Learn to Mind Read Your Interviewer: to steer the interview, manage time, manage conflict, reduce stress and enhance your career potential

to steer the interview, manage time, manage conflict, reduce stress and enhance your career potential

Topics 1. Identifying Distinct Personality Styles in Interviews 2. Understanding the Motivators and Drivers 3. Managing Strengths and Weaknesses in Interviews 4. Build the Interview Relationship 5. Advanced Critical Thinking and Communication In Interviews 6. Helping Other Personality Styles in Interviews 7. Building Your Reputation as a Team Player During the Interview

1. Identifying Distinct Personality Styles in Interviews

2. Understanding the Motivators and Drivers

3. Managing Strengths and Weaknesses in Interviews

4. Build the Interview Relationship

5. Advanced Critical Thinking and Communication In Interviews

6. Helping Other Personality Styles in Interviews

7. Building Your Reputation as a Team Player During the Interview

Workshop Foundation “ How To Mind Read Your Customers” And “ How to Hire Champions” by David Snyder Adapted by Mitchell W. Manning Sr.

“ How To Mind Read Your Customers”

And

“ How to Hire Champions”

by David Snyder

Adapted by Mitchell W. Manning Sr.

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

Suggested Website www.mindread.net

www.mindread.net

Light travels faster than sound, that is why some people appear bright until you hear them speak!!

The things that come to those that wait may be the things left behind by those who got there first!!

It is not what you know, it is how fast you can find out.

The sooner you fall behind, the more time you have to catch up.

“ I would never waste my time learning something that I could simply look up.” Albert Einstein

If it wasn’t for the last minute, nothing would ever get done.

Identifying Distinct Personality Styles and Behaviors

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.

Identifying Distinct Personality Styles and Behaviors Do you believe People have behavioral tendencies? People have preferred working styles and environments? People have predictable needs from others? People can be more effective when their needs are met? You can get what you need by helping other people get what they need?

Do you believe

People have behavioral tendencies?

People have preferred working styles and environments?

People have predictable needs from others?

People can be more effective when their needs are met?

You can get what you need by helping other people get what they need?

Identifying Distinct Personality Styles and Behaviors There are two styles of personalities Dynamic Discerning There are four types of behavior Dominance Influence Conscientiousness Steadiness

There are two styles of personalities

Dynamic

Discerning

There are four types of behavior

Dominance

Influence

Conscientiousness

Steadiness

Identifying Distinct Personality Styles Dynamic – linked to drive and sociability behaviors. Extroversion. Draw energy from external sources. Discerning – linked to calm, analytical, and careful behaviors. Introversion. Draw energy from within.

Dynamic – linked to drive and sociability behaviors. Extroversion. Draw energy from external sources.

Discerning – linked to calm, analytical, and careful behaviors. Introversion. Draw energy from within.

Dominance – type of behavior This behavior emphasizes overcoming opposition to accomplish results.

This behavior emphasizes overcoming opposition to accomplish results.

Tendencies of Dominance 1. Getting immediate results 2. Causing action 3. Accepting challenges 4. Making quick decisions 5. Questioning the status quo 6. Taking authority 7. Managing trouble 8. Solving problems

1. Getting immediate results

2. Causing action

3. Accepting challenges

4. Making quick decisions

5. Questioning the status quo

6. Taking authority

7. Managing trouble

8. Solving problems

Influence – type of behavior This behavior emphasizes influencing and persuading others to shape the environment.

This behavior emphasizes influencing and persuading others to shape the environment.

Tendencies of Influence 1. Contacting people 2. Making a favorable impression 3. Being articulate 4. Creating a motivational environment 5. Generating enthusiasm 6. Entertaining people 7. Viewing people and situations with optimism 8. Participating in a group

1. Contacting people

2. Making a favorable impression

3. Being articulate

4. Creating a motivational environment

5. Generating enthusiasm

6. Entertaining people

7. Viewing people and situations with optimism

8. Participating in a group

Steadiness – type of behavior This behavior emphasizes carrying out the task by cooperating with others within existing circumstances.

This behavior emphasizes carrying out the task by cooperating with others within existing circumstances.

