Prepare interviews on Anything, AnyWhere
Prepare interviews on Anything, AnyWhere
This question focuses the conversation squarely on the proposition that the employer has a problem. As the potential new hire, you want the employer to tell you that you can make his or her life easier because your skills are just the ticket.
This is another way to uncover the employer’s hot buttons, subtly suggesting that hiring you will bring immediate relief to the interviewer’s insomnia.
The wording here is designed to reveal the interviewer’s “wish list” for what the new hire can offer.
The response to this question will give the job seeker a feel for how valuable the department is to upper management because if and when the organization goes through a financial crisis, you want to know that your department will not be the first department cut.
This is another way to get some clues about what specific improvements the hiring manager desires.
This answer will provide an important clue for you if you take the job, because you’ll be evaluated on your contribution to those three goals.
This answer will give an important clue about whether the job is important. If the answer is essentially “not much,” you are being considered for a nonessential position.
Get the hiring manager to tell you a story. Listen carefully for clues about what makes for success.
Shared stories are what create community. Here’s another way to bond with the interviewer around a story.
Follow-up is good. If the interviewer feels safe, he or she may actually share a disappointment.
No better way to know what you’ll be doing. Notice how the question gently assumes you are already on the team.
Ask this question if there is something you don’t understand about the organization.
Any question that implies you have the long term in mind is great. The hiring manager is thinking, “This guy aims to stick around for the long term.”
Notice the use of the word “we.” This is another question that allows the hiring manager to discuss future plans and prospects.
This is another way to uncover possible objections or conflicts. Again, you can’t address an objection unless it’s articulated.
Listen carefully. The hiring manager is telling you where you are expected to fail. Is this a challenge you can take on and at which you can reasonably hope to succeed? If Superman couldn’t hack it, watch out! You’re being set up for failure.
Note the emphasis on the word “your.” This is less about the organization’s agenda than the hiring manager’s concerns. They may or may not be different. It won’t serve you well to meet the organization’s goals but not your manager’s.
This is another way of asking the hiring manager for the conditions of success.
You want to be seen as interested in learning and gaining new skill sets. You want your organization to support those goals.
You may or may not get a straight answer to this straight question, but asking shows you understand the power of budgets to control outcomes.
Whether you like committee work or not, you should get this information to make an informed decision.
Here’s another general question that goes to how your efforts will be evaluated. It’s likely you will start a conversation about metrics such as management by objective.
This will provide an indication of what your first assignment will be.
This is another way to get a picture of how the department fits into the enterprise.
This question shows that you have done your research and that you are rightfully aware that success means outperforming the competition.
This set of questions goes to the heart of the corporate culture. Are reporting structures formal or informal? You will not be happy if you prefer an informal, open-door company environment and this company prefers a more rigid structure.
Here is another question to let the hiring manager know that you want to do one thing at a time starting with the most important thing.
This is a good question to get a sense of the job on a day-to-day basis.
As the holder of a brand-new position, you will have a lot of freedom to shape the job. But the first thing to understand is why it was created and what problem it is designed to solve.
This should give you a clue about why the incumbent failed. Yes it’s true that people can learn only from mistakes, but that doesn’t mean it has to be their own mistakes. The downside is that if the incumbent left on bad terms, you risk associating yourself with some negative vibes.
Express continued interest, ask for the job, and establish a time frame for the next step.
This question demonstrates your acknowledgment that every position must make a direct contribution to the company’s bottom line. Follow up with a commitment to doing just that.
This is an opportunity to get into a very useful conversation about the challenges you will be expected to face.
This question gives the hiring manager an opportunity to reflect on his or her criteria for success.
This question gives the hiring manager an opportunity to reflect on his or her criteria for failure.