Learn To Mind Read Your Interviewer


Published on

A self-help workshop to enhance understanding of the personality style and behavior of the interviewer.

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Video Segment 4
  • Video Segments 6 and 7
  • Video Segment 7
  • Video Segment 9
  • Video Segments 10 through 14
  • Learn To Mind Read Your Interviewer

    1. 1. Learn to Mind Read Your Interviewer: <ul><li>to steer the interview, manage time, manage conflict, reduce stress and enhance your career potential </li></ul>
    2. 2. Topics <ul><li>1. Identifying Distinct Personality Styles in Interviews </li></ul><ul><li>2. Understanding the Motivators and Drivers </li></ul><ul><li>3. Managing Strengths and Weaknesses in Interviews </li></ul><ul><li>4. Build the Interview Relationship </li></ul><ul><li>5. Advanced Critical Thinking and Communication In Interviews </li></ul><ul><li>6. Helping Other Personality Styles in Interviews </li></ul><ul><li>7. Building Your Reputation as a Team Player During the Interview </li></ul>
    3. 3. Workshop Foundation <ul><li>“ How To Mind Read Your Customers” </li></ul><ul><li>And </li></ul><ul><li>“ How to Hire Champions” </li></ul><ul><li>by David Snyder </li></ul><ul><li>Adapted by Mitchell W. Manning Sr. </li></ul>
    4. 4. Learning Objectives In this workshop you will learn: 1. two personality styles and four personality behaviors 2. seven motivators and drivers for each personality style and behavior 3. four strengths and four weaknesses of each personality style and behavior 4. six processes for building interview relationships 5. fourteen advanced critical thinking and communication skills and processes 6. five systematic and logical processes for helping the interviewer 7. eleven processes for building your reputation by helping the interviewer
    5. 5. Suggested Website <ul><li>www.mindread.net </li></ul>
    6. 6. Light travels faster than sound, that is why some people appear bright until you hear them speak!!
    7. 7. The things that come to those that wait may be the things left behind by those who got there first!!
    8. 8. It is not what you know, it is how fast you can find out.
    9. 9. The sooner you fall behind, the more time you have to catch up.
    10. 10. “ I would never waste my time learning something that I could simply look up.” Albert Einstein
    11. 11. If it wasn’t for the last minute, nothing would ever get done.
    12. 12. Identifying Distinct Personality Styles and Behaviors
    13. 13. Identifying Distinct Personality Styles 1. Do interviewers always behave as you expect? 2. Is it easy to anticipate their needs? 3. Would it be nice to have tools and techniques to help you be more effective interviewing with them? This workshop is about helping you understand yourself and your interviewer. The objective is to enhance your skills as a behaviorist. With these skills you can build an interview environment and relationship(s) needed to be successful at getting the job offer after the job interview.
    14. 14. Identifying Distinct Personality Styles and Behaviors <ul><li>Do you believe </li></ul><ul><ul><li>People have behavioral tendencies? </li></ul></ul><ul><ul><li>People have preferred working styles and environments? </li></ul></ul><ul><ul><li>People have predictable needs from others? </li></ul></ul><ul><ul><li>People can be more effective when their needs are met? </li></ul></ul><ul><ul><li>You can get what you need by helping other people get what they need? </li></ul></ul>
    15. 15. Identifying Distinct Personality Styles and Behaviors <ul><li>There are two styles of personalities </li></ul><ul><ul><li>Dynamic </li></ul></ul><ul><ul><li>Discerning </li></ul></ul><ul><li>There are four types of behavior </li></ul><ul><ul><li>Dominance </li></ul></ul><ul><ul><li>Influence </li></ul></ul><ul><ul><li>Conscientiousness </li></ul></ul><ul><ul><li>Steadiness </li></ul></ul>
