Your Examples and Stories
Behavioral interviewing is not new. In fact, it’s has been around since the 1970s when industrial psychologists developed a way they said would accurately predict whether a person would succeed in a job. They concluded that if candidates were asked questions that required specific examples of past behavior, it would be an indicator of their future behavior. Employers then began using this interviewing technique to determine whether a candidate was a good fit for the job. The technique is of growing interest to companies who would like to choose the “right” candidate, especially in today’s market with so many candidates to choose from.
The difference between a behavioral question and other questions is that a behavioral question will be very specific about asking for an example. An interviewer who is using behavioral questions would ask: “Tell me about a time when you solved a problem by taking the initiative.” The key words are “a time.” The answer asks for a “specific” example of a time or “specific” incident.
Behavioral questions always require an example of a specific incident. The following are some examples of this type of question:
• Tell me about a time when …
• Can you give me an example of …
• Describe a situation when …
• Recall a time that …
• Tell me how you achieved this accomplishment on your résumé?
• You say that you have good … skills. Give me an example of when those skills made a difference in the outcome of a situation.
• You say you’re a “hard worker.” Can you give me an example?
• I see on your résumé you accomplished … for your last company. Describe how you did this.
There is a pattern to the questions regardless of the subject, and you will notice that they are very specific to an incident. The first thing to practice is listening to the interview question and then deciding whether it’s a behavioral question that requires an example or it’s a situational question that requires your thinking process. The next thing to think about is, what’s behind the question being asked? What factor is the interviewer seeking with this particular question?
When an interviewer asks only general, hypothetical, or situational questions, the interview falls short of flushing out details and the interviewer will fail to get good examples from the candidate. While this is not your problem, you may be able to help a “weak interviewer” by giving him or her examples that will impress and therefore increase your chances of getting the job.
In an interview in which the interviewer is asking general or hypothetical questions only, a candidate might say: “I have excellent communication skills.” Without an example of these communication skills, the interviewer will have to take the candidate’s word for the claim. Or, even worse, judge the candidate on how the candidate is communicating in the interview. You can see that this isn’t the best way for you to prove you have excellent communication skills because you may feel under some pressure and possible duress.
An interviewer who is using behavioral interview questions and techniques would ask a follow-up question if someone claimed to have excellent communication skills: “You say that you have excellent communication skills. Tell me about a time when these skills made a difference in the outcome of a situation.”
(Possible factors: negation skills; communication; conflict resolution; persuasion.)
Or, the interviewer could ask: “Give me an example of a time when you had a conflict with a coworker and what you did about it.”
(Possible factors: communications; relating to others; calm in difficult situations; listening skills; problem solving skills.)
Or, another example: “One of the most important aspects of this job is selling. Can you give me an example of a time when you convinced someone to buy when they were quite resistant to making a purchase?”
(Possible factors: communication; persuasion; problem solving; negotiation.)
When those follow-up questions are asked, they become behavioral questions that will require an example of a time when a specific incident happened that involved your communication skills. In order to answer this type of question, you must be able to give an example or tell a story of a time when these excellent communication skills made a difference. If you cannot do this, your claim is weakened or doubted. Think about this technique as if an interviewer is saying to you: “Okay, you say you have excellent communication skills. Prove it.”
While preparation is important for every interview, it is essential to prepare for the behavioral interview. You must have examples and stories for anything you have claimed on your résumé or that you say in an interview.
This technique is a successful way for the interviewer to begin piecing together patterns of behavior. If the interviewer is not using behavioral questions, you could ask if he or she would be interested in hearing your example. You could say, “I have actually done that (or had that happen), and I can provide you with an example.” Sometimes the interviewer will be interested in hearing your example, but there will be times when the interviewer is short of time and does not want to hear your example. Let your instincts guide you on when to offer an example if you are not asked for one.
Now, the question is: “How do I get ready for this type of interview?” Preparing your stories before the interview will take the mystique out of behavioral interviewing and allow you to tell the success stories you want your interviewer to hear. Through your examples, the interviewer will begin to get a clear picture of you, and as a result will be able to decide whether you are the right person for the job based on your past experience and successes.
In order to successfully give an example and answer a behavioral question, you must first learn a technique to assure that your example will convey the message you want to send. This technique involves your ability to tell a good story. Unfortunately, not everyone is a natural-born storyteller. But the good news is by learning some simple rules and formulas, you too can become a storyteller who can relate your experiences as proof of what you have claimed in an interesting manner.
