by Tony Beshara
Q. Give me an example of a new or innovative idea that you came up with or implemented.
I came up with a way of reorganizing our invoicing that has reduced our accounts receivable time by thirty-five days.
Q. Have you ever had to carry out unpopular policies or decisions?
Two years ago, I had to explain to my staff how everybody was being asked to take a 15 percent reduction in salary to save everyone’s job. Not one of my subordinates quit. They didn’t even complain.
Q. What are people’s greatest misperceptions about you? (Think for a moment and pause.)
Well, sometimes it may appear that I take things too seriously and come across as not having a sense of humor.
or
I sometimes might appear to be a workaholic and have high expectations of others.
Q. Tell me about a time when you had to get your hands dirty by doing a job that was one or two steps below you.
Just last week two people in our accounting department were out for three days. It was kind of fun to get back into the trenches and do invoicing as well as collection calls.
Q. As a manager, how have you promoted diversity?
I’ve been able to hire a diverse group of great people. I make sure to spread the responsibility equally.
Q. How much do you know about the duties or responsibilities of the managers two levels below you?
I’ve been fortunate to always be able to actually take on the duties and responsibilities of the subordinates that I’ve had. I have functioned in most of their jobs before . . . either in my present company or companies I’ve worked for previously. They recognize that I understand every aspect of their jobs.
Q. You have moved up in the management ladder rapidly, but it seems like you’ve leveled off. Why?
There are a lot of very good people and managers in the company that I am presently with. They’ve been there for quite some time. Their seniority and quality is hard to beat. That is one of the major reasons that I am looking to change.
On top of that, my personal growth and expansion is limited there. So, when I add these two factors up, it is best that I find a new job for both the company and me.
If I’m not growing and reaching my potential, I’m not going to be able to maximize my contribution. It’s mutually best for both of us that I leave.
Q. How have you dealt with disgruntled employees or subordinates?
I’ve been fortunate enough to establish personal policies and procedures so that most all of my subordinates have known where I stand on certain issues. I have found that being consistent, even about things that everyone may not agree with, has been the first and best line of defense.
I have found that 90 percent of the time, simply listening to people, especially when they need to vent, dissipates most issues. In checking my references, you will find that I have always managed people that way. I have found that even the most disgruntled subordinate respects fairness.
Q. How often have you fired someone?
Fortunately, even when I’ve had to fire anyone, I have made it good for both of us. I document the reasons so it is very objective. I want to be sure it never comes across as capricious or reactionary. I have tried to create an atmosphere and environment where people who aren’t going to make it or don’t fit in leave before I have to fire them.
Q. Have you ever doubted your decision about firing someone?
If there are doubts to begin with, I have tried to work the situation out with the person before I have had to fire them. But once I have let them go, I can’t afford to look back and doubt the decision. If it comes to the point where I have to let someone go, I’m sure of myself.
BE PREPARED
The answers to “can-you-do-the-job?” questions need to communicate confidence. You should be ready for questions you don’t think about every day. Your work style, for example, isn’t something that you articulate on a daily basis. But in the interviewing situation, the answer must roll off your tongue as though you recite it all the time.
The “can-you-do-the-job?” questions are probably the most taken for granted by candidates. They think they will have an easy time answering these questions. Don’t take for granted that you will be able to give confident, competent answers. Prepare in advance for a variety of questions with powerful words and phrases such as those provided in this chapter. Have relevant stories ready to expand upon your answers. And above all else: Practice, practice, practice!
CHAPTER 5
Powerful Phrases That Show You Will Be a Good Fit
Based on my experience, determining whether you will be a good fit in the company accounts for about 40 percent of the hiring decision. Of the four basic questions that need to be answered affirmatively (see Chapter 4), this carries the greatest weight. It comes down to whether or not the potential employer likes you. No matter how good your skills might be, no matter how much of a risk you may or may not be, and even if working the money out is a foregone conclusion, you will never get hired unless you are liked and the people interviewing you think you are a good fit.
Of the more than 110,000 face-to-face interviews I have personally arranged since 1973, I’ve never had a candidate hired who wasn’t, at first, liked by the people doing the interviewing and hiring. This fact defies logic and common sense. With all of the business acumen and wisdom that companies and the people in them are purported to have, you’d think that the emotional aspects of liking someone would have a minimal impact.
But the truth is that hiring people is like buying products. People do it for emotional reasons and then justify the rest. I can’t tell you the number of people I’ve placed over the years who were hired simply because they were liked by the hiring organization. I also can’t tell you how many extremely qualified, excellent candidates weren’t hired because the interviewing or hiring authority did not initially like them.