    16. 16. Identifying Distinct Personality Styles <ul><li>Dynamic – linked to drive and sociability behaviors. Extroversion. Draw energy from external sources. </li></ul><ul><li>Discerning – linked to calm, analytical, and careful behaviors. Introversion. Draw energy from within. </li></ul>
    17. 17. Dominance – type of behavior <ul><li>This behavior emphasizes overcoming opposition to accomplish results. </li></ul>
    18. 18. Tendencies of Dominance <ul><li>1. Getting immediate results </li></ul><ul><li>2. Causing action </li></ul><ul><li>3. Accepting challenges </li></ul><ul><li>4. Making quick decisions </li></ul><ul><li>5. Questioning the status quo </li></ul><ul><li>6. Taking authority </li></ul><ul><li>7. Managing trouble </li></ul><ul><li>8. Solving problems </li></ul>
    19. 19. Influence – type of behavior <ul><li>This behavior emphasizes influencing and persuading others to shape the environment. </li></ul>
    20. 20. Tendencies of Influence <ul><li>1. Contacting people </li></ul><ul><li>2. Making a favorable impression </li></ul><ul><li>3. Being articulate </li></ul><ul><li>4. Creating a motivational environment </li></ul><ul><li>5. Generating enthusiasm </li></ul><ul><li>6. Entertaining people </li></ul><ul><li>7. Viewing people and situations with optimism </li></ul><ul><li>8. Participating in a group </li></ul>
    21. 21. Steadiness – type of behavior <ul><li>This behavior emphasizes carrying out the task by cooperating with others within existing circumstances. </li></ul>
    22. 22. Tendencies of Steadiness <ul><li>1. Performing in a consistent, predictable manner </li></ul><ul><li>2. Demonstrating patience </li></ul><ul><li>3. Developing specialized skills </li></ul><ul><li>4. Helping others </li></ul><ul><li>5. Showing loyalty </li></ul><ul><li>6. Being a good listener </li></ul><ul><li>7. Calming excited people </li></ul><ul><li>8. Creating a stable, harmonious work environment. </li></ul>
    23. 23. Conscientiousness – type of behavior <ul><li>This behavior emphasizes ensuring quality and accuracy by working conscientiously within existing circumstances. </li></ul>
    24. 24. Tendencies of Conscientiousness <ul><li>1. Adhering to key directives and standards </li></ul><ul><li>2. Concentrating on key details </li></ul><ul><li>3. Thinking analytically, weighing pros and cons </li></ul><ul><li>4. Being diplomatic with people </li></ul><ul><li>5. Using subtle or indirect approaches to conflict </li></ul><ul><li>6. Checking for accuracy </li></ul><ul><li>7. Analyzing performance critically </li></ul><ul><li>8. Using a systematic approach to situations or activities </li></ul>
    25. 25. Activity <ul><li>10 Minutes – identify yourself and people who have interviewed you by style (2) and behavior (4). </li></ul><ul><li>10 Minutes – compare yourself with your interviewers. Compile, summarize and document for future reference. </li></ul><ul><li>10 Minutes – Draw conclusions and identify learning points for next interview(s). If this, then this… </li></ul>
    26. 26. Build A Relationship With the Interviewer Respecting the Interviewer’s Personality Style and Behavior
    27. 27. Establish Rapport and Trust with the Interviewer <ul><li>Show you are putting their interests first </li></ul><ul><li>Make yourself available </li></ul><ul><li>Build knowledge by study and application </li></ul><ul><li>Enhance reputation with practice </li></ul><ul><li>Be first with options and alternatives </li></ul><ul><li>Be honest and forthright </li></ul><ul><li>Be consultative </li></ul><ul><li>“ Where does it hurt?” </li></ul>
    28. 28. Manage Time and Priorities for the Interviewer <ul><li>Principles of Time Management </li></ul><ul><li>Record it. </li></ul><ul><li>Sort it. </li></ul><ul><li>Prioritize it. </li></ul><ul><li>Plan it. </li></ul><ul><li>Work it. </li></ul><ul><li>Simplify it. </li></ul><ul><li>“ If it is not documented, it is not a priority” </li></ul>