Tendencies of Steadiness 1. Performing in a consistent, predictable manner 2. Demonstrating patience 3. Developing specialized skills 4. Helping others 5. Showing loyalty 6. Being a good listener 7. Calming excited people 8. Creating a stable, harmonious work environment.

1. Performing in a consistent, predictable manner

2. Demonstrating patience

3. Developing specialized skills

4. Helping others

5. Showing loyalty

6. Being a good listener

7. Calming excited people

8. Creating a stable, harmonious work environment.

Conscientiousness – type of behavior This behavior emphasizes ensuring quality and accuracy by working conscientiously within existing circumstances.

This behavior emphasizes ensuring quality and accuracy by working conscientiously within existing circumstances.

Tendencies of Conscientiousness 1. Adhering to key directives and standards 2. Concentrating on key details 3. Thinking analytically, weighing pros and cons 4. Being diplomatic with people 5. Using subtle or indirect approaches to conflict 6. Checking for accuracy 7. Analyzing performance critically 8. Using a systematic approach to situations or activities

1. Adhering to key directives and standards

2. Concentrating on key details

3. Thinking analytically, weighing pros and cons

4. Being diplomatic with people

5. Using subtle or indirect approaches to conflict

6. Checking for accuracy

7. Analyzing performance critically

8. Using a systematic approach to situations or activities

Activity 10 Minutes – identify yourself and people who have interviewed you by style (2) and behavior (4). 10 Minutes – compare yourself with your interviewers. Compile, summarize and document for future reference. 10 Minutes – Draw conclusions and identify learning points for next interview(s). If this, then this…

10 Minutes – identify yourself and people who have interviewed you by style (2) and behavior (4).

10 Minutes – compare yourself with your interviewers. Compile, summarize and document for future reference.

10 Minutes – Draw conclusions and identify learning points for next interview(s). If this, then this…

Build A Relationship With the Interviewer Respecting the Interviewer’s Personality Style and Behavior

Establish Rapport and Trust with the Interviewer Show you are putting their interests first Make yourself available Build knowledge by study and application Enhance reputation with practice Be first with options and alternatives Be honest and forthright Be consultative “ Where does it hurt?”

Show you are putting their interests first

Make yourself available

Build knowledge by study and application

Enhance reputation with practice

Be first with options and alternatives

Be honest and forthright

Be consultative

“ Where does it hurt?”

Manage Time and Priorities for the Interviewer Principles of Time Management Record it. Sort it. Prioritize it. Plan it. Work it. Simplify it. “ If it is not documented, it is not a priority”

Principles of Time Management

Record it.

Sort it.

Prioritize it.

Plan it.

Work it.

Simplify it.

“ If it is not documented, it is not a priority”

Select Situational Leadership to complement the Interviewer’s Style Two plus Two Personality Styles Dynamic is Dominant and Influence Discerning is Steadiness and Conscientiousness Situational Leadership Options Force Seduction Persuasion Integrity Empowerment Gestalt

Two plus Two Personality Styles

Dynamic is Dominant and Influence

Discerning is Steadiness and Conscientiousness

Situational Leadership Options

Force

Seduction

Persuasion

Integrity

Empowerment

Gestalt

Manage Conflict to complement the Interviewer’s Style Prevention The act of anticipating and countering in advance. Intervention The act of intervening (coming in or between), in order to modify or change an outcome or behavior. “ The origins of conflict are objectives, values, facts and methods. The behavioral choices are confront, collaborate, avoid, compete. ”

Prevention

The act of anticipating and countering in advance.

Intervention

The act of intervening (coming in or between), in order to modify or change an outcome or behavior.

“ The origins of conflict are objectives, values, facts and methods.

The behavioral choices are confront, collaborate, avoid, compete. ”

Reduce and Eliminate Stress to complement the Interviewer’s style Learn what stress does to you. Learn to calm your stress reactions. Learn factors that stress others. Learn to recognize stress reactions of others Learn to calm them down. Learn your rules for stress management Learn to quickly follow your rules.

Learn what stress does to you.

Learn to calm your stress reactions.

Learn factors that stress others.

Learn to recognize stress reactions of others

Learn to calm them down.

Learn your rules for stress management

Learn to quickly follow your rules.

Set Your Career Goals Respecting the Interviewer’s Personality Style What would you have me do differently? What would you have me continue? Will you help me build on my strengths and work to eliminate my weaknesses by giving me timely evaluation and coaching?

