In a recent blog post, Abdus Salam (http://better-jobs-advice.blogspot.com/) points out the importance of being ready for interviewers to ask you about your weaknesses. He says to be straight-forward and honest. While I most certainly agree with his point, my response is below.
Great advice. I happen to be responsible for hiring new associates and while weaknesses are important to know about, it's more important to understand that we all have them. If I'm asked about my weaknesses, I'll admit that I need a calendar and task list to be organized, otherwise all bets are off, but I'll also say that with those tools and my other strengths, I'm going to break records. Immediately redirecting to strengths and opportunities is a good way to keep interviewers on-point as to why they would be making a huge mistake not to hire you.
Take a loot at Salam's Better Jobs Advice blog. It's really good and he makes extremely good points.
When it comes to getting hired, always, always, always be honest when asked about your weaknesses, but do your best to keep the interviewer focused on your strengths and on the opportunities those are likely to bring to the company.
Showing posts with label hiring. Show all posts
Showing posts with label hiring. Show all posts
Wednesday, August 11, 2010
Tuesday, March 10, 2009
Are You Emotionally Intelligent?
Emotional Intelligence is the ability, capacity, or skill to identify, assess, and manage one's own emotions and the emotions of others. More and more research is being done on this relatively new idea, but it is becoming clear that emotional intelligence is among the top abilities required of managers.
Break down the definition. First, it requires an ability to identify emotions - to recognize and understand them. Next, to assess emotions - where do the emotions stem from, how serious are they, etc. And finally, to manage emotions - how do you deal with them in such a way as to control the outbreak of negative emotions, turn the emotions into productive actions, and determine ways to prevent negative emotions in the future or bring about more positive emotions.
In my experience, this is a key ingredient in a great manager - the ability to recognize, understand emotions and their severity, and to convert them into productive action. Very often however, I have seen managers fail completely in these areas. These managers take the negative emotions of others personally and may possibly lash out at the other person. They seek to invalidate emotions or find excuses for the person expressing emotion. They are nervous in emotional situations and don't know how to respond. They may even avoid them all together and hope the situation just goes away - weak.
That's about negative emotions. What about positive? Managers low in emotional intelligence have no idea how to capitalize on positive emotions. They don't realize that success breads success and that people want to be rewarded for success, especially with public compliments on good work.
Finally, those with emotional intelligence also understand their own emotions. These people don't take bad personal situations out on others. They don't take abuse from their low emotionally intelligent boss and then let it roll down heal (so to speak). They don't take constructive criticism personally. They understand their own strengths and those of others. They build on those and don't penalize people for their weaknesses because they know that we all have weaknesses.
This just scratches the surface for this complex and relatively new topic, but as a manager, you need to understand that such a topic exists and that when you score a high emotional IQ, you will excel. For more information, google emotional intelligence and read more.
Break down the definition. First, it requires an ability to identify emotions - to recognize and understand them. Next, to assess emotions - where do the emotions stem from, how serious are they, etc. And finally, to manage emotions - how do you deal with them in such a way as to control the outbreak of negative emotions, turn the emotions into productive actions, and determine ways to prevent negative emotions in the future or bring about more positive emotions.
In my experience, this is a key ingredient in a great manager - the ability to recognize, understand emotions and their severity, and to convert them into productive action. Very often however, I have seen managers fail completely in these areas. These managers take the negative emotions of others personally and may possibly lash out at the other person. They seek to invalidate emotions or find excuses for the person expressing emotion. They are nervous in emotional situations and don't know how to respond. They may even avoid them all together and hope the situation just goes away - weak.
That's about negative emotions. What about positive? Managers low in emotional intelligence have no idea how to capitalize on positive emotions. They don't realize that success breads success and that people want to be rewarded for success, especially with public compliments on good work.
Finally, those with emotional intelligence also understand their own emotions. These people don't take bad personal situations out on others. They don't take abuse from their low emotionally intelligent boss and then let it roll down heal (so to speak). They don't take constructive criticism personally. They understand their own strengths and those of others. They build on those and don't penalize people for their weaknesses because they know that we all have weaknesses.
