11 Strategies To Get The SQL Job You Want

®
Strategies
to get the SQL Job you want
How to understand the interview
process to get just the right SQL Job!
www.SQLSteps.com
© 2009 ViSteps Pty Ltd, SQLSteps Division
2
Table of Contents
Introduction Get as many job offers as you can! 3
Strategy #1 Behavioral Interviewing 4
Strategy #2 Likeability 7
Strategy #3 Interview Integrity 9
Strategy #4 Be Prepared 11
Strategy #5 Handling Tough Questions 13
Strategy #6 Why do you want to work for us? 15
Strategy #7 Give us an example of a situation where you 16

had a communication conflict with a colleague
Strategy #8 Where do you see yourself in 2 to 4 years? 17
Strategy #9 What would you say are your strengths? 18
Strategy #10 What would you say are your weaknesses? 19
Strategy #11 Ask Questions 21
“11 Strategies to get the SQL Job you want” © 2009 ViSteps Pty Ltd, SQLSteps.com Division
3
Get as many job offers as you can!

Introduction
A effective job search is about maximizing your opportunities at every step of the
job search process.
The objective is to maximize the total number of job offers you get!
For example let’s say you’re searching on-line for a Database Administration role.
You find 10 jobs that are in the right location, with well respected companies and
reading the job description you have the relevant experience.
10 Jobs. That means the end goal is to get 10 job offers. Right?
Job Search Optimization process:
Step 1. Optimize your Resume for each job application in the hope to get
10 interview opportunities.
Step 2. O
ptimize your Interview Technique in the hope to get 10 job offers.
You’ll be amazed by the difference you see after you optimize these two steps. It
might be the difference between getting 1 (or no) job offers and getting offered 3
or 4 jobs. (Choosing which job to take is a different topic, but money should not
be the only factor you take into account.)
We hope this e-book will give you plenty of ideas for your own job search and
please feel free to send it to family, friends and colleagues.
4
Behavioural Interviewing
Strategy #1
You can make yourself irresistible in a job interview by understanding a certain

interview technique and using it to your advantage.
I’m referring to the technique of behavioral interviewing, which simply means that
interviewers ask very specific questions about real situations. The theory is that
your past behavior is the best predictor of how you will behave in the future, so
employers probe your background for clues.
Let’s imagine that SQLSteps was looking for a new Database Administrator who
can take charge of the installation of the new version of SQL Server.
In order to understand your experience in this area, a behavioral interviewer

will ask:
“Tell me about a time when you had to perform under pressure to a strict dead line”
or
“Describe a time when you where successful in integrating multiple platforms

with limited resources”
Some interviews still follow the old format – the questions may be arbitrary,
sometimes based on the content of your resume, sometimes on the worries of the
interviewer. They may also be very general in nature. For example “How much
experience do you have in Database Administration?” This question doesn’t invite
the same detailed response as the request for a specific example – but who needs
an invite? The secret is to:
Respond as if you were asked a behavioral question,

even when you were not!
Imagine two different candidates for this fictional Database Administration

role. When asked “How much experience do you have in integrating different
Database platforms?”
5
• Candidate A replies, “I’ve had to do that a lot actually – most of the

companies I have worked for were upgrading their servers. I’m very good
in those situations and I always find a way to make things happen.”
• Candidate B (that’s you!), gives a ‘behavioral’ answer: “I’ve had to do that

a lot actually. Let me give you a recent example... In my last role at XYZ
company the Lead Engineer left the company in the middle of the project.
We were integrating two city offices that were both using different legacy
platforms. The integration was already 4 days behind schedule.
I was given the responsibility to take over the project. I sat down with management
and the project team and we formed a new
roll-out plan.
We completed the integration 3 weeks later, 2 days ahead of schedule to the relief
of all the Departments that were relying on us.
By answering in such a concrete and specific way, you bring yourself to life and
ensure that you will be much more memorable than other candidates.
You can use this technique for any question that is vague or general in nature:
Q: “How much do you know about?....”

A: “I’m very familiar – just recently I ....”
Q: “How often have you had to ....?”

A: “ That’s something I’ve done frequently ... actually, I remember when...”
The technique also works when an interviewer asks a hypothetical question:
Q: “What would you do if .....?