    29. 29. Select Situational Leadership to complement the Interviewer’s Style <ul><li>Two plus Two Personality Styles </li></ul><ul><ul><li>Dynamic is Dominant and Influence </li></ul></ul><ul><ul><li>Discerning is Steadiness and Conscientiousness </li></ul></ul><ul><li>Situational Leadership Options </li></ul><ul><ul><li>Force </li></ul></ul><ul><ul><li>Seduction </li></ul></ul><ul><ul><li>Persuasion </li></ul></ul><ul><ul><li>Integrity </li></ul></ul><ul><ul><li>Empowerment </li></ul></ul><ul><ul><li>Gestalt </li></ul></ul>
    30. 30. Manage Conflict to complement the Interviewer’s Style <ul><li>Prevention </li></ul><ul><ul><li>The act of anticipating and countering in advance. </li></ul></ul><ul><li>Intervention </li></ul><ul><ul><li>The act of intervening (coming in or between), in order to modify or change an outcome or behavior. </li></ul></ul><ul><li>“ The origins of conflict are objectives, values, facts and methods. </li></ul><ul><li>The behavioral choices are confront, collaborate, avoid, compete. ” </li></ul>
    31. 31. Reduce and Eliminate Stress to complement the Interviewer’s style <ul><li>Learn what stress does to you. </li></ul><ul><li>Learn to calm your stress reactions. </li></ul><ul><li>Learn factors that stress others. </li></ul><ul><li>Learn to recognize stress reactions of others </li></ul><ul><li>Learn to calm them down. </li></ul><ul><li>Learn your rules for stress management </li></ul><ul><li>Learn to quickly follow your rules. </li></ul>
    32. 32. Set Your Career Goals Respecting the Interviewer’s Personality Style <ul><li>What would you have me do differently? </li></ul><ul><li>What would you have me continue? </li></ul><ul><li>Will you help me build on my strengths and work to eliminate my weaknesses by giving me timely evaluation and coaching? </li></ul>
    33. 33. Activity Respecting the Interviewer’s Personality Style <ul><li>Match sources of conflict with personality types </li></ul><ul><li>Match behavioral choices with personality styles </li></ul><ul><li>Document for future reference </li></ul>
    34. 34. Managing Strengths and Weaknesses of the Interviewer
    35. 35. Interviewer Styles and Behaviors Styles Dynamic and Discerning Behaviors Dominance and Influence Conscientiousness and Steadiness
    36. 36. Describing Dynamic and Discerning Styles of Interviewers <ul><li>Dynamic – the extroverts </li></ul><ul><ul><li>Dominance/Driven: open to experience </li></ul></ul><ul><ul><li>Influence: friendliness </li></ul></ul><ul><li>Discerning – the introverts </li></ul><ul><ul><li>Steadfast: emotional stability </li></ul></ul><ul><ul><li>Conscientious: conscientiousness </li></ul></ul>
    37. 37. Dominance and Influence Managing Strengths and Weaknesses <ul><li>Dominance </li></ul><ul><li>Common Negative Emotional Style: </li></ul><ul><li>Anger </li></ul>Influence Common Negative Emotional Style: Overly emotional, needy Aggressive/rude Forward-looking Lack of diplomacy Challenge oriented Egotistical Innovative Demanding Pioneering Weaknesses Strengths Situational listener Team player Poor with details Creative problem solver Too trusting Motivator Inattentive/flighty Optimistic/enthusiastic Weaknesses Strengths
    38. 38. Steadiness and Conscientiousness Managing Strengths and Weaknesses <ul><li>Conscientiousness </li></ul><ul><li>Common Negative Emotional Style: </li></ul><ul><li>Non-emotional/apathetic </li></ul>Steadiness Common Negative Emotional Style: Fearfulness Poor with priorities Logical thinker Hesitant/inflexible Service-oriented Resists change Patient and empathetic Too passive Steady and sincere Weaknesses Strengths Picky and pessimistic Has high standards Cool and aloof Good analyzer Fussy and critical Objective and clear Gets lost in details Careful and thorough Weaknesses Strengths
    39. 39. Dominance –Managing Strengths and Weaknesses <ul><li>This interviewer needs you to: </li></ul><ul><li>Weigh pros and cons </li></ul><ul><li>Calculate risks </li></ul><ul><li>Use caution </li></ul><ul><li>Structure a predictable environment </li></ul><ul><li>Research facts </li></ul><ul><li>Deliberate before deciding </li></ul><ul><li>Recognize the needs of others </li></ul>