This just scratches the surface for this complex and relatively new topic, but as a manager, you need to understand that such a topic exists and that when you score a high emotional IQ, you will excel. For more information, google emotional intelligence and read more.
Saturday, February 28, 2009
Great Managers Reject Average
Great managers reject average because they know that it comes at the cost of excellence. Average does just enough to get by. It requires little effort or thought. It achieves average results. It settles for second best and even third best. Average doesn't impress customers, but it also doesn't bother them too much. It doesn't look for better ways to do things and it doesn't identify problems to be fixed. Average clocks in and clocks out and works just for a pay check. It is not invested in the company, the customers, or even in itself.
Despite its rejection by great managers, average is widely accepted by most of the public. Is anyone really ever surprised anymore when someone doesn't address them by name? Do we ever really complain when service is average or substandard? At restaurants, don't we see mistakes with the meal as just part of the experience?
I recently had an experience with a major delivery carrier that actually caused me to write this blog. After the delivery agency promised to have my package to my home after 5pm, the delivery attempt actually happened at 3:15pm. I was home by 4:15pm (early considering the promised delivery time), so I called the carrier and asked them to send the delivery man back to my house before the end of his shift. Fortunately, he was still in town, so I thought I was in luck. However, despite being just 10 minutes from my house, I was told that he couldn't make it back, but that I could meet him on the other side of town. I could drive 10 minutes to receive my home delivery, after the delivery time was not honored, but the driver could not spare those 10 minutes for me - the customer. When I questioned this decision to the telephone "service" agent, she actually told me that this decision was based on "driver discretion".
Driver discretion! But, what about the customer? It was too much for me to expect a promised delivery time, or an additional 10 minutes of drive time to just satisfy a customer. Don't these average companies know that they have competitors who will earn these customers right away from them? And guess what - it will take a just-better-than-average effort.
Now, as an example, here's how that delivery experience could have gone:
Telephone Service Agent - "Mr. Helms, please accept my apology for the mix-up. I am going to call the driver right away and re-route him directly back to your house. Can you hold the line for just a short moment please sir?" When she comes back on the line: "Mr. Helms, the driver wanted me to convey his sincere apologies as well. He understands that you left work early to receive this package on-time and he is going to be back at your house in 10 minutes. Will that be OK with you Mr. Helms? Also, the next time you need to ship a package Mr. Helms, please give the attendant the following reference number and receive 50% off of your delivery. We really appreciate your confidence in our ability to delivery your package on-time and with great accuracy Mr. Helms. Have a great day and enjoy your package!"
Mr. Helms - "Wow!"
Directive to all Managers: DO NOT ACCEPT OR TOLERATE AVERAGE!
Expect excellence in everything you do, and in everything your company does. Train your staff to be excellent. Recruit and hire only those people who have a history of and desire for excellence. Make your customers say, "WOW!" Achieve excellent results. Set high targets and exceed them. Reward your employees for achieving excellent results. Never reward average, as these are not results - these are the things that happen naturally just for getting out of bed in the morning. When you shoot for excellence, your company will be the sacred "Purple Cow" in your industry and certainly in your town.
Yes, great managers reject average because they know that average comes at the expense of the only acceptable outcome - EXCELLENCE.
Despite its rejection by great managers, average is widely accepted by most of the public. Is anyone really ever surprised anymore when someone doesn't address them by name? Do we ever really complain when service is average or substandard? At restaurants, don't we see mistakes with the meal as just part of the experience?
I recently had an experience with a major delivery carrier that actually caused me to write this blog. After the delivery agency promised to have my package to my home after 5pm, the delivery attempt actually happened at 3:15pm. I was home by 4:15pm (early considering the promised delivery time), so I called the carrier and asked them to send the delivery man back to my house before the end of his shift. Fortunately, he was still in town, so I thought I was in luck. However, despite being just 10 minutes from my house, I was told that he couldn't make it back, but that I could meet him on the other side of town. I could drive 10 minutes to receive my home delivery, after the delivery time was not honored, but the driver could not spare those 10 minutes for me - the customer. When I questioned this decision to the telephone "service" agent, she actually told me that this decision was based on "driver discretion".