A: “ Well, I faced a similar situation just last year. What happened was ... ”
6
Preparation is Key
To prepare effective stories you must first focus on the employer’s needs and then
develop examples that demonstrate your ability to meet those needs.
The employer’s needs
Research the company before you go for the interview – identify their key
business issues (Are they growing rapidly? Are they planning new product
launches?) Get into the minds of the company’s managers and ask yourself:
Given their business issues, what will they want to know about me?
Develop Your Examples
Use the C-A-R (challenge-action-result) formula to develop stories that

demonstrate your ability to meet the needs of the employer. If you know from your
research that a company has just merged with another, develop stories about your
experiences that would relate to these issues.
Describe the initial Challenge (e.g. Database Integration behind schedule with
no Lead Engineer), the Actions you took (Sat down with Management, Formed a
new Roll-Out plan) and the Results (Finished the Integration of the network 2 days
ahead of schedule and on budget).
If your interviewers have been trained in behavioral interviewing, you’ll be

exceptionally well-prepared. But if not, you’ll be able to separate yourself from all
the other candidates by telling compelling, interesting and targeted stories that
demonstrate your ability to add value
7
Likeability
Strategy #2
Do you come across in interviews as likeable and friendly?
Have you ever watched American Idol or any talent contest? The winner is almost
always likeable, regardless of how talented they are. Quite simply, people don’t
want to work with people they don’t like.
So, if the interviewing process can be compared to a job-winning contest, do you

have the likeability factor?
Interview Decision Making
Most decisions, including the hiring or promotion decision, are based on emotions
and supported by logic. While interviewers strive to be impartial and logical, they
are also human beings susceptible to human connections and emotions.
Likeability plays a key role in whether you are the candidate listened to, believed,
and valued – and subsequently on the receiving end of a job offer or promotion. A
recent study of managers across a broad range of industries found that 73% hire
and promote based on a candidate’s “likelihood to fit in”.
Likeability Skills Building
No matter what stage of the interviewing process – pre-interview, during the actual
interview, and post-interview – be aware of these opportunities to show your
likeability and friendliness. To increase your likeability, here are some steps along
with tips related to interviewing:
• Friendliness: Develop a friendly mindset and communicate friendliness at

all times. Record possible interview responses that demonstrate your skills
and accomplishments and then listen to how you sound.
• Listen: Connect with others’ needs, wants, and interests. Let others do
most of the talking and listen to how you could relevantly connect and be
believed. As Eric Schmidt, CEO of Google said in a recent interview with
students at Stanford’s Business and Design School, “You don’t learn very
much when you yourself are talking.”
8
• Empathy: Connect on a feelings level. Recognise, acknowledge, and

show a sincere interest in others’ feelings, getting into their heads and really
listening to them. It is the quickest shortcut to meeting them more than
halfway and increasing their likeability response to you. Ask for the three
most important expectations for the job and why they are important. Show
that you understand both the logical and emotional implications of achieving
those expectations.
• Realness: Be true to yourself and share your realness with others. Your
authenticity is embodied in your personal brand. Use your personal brand to
attract positive attention; exude your uniqueness and the idea that there is no
other candidate quite like you.
Niceness Will Get You Everywhere
The Power of Nice, written by two advertising executives Linda Kaplan Thaler and
Robin Koval is fast becoming a cult business classic, it promotes the idea that
being nice in the business world WILL get you ahead. Their principles and how
they relate to interviews include:
• Positive impressions are like seeds. For example, treating everyone in

a friendly, positive manner has a multiplication effect – it will resurface in
positive impressions that interviewers will hear about you from others.
• You never know. How important is it for you to treat that person you meet
in the elevator at a job interview in a likeable way? This principle says you
never know how important the people you are interacting with could be in
your job search. Perhaps they know the hiring manager or may even be the
decision maker.
• People change. That receptionist or junior accountant you interact with now
could end up in a hiring capacity 5 or 10 years from now – and it could be
exactly for the job you really want. Just be polite to everyone.
• Nice must be automatic. Faking likeability by turning on the charm and