    40. 40. Dominance –Managing Strengths and Weaknesses <ul><li>To be more effective this interviewer needs: </li></ul><ul><li>To receive difficult assignments </li></ul><ul><li>To understand that they need people </li></ul><ul><li>To base techniques on practical experience </li></ul><ul><li>To receive an occasional shock </li></ul><ul><li>To identify with a group </li></ul><ul><li>To verbalize reasons for conclusions </li></ul><ul><li>To be aware of existing sanctions </li></ul><ul><li>To pace self and to relax more </li></ul>
    41. 41. Influence –Managing Strengths and Weaknesses <ul><li>This interviewer needs you to: </li></ul><ul><li>Concentrate on the task </li></ul><ul><li>Seek facts </li></ul><ul><li>Speak directly </li></ul><ul><li>Respect sincerity </li></ul><ul><li>Develop systematic approaches </li></ul><ul><li>Prefer to deal with things instead of people </li></ul><ul><li>Take a logical approach </li></ul><ul><li>Demonstrate individual follow-through </li></ul>
    42. 42. Influence –Managing Strengths and Weaknesses <ul><li>To be more effective this interviewer needs: </li></ul><ul><li>To control time, if D or S are low </li></ul><ul><li>To make objective decisions </li></ul><ul><li>To use hands-on management </li></ul><ul><li>To be more realistic when appraising others </li></ul><ul><li>To make priorities and deadlines </li></ul><ul><li>To be more firm with others, if D is low </li></ul>
    43. 43. Steadiness –Managing Strengths and Weaknesses <ul><li>This interviewer needs you to: </li></ul><ul><li>React quickly to unexpected change </li></ul><ul><li>Stretch toward the challenges of accepted tasks </li></ul><ul><li>Become involved in more than one thing </li></ul><ul><li>Be self-promoting </li></ul><ul><li>Apply pressure on others </li></ul><ul><li>Work comfortably in an unpredictable environment </li></ul><ul><li>Help prioritize work </li></ul><ul><li>Be flexible in work procedures </li></ul>
    44. 44. Steadiness –Managing Strengths and Weaknesses <ul><li>To be more effective this interviewer needs: </li></ul><ul><li>To be conditioned prior to change </li></ul><ul><li>To validate self-worth </li></ul><ul><li>To know how personal effort contributes to the group effort </li></ul><ul><li>To have colleagues of similar competence and sincerity </li></ul><ul><li>To know task guidelines </li></ul><ul><li>To have creativity encouraged </li></ul>
    45. 45. Conscientiousness –Managing Strengths and Weaknesses <ul><li>This interviewer needs you to: </li></ul><ul><li>Delegate important tasks </li></ul><ul><li>Make quick decisions </li></ul><ul><li>Use policies only as guidelines </li></ul><ul><li>Compromise with the opposition </li></ul><ul><li>State unpopular positions </li></ul><ul><li>Initiate and facilitate discussions </li></ul><ul><li>Encourage teamwork </li></ul>
    46. 46. Conscientiousness –Managing Strengths and Weaknesses <ul><li>To be more effective this interviewer needs: </li></ul><ul><li>To have time to plan carefully </li></ul><ul><li>To know exact job descriptions and performance objectives </li></ul><ul><li>To schedule performance appraisals </li></ul><ul><li>To receive specific feedback on performance </li></ul><ul><li>To respect people’s personal worth as much as their accomplishments </li></ul><ul><li>To develop tolerance for conflict </li></ul>
    47. 47. Activity <ul><li>Ten Minutes – O utline an example from experience of a style and behavior issue you have experienced in an interview and what you would do differently. </li></ul><ul><li>Ten Minutes – Develop strategies for working with each style and behavior. </li></ul><ul><li>Ten Minutes – P lan next interview. </li></ul>
    48. 48. Understanding Motivators and Drivers of Each Personality Style and Type of Behavior
    49. 49. Understanding Motivators and Drivers of Each Personality Style and Type of Behavior Dynamic and Discerning Dominance and Influence Conscientiousness and Steadiness