Driver discretion! But, what about the customer? It was too much for me to expect a promised delivery time, or an additional 10 minutes of drive time to just satisfy a customer. Don't these average companies know that they have competitors who will earn these customers right away from them? And guess what - it will take a just-better-than-average effort.
Now, as an example, here's how that delivery experience could have gone:
Telephone Service Agent - "Mr. Helms, please accept my apology for the mix-up. I am going to call the driver right away and re-route him directly back to your house. Can you hold the line for just a short moment please sir?" When she comes back on the line: "Mr. Helms, the driver wanted me to convey his sincere apologies as well. He understands that you left work early to receive this package on-time and he is going to be back at your house in 10 minutes. Will that be OK with you Mr. Helms? Also, the next time you need to ship a package Mr. Helms, please give the attendant the following reference number and receive 50% off of your delivery. We really appreciate your confidence in our ability to delivery your package on-time and with great accuracy Mr. Helms. Have a great day and enjoy your package!"
Mr. Helms - "Wow!"
Directive to all Managers: DO NOT ACCEPT OR TOLERATE AVERAGE!
Expect excellence in everything you do, and in everything your company does. Train your staff to be excellent. Recruit and hire only those people who have a history of and desire for excellence. Make your customers say, "WOW!" Achieve excellent results. Set high targets and exceed them. Reward your employees for achieving excellent results. Never reward average, as these are not results - these are the things that happen naturally just for getting out of bed in the morning. When you shoot for excellence, your company will be the sacred "Purple Cow" in your industry and certainly in your town.
Yes, great managers reject average because they know that average comes at the expense of the only acceptable outcome - EXCELLENCE.
Sunday, February 22, 2009
Signs of Weakness in "Leaders"
When leaders panic, business can suffer. That's why I always say that panic is not a quality of leadership. Along with panic, you could add: blow-ups, extreme furiousness, out-of-control or erratic behavior, and any of a number of other reactions of fear and anger.
With all of that said, here's how business suffers. Others will have a tendency to panic. This can range from a person's fear of losing their job and thus losing focus of doing the right job, to people quitting that you would not want to leave, to those that the "leader" lashed out at sabotaging the business, and more. Knowing these possibilities, why would a "leader" behave this way.
Of course, a true leader would never behave this way. Instead, a true leader will always take a step back from a negative situation and evaluate all of the possible causes and solutions. Solutions usually come quick and easy to a true leader. As a result, the leader has no need for panic, fear, or furious anger. A true leader is great to work for in this way. People who do a great job never fear the wrath of a great leader. The leader knows that these people are the key to the leader's success. Those who don't do a great job, also need not fear because the great leader will train poor performers or mistake makers so that those mistakes are not made again. Should they be made again, the only necessary reaction of the leader would be to find someone else to do the job. No other harm done to the rest of the business.
Never panic. Never let other see weakness in you as displayed with fear, worry, erratic behavior, or anger. These are not leadership qualities. True leaders know this.
With all of that said, here's how business suffers. Others will have a tendency to panic. This can range from a person's fear of losing their job and thus losing focus of doing the right job, to people quitting that you would not want to leave, to those that the "leader" lashed out at sabotaging the business, and more. Knowing these possibilities, why would a "leader" behave this way.
Of course, a true leader would never behave this way. Instead, a true leader will always take a step back from a negative situation and evaluate all of the possible causes and solutions. Solutions usually come quick and easy to a true leader. As a result, the leader has no need for panic, fear, or furious anger. A true leader is great to work for in this way. People who do a great job never fear the wrath of a great leader. The leader knows that these people are the key to the leader's success. Those who don't do a great job, also need not fear because the great leader will train poor performers or mistake makers so that those mistakes are not made again. Should they be made again, the only necessary reaction of the leader would be to find someone else to do the job. No other harm done to the rest of the business.