To begin with the lesson in storytelling you must first learn the proportions of a good story. The following is a fun fairy tale that I use with my clients to demonstrate how not to tell a story.
Think of a young child coming to you and asking you to tell her a story. You don’t consider yourself a great storyteller, but you’re willing to give it a try.
Once upon a time there was a beautiful princess, and she was locked in the tower of a building. The building was 14 stories high, and was made of white stucco. The weather was mild and there were lots of white puffy clouds. She was wearing a red dress and had blonde hair and brown eyes. She was very sad to be locked in a tower.
One day, a prince happened to ride by on his horse. He saw the lovely princess and asked why she was crying. She told him that she was a prisoner and wanted to go home. The prince told her that he would rescue her.
But alas, the tower was being guarded by a big, green dragon. The dragon had fiery breath, and was very scary.
So, what the prince did next was go in and slay the dragon. He killed him dead and stepped over him to get to the tower. He climbed the tower stairs and got the princess out.
And, that’s the end of the story.
“Oh no,” the child says. “That can’t be the end. I want to hear more. I don’t care about the building, or the puffy clouds, or what the princess was wearing. What I want to know is how the prince killed the dragon. And, I want to know what happened after he freed the princess. Did they live happily ever after? Did they go their separate ways? What happened?”
Your listener is upset and wants more details, and not the ones that you provided so far.
You can see that your storytelling techniques leave something to be desired with this story. But, the good news is that it was your first attempt, so there’s hope. We are about to explore a technique that will teach you how to become a first-class storyteller.
Let’s try again, and this time take the story from a different slant. Try thinking of storytelling as if you were describing a movie. Most movies start out by setting the scene. This would be the first five minutes of a movie, more or less. So, with some guidelines, we’ll try telling that fairy tale again to see if it makes a difference.
It is important to explain where you are when this story takes place.
There was a lovely princes trapped in a high tower in a dark forest.
Next, tell what your role was.
(Assuming you are the prince) I happened along and saw this beautiful young woman trapped in a tower who was upset and asking for my help.
What was the problem?
I immediately wanted to assist her, but there was a big, ugly dragon guarding the tower, and so far no one had figured out how to get past him to get the princess out.
Although the example has details, there is no need to talk about “puffy clouds.” In other words, give the detailed facts that are important to the story, but don’t dwell on the unimportant details such as the color of her dress or her eyes.
This is the formula for dealing with the beginning of any story, the first 20 percent. As the listener, I now have an idea of the setup: you are the prince, and the beautiful princess is in trouble. I know that in order to solve the problem you are going to have to deal with the dragon. The question is: How?
It is now time to move into the action of the story. This is the plot of a movie where you, as the star, should give the listener the details of what took place and what you did.
“The first thing I did was …” (By using this phrase, or one like it, you are signaling the action of the story. The plot is now beginning.)
I carefully walked around the dragon, making sure that he did not see me. I then considered my options. Being a natural-born problem solver, I saw that I would have an advantage if I were to attack him from above.
So I climbed the tallest tree I could find. Next, I tied a piece of meat to a string and threw it out to see if he was hungry. He immediately took the bait and ate the meat; he was hungry. The next piece of meat I coated with poison. (A good prince always carries a bit of poison.)
I set up a strategy where I would throw the poisoned meat and then jump onto his back while he was distracted. This was risky, but I evaluated the situation and saw that it was possible. I threw out a big piece of meat, and it worked great. The dragon immediately went for the poison-laced meat, and I made my move. I jumped onto his back, and he didn’t even notice.
Next, I pulled out my sword and aimed carefully for the dragon’s heart. I made a direct hit the first time. The dragon roared and bucked, but I held on as tightly as I could. I rode that dragon for about 15 minutes.
The whole time I was scared he would throw me to the ground and eat me as quickly as he had eaten the meat. But I was determined. About this time the poison was starting to take effect and the dragon was getting tired. Eventually, he fell over dead, and I was able to climb to safety.
The listener is now caught up in the story. You are a hero, and he is impressed with your story and your determination. He also sees that you are a problem solver who is willing to take a risk. This is all good.
If you leave a movie five minutes early, you will never know the end of the story or how it turned out. The same holds true of giving an example in an interview. Many storytellers forget that this is an important part of the story.