“schmoozing” in an interview may seem like a shortcut to success, but
generally interviewers can sense when it’s not the real thing. Your likeability
must be genuine and real, an everyday behavior and not just reserved for
job interviews
.• Negative impressions are like germs. Being aloof or rude or even just
unaware of circumstances, surroundings, and people will cause others to
react to that behavior in a negative manner. That “first impression” you make
will spread to the rest of the interview – for better or worse.
How you treat others – nice or not – is something you will always know, even if the
hiring manager does not. You will know if you value niceness, along with skills and
talent and intelligence, and that will unconsciously be conveyed in your verbal
and non-verbal behaviors during the interview (and your life).
9
Interview Integrity
Strategy #3
The goal of the interview is to showcase your accomplishments while establishing

rapport with the hiring manager. The quality of the relationship hinges on your
ability to build credibility for your application and gain the hiring manager’s trust.
Despite this, many job seekers exaggerate their interview responses making
them too positive. This often happens when job seekers are asked questions with
a negative slant to them such as “What is your greatest weakness?” or “Tell me
about a mistake you made.”
In a recent Society for Human Resources Management survey, recruiters and

hiring managers reported that one of their biggest pet peeves within the context of
the interview were candidates who responded to difficult interview questions with
an exaggerated positive answer.
Below are a few common interview questions that job seekers mess up.
Tell me about a situation where you’ve had a disagreement with your manager
Problem answer
“I’ve been really lucky, I’ve never really had any issues with my managers”
Issue
Everyone has had situations where they disagreed with a boss and by saying you
haven’t forces the interviewer to question your integrity. It also can send out a
signal that you are not seasoned enough or haven’t been in situations that require
you to develop a thick skin or deal with confrontation.
Adjusted response
“It’s natural for people to have differing opinions. When this has occurred in the
past, I have presented my reasons for my position and openly listened to my
supervisor’s opinion as well.
Recently my supervisor recommended a change to a report that in my opinion

made the reporting system more cumbersome and time consuming. I expressed
my concerns but also asked many questions to determine what additional
information my boss needed. Once I understood her needs, I was able to offer a
suggestion that satisfied her reporting needs while still keeping the data
fundamentals of my original report.”
10
Describe a situation where a project or part of a project you worked on failed
Problem answer
“I’ve never had a project that failed and my managers have always praised
my work”
Issue
If you can’t discuss a failure or mistake, the interviewer might conclude that
you don’t possess the depth of experience necessary to do the job. The
interviewer is not looking for perfection. They are trying to better understand
your level of responsibility, your decision-making process, your ability to recover
from a mistake, what you learned from the experience, and if you can accept
responsibility for your mistakes.
Adjusted response
“Everyone makes mistakes. I’d like to think that I’ve learned something from the
mistakes I’ve made. In my previous role in Technical Support, I was working in a
team that was going around our city office installing software upgrades. I reported
to my manager that we would be finished by the end of the week. We were 1 day
late due to non related Hardware issues with a few of the PC’s. My mistake was
not telling my manager in time about the delay so that he could adjust his staff
resources. From that I learned to always promptly keep my supervisor informed of
any setbacks or delays.”
By developing and practicing responses to difficult interview questions that

display honesty, thoughtfulness, goodwill, and fallibility you will create a realistic
and authentic portrait of your candidacy and develop a strong rapport with the
employer. This will help you advance to the next round in the interview process
and lead you one step closer to getting the job.
11
Be Prepared
Strategy #4
Don’t spend your preparation time memorising answers word for word to
questions you think you’ll hear. That approach will make you sound less than
genuine and will leave you flat-footed when, inevitably, you’re asked a question
for which you haven’t practiced an answer.
Instead, invest your time working on the following key areas of interview study
that will leave you prepared for any question you’re asked and give you an edge
over your competition.
Know your Core values
What is the greatest value you offer? What makes you unique? What sets
you apart from others? Spend some time thinking about these questions,
then jot down five to ten core value statements — phrased in terms of value
to the company.
If your greatest strength is leadership, rather than stating “I have great leadership
skills,” expand on that in a meaningful way: “I am able to deliver exceptional
results, such as double digit productivity increases by inspiring and leading
people to put forth extraordinary effort and do it with team spirit and passion.”
If your technical expertise is a great asset, bear in mind that knowledge and
expertise in and of themselves are not valuable; it’s what you do with those
assets that counts: “I’ve repeatedly gained competitive advantage for the
company by introducing industry-leading technology that works right the first time
and is consistently months or even years ahead of competitors.”
When choosing your core value statements, consider either of these simple
formats to be sure you’re including both pieces — the skill or expertise and
the benefit:
• “I am able to [do something for the company] through [ability / expertise /

knowledge / experience / talent]”
• “I have [ability / expertise / knowledge / experience / talent] that results in