Never panic. Never let other see weakness in you as displayed with fear, worry, erratic behavior, or anger. These are not leadership qualities. True leaders know this.
Saturday, February 21, 2009
Secrets Tips for Getting Hired
I have a unique insight into the business of hiring as I have done it for nearly 10 years. I have seen a lot of things that would make you laugh. So, the first thing I want to do is point out some of the very obvious things not to do if you want to get the job. Again, let me emphasize that all of these things have happened at my office.
1. Don't eat the snack food that is on the interviewers desk. This actually happened in my office. The applicant asked if she could have a piece of the fruit on the desk as she grabbed it out of the interviewers bowl. Not a very good start.
2. Don't bring your child with you to the interview AND ask the receptionist to watch him while you interview. At the very least, this gives you something to have to explain that you might not want to.
3. Don't argue with the interviewer about her interview methods, testing requirements, or just about anything else. Bottom line: you may be right, but in the end will it really matter?
4. Don't have your mother call the interviewer asking why you didn't get the job. Seriously don't.
5. If you're doing drugs - don't. If you are one of the unfortunate idiots that smokes pot or does some other really ignorant drug, don't tell the interviewer that you can't take the drug test because you don't need to use the bathroom, and don't ask upon finding out about the drug test if you can come back another time to take it. Just don't be that stupid - OK?
So, with the amusing, ridiculous items out of the way, the things that follow will give you a significant leg up on the "competition" when you are trying to get a job.
First of all, you need to understand the most important part of any interview - 1st Impressions. Kevin Hogan says in his book, "The Science of Influence," that most people form an impression of you within 30 seconds of first seeing you. This means that you don't even need to say hello. You don't even have to see them coming. Either way, that initial impression is formed and it's very hard to erase if it's a bad one.
What should you do then? Dress to impress. Even if the job requires a uniform consisting of shorts and a t-shirt, you should show up to the interview in a shirt and tie, and even a suit if you have one. You will be showing the interviewer that you're not only serious, but that you are taking them seriously. Also, don't forget to shave, get a fresh hair cut, and look and smell clean. This part seems obvious enough, but believe me when I say it is missed too often.
Next, make eye contact, smile, and give a firm hand shake. There's nothing I hate more than an embarrassing, weak hand shake - especially from a man. Practice this if you need to. It's important.
Once you're past first impressions, you had better have a concisely written resume that sells you to the interviewer. You need to go beyond the standard employment dates and job descriptions. Very important: Connect the dots between you, your history, and the job you want. Very clearly spell out how your background makes you the perfect choice for the position.
What are your Unique Selling Points? You should have 3 to 5 bullet points ready to discuss about yourself that will tell the interviewer exactly who you are and why he/she should pick you. Be confident. Be almost cocky (almost). If the interviewer asks you if you can do something, say yes and even if you're not sure, act like you are.
Prior to the interview, study the company's web site. This will prepare you to ask the right questions during the interview. A good interviewer will let you talk a lot. Don't hang yourself. Have good, pithy questions, and clear, concise answers. Use proper grammar always. Ask the interviewer what he/she is looking for in a candidate. Find a way to be that description. Knowing this answer will help you answer all of the rest of the questions asked of you.
Once the interview is over, give another firm handshake and ask for the job. An accountant once gave me the perfect line at the end of the interview (nobody else has done it since then either). He said, "I want to work for you and I'm the right person for the job." He was too. I ended up learning a lot from that guy. The point? You must ask for the job. Be confident and know that the best way to get anything is to ask for it.
If you don't get the job right then, be sure you say thank you on your way out and then send a card or email later on thanking them again for their time. This message should also reinforce the 5 unique selling points you have for yourself again.
The psychology of this process takes up whole books so I won't go into all of it here. There is clearly a lot more to getting hired, but you should remember the main points here:
1. 1st impressions are critical.