    50. 50. Needs of the Dynamic and Discerning Styles <ul><li>Dynamic – this person needs interaction with people. </li></ul><ul><li>Discerning – this person needs straight forward facts. </li></ul>
    51. 51. Needs of the Dominance and Influence Behaviors <ul><li>Dominance – this person needs authority, challenges, prestige, freedom, varied activities, growth assignments, “bottom-line approach, opportunity for advancement. </li></ul><ul><li>Influence – this person needs social recognition, popularity, people to talk to, freedom from control and detail, favorable working conditions, recognition of abilities, chance to motivate people, inclusion by others. </li></ul>
    52. 52. Needs of the Conscientiousness and Steadiness Behaviors <ul><li>Conscientiousness – This person needs personal autonomy, opportunity for careful planning, exact job descriptions, precise expectations. </li></ul><ul><li>Steadiness – This person needs security of situation, time to adjust to change, appreciation, identification with group, limited territory, areas of specialization. </li></ul>
    53. 53. Dominance – Motivators and Drivers The perfect working environment to this person includes: <ul><li>1. Power and authority </li></ul><ul><li>2. Prestige and challenge </li></ul><ul><li>3. Opportunities for individual accomplishments </li></ul><ul><li>4. A wide scope of operations </li></ul><ul><li>5. Direct answers </li></ul><ul><li>6. Opportunities for advancement </li></ul><ul><li>7. Freedom from controls and supervision </li></ul><ul><li>8. Many new and varied activities </li></ul>
    54. 54. Influence – Motivators and Drivers The perfect working environment to this person includes: <ul><li>1. Popularity, social recognition </li></ul><ul><li>2. Public recognition of ability </li></ul><ul><li>3. Freedom of expression </li></ul><ul><li>4. Group activities outside of job </li></ul><ul><li>5. Democratic relationships </li></ul><ul><li>6. Freedom from control and detail </li></ul><ul><li>7. Opportunities to verbalize proposals </li></ul><ul><li>8. Coaching and counseling </li></ul><ul><li>9. Favorable working conditions </li></ul>
    55. 55. Steadiness – Motivators and Drivers The perfect working environment to this person includes: <ul><li>1. Maintenance of the status quo unless given reasons for change </li></ul><ul><li>2. Predictable routines </li></ul><ul><li>3. Credit for work accomplished </li></ul><ul><li>4. Minimal work infringement on home life </li></ul><ul><li>5. Sincere appreciation </li></ul><ul><li>6. Identification with a group </li></ul><ul><li>7. Standard operating procedures </li></ul><ul><li>8. Minimal conflict </li></ul>
    56. 56. Conscientiousness – Motivators and Drivers The perfect working environment to this person includes: <ul><li>1. Clearly defined performance expectations </li></ul><ul><li>2. Values on quality and accuracy </li></ul><ul><li>3. A reserved, business-like atmosphere </li></ul><ul><li>4. Opportunities to demonstrate expertise </li></ul><ul><li>5. Control over those factors that affect their performance </li></ul><ul><li>6. Opportunities to ask “why” questions </li></ul><ul><li>7. Recognition for specific skills and accomplishments </li></ul>
    57. 57. Who Is On Your Interview Team? <ul><li>Shared Goals and Values </li></ul><ul><li>Sense of Control and Accountability </li></ul>Free Agent Dead Weight Partner Loyalist 2 1 High High
    58. 58. Activity <ul><li>Place the 4 behaviors where you think they would go on the shared goals and values/sense of control and accountability matrix assuming a highly stressful working environment. </li></ul><ul><li>Compile, summarize and document your thinking. </li></ul><ul><li>Plan next interview(s). </li></ul>
    59. 59. Critical Thinking and Communication Skills for Job Interviews
    60. 60. Ambition D Reliability S What is behind the face of an Interviewer? Friendliness I Accuracy C The right brain The left brain The most effective interview groups and teams use the whole brain. The brain of an interview team is the same as an individual brain.