[benefit to the company]”
By crystallizing your value into five or so strengths, you create a template

of the key points to make during an interview — to be sure you’re clearly
communicating the total picture of what you have to offer.
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Understand the Company
You’ll give yourself a massive advantage in any interview if you take the time to
research the company.
• Its challenges
• Growth opportunities
• Recent news events
• Strategic growth plans
• The industry
Then use that information in your interview, relating your achievements and
capabilities to the company’s current situation rather than simply stating them
without context.
Prepare to Overcome Objections
Seldom is a candidate a perfect match for everything the company’s looking

for. Inevitably during an interview you’ll be asked about areas where your
qualifications aren’t as strong as others’.
Be honest about it but try to bring the discussion back to an area of strength,
and if at all possible refer to one of your core values in addressing the issue.
Here’s an example:
“You’re right, the largest database application that I’ve designed was for an
organization with 60 users. But if you look at what was actually involved, I
think you’ll agree it was kind of a microcosm of your current situation.
I was able to gather and understand the business needs of all the stake
holders in the company from the sales team to the accounts team. The
application was completely scalable so that if in 3 years from now the
company has 10 times as many employees the application will still meet
their needs.
I feel well prepared to perform in a larger environment, and I’m confident I’ll
exceed your expectations through similar techniques, which really are about
getting the most from the people and resources of the organization, whatever
its size.”
Preparation is the key to peak performance in anything you do.
13
Handling Tough Questions

Strategy #5
It happens to most of us at some point in our careers, you are in an interview

and you get a question that completely throws you.
The question hits you and you go blank, you have two choices:
1. Panic and give an embarrassing answer
Or
2. Use the “tough question strategy” and give your best answer
So what’s the Tough Question Strategy?
1. Keep your cool
It’s easy to get flustered and that makes it almost impossible to think straight.
How do you keep your cool?
Focus on your breathing. Take a deep breath in and breathe out gently and quietly,
to help yourself relax. It makes a difference.
2. Listen!
Do you understand the question?
Don’t be afraid to ask for clarification. There are few things more irritating for an
interviewer than a candidate waffling the answer to a different question. If there’s
something about the question that’s unclear - ask!
Then interpret the question: what does it really mean? What are they looking for?
That should guide you towards your answer.
3. It’s ok to ask for time to think
A few moments to think helps you come back with a great answer, rather than a
“regret it later” response.
Many interview questions are designed to make the candidate think for potentially
obscure examples from their past, so you need time to think. In fact, sometimes it can
count against you if you answer too quickly, because the interviewer thinks you’re
making it up or reciting well-rehearsed responses.
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4. Emergency tactic
“Could I come back to that later?”
This isn’t a preferred option, but it’s better than giving a poor answer or prolonged
dead silence. Tell them you’d like time to think of a really relevant example.
Remember that a non work example might be acceptable.
5. Preparation
Spend time before the interview reviewing your career and extra-curricular
activities, to make sure those answers to tricky questions are already in the back
of your mind.
With this 5-step strategy, answering even the toughest questions becomes easier.
Common Interview Questions
We haven’t supplied “scripted” answers, because interviewers see straight through

them and they wouldn’t reflect your uniqueness.
Instead, the rest of our strategies will give you some tips for how to translate the
questions and develop great answers of your own.
With a little practice, it’s actually simple to read between the lines of an interview
question, to identify what they really want to find out about you. Remember
to always put yourself in their shoes; given their situation, what do you think
is important to them. This will dramatically increase your chance of giving a
compelling answer.
The following strategies work. They can be applied to any type of interview
question. The best way to use them for interview preparation is to write down your
answers. The more work you put into it the more natural your answers will sound,
without sounding scripted. This will also give you a lot more confidence before the
interview, making you seem more relaxed.
15
Why do you want to work for us?