2. Have a winning resume.
3. Ask the right questions.
4. Know your unique selling points.
5. Ask for the job.
6. Send a follow up note reinforcing your USP's.
Read some of Kevin Hogan's books to get more on the very important psychology of these types of interactions. Incidentally, his best book is listed in my 5-Star Book Store.
Good luck!
1. Don't eat the snack food that is on the interviewers desk. This actually happened in my office. The applicant asked if she could have a piece of the fruit on the desk as she grabbed it out of the interviewers bowl. Not a very good start.
2. Don't bring your child with you to the interview AND ask the receptionist to watch him while you interview. At the very least, this gives you something to have to explain that you might not want to.
3. Don't argue with the interviewer about her interview methods, testing requirements, or just about anything else. Bottom line: you may be right, but in the end will it really matter?
4. Don't have your mother call the interviewer asking why you didn't get the job. Seriously don't.
5. If you're doing drugs - don't. If you are one of the unfortunate idiots that smokes pot or does some other really ignorant drug, don't tell the interviewer that you can't take the drug test because you don't need to use the bathroom, and don't ask upon finding out about the drug test if you can come back another time to take it. Just don't be that stupid - OK?
So, with the amusing, ridiculous items out of the way, the things that follow will give you a significant leg up on the "competition" when you are trying to get a job.
First of all, you need to understand the most important part of any interview - 1st Impressions. Kevin Hogan says in his book, "The Science of Influence," that most people form an impression of you within 30 seconds of first seeing you. This means that you don't even need to say hello. You don't even have to see them coming. Either way, that initial impression is formed and it's very hard to erase if it's a bad one.
What should you do then? Dress to impress. Even if the job requires a uniform consisting of shorts and a t-shirt, you should show up to the interview in a shirt and tie, and even a suit if you have one. You will be showing the interviewer that you're not only serious, but that you are taking them seriously. Also, don't forget to shave, get a fresh hair cut, and look and smell clean. This part seems obvious enough, but believe me when I say it is missed too often.
Next, make eye contact, smile, and give a firm hand shake. There's nothing I hate more than an embarrassing, weak hand shake - especially from a man. Practice this if you need to. It's important.
Once you're past first impressions, you had better have a concisely written resume that sells you to the interviewer. You need to go beyond the standard employment dates and job descriptions. Very important: Connect the dots between you, your history, and the job you want. Very clearly spell out how your background makes you the perfect choice for the position.
What are your Unique Selling Points? You should have 3 to 5 bullet points ready to discuss about yourself that will tell the interviewer exactly who you are and why he/she should pick you. Be confident. Be almost cocky (almost). If the interviewer asks you if you can do something, say yes and even if you're not sure, act like you are.
Prior to the interview, study the company's web site. This will prepare you to ask the right questions during the interview. A good interviewer will let you talk a lot. Don't hang yourself. Have good, pithy questions, and clear, concise answers. Use proper grammar always. Ask the interviewer what he/she is looking for in a candidate. Find a way to be that description. Knowing this answer will help you answer all of the rest of the questions asked of you.
Once the interview is over, give another firm handshake and ask for the job. An accountant once gave me the perfect line at the end of the interview (nobody else has done it since then either). He said, "I want to work for you and I'm the right person for the job." He was too. I ended up learning a lot from that guy. The point? You must ask for the job. Be confident and know that the best way to get anything is to ask for it.
If you don't get the job right then, be sure you say thank you on your way out and then send a card or email later on thanking them again for their time. This message should also reinforce the 5 unique selling points you have for yourself again.
The psychology of this process takes up whole books so I won't go into all of it here. There is clearly a lot more to getting hired, but you should remember the main points here:
1. 1st impressions are critical.
2. Have a winning resume.
3. Ask the right questions.
4. Know your unique selling points.
5. Ask for the job.
6. Send a follow up note reinforcing your USP's.
Read some of Kevin Hogan's books to get more on the very important psychology of these types of interactions. Incidentally, his best book is listed in my 5-Star Book Store.
Good luck!
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