2. Today’s Agenda
• The 30 Second Commercial
• Tip of the Iceberg Technique
• CAB Stories
• CAB Inventory
3. Law of Perception
• Marketing is a battle of perceptions
• Interviewing is not a battle of candidates
• Hiring decisions are based on perceptions
• It’s what employers: See, Hear and Feel
4. The 30 Second Commercial
A brief verbal presentation of your employable
assets.
• Background
• Accomplishments
• Objectives
• Benefits
5. The 30 Second Commercial
• Use it at networking events, phone interviews,
meetings with prospective employers.
• Present a limited amount of positive, attention
grabbing information in a brief amount of time.
• Should never exceed 60 seconds.
6. Developing Your 30 Second Commercial
• Outline your assets in each of the 4 categories
• Transfer the key points in each category to 3x5
index cards
• Do not memorize your 30 second commercial
• Only remember the key words and phrases in
each category
• Be able to present your commercial in a variety
of patterns
7. Background:
• Briefly state your recent employment
background and tenure. You may mention
schooling, if degree is important.
“For the past ten years I have been in sales
management and marketing, most recently with
H.A. Smith Company in Ocala, FL.”
8. Accomplishments:
• Briefly state the accomplishments of your job
career. Include quantitative details but do not
give all of the specifics. Make them want to ask
for more information.
“I have experience in territory management,
marketing, training and team building. I also
have a consistent history of increasing sales
and exceeding quota.”
9. Objective:
• Briefly state where you see yourself fitting in.,
i.e. either positions, departments, industries or
specific companies.
“I am seeking a hands on sales or marketing
management position with a company such as
Emergency One, Pall Pneumatic or Chariot
Eagle.”
10. Benefit:
• Briefly state how you imagine a prospective
employer might benefit form having you as a
team member.
“I bring to an employer a proven manager, leader,
motivator and dedicated team player. Jim, I am sure
that with your help in identifying friends and business
professionals to contact, the time of my job search will
be reduced significantly.”
11. The Tip of the Iceberg Technique
• In an interview it is inevitable that you will be
asked one of the following questions
“Why did you leave your last position?”
“Why do you want to leave your current job?”
12. Tip of the Iceberg Technique
• A brief , positive, factual honest statement about
why you are in the market:
“My association with Alpha Company has been rewarding
to this point and I have been able to enhance my skills and
knowledge in sales and marketing, but further growth
appears to be limited due to the decline of the industry. I
have decided to seek a new association where I can apply
the skills I’ve developed and make a major contribution.
Does that answer your question?” Then SUAL!!
13. The Tip of the Iceberg Technique
• Apply this same technique for handling questions
about any area of your professional or personal life,
i.e. previous business failure, termination, demotion
• Do not share your life history
• Be positive, brief and upbeat in your response
• Develop a Tip of the Iceberg for each position
listed on your resume
14. CAB’s - Stories that Work!
• Are not about a wild ride with a taxi driver in NYC
• Real world stories about your past
accomplishments
• CAB stands for: CONDITION, ACTION, BENEFIT
15. The CAB Story Rule is:
“CAB statements must give credence to your
talents, skills and abilities while fulfilling the needs
and wants of the interviewer. CAB stories must be
logical, provide impact and sound good!”
16. The CONDITION
• What was the opportunity, problem or challenge?
• What had/had not happened which caused you to
act?
• How bad was it? (Quantify if possible)
• What was the likely outcome if things continued as
they were? (Bottom line effects)
• How were you involved in the situation?
17. The ACTION
• What specific actions did you take?
• List these actions in time sequence or structural
order
• Use active verbs and personal pronouns to make
these sentences come alive
“I formed a team of specialists…”
“I instituted tighter controls…”
“I developed a new system…”
18. The BENEFIT
• What were the results you produced?
• Quantified in $$$, percentages, real numbers like
man-hours, inventory turnover rate, rejection rate,
etc.
• Exact numbers are better if you know them
• Good “ballpark” estimates are OK
• Include time frame when the benefit was realized
19. Sample CAB - Focus on Problem Solving
Condition:
“When I was hired as a controller for the XYZ Corp. the major
task at hand was to manage their operations budget of $15
million. This was the same amount in the previous year’s
budget. They had not budgeted any increase and wanted to
maintain their same level of service. This budget did not
include the salary account, and I was told that the staff was
already cut to the bone.”