I was able to climb over the dragon and climb the tower stairs to free the princess. She was very grateful and asked me to take her home to her father, the king. When we arrived at the palace, there was much celebrating. The king and queen were so happy to see their daughter unharmed. They couldn’t thank me enough. The king insisted on giving me a place in his ranks as a knight. He said, “You have the qualities I’ve been looking for as a guard for my daughter.” He also told me he was impressed with my problem-solving skills and actions. (Good third-party endorsement here.) From that day forward I have faithfully taken care of the princess and kept her safe from all dragons.
The End.
You can now appreciate the difference in the two stories and how using the right details in the right places can emphasize the factor you are going after. The possible factors in this case are problem solving; evaluating a situation; decision making; action-oriented.
Job interviewing isn’t about fairy tales, but it is about telling interesting stories. Can you imagine sitting and listening to poorly told stories all day long? That’s what most interviewers are faced with when they interview unprepared candidates. And then, along you come with your interesting, well-prepared stories, and you’re like a breath of fresh air. It pays to tell a good story.
The secret to doing well at storytelling in a behavioral interview is showing the interviewer what you did, not just telling him or her. By using details to tell your story, you prevent your stories from being flat and uninteresting and sometimes even boring, and your stories become fun and informative.
A good example of telling is saying, “I was very angry.”
The way to show with the words is to say, “I stormed into the room, slammed the door, and threw my books on the table.”
Now you have visually described your actions and made them more colorful and impressionable.
The number one mistake made in behavioral interviewing is in the proportions of the story. Most people tend to focus on the problem, when they should focus on the action. There are several methods and acronyms used in various books that describe the formatting of stories, but the main point to remember is that there are three key elements to any story:
1. A beginning: “There was a time …”
2. A middle: “The action steps I took were …”
3. An ending: “The end result was …”
When you add proportions to your storytelling, you have a tool to assist you in shaping your stories:
• A beginning of 20 percent
• A middle of 60 percent
• An ending of 20 percent
Question: “Tell me about a time when you solved a problem by thinking creatively.”
Example 1: A Story That Does Not Answer the Question
I usually keep up with what’s going on in the general market, and sometimes have to act fast to get market share. We were trying to get attention in a fast-paced environment. I spent a great deal of work around budget, attempting to maximize leverage. I’ve been known to buy some premium advertising to get the word out. I’ve led some pretty successful campaigns, even when market conditions have not been in our favor.
The problem is that this answer does not address the question. There is no specific project cited. It is a lot of general information that doesn’t tell the interviewer anything about you as the candidate specifically. The structure is out of proportion without a beginning, a middle, and an end. It’s a story that just rambles.
Example 2: A Story That Does Not Answer the Question
Problem: 20 percent
When I started at my last company, there was a problem with customer retention. I was a supervisor and decided to do something about the problem. I knew that if I teamed with my staff as well as several other key players in relevant departments, we could change this situation.
Action: 60 percent
The first thing I did was hold a meeting with my staff, and we brainstormed ideas. I then formed teams to go out and interview customers. This was the first time the company had done this type of research. When the data was collected, I compiled a spreadsheet and spent hours calculating the results. All of this was in addition to my regular duties.
After analyzing the spreadsheet, I was able to come up with a plan to satisfy customer needs with the idea that satisfied customers tend to come back.
I presented the plan to the key players in the marketing department, and they were able to improve the plan by changing some of the steps we were planning. I worked closely with the marketing team to collaborate a plan of action.
The key to the success of this program was getting buy in from my team. I was able to accomplish this by including them from the beginning.
Result: 20 percent
We ended up with a successful strategy to change the way we were communicating with customers. The plan was very successful, and my goal was accomplished. I was given much praise from upper management as well as kudos from my staff members.
This is a good answer because it gives an example of a specific project. The question asks for “a time when you solved a problem with creative thinking.” With this answer the interviewer can hear the action steps taken and the leadership role you demonstrated. There are many factors that surface in this story: leadership, initiative, teamwork, strategic thinking, analysis and problem solving, and thinking out of the box. This example of past behavior is a good indicator of what your future success could be. From this answer you appear to be a person that has the ability to work as a leader, working with the smaller details while maintaining the “big picture” prospective. If you did it before you can do it again.