    61. 61. Biology of Fear and Desire Psychology of Fear and Desire Control Where You Are When being Interviewed Interviewee and Interviewer
    62. 62. Biology and Psychology of Fear Biology and Psychology of Desire Performance of the interviewee and the interviewer M O T I V A T I O N A C C O M P L I S H M E N T The Job Interview is a Critical Event
    63. 63. Our initial Interaction Behaviors Affect The Interviewer’s Lasting Impression and Reaction
    64. 64. Situational Human Performance Model for enhancing the Interview consequence result action human situation objectives guidelines first steps signaling reinforcing confidence
    65. 65. Enhancing the Interview Send the Right Signals <ul><li>Be well groomed and appropriately dressed. </li></ul><ul><li>Use proper body language </li></ul><ul><li>make eye contact </li></ul><ul><li>use open posture </li></ul><ul><li>give friendly gestures </li></ul><ul><li>speak calmly, clearly and correctly </li></ul><ul><li>be firm on points </li></ul><ul><li>be confident with responses </li></ul>
    66. 66. Enhancing the Interview Key First Steps <ul><li>Accompany, assist, and observe the Interviewer. </li></ul><ul><li>Listen carefully to understand instructions and questions. </li></ul><ul><li>Answer all questions. </li></ul><ul><li>Answer only the question. </li></ul><ul><li>Back what you say with proper documentation. </li></ul>
    67. 67. Enhancing the Interview Send and Reinforce the Right Signals with the Interviewer <ul><li>Treat the Interviewer with respect. </li></ul><ul><li>Build confidence in the interview system. </li></ul><ul><li>Know your responsibilities and accountability. </li></ul><ul><li>Know what you say, what you do, and why. </li></ul><ul><li>Resume and Cover Letter </li></ul><ul><li>Job Application </li></ul><ul><li>Job Interview </li></ul><ul><li>Interview Follow-up </li></ul>
    68. 68. Interaction Objectives for enhancing the Interview <ul><li>Build confidence by enhancing sense of dignity and self-esteem and respecting confidentiality </li></ul><ul><li>Communicate to Elevate </li></ul><ul><li>Explore opportunities and issues by sharing thoughts, feelings and rationale </li></ul><ul><li>Educate to Motivate </li></ul><ul><li>Be supportive without assuming total responsibility and accountability </li></ul><ul><li>Negotiate and Administrate to Delegate </li></ul>
    69. 69. Interaction Guidelines for enhancing the Interview <ul><li>Listen and respond with empathy </li></ul><ul><li>Ask for help in solving the problem </li></ul><ul><li>Tell what and why for planned next steps </li></ul><ul><li>Ask “how do you feel about…?” and “what would you do differently?” </li></ul><ul><li>Collaborate to clarify </li></ul><ul><li>Develop and agree on next steps and the schedule </li></ul><ul><ul><li>What are the next steps? </li></ul></ul><ul><ul><li>What can you do to help? </li></ul></ul><ul><ul><li>When does it need to be done? </li></ul></ul>
    70. 70. Enhancing the Interview Questions You Can Bank On <ul><li>Do you want the job? </li></ul><ul><li>Are you trained and qualified? </li></ul><ul><li>Are your values and work ethic reliable? </li></ul><ul><li>Where are your references? </li></ul>
    71. 71. Enhancing the Interview Your Role, Responsibilities, and Accountability <ul><li>If in doubt, remain calm and focused on truth, fairness and necessity. </li></ul><ul><li>Remember neatness counts. </li></ul><ul><li>Be responsive to the pace of the Interviewer. </li></ul><ul><li>Ask for time and help with answers, if needed. </li></ul><ul><li>Base improvements on your initial answer. </li></ul><ul><li>Learn from the experience. </li></ul>
    72. 72. Leadership Attributes for Interviewing <ul><li>Focus </li></ul><ul><li>Energy </li></ul><ul><li>Competence </li></ul><ul><li>Confidence </li></ul>The Interviewer and YOU
    73. 73. Determining Interviewer Issues <ul><li>What is your performance record? </li></ul><ul><li>What is your attitude? </li></ul><ul><li>What contributions have your made? </li></ul><ul><li>What is your employment history? </li></ul>
    74. 74. <ul><li>Interview wrap-up </li></ul><ul><li>Level of interest </li></ul><ul><li>Questions being asked </li></ul><ul><li>How do you feel about...? </li></ul><ul><li>What would you do differently? </li></ul><ul><li>When can you…? </li></ul><ul><li>Where can you…? </li></ul><ul><li>Who can…? </li></ul>Key Listening Points
    75. 75. The Interview Follow-up Is the Key <ul><li>Thoughtful and well prepared </li></ul><ul><li>Thoroughly documented </li></ul><ul><li>Meaningful timeframes </li></ul><ul><li>Signed by You </li></ul><ul><li>Follow-up scheduled </li></ul>