What would you have me do differently?

What would you have me continue?

Will you help me build on my strengths and work to eliminate my weaknesses by giving me timely evaluation and coaching?

Activity Respecting the Interviewer’s Personality Style Match sources of conflict with personality types Match behavioral choices with personality styles Document for future reference

Match sources of conflict with personality types

Match behavioral choices with personality styles

Document for future reference

Managing Strengths and Weaknesses of the Interviewer

Interviewer Styles and Behaviors Styles Dynamic and Discerning Behaviors Dominance and Influence Conscientiousness and Steadiness

Describing Dynamic and Discerning Styles of Interviewers Dynamic – the extroverts Dominance/Driven: open to experience Influence: friendliness Discerning – the introverts Steadfast: emotional stability Conscientious: conscientiousness

Dynamic – the extroverts

Dominance/Driven: open to experience

Influence: friendliness

Discerning – the introverts

Steadfast: emotional stability

Conscientious: conscientiousness

Dominance and Influence Managing Strengths and Weaknesses Dominance Common Negative Emotional Style: Anger 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

Dominance

Common Negative Emotional Style:

Anger

Steadiness and Conscientiousness Managing Strengths and Weaknesses Conscientiousness Common Negative Emotional Style: Non-emotional/apathetic 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

Conscientiousness

Common Negative Emotional Style:

Non-emotional/apathetic

Dominance –Managing Strengths and Weaknesses This interviewer needs you to: Weigh pros and cons Calculate risks Use caution Structure a predictable environment Research facts Deliberate before deciding Recognize the needs of others

This interviewer needs you to:

Weigh pros and cons

Calculate risks

Use caution

Structure a predictable environment

Research facts

Deliberate before deciding

Recognize the needs of others

Dominance –Managing Strengths and Weaknesses To be more effective this interviewer needs: To receive difficult assignments To understand that they need people To base techniques on practical experience To receive an occasional shock To identify with a group To verbalize reasons for conclusions To be aware of existing sanctions To pace self and to relax more

To be more effective this interviewer needs:

To receive difficult assignments

To understand that they need people

To base techniques on practical experience

To receive an occasional shock

To identify with a group

To verbalize reasons for conclusions

To be aware of existing sanctions

To pace self and to relax more

Influence –Managing Strengths and Weaknesses This interviewer needs you to: Concentrate on the task Seek facts Speak directly Respect sincerity Develop systematic approaches Prefer to deal with things instead of people Take a logical approach Demonstrate individual follow-through

This interviewer needs you to:

Concentrate on the task

Seek facts

Speak directly

Respect sincerity

Develop systematic approaches

Prefer to deal with things instead of people

Take a logical approach

Demonstrate individual follow-through

Influence –Managing Strengths and Weaknesses To be more effective this interviewer needs: To control time, if D or S are low To make objective decisions To use hands-on management To be more realistic when appraising others To make priorities and deadlines To be more firm with others, if D is low

To be more effective this interviewer needs:

To control time, if D or S are low

To make objective decisions

To use hands-on management

To be more realistic when appraising others

To make priorities and deadlines

To be more firm with others, if D is low

Steadiness –Managing Strengths and Weaknesses This interviewer needs you to: React quickly to unexpected change Stretch toward the challenges of accepted tasks Become involved in more than one thing Be self-promoting Apply pressure on others Work comfortably in an unpredictable environment Help prioritize work Be flexible in work procedures

This interviewer needs you to:

React quickly to unexpected change

Stretch toward the challenges of accepted tasks

Become involved in more than one thing

Be self-promoting

Apply pressure on others

Work comfortably in an unpredictable environment

Help prioritize work

Be flexible in work procedures

Steadiness –Managing Strengths and Weaknesses To be more effective this interviewer needs: To be conditioned prior to change To validate self-worth To know how personal effort contributes to the group effort To have colleagues of similar competence and sincerity To know task guidelines To have creativity encouraged

To be more effective this interviewer needs:

To be conditioned prior to change

To validate self-worth

To know how personal effort contributes to the group effort

To have colleagues of similar competence and sincerity

To know task guidelines

To have creativity encouraged

Conscientiousness –Managing Strengths and Weaknesses This interviewer needs you to: Delegate important tasks Make quick decisions Use policies only as guidelines Compromise with the opposition State unpopular positions Initiate and facilitate discussions Encourage teamwork