You must have examples or stories for any statement that you have claimed on your résumé or that you say in an interview. Preparing your stories before the interview will take the mystique out of behavioral interviewing and allow you to tell the success stories you want your interviewer to hear and see. By showing the interviewer what you have done, you will enable him to get a clear picture of you and whether you are the right person for the job based on your past experience and successes.
Problem:
I had been working at XYZ Company for five years, and I was asked to lead a new project that involved input from five people. I was conducting the kickoff meeting, and one of the team members, Bill, was making faces and shaking his head while I spoke. I thought, “He’s not on board.” I kept my focus and communicated each person’s responsibilities. After the meeting, I knew I was going to have to meet with Bill to find out what the problem was. Bill is an older guy and had a lot more experience than I had. I needed his contributions, but his attitude was going to sink the team’s morale. I knew I had to do something immediately.
Action:
The first thing I did was I called Bill and asked if he could come by my office. The minute he walked through the door and plopped down in a chair, I could see I had a problem. He sat there with his arms folded and didn’t make eye contact.
I said, “Bill, I know you’re wondering why we are having this meeting.”
He replied in a very sarcastic tone, “Yeah I am. I have a ton of work to do, and this project is a big deal.”
I nodded and said, “Listen, I completely agree. It is a key project for all of us. What I’m wondering is what’s going on that’s making you upset about your responsibilities in this effort?” He snapped back immediately, “No, no, you’re the one in charge here. They made you the lead, and those are your responsibilities.”
I realized Bill was definitely feeling resentment toward me because I was asked to lead this project and not him. I sat back in my chair for a few seconds and replied, “Thank you for your time and your candor. I respect someone who tells me the truth. I’m also not here to boss you around. Teamwork is very important to me.”
He responded, “Well, I didn’t get the role I wanted, and yeah, I’m not thrilled about it.”
I had hit a nerve. I replied, “Okay, let’s talk about it. Tell me what’s on your mind. Your opinion matters to me.”
Bill was definitely bitter and said, “I’ve got more experience than you or anyone else on the project. But who cares about that, right?”
I replied right away, “Bill, you are the key guy on this project. You know the work best, and your ideas do matter. Let’s talk about what can be better, and what should be different. Bill, I am serious. I want to hear it.”
He uncrossed his arms for the first time and looked me directly in the eye. His expression brightened, and he began to talk. We talked for an hour that day, each of us getting excited about the ideas he was sharing.
Result:
At the end of a long hour, Bill said, “I really apologize, and I wasn’t trying to be rude to you. This is a really big project, and it matters. I just didn’t feel like I was being heard.”
I said, “Well, I heard you. Everything you said. And we can start putting these ideas into work. Open communication is very important to me. My door is always open.”
Following our meeting, Bill’s attitude completely changed. He brought up several more ideas that have been useful to the project. One of the managers even came to me and said that my team members, especially Bill, seemed really motivated. He was impressed with our teamwork. Since then I’ve worked productively with Bill on several other projects.
This is a great example of conflict with a coworker. Getting a picture of “Bill” and the way he was behaving, including his body language, helped the listener realize that the interviewee was dealing with a senior person who had some attitude. The story shows good communication and relating to others, but also shows leadership and motivation skills.
By describing Bill in more detail, the interviewee also showed maturity in handling difficult situations and individuals, as well as taking the initiative to take action when something was not right.
As you read through these answers, see if you can pick out the reasons that one answer is stronger than another answer. See if you can identify which stories follow the guidelines and give detail where necessary and follow the proportions of good storytelling. Also, you can see that it is most important to answer the question asked. Listening skills count when you’re interviewing.
Question: “Tell me about the biggest project you’ve worked on from start to finish.”
(Possible key factors: planning and organizing; time management; teamwork.)
(A) The company I worked for received a huge order. In fact, it was the biggest order the company ever achieved. The order was for a major client, and the completion of the order would be a major bonus for us and become a revenue stream for the future. Our challenge was a pricing issue. To design what we set out to design became unreasonable because of the cost of materials and labor. After many meetings we were able to combine some of the features of the product and still satisfy the customer. I never worked harder on a project to meet an unrealistic expectation.
This is a weak answer because it puts too much emphasis on the company and the project and not enough on “your” role. What exactly was your role in this team effort? Where is the planning and organizing? One of the biggest mistakes candidates make is not saying what their role was and adding more details of actions taken.