    76. 76. Build Your Reputation as a Team Player In the Job Interview By Helping the Interviewer(s) Navigate the Process of Buy-In to the Job Offer
    77. 77. Step 1 - Discover early what the Interviewer really cares about. Step 2 - Develop an action plan with best over-all ROI. Step 3 – Document where you are from the baseline. Step 4 – Run your own positive interview campaign. Step 5 – Convert the interview into hard numbers. Step 6 – Share the benefit of offering the job to you. Build Your Reputation as a Team Player in the Job Interview
    78. 78. <ul><li>Step 1 - Discover early what the Interviewer really cares about. </li></ul><ul><li>- What issues are they passionate about? </li></ul><ul><li>- Frame your approach in terms of their issues. </li></ul><ul><li>- Make their goals your goals. </li></ul><ul><li>- Identify your boundaries. </li></ul><ul><li>- Plan when and how to push back. </li></ul><ul><li>- Take on the opportunities that really matter to you. </li></ul><ul><li>- Ask the Interviewer where the opportunities are. </li></ul><ul><li>- Get numbers and concrete examples. </li></ul><ul><li>- Share your strengths. </li></ul><ul><li>- Be specific and grounded in real circumstances. </li></ul>Build Your Reputation as a Team Player in the Job Interview
    79. 79. <ul><li>Step 2- Develop an action plan with best overall ROI. </li></ul><ul><li>- Drill down to the real opportunities. </li></ul><ul><li>- What is changing? </li></ul><ul><li>Where are you now? </li></ul><ul><li>Where do you want to be? </li></ul><ul><li>When will you be there? </li></ul><ul><li>- How do you respond to change? </li></ul><ul><li>- What is the optimal time lapse between needed </li></ul><ul><li> change and response? </li></ul>Build Your Reputation as a Team Player in the Job Interview
    80. 80. <ul><li>Step 3- Document where you are from the job baseline. </li></ul><ul><li>- Measure every improvement. </li></ul><ul><li>- Determine costs. </li></ul><ul><li>- Determine revenue/gains. </li></ul><ul><li>- Calculate the cost/benefit of hiring you. </li></ul>Build Your Reputation as a Team Player in the Job Interview
    81. 81. <ul><li>Step 4- Run your own positive marketing campaign. </li></ul><ul><li>- Identify resisters and nay-sayers. </li></ul><ul><li>- Resolve their conflicts/issues. </li></ul><ul><li>- Enlist the support of supporters. </li></ul><ul><li>- Action plan their ideas, direction and support. </li></ul>Build Your Reputation as a Team Player in the Job Interview
    82. 82. Build Your Reputation as a Team Player in the Job Interview <ul><li>Step 5 - Convert the interview into hard numbers. </li></ul><ul><li>- Get it in numbers. </li></ul><ul><li>- Share the numbers. </li></ul><ul><li>- Reinforce the magic of the numbers. </li></ul><ul><li>Step 6 – Share the benefit of offering the job to you. </li></ul>
    83. 83. Build Your Reputation as a Team Player in the Job Interview <ul><li>Prepare by Identifying the Personality Styles </li></ul><ul><li>Understand the Motivators and Drivers </li></ul><ul><li>Manage the Strengths and Weaknesses </li></ul><ul><li>Build Relationships During the Interview </li></ul><ul><li>Use Critical Thinking and Communication Skills </li></ul><ul><li>Help the Interviewer(s) Make the Job Offer </li></ul>
    84. 84. Workshop At A Glance Learn to Mind Read the Interviewer and the Interview Team Loss of personal privacy Loss of predictability Loss of approval Loss of control Stressors Being criticized for poor quality Quality Thoroughness Conscientiousness Discerning Being asked to change Stability Follow-through Steadiness Discerning Being rejected or disliked Approval Enthusiasm Influence Dynamic Being taken advantage of Control Initiative Dominance Dynamic Fears Goals Strengths Behavior Type
    85. 85. Worksheet for Mind Reading the Interviewer and the Interview Team Conscientiousness Steadiness Influence Dominance Name
    86. 86. Conclusion There are Four Building Blocks of Interviewer Behavior Need to Achieve Need to Influence Need to Protect Need to Conform Learn to Mind Read the Interviewer(s) to Get the Job Offer There are two sources of Interviewer energy External Internal
    87. 87. Parting Advice “ When not certain, always default to the strategies for mind reading the discerning Interviewer.” David Snyder, Author “ How to Mind-Read Your Customers”, and “ How to Hire Champions”
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.