This interviewer needs you to:

Delegate important tasks

Make quick decisions

Use policies only as guidelines

Compromise with the opposition

State unpopular positions

Initiate and facilitate discussions

Encourage teamwork

Conscientiousness –Managing Strengths and Weaknesses To be more effective this interviewer needs: To have time to plan carefully To know exact job descriptions and performance objectives To schedule performance appraisals To receive specific feedback on performance To respect people’s personal worth as much as their accomplishments To develop tolerance for conflict

To be more effective this interviewer needs:

To have time to plan carefully

To know exact job descriptions and performance objectives

To schedule performance appraisals

To receive specific feedback on performance

To respect people’s personal worth as much as their accomplishments

To develop tolerance for conflict

Activity 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. Ten Minutes – Develop strategies for working with each style and behavior. Ten Minutes – P lan next interview.

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.

Ten Minutes – Develop strategies for working with each style and behavior.

Ten Minutes – P lan next interview.

Understanding Motivators and Drivers of Each Personality Style and Type of Behavior

Understanding Motivators and Drivers of Each Personality Style and Type of Behavior Dynamic and Discerning Dominance and Influence Conscientiousness and Steadiness

Needs of the Dynamic and Discerning Styles Dynamic – this person needs interaction with people. Discerning – this person needs straight forward facts.

Dynamic – this person needs interaction with people.

Discerning – this person needs straight forward facts.

Needs of the Dominance and Influence Behaviors Dominance – this person needs authority, challenges, prestige, freedom, varied activities, growth assignments, “bottom-line approach, opportunity for advancement. 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.

Dominance – this person needs authority, challenges, prestige, freedom, varied activities, growth assignments, “bottom-line approach, opportunity for advancement.

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.

Needs of the Conscientiousness and Steadiness Behaviors Conscientiousness – This person needs personal autonomy, opportunity for careful planning, exact job descriptions, precise expectations. Steadiness – This person needs security of situation, time to adjust to change, appreciation, identification with group, limited territory, areas of specialization.

Conscientiousness – This person needs personal autonomy, opportunity for careful planning, exact job descriptions, precise expectations.

Steadiness – This person needs security of situation, time to adjust to change, appreciation, identification with group, limited territory, areas of specialization.

Dominance – Motivators and Drivers The perfect working environment to this person includes: 1. Power and authority 2. Prestige and challenge 3. Opportunities for individual accomplishments 4. A wide scope of operations 5. Direct answers 6. Opportunities for advancement 7. Freedom from controls and supervision 8. Many new and varied activities

1. Power and authority

2. Prestige and challenge

3. Opportunities for individual accomplishments

4. A wide scope of operations

5. Direct answers

6. Opportunities for advancement

7. Freedom from controls and supervision

8. Many new and varied activities

Influence – Motivators and Drivers The perfect working environment to this person includes: 1. Popularity, social recognition 2. Public recognition of ability 3. Freedom of expression 4. Group activities outside of job 5. Democratic relationships 6. Freedom from control and detail 7. Opportunities to verbalize proposals 8. Coaching and counseling 9. Favorable working conditions

1. Popularity, social recognition

2. Public recognition of ability

3. Freedom of expression

4. Group activities outside of job

5. Democratic relationships

6. Freedom from control and detail

7. Opportunities to verbalize proposals

8. Coaching and counseling

9. Favorable working conditions

Steadiness – Motivators and Drivers The perfect working environment to this person includes: 1. Maintenance of the status quo unless given reasons for change 2. Predictable routines 3. Credit for work accomplished 4. Minimal work infringement on home life 5. Sincere appreciation 6. Identification with a group 7. Standard operating procedures 8. Minimal conflict

1. Maintenance of the status quo unless given reasons for change

2. Predictable routines

3. Credit for work accomplished

4. Minimal work infringement on home life

5. Sincere appreciation

6. Identification with a group

7. Standard operating procedures

8. Minimal conflict

Conscientiousness – Motivators and Drivers The perfect working environment to this person includes: 1. Clearly defined performance expectations 2. Values on quality and accuracy 3. A reserved, business-like atmosphere 4. Opportunities to demonstrate expertise 5. Control over those factors that affect their performance 6. Opportunities to ask “why” questions 7. Recognition for specific skills and accomplishments