(B) We had a safety project that most of us had little or no prior experience with. We really had to pull together and share information and resources to pull this one off. Fortunately, we all got along well and supported one another. We were able to put together this project with a lot of effort. We stayed late and worked weekends for two months. We worked closely with the other dements in the company to make sure we were meeting the customers’ needs. The good news is that we were able to get it done. Everybody felt really good about pulling together on this one.
There is a definite problem with this answer. There are too many “we’s” (seven to be exact) and not enough “I’s” (none). As the answer stands, the interviewer has no idea what “your” role was. While it is important to give credit where credit is due, it is also necessary to describe what you did to pull this project together as a team member or leader.
(C) I was in charge of designing the safety program for a huge order received by my last company. The first thing I did was to select three top technicians to work with me. We worked as a team, with each of us assigned a piece of the project. I led the group by coordinating the schedules and making sure all the deadlines were met. I was in constant communication with my team members and was there to troubleshoot as needed. Because of the open communication between the four of us, we were able to complete the project ahead of the shipping date.
This is a strong answer because it gives a very clear picture, with details of the situation. Even though this was a team situation, the interviewer is able to see “your” role in solving the problem. By using the pronoun “I,” you give a clearer picture of the skills you used. This example talks about some of the skills you used. That includes key factors: leadership, coordinating, follow-through, tracking, communication, problem solving, time management, and troubleshooting.
Question: “Describe a time when you had to adapt to a new situation.”
(Possible key factors: adaptable; flexible; make changes.)
(A) I’ve become quite accustomed to new situations in the IT industry. I’ve been laid off twice in the last five years. In fact, one of the companies closed the doors as we walked out. I’ve had to accept the fact that not all start-up companies are going to make it.
This answer doesn’t show how you adapted to something that was within your control. It is not a bad answer because there was adapting to a new job when you were laid off, but you did not adapt to a situation in which your actions would have made a difference.
This answer is more about accepting and moving on than it is adapting. Anyone can get laid off and adapt to not getting a paycheck, but what you did to take control of a situation is more important.
(B) My military background has prepared me for this part of any job. When you have been on call day and night and responsible for your unit’s safety, you learn to be adaptable and flexible. Being flexible in the service is not only necessary, it is mandatory. I bring that same set of skills and sense of urgency to any job. I do whatever it takes to get the job done.
While this is a good example, it is a mediocre answer because it does not give an example of a specific time. You show a sense of adaptability and that you have experience responding to new and unexpected situations, but what is missing is a specific example to ensure that this is not talk with no action. In other words, can you do it again?
(C) I was on call 24/7 one weekend, and when the phone rang on Sunday morning, I knew there was a problem. Sure enough, there was a mainframe that had gone down. The first thing I did was to cancel my plans for the day. I responded to the call within one hour. I teamed up with three technicians to get the system up and running before morning. We each had a responsibility but worked as a unit. We stayed until 2:00 a.m. When the employees arrived at work that morning, no one was aware there had been a problem. We got high kudos for responding so quickly.
This is a strong answer because it answers the question with a specific example of adapting to a situation. It allows the interviewer to hear how flexible you are when you describe canceling plans and getting to the scene within an hour. This answer also shows how well you work with others. Your willingness to stay until 2:00 a.m. should convince the interviewer that you are dedicated to getting the job done.
Question: “Your résumé states that you’re a ‘hard worker.’ Can you give me an example of a time when you worked hard?”
(Possible factors: motivation; initiative; punctual; meets deadlines.)
(A) I always try to get the work done on time. Sometimes that means working overtime. Sometimes I can’t get all my work done during the day and I’m willing to stay late to finish up. There have been times when I just couldn’t get everything done no matter how hard I worked. I always do my best to meet deadlines, but sometimes you just have to let go. I’d rather do it right and be late than do it wrong and be on time.
This is a weak answer because it does not include an example of working hard and emphasizes meeting deadlines, which is not quite the same skill. The interviewer could get the idea that you miss deadlines and have a difficult time keeping up with the workload. This answer needs to emphasize the times you stayed late and why the workload was too big to handle.
(B) I am a very hard worker. I am always punctual and get my work done. The tighter the deadline is, the harder I work. I plan my day so that I’m never late with my work, and I always meet deadlines. If you asked my last boss, he would tell you what a hard worker I am. I do whatever I have to do to get the job done.