20. ACTION:
“My first step was to review last year’s budget in detail - line item by line
item. There were four separate cost centers in the budget. Each
operation had its own manager. My next step was to meet with each
manager to review my evaluation with them and determine what were
critical areas, high ticket items, expendables. I established our overall
goals and helped them set goals for their particular departments. One of
the areas I keyed on very early was the unusually high expense for
paper, ink and printer accessories spent at the branch offices. I instructed
each manger to discontinue purchasing supplies and I established a
central purchasing procedure. At the end of the first quarter it was
apparent that one of the managers had more than a pure business
relationship with one of our suppliers. This resulted in an immediate
dismissal of the employee and a change in vendors.”
21. BENEFIT:
This action along with other cost cutting procedures
reduced the operating budget by $3,320,000 - a
savings of over 22%.
• Always end a CAB story with a Control Question
“Is that the type of cost reduction (CAB title) you are
looking for at ABC Company?”
22. Developing a CAB Inventory
General Areas of Experience
Improving productivity Budget preparation & control
Reducing expenses New business development
Meeting deadlines Personnel management
Attention to detail Recruiting and hiring
Problem solving skills Training and motivation
Policy & procedures Peer group interactions
Increasing sales/profits Presentation skills
Strategic planning Regulatory requirements
Start-ups/turnarounds Industry/product knowledge
23. Developing a CAB Inventory
Senior Management
General mgmt. experience Marketing campaigns
Corp. strategic planning Financial management
Competitor analysis Lender & investor relations
High level client interactions Organizational structure
Board of director experience Public speaking/presentations
25. Developing a CAB Inventory
Distribution
Customer service Transportation systems
Quality control systems Proposal preparation/costing
Personnel & working schedules Distribution systems
26. Developing a CAB Inventory
Operations
Managing inventory turn Equipment selection
Distribution facility design Regulatory requirements
Automated inventory control Routing & scheduling
Maintenance
27. Developing a CAB Inventory
Administration / Human Resources
Recruiting; exempt, non-exempt Affirmative action, EEO program
Skills & management training Labor relations
Compensation program admin. Union negotiations
Benefits & insurance programs
29. Developing a CAB Inventory
Sales & Marketing
Customer relations Product line knowledge
Increasing sales/exceeding quota Business development
Direct/distributor, OEM sales Sales training & motivation
Special promotions Advertising campaigns
30. Developing a CAB Inventory
Engineering / Information Technology
System design Project management
Application development Program management
System analysis Communications/non-technical
Hardware evaluation Client relations
Software development New product development
System installation/maintenance User training
Documentation & security Technical skills (Languages,
Applications)
31. Using CAB’s in an Interview
The Initial Question Flow
Interviewer: Tell me about yourself.
Your response: Personal or business?
Interviewer: Business.
Your response: Certainly-I am very proud of my business
accomplishments in areas such as: Improving productivity, reducing
costs and long range planning. Which would you like to hear about?
Interviewer: Selects the CAB he/she wants.
Your response: Tell the CAB story that has been selected.
32. What is CareerCampaigns?
• A web based candidate sourcing solution
designed to help Florida employers fill their
open positions.
• Our online Talent Center is based on a new
model for delivering qualified candidates
directly to a hiring manager’s inbox from our
pool of job seekers.
33. What we do:
• Our researchers source top active and passive
candidates
• We built a pipeline to connect talent with
potential new opportunities
• Proactively market candidates to employers via
email marketing campaigns
34. Our DIFFERENTIATORS
For Job Candidates
• A proactive search methodology
• Exposure to thousands of talent managers
weekly
• No charge for hosting your web page.
35. Our DIFFERENTIATORS
For Employers
• Using permission base email marketing, new
candidates delivered to their inbox weekly
• Hiring managers get to see, hear and feel
what the candidate has to offer
• Employers pay our fee of 9.95%, a savings of
50% – 70%
36. Upcoming Webinars
• Tuesday, May 19 CareerCampaigning
• Thursday, May 21 Responding to Liabilities
• Thursday, May 28 Creating Your Strategy
Register at
www.CareerCampaigns.com/webinars.htm