1. Clearly defined performance expectations

2. Values on quality and accuracy

3. A reserved, business-like atmosphere

4. Opportunities to demonstrate expertise

5. Control over those factors that affect their performance

6. Opportunities to ask “why” questions

7. Recognition for specific skills and accomplishments

Who Is On Your Interview Team? Shared Goals and Values Sense of Control and Accountability Free Agent Dead Weight Partner Loyalist 2 1 High High

Shared Goals and Values

Sense of Control and Accountability

Activity 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. Compile, summarize and document your thinking. Plan next interview(s).

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.

Compile, summarize and document your thinking.

Plan next interview(s).

Critical Thinking and Communication Skills for Job Interviews

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.

Biology of Fear and Desire Psychology of Fear and Desire Control Where You Are When being Interviewed Interviewee and Interviewer

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

Our initial Interaction Behaviors Affect The Interviewer’s Lasting Impression and Reaction

Situational Human Performance Model for enhancing the Interview consequence result action human situation objectives guidelines first steps signaling reinforcing confidence

Enhancing the Interview Send the Right Signals Be well groomed and appropriately dressed. Use proper body language make eye contact use open posture give friendly gestures speak calmly, clearly and correctly be firm on points be confident with responses

Be well groomed and appropriately dressed.

Use proper body language

make eye contact

use open posture

give friendly gestures

speak calmly, clearly and correctly

be firm on points

be confident with responses

Enhancing the Interview Key First Steps Accompany, assist, and observe the Interviewer. Listen carefully to understand instructions and questions. Answer all questions. Answer only the question. Back what you say with proper documentation.

Accompany, assist, and observe the Interviewer.

Listen carefully to understand instructions and questions.

Answer all questions.

Answer only the question.

Back what you say with proper documentation.

Enhancing the Interview Send and Reinforce the Right Signals with the Interviewer Treat the Interviewer with respect. Build confidence in the interview system. Know your responsibilities and accountability. Know what you say, what you do, and why. Resume and Cover Letter Job Application Job Interview Interview Follow-up

Treat the Interviewer with respect.

Build confidence in the interview system.

Know your responsibilities and accountability.

Know what you say, what you do, and why.

Resume and Cover Letter

Job Application

Job Interview

Interview Follow-up

Interaction Objectives for enhancing the Interview Build confidence by enhancing sense of dignity and self-esteem and respecting confidentiality Communicate to Elevate Explore opportunities and issues by sharing thoughts, feelings and rationale Educate to Motivate Be supportive without assuming total responsibility and accountability Negotiate and Administrate to Delegate

Build confidence by enhancing sense of dignity and self-esteem and respecting confidentiality

Communicate to Elevate

Explore opportunities and issues by sharing thoughts, feelings and rationale

Educate to Motivate

Be supportive without assuming total responsibility and accountability

Negotiate and Administrate to Delegate

Interaction Guidelines for enhancing the Interview Listen and respond with empathy Ask for help in solving the problem Tell what and why for planned next steps Ask “how do you feel about…?” and “what would you do differently?” Collaborate to clarify Develop and agree on next steps and the schedule What are the next steps? What can you do to help? When does it need to be done?

Listen and respond with empathy

Ask for help in solving the problem

Tell what and why for planned next steps

Ask “how do you feel about…?” and “what would you do differently?”

Collaborate to clarify

Develop and agree on next steps and the schedule

What are the next steps?

What can you do to help?

When does it need to be done?

Enhancing the Interview Questions You Can Bank On Do you want the job? Are you trained and qualified? Are your values and work ethic reliable? Where are your references?

Do you want the job?

Are you trained and qualified?

Are your values and work ethic reliable?

Where are your references?

Enhancing the Interview Your Role, Responsibilities, and Accountability If in doubt, remain calm and focused on truth, fairness and necessity. Remember neatness counts. Be responsive to the pace of the Interviewer. Ask for time and help with answers, if needed. Base improvements on your initial answer. Learn from the experience.

If in doubt, remain calm and focused on truth, fairness and necessity.

Remember neatness counts.

Be responsive to the pace of the Interviewer.