This answer provides all the right traits: motivation; initiative; punctual; meets deadlines; but no examples of using those traits in an actual situation. This answer does benefit from the endorsement from your boss. Bringing the boss into the story is a great way to strengthen the story (third-party endorsement).
(C) In my recent job, my boss had a really important project, and it didn’t look like we were going to make the deadline. I volunteered to do some late nights and weekends. My boss and two other coworkers worked seven straight days with no time off. My piece of the project was to coordinate all the information and enter the data. It was a real team effort, but we were able to meet the deadline. My boss was extremely pleased, and he rewarded us all for our efforts.
This is a strong answer because it gives a specific example of going “above and beyond” what was expected. Some of the skills that appear in this answer are initiative, teamwork, coordination skills, a great attitude, a cooperative spirit, and a willingness to make the boss look good.
Question: “Can you give me an example of working in a fast-paced environment?”
(Possible factors: adaptable; speed; handles stressful situations; organized.)
(A) I thrive in fast-paced environments where I am challenged to meet deadlines. The more pressure there is, the better I respond. I have been involved in as many as five projects at the same time, all with tight deadlines. I always learn from each project I accomplish and can apply the new information to the next project to be more efficient. I have the ability to think very quickly and respond to situations as needed, with a good sense of what is needed. I’ve never had an assignment when I haven’t had success. I have very good organizational skills and communication skills. I also have great computer skills that can help with the tracking of a project.
This answer does not give any specific examples. You say that you “have very good organizational and communications skills.” Prove it. Give an example. Anybody can say that he or she is good at any task, but when you give a specific example of a time when you did the task, the interviewer gets a better idea of how you worked in the past, which is an indicator of future success.
(B) When I was a support person in a law office, there was one time when we had to get everything ready for a case and were short-staffed because one of the other support persons was out ill. I took on the responsibility of coordinating all the reports. The first thing I did was sit down with the attorneys involved and ask them to give me an idea of the priorities that they needed to complete their projects. I then put together a task spreadsheet and worked with everyone to keep on track. We worked late into the night, but instead of being tired, I felt energized throughout the experience. It was really rewarding when we finished the last task and made the deadline. Everyone was really surprised at how smoothly it went with all the obstacles I had to work around. I received a nice bonus for my efforts.
This is a strong answer because it provides a very good example of working in a fast-paced environment, which is what the question was about. It also shows a good attitude of pitching in and getting something done. This example points out organizational skills, initiative, leadership, judgment, the ability to communicate, and a willingness to do “whatever it takes to get the job done.”
(C) We had this project to work on, and it seemed like everything was going wrong. First of all, we had a very tight deadline and were short a staff member. We had handled this type of pressure before, but this case was a particularly important case because it was one of our major clients. This case included a lot of visuals, such as charts and graphs and photos. The attorneys were really under a lot of pressure, and there was a lot of tension in the office. At one point I just felt like sitting down and crying, but I didn’t. I just kept working through the anxiety and tension. I knew that if we didn’t get this pulled together in time, there would be a very dissatisfied client. We all worked overtime that weekend, but we completed the job on time.
This answer does not reveal any of your skills. There is too much emphasis on the problem without an explanation of your role. There are too many “we’s” and not enough “I’s.” The only direct reference to your behavior is when you talk about how stressed you were: “I just felt like sitting down and crying.” The positive is that you said, “But I didn’t,” which indicates that you are not a quitter and that you have perseverance.
Question: “Can you give us an example of a time when you were able to convince others to change things your way?”
(Possible factors: communication, negotiations, relate to others, motivation.)
(A) My current boss is not very receptive to new ideas. I was able to sell her on one of my ideas when I showed her a marketing plan that I worked on to change some of the channels we were using for distribution. Behind the scenes I put together a lot of data and analysis that included details, facts, and figures. That extra effort really paid off when I presented her with the idea. She is one of those people who need facts to make decisions. She trusted me a lot more after that.
This is not a bad answer, but it could be strengthened by more detail. Describing the analytic process and the types of facts and figures that you found and presented would have made the story stronger. The best part of this answer is your ability to understand that your boss has a style, which requires facts, and your ability to adapt your approach to meet her needs.
