| Some years back I was interviewing candidates for a | | | | message and we were just able to talk. Look to |
| financial analyst position. One of my interviews was | | | | capture an interviewer's interest; if he or she doesn't |
| with a gentleman who was already a company | | | | look interested, wrap up your point and stop talking. |
| employee but was looking for a new job within the | | | | * Keep eye contact with the interviewer - Keeping |
| company. I started out the interview with the question, | | | | eye contact with the interviewer will help you to stick |
| "What interests you about this job?" The fellow | | | | to your key message because you won't get |
| started into a response, and then launched into | | | | distracted. Keeping eye contact also demonstrates |
| tangents about his family, prior jobs, and personal | | | | conviction and confidence. Wandering eyes feel |
| interests. About five minutes into the interview I'd | | | | evasive and can contribute to babbling. |
| already made my decision to not hire the guy, but I | | | | * Take a breath before you respond - Let the |
| was intrigued by his verbal meandering. I decided to let | | | | interviewer finish his question before you start |
| him keep going just to see where he would go. He | | | | responding. Take a second after the question, get your |
| finally stopped talking 30 minutes after I asked him my | | | | key message in your head, then start your answer. |
| original question. My next question to him was "Do you | | | | Being too eager to answer the question will contribute |
| realize you talked non-stop for 30 minutes?" Before he | | | | to drifting from your key message and will brand you |
| could launch into another wandering discourse, I | | | | as being rude. |
| thanked him for stopping by and told him that I didn't | | | | * Don't argue with yourself - Don't play point |
| think he was right for the job. He very well might have | | | | counter-point with yourself. When asked a question, |
| had the technical and business skills needed to do the | | | | formulate your key message and take a stand in your |
| job, but because he babbled on and on without clarity | | | | response. It's OK to briefly identify the other side of an |
| of thought he was declined. | | | | argument, but make sure you state a key message |
| The demonstration of clear, concise thoughts through | | | | and don't give the perception that you are indecisive. |
| responses to interview questions is a major factor for | | | | * Provide context to your answers - Don't just give |
| your interviewer in deciding whether or not to hire you. | | | | "yes" or "no" - type answers without providing a bit of |
| When responding to questions, your interviewer is not | | | | context behind the response. The interviewer not only |
| only listening to your answers but also imagining you | | | | wants to know what your answer is, but something |
| talking with colleagues, suppliers, customers, or | | | | about why you think the way you do. Be cautious |
| executives. If you, as an interviewee, aren't able to | | | | about drifting on and on with your answer; make a |
| respond with crisp, concise, thoughtful answers during | | | | couple of statements that support your key message |
| an interview, imagine how you would come off in a | | | | then clam up. |
| major customer presentation? You may have some | | | | * Ask your interviewer for feedback - At the end of |
| insightful things to say, but if they get lost in long, | | | | the interview, consider asking the interviewer to |
| meandering responses then you're going to seal your | | | | provide some feedback to you on how they think the |
| fate as a declined candidate. | | | | interview went. Specifically ask about the quality and |
| Next time you interview for a job, keep the following | | | | conciseness of your responses. Just be careful not to |
| things in mind: | | | | get into an argument about the interviewer's feedback; |
| * Target your responses around a key message - | | | | listen politely and thank them for the feedback. Don't |
| When asked a question, formulate your response | | | | create a negative impression with the interviewer |
| around a key message or a series of key messages. | | | | because you argued or got defensive over any |
| State your key message first, and then provide a | | | | feedback you received. |
| couple of sentences which support the key message. | | | | It's easy when nervous or excited to babble on and on |
| Know what your key message is before you start | | | | and lose focus in your responses to questions. |
| talking, otherwise your response will meander. | | | | Formulate key messages, keep eye contact, watch |
| * Watch the interviewer for frustration - Look for cues | | | | your interviewer, and take a stand with your |
| that the interviewer is impatient, confused, or bored. | | | | responses. You'll better engage your interviewer, |
| The best interviews I've done have been where an | | | | captivate interest, and help to secure the job you want. |
| interviewee captured my interest by a stating a key | | | | |