Ask for time and help with answers, if needed.

Base improvements on your initial answer.

Learn from the experience.

Leadership Attributes for Interviewing Focus Energy Competence Confidence The Interviewer and YOU

Focus

Energy

Competence

Confidence

Determining Interviewer Issues What is your performance record? What is your attitude? What contributions have your made? What is your employment history?

What is your performance record?

What is your attitude?

What contributions have your made?

What is your employment history?

Interview wrap-up Level of interest Questions being asked How do you feel about...? What would you do differently? When can you…? Where can you…? Who can…? Key Listening Points

Interview wrap-up

Level of interest

Questions being asked

How do you feel about...?

What would you do differently?

When can you…?

Where can you…?

Who can…?

The Interview Follow-up Is the Key Thoughtful and well prepared Thoroughly documented Meaningful timeframes Signed by You Follow-up scheduled

Thoughtful and well prepared

Thoroughly documented

Meaningful timeframes

Signed by You

Follow-up scheduled

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

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

Step 1 - Discover early what the Interviewer really cares about. - What issues are they passionate about? - Frame your approach in terms of their issues. - Make their goals your goals. - Identify your boundaries. - Plan when and how to push back. - Take on the opportunities that really matter to you. - Ask the Interviewer where the opportunities are. - Get numbers and concrete examples. - Share your strengths. - Be specific and grounded in real circumstances. Build Your Reputation as a Team Player in the Job Interview

Step 1 - Discover early what the Interviewer really cares about.

- What issues are they passionate about?

- Frame your approach in terms of their issues.

- Make their goals your goals.

- Identify your boundaries.

- Plan when and how to push back.

- Take on the opportunities that really matter to you.

- Ask the Interviewer where the opportunities are.

- Get numbers and concrete examples.

- Share your strengths.

- Be specific and grounded in real circumstances.

Step 2- Develop an action plan with best overall ROI. - Drill down to the real opportunities. - What is changing? Where are you now? Where do you want to be? When will you be there? - How do you respond to change? - What is the optimal time lapse between needed change and response? Build Your Reputation as a Team Player in the Job Interview

Step 2- Develop an action plan with best overall ROI.

- Drill down to the real opportunities.

- What is changing?

Where are you now?

Where do you want to be?

When will you be there?

- How do you respond to change?

- What is the optimal time lapse between needed

change and response?

Step 3- Document where you are from the job baseline. - Measure every improvement. - Determine costs. - Determine revenue/gains. - Calculate the cost/benefit of hiring you. Build Your Reputation as a Team Player in the Job Interview

Step 3- Document where you are from the job baseline.

- Measure every improvement.

- Determine costs.

- Determine revenue/gains.

- Calculate the cost/benefit of hiring you.

Step 4- Run your own positive marketing campaign. - Identify resisters and nay-sayers. - Resolve their conflicts/issues. - Enlist the support of supporters. - Action plan their ideas, direction and support. Build Your Reputation as a Team Player in the Job Interview

Step 4- Run your own positive marketing campaign.

- Identify resisters and nay-sayers.

- Resolve their conflicts/issues.

- Enlist the support of supporters.

- Action plan their ideas, direction and support.

Build Your Reputation as a Team Player in the Job Interview Step 5 - Convert the interview into hard numbers. - Get it in numbers. - Share the numbers. - Reinforce the magic of the numbers. Step 6 – Share the benefit of offering the job to you.

Step 5 - Convert the interview into hard numbers.

- Get it in numbers.

- Share the numbers.

- Reinforce the magic of the numbers.

Step 6 – Share the benefit of offering the job to you.

Build Your Reputation as a Team Player in the Job Interview Prepare by Identifying the Personality Styles Understand the Motivators and Drivers Manage the Strengths and Weaknesses Build Relationships During the Interview Use Critical Thinking and Communication Skills Help the Interviewer(s) Make the Job Offer

Prepare by Identifying the Personality Styles

Understand the Motivators and Drivers

Manage the Strengths and Weaknesses

Build Relationships During the Interview

Use Critical Thinking and Communication Skills

Help the Interviewer(s) Make the Job Offer

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

Worksheet for Mind Reading the Interviewer and the Interview Team Conscientiousness Steadiness Influence Dominance Name

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

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”