(B) My boss would tell you that I am always selling him on ideas. I have at least one idea a week. Some work, and some don’t. My success rate is about 75 percent positive. One of the frustrations that I have is getting through the approval stage. When you work for a large company, it sometimes can take weeks to get an idea through the mill. I am an action-oriented guy who wants to make things happen. Sometimes it takes so long to get an idea through the channels that it is less effective than it would be if I had been able to start on it when I first had the idea.
This answer is too general, and it provides no facts. It starts out well with a 75 percent success rate, but then proceeds to complain about the company and dealing with the process. Since this may not be the way that this company handles such information, it is best to ask questions about the process first and then judge whether this culture is going to be different from the one you just left.
(C) Recently, I determined a need to market a product by using a different strategy. I met with my boss to convince her of my ideas, and she reluctantly gave me the go-ahead. I then met with the editorial, creative, and media departments. Working together, we planned media exposure, including TV, radio, print, newspaper, and interactive. We also put together a direct mail campaign. I calculated expenses and return on investment and presented it to my boss for approval. I really surprised her with the numbers and my estimated 30 percent return on investment. She gave a “thumbs-up” to proceed with the project. The result was absolutely great. We not only had a dynamite success, but we saved more than $50,000 costs.
This is a strong answer because of the example it gives of action on your part. The story parts are laid out: the situation, the action you took, the results. Showing a positive outcome makes for a good success story. There are times, however, when the outcome may not be positive for the company for reasons that are completely out of your control. When this is the case, keep the focus on your role in the project and the way you completed your task. Do not dwell on the company’s problems. This is about you and the skills you have to offer. Talk about what you were responsible for and how your part of the deal worked even if there were no positive results. An example would be a project that was shelved after you did all the work to complete it. That was out of your control.
When answering an interview question, it is best to be as focused as possible so that you can be succinct and to the point in as little time as possible: two minutes, more or less. When you ramble and bring in details that are not relevant to the question, you lose your audience, who in this case is your interviewer.
A successful answer to an interview question is one that addresses the question asked and gets to the point while not rambling. Here are two examples of answers to the same question. Note how one question addresses the question, and one rambles on and is not specific.
Question: “Can you give me an example of a time when you worked on a project that required a great deal of written communication?”
Rambling Example :
I’ve always been a good writer. My writing skills have always been my strong point. I have been commended on my writing ability in every performance review that I have ever had. I am very good at researching facts and following through on leads. In my last job, I was involved in the creation of our website by writing the content. That was a great experience. Working closely with the designers, I was able to contribute and add to the message that they were trying to get across. Writing isn’t the major focus of my job responsibilities, but I do like to write very much. I have written some proposals, and they have been received very well. When I do have writing assignments, it is usually in addition to my regular job. I can tell you that whenever I have had the opportunity to write, I have received several comments on what a good job I have done. In fact, I was given an award for my writing skills as a team member on a project that received a grant. I am looking at this job as a chance to learn and develop my writing skills.
The listener (interviewer) hears that you have strong writing skills, but he probably had that idea after the first two lines. But you kept belaboring the point and adding irrelevant facts.
A Concise Two-minute Example
Problem:
That would be when I took over the responsibility of writing the department newsletter. This was my first experience at coordinating a publication from start to finish by myself.
The first thing I did was to consult with the people in the company that had written similar newsletters. This gave me a sense of what to do and what not to do. Next, I did an informal survey of company employees, everyone from the support staff to the director of the department. From their comments I came up with a new idea of getting the people involved. Each month I hold a writing contest and then publish the winners’ stories. The employee involvement has made a big difference in my efforts.
Result:
Recently, the newsletter was awarded “most creative departmental newsletter.” I was rewarded by my boss and the company.
You can see that the first question does not address the question asked and has irrelevant information in the answer, while the second answer gives a specific example of a time when you had a writing experience, which is what the question asked for.
A tip in interviewing is to take time to listen to the question. Next, take time to process how you are going to answer. Pre interview preparation will make a significant difference in your interview performance.
When you think about it, two minutes is a fair amount of time for a person to give his full attention to what others have to say. By sticking with the two-minute rule you will find that you will keep your interviewer interested and listening to your answer.
The next step in your preparation process is to build an inventory of your stories so that you can pull from them when a question is asked that calls for a story. You will find this much easier than making up a story on the spot. Building your inventory will be covered in Chapter 7.
There is a huge difference between behavioral interviewing question and the situational or hypothetical question. Behavioral interviewing is about the past, while hypothetical questions are about the “future.” The hypothetical question is about something that hasn’t happened yet, but what if it did happen? What would you do?