You can control whether you are liked by hiring authorities by showing them that you are a good fit. As a candidate, you can’t control certain “cultural” fits like age, gender, religion, or schooling (for example, graduating from Ivy League schools). However, if you research your interviewing authorities and find out about their backgrounds, you can demonstrate something in common with them. By doing that you are further on your way to being “liked.”
COMMONLY ASKED QUESTIONS TO SEE IF YOU ARE A GOOD FIT
These questions will be sprinkled throughout the interview. They are going to be personal as well as professional questions. Oftentimes, you could be insulted by them if you let yourself. (Some may actually be illegal.) But you can never let these or any other kinds of questions throw you off emotionally. You can’t interview well when you are emotionally flustered.
What follows are some of the most frequent “Are you a good fit?”/“Do we like you?” questions and the most effective powerful phrases to use as answers.
Q. Are you a leader or follower?
Well, in certain situations I am a leader and in certain situations I am a follower. I can be both.
Reinforce this answer with stories, if possible.
Q. What do people like most about you?
People seem to appreciate that I am a team player (deal well in tense situations . . . volunteer to help . . . communicate well both up and down the chain of command).
Pick a phrase that relates to work. Don’t just say something like, “I’m a good guy” or “I know a lot about sports.”
Q. What do they like least? (Regarding what people like least about you, keep your answer light. Laugh and say something like the following example.)
I’m a lousy golfer (or a poor tennis player or I’m not good at telling jokes).
Q. What are your three greatest strengths? (Strengths should be easy for you to come up with. You should determine your answers well before you even start interviewing.)
I’m a very hard worker, determined and persistent.
Q. What are your three greatest weaknesses? (Weaknesses are always diffic
ult, but make sure your “weaknesses” can also be strengths.)
Well, I’m often impatient with myself.
or
I often expect the same passion and commitment from the others that I tend to have.
I have known people to say just plain stupid things like, “Well, to be honest, I talk too much” . . . “I’m late a lot” . . . “I seem to have bad luck in jobs and get fired” . . . “I have bad luck with women and jobs” . . . “I get bored easily.” Don’t say anything remotely like that!
Q. What are your hobbies? Outside interests? Books you’ve read recently? (Make your hobbies “safe” and related to the business world. Don’t talk about anything controversial like church groups or political groups unless you know the interviewing authority feels the same way you do. Talk about hobbies like golf, tennis, running, cycling, and so on.)
My woodworking hobby allows me to work with my hands. When my mind is relaxing while doing it, I often think of business solutions.
When asked about books you’ve been reading, make sure you are reading some kind of business-oriented book and mention it. This kind of question is easy to prepare for and you can give the same answer to everyone.
I’m rereading Great by Choice by Jim Collins. Every time I read it I come up with some new ideas.
Q. What do you like and dislike about your present boss?
I really like him (or her) as a person and have learned a lot from him (or her).
Do not say anything negative about your current boss.
Q. How do you handle criticism?
I really do appreciate constructive criticism; I think feedback is the breakfast of champions. I am my own worst critic, but I really like hearing what other people think.
Q. Rate yourself on the scale of one to ten.
Well, my spouse thinks I’m a ten . . . sometimes! However, when I rate myself, I am an eight or nine in some things and a six or seven in others. But you will find I do my dead-level best to do well in everything I do.
Q. How would others at your present or previous jobs rate you on a scale of one to ten?
I think some of them would rate me as an eight or nine in some of the things I do and six or seven in other things I do. But they do know that I try to do my best in everything I do.
Q. Do you ever lie? (This is a catch-22 question.)
If I’m invited to a social occasion that I really don’t want to go to, I will say that I have other plans. I guess, technically, that’s a lie, but I see no sense in hurting other people’s feelings by telling them that I don’t wish to socialize with them.
If the interviewer probes deeper on this question, offer this phrase:
It is important to be truthful in all aspects of business. I think lying is basically wrong and should only be used in situations as the last graceful alternative where the results are inconsequential.
Q. What are one or two things your present or previous coworkers dislike about you?
Nobody has ever outright told me anything about myself that they said they disliked. I sometimes get the feeling that my work ethic and my striving for perfection irritate some people.
I’m often very direct and to the point. I’m not sure everybody can handle that kind of honesty.
Q. What makes you mad?
There aren’t very many things that make me mad, but I do get frustrated, especially with some of the things that my sixteen-year-old does (laugh).
I have found that getting mad or angry doesn’t help solve the immediate problem. I don’t think any of us perform well under the emotional stress of anger.
Q. How do you make your opinions known when you disagree with management or your boss?
If my opinions are sought out, I respectfully offer them. If they’re not sought out, and it is not within my responsibility, I probably wouldn’t offer my opinion.
