of others through active listing. Allow what they tell you to influence you. That means be open to discovering new perspectives and opinions. Someone might share a better approach to solving a problem or improving a process if you're willing to hear them. 

Empower - Give autonomy as appropriate. This builds confidence and self reliance. Don't over supervise.  Assess how much independence a person can handle based on their competence and commitment on each task.

 

Acknowledge -  Don't hold back on praise, recognition, and appreciation.  Simple expressions are easiest and best.  Give congratulations publicly.  Write thank you notes. Reinforce best-practice behavior by telling others specifically what they did right.

 

Develop - Coaching and continual feedback is essential for performance and development. Help your team figure out a specific plan to improve a process, increase customer interaction, or have more effective meetings.  Tackle only one or two areas of improvement at a time.  

 

Leadership is something you do with and forpeople; not to them.  When you LEAD you increase competence and grow commitment.  The sky is the limit.

We teach the LEAD model in our REACH workshop. Learn more.

Followership is the NEW Leadership

Leadership vs Follower-ship

Often, we hear about the importance of leadership.  Some of the most popular articles trending recently:

Five things great leaders do every day.  

What effective leaders do during the first 10 minutes of their day.

10 Steps to better leadership

These are all important topics and valuable skills to master.  What we don't hear a lot about, however, is what it takes to be a good follower. Followership is equally important for an organization and for a leader as well. Even as a leader you won't get to be in charge in every situation.

Here's what it takes to be a great follower.

Humility -  It takes courage to be humble.  When we are humble we are willing to be in service and of service to others.  We are willing to be told what to do rather than doing the telling. 

Listening - Listen to understand. That's a pretty common theory. To go one step further we must listen to be influenced.  Listen in such a deep and thoughtful way that you could have an ah-ha moment, learn something, or experience a chance in perspective. 

Compromise - You can't win them all. Sometimes when working with others, an idea will surface that is not yours and/or you don't particularly support. Even if you're not 100% comfortable with the direction you should be 100 percent committed. That means you will give your all to make that idea or solution a success even though it's not the idea that you preferred. 

 

Objectivity – See the good in other people's ideas.  Also, be willing to share your ideas and be able to have those ideas critiqued as well. Be your own devil’s advocate too.

Trust - We could spend the whole day talking about trust.  You can get business done without it, but you can get business done much better with high levels of trust. Trust changes our willingness to share. It changes relationships by making them more collaborative. People get things done faster when there is less suspicion and doubt.  Allow others to earn your trust by showing you what they are capable of doing. You must be willing to extend trust and earn trust as well.  

The process is not linear.  It's cyclical and dependent.  It takes humility to trust and listen.  You must be objective to compromise and trust.  Listening will help you compromise and remain objective.  All the traits of the great follower work together.  Practice them all every day; even while you lead.

Enhance Business Solutions is a training and performance improvement firm specializing in coaching, leadership and employee development. 

www.yourenhance.com

UNLOCK THEIR POTENTIAL AND PERFORMANCE

Motivating Skills of Successful Leadership

Part of leading people is driving them. When leaders know and address their drivers, optimal performance happens.

You need these three keys to unlock their potential by motivating them.

Identification.
Want to know what the team is motivated by? Ask them.  Observe their highs and lows as well.  You'll  start to recognize when they are at their best.  Also pay attention to their requests and needs.  That tells you what's important to them.

Adaptation.
Be aware of when something changes. When leadership, team members, repsonsibilities, or policies change, leaders should evaluate how that has impacted the motivation on the team.  Ask questions, and listen to be influenced.

Execution.
When you find out about some thing your team needs and you are in a position to influence or provide it, please do so.  If they value recognition, say thank you when they achieve a milestone. If they need variety, assign them to different committees outside and in addition to their main role.  If they want to feel valued, invest in their development by sending them to school.

These are the things that keep a team willing and able to give their best work sustainably.