A situational question example would be:
“What would you do if you encountered a problem?”
The problems can range from very specific to very general. What the interviewer is seeking in the situational/hypothetical question is a chance to see how you “think” through a problem. For example,
“What would you do if you had a problem with a fellow employee?”
The word if is the clue that the interviewer wants to hear about your thought process. This question does not require a past experience example. It is literally impossible to prepare for a specific situational question unless you have been given samples or information before the interview. A problem with a coworker could range from a conflict to an emergency situation and everything in between.
Once again, the use of factors will assist you in thinking through what the interviewer is seeking when he or she asks this type of question.
Here are some examples of situational questions and possible factors:
Question: “What would you do if you worked with a coworker whose negative attitude was affecting morale?”
(Possible factors: communication; motivation; relating with others; initiative)
Question: “You witness a coworker doing something illegal or against policy. What would you do?”
(Possible factors: integrity; honesty; decision making; communication)
Question: “You are asked to do something that will be unfair to your other coworkers but will result in a promotion for you. What would you do?”
(Possible factors: honesty; integrity; communication; team player)
Rather than try to out guess the interviewer, it is best to focus on the factor that is involved and then focus on your thinking process. Think about how you think through problems. When faced with certain problems, you probably have a natural way of handling them, a method that is your way of thinking.
A technique that has helped my clients to answer hypothetical or situational questions is to use a template to follow. You can use the template as a guide to think through the answer to the questions that ask, “What would do?” When you hear: “What would you do if …,” think of the ARDIE template.
This example of a template is called ARDIE (Analyze, Research, Develop, Implement, Evaluate, and Reevaluate). Behind each letter, or word, there is a series of actions to think about as you relate your answer and show the interviewer how you think through a problem.
A: The first thing I would do is to analyze: gathering information; evaluate; process and practices; customer or employee needs; business needs; desired business outcomes.
R: Next, I would do research: check additional facts: What has happened in the past?
D: Then I would develop: develop the overall plan; action steps.
I: After that I would implement: put the plan in place.
E: I always evaluate and reevaluate: monitor the outcomes; desired behaviors; business metrics; satisfaction.
The idea of the template is to focus, and once again use your five fingers to remember the steps you want to follow. Sometimes it is easier to answer this type of question if you keep in mind a time when something like this actually happened. You can refer to a time when you handled a similar situation without giving the details of the situation. In other words, you would take a behavioral story step-by-step, without any details.
The first thing that I would do is to evaluate all the facts. I would do this by …
The next thing that I would do is to explore further and do research. I would do this by …
My next step would be to prepare a plan. The way I usually do this is to use a spreadsheet …
I would then put my plan into action. I would implement the plan by making sure …
Finally, I would follow through and reevaluate to make sure that this was going to solve the problem.
This is a good way to answer a situational question using the template. The biggest problem with answering this type of hypothetical question is not giving enough detail. One way to deal with this problem is to think through the processes you’ve used in the past to solve problems, and then walk through that process with lots of examples and details. It’s a bit like telling a story, but it’s more of a tale that you can spin any way you please.
A favorite example of a situational question was one that has been around for a while:
Question: What if you were the owner of a business that manufactured tennis balls, and the government outlawed the game of tennis in the United States. What would you do?
The question is a silly one, but one that can still be answered in a serious manner using the ARDIE template.
A: The first thing that I would do is to do an analysis of my inventory and my machinery. What options are available given what I have to work with?
R: Once I had that data, I would begin to research based on my info. I would contact other countries whose country still allowed the game to be played. I would also look into the cost of redesigning my current machinery to manufacture other sized balls. I would meet with my engineering staff to begin to think out of the box for ideas regarding new products that could use tennis balls.
D: I would then develop a plan, including the marketing of any new products and costs involved.
I: The implementation of the plan would be according to the seasonal needs for any products developed. We would roll out the product as quickly as possible.
E: I am a believer in follow-up and customer feedback. Based on any input we received, I would evaluate and make sure that the suggestions are taken seriously and changes made accordingly. I would continue this follow up, and reevaluate until there was a high percentage of customer satisfaction.
The template may not work every time, but it can be the basis of thinking through the answer to many situational questions. Because these questions can be very slippery to answer, remember it’s about the way you process and think through a problem that’s important.