If I felt strongly enough about the issue and thought it was important to voice my opinion, I would make a private appointment with the appropriate person to discuss my thoughts.
Q. If you knew then what you know now, how would you change your life or your career? (This is a really good question and you need to have a really good answer for it. You should mention things that might be obvious. For instance, if you have not completed your degree, you might say that, looking back on it, you would have finished your degree. If you have had a couple of very short-term jobs on your resume, you might say that if you knew then what you know now, you wouldn’t have taken those jobs. After you mention the obvious things, use the following powerful phrase.)
The important thing, for me, is that I’ve learned from every mistake I’ve ever made and, fortunately, I haven’t made the same mistake more than once. I know I will make others, but I’m going to make the best of what I learn from them, too. It would be nice if the lessons hadn’t been so painful.
Don’t ever say that you “wouldn’t change a thing” because, even it if this is true, not many people will believe you.
Q. What is your definition of success? Of failure? (These are loaded questions that have no absolutely correct answer.)
Success for me is the constant pursuit of a worthy goal where I am personally growing and economically providing for myself and my family.
The only definition of failure, for me, would be when people quit trying and give up. Failure is not an option for me, nor should it be for anyone else.
Q. What makes you better than any other candidate I can hire?
On paper, I may not be better than anyone else. But I am a very hard worker, and I am determined to be successful. In the final analysis, I have more passion and commitment to the job than most people do.
So, with me, you get passion, commitment, and determination far above what you’d probably get in most anybody else.
Q. I’m sure that there were some policies in your previous companies that you didn’t agree with. How did you handle those?
There might have been some minor policies and procedures that I didn’t agree with, but, for the most part, the policies and procedures were for the good of the company and everybody in it.
Don’t ever bad-mouth previous employers or their policies!
Q. What kind of people do you hang out with? (Be a little careful with this question. Some interviewing authorities may be trying to ask you about church groups, political organizations, ethnic groups, and so forth.)
I have a diverse group of friends who are all very interesting.
If you were asked about hobbies and you mentioned golf or tennis, you might say that you hang out with people like that.
Q. How would you describe your personality?
I’m pretty even-keeled. I can get excited about stuff but take it all in stride. I try not to let the highs be too high and the lows be too low.
Q. We’re a very aggressive organization here. You seem to be a fairly laid-back, rather quiet person. How do you get along with aggressive folks?
When people get to know me, they don’t think that I am really all that quiet. I am intensely interested in the opportunity with your company, so I’m trying to listen hard to what you’re saying.
I’ve always been able to get along with just about every kind of person and personality.
Q. How did you feel the last time you joined a new company and a new group of people? How long did it take you to integrate with them personally?
It didn’t take me long to get to know and integrate well with the people with whom I worked. I try to start out asking people about themselves—everybody’s favorite subject—and that gets me accepted pretty fast.
Q. How do you deal with people who you don’t like and who don’t like you in the workplace?
I try to respect all of the people whom I encounter; even the people I don’t particularly like or who don’t seem to respect me. I deal with everybody on a professional level and try to keep personal relationships at work to a minimum.
I have to appreciate everyone, but I don’t necessarily have to like them.<
br />
Q. Describe a very difficult person that you had to work with and how you handled the situation? (You can begin to answer this question in a light-hearted way by smiling and saying, “My teenage daughter at times . . .” but then add something powerful.)
Seriously, I’ve never really had a problem with difficult people even if they did not respect me personally. I have found the best way to deal with difficult people, as with all other people in the workplace, is to perform so well that my work speaks for me, and what people think of me personally doesn’t really matter.
Q. Have you ever gotten personally involved or socially close to anyone at your work?
I keep my personal life and business life separate. I have seen situations where people have become personally involved when they work together, and it usually leads to nothing but a disaster. It just plain isn’t smart.
Q. On a personal level what would your previous boss or present boss say about you?
I’ve always got along very well with my bosses. I think that everyone I’ve ever worked for both directly and indirectly thought highly of me. But beyond social engagements like dinners or golf games, I’ve always tried to keep our relationships on a business level.
Q. We play a lot of poker (or, for example, golf, tennis, or bowling) around here. Are you any good at it? (Even if you are a scratch golfer, never admit to being really good at any social game or endeavor. You set yourself up as “someone to beat.” The phrase to use should be what follows.)
I do enjoy a competitive game of poker and seem to be able to hold my own.
Q. What was it like for you growing up? (The best answer is to describe your growing up as a “great” experience.)
Growing up was a great experience. My family instilled excellent values and a strong work ethic. I’m very fortunate.