Strategy #6
It’s rare for an interview not to include this question. The good news is that it’s
an easy one to prepare for. Most companies want to recruit people who are
enthusiastic about the company and its products. They don’t want people on
the team who are filling in time and waiting for something better. So this is your
chance to show why working for the company is important to you and why you
think you will fit in.
They will be looking for evidence that you can make a contribution and will be able
to grow into the role they are recruiting. This question is designed to screen out
candidates who aren’t serious about the company or may be using it to fill in time
while looking for something better.
It’s your chance to make the most of the company research you’ve done. You can
use this opportunity to add comments that show you understand the company’s
position in the market place; the role of its competitors and challenges it may be
facing in the future.
16
Give us an example of a situation where

you had a communication conflict with
a colleague
Strategy #7
This is not the time to tell the interviewer how much you hate your current boss
or colleagues!
It’s also not the point to launch into a tirade about how difficult people in your
office are to work with and how many arguments you have.
So what are they looking for? They’re looking for someone who can rise above
conflict and diffuse the emotions, finding a win-win solution. Basically, they want
to employ people who will get on well enough with others and in the process
deliver the company’s objectives.
This type of question is your chance to demonstrate your interpersonal and

team-working skills.
The interviewer will be looking for maturity and the ability to be able to keep your
calm, whilst others around you are losing theirs. Don’t feel you have to provide an
answer that gives you full credit for the solution – it can often be more powerful to
demonstrate how you worked with others to deliver the companies objectives.
Practice your answer to this question. And listen carefully in the interview, this
question can take many forms. It’s almost guaranteed to be asked in some form.
17
Where do you see yourself in

2 to 4 years?
Strategy #8
“Umm…I don’t know” Is not a good response.
What might an employer be looking for with this question?
Are you serious about the company?
Is the company part of your long-term plan?
Or are they just a stepping stone towards something you’d rather be doing?
How does this job fit within your longer-term plans? If the job is part of your
strategy, how likely are you to want to be promoted?
This question is a good opportunity to show your commitment to the role and
knowledge of the company’s structure and vision.
Most managers are aware that in today’s job market, people change jobs much
more frequently. They are not asking you to commit your life to the company,
they want to know if you are still going to be around in 12 or 24 months. If you
aren’t, they will have to go through the whole process of recruiting and training
someone else.
Beware of seeming to threaten your future manager, if they’re interviewing

you. A humorous answer we have often heard to this question is “doing your
job”. This may be true and may even get a laugh, but some managers are
quite insecure and may not want to hire someone who they fear would
undermine them.
18
What would you say are your strengths?

Strategy #9
We often find it hard to tell people what we’re good at.
Selling yourself, without appearing arrogant, is one of the most common

interview worries. Many people simply don’t sell themselves, for fear of seeming
big-headed. But others can be good at this, so you could miss out, even if
you’re a stronger candidate.
Do you know what your strengths are? You’d be surprised how few do. One place
to start is your recent performance appraisals. What did they highlight as your
strengths? Can you supply evidence (provide examples)? Can you relate the
strengths to the position you’re being interviewed for?
Still stuck for answers to this question? You could try asking someone. Ask a trusted
friend or work colleague. Make sure they give you examples of where you have
demonstrated the strengths, so you can quickly use them.
It’s also worth revisiting the job information, to look for which competencies they
are looking for. You will make a better impression if you can cover some of these
in your answer
19
What would you say are

your weaknesses?
Strategy #10
This is one of the most difficult interview questions. It requires thought before hand
and a thorough knowledge of the position you are going for.
Please don’t say “I’m easily bored, sloppy and hate meetings in the morning!”
This is not the place to admit your biggest flaws – or make jokes.
It’s also not the time to pretend you don’t have any “development areas”
– it would make you look either arrogant or as though you can’t evaluate your
own performance
So how should you handle this type of question?
The main thing is to admit that you have areas to develop, whilst showing that you
are already working on them and giving examples of the progress you have made.
If possible, choose a development area that doesn’t affect your ability to do the job
for which you are being interviewed.
“Some say I’m easily bored, but I believe that makes me ideal for working in a
fast-paced, high-pressure environment. I like to get things done.”
It’s usually a good idea to make the “weakness” something small. Avoid major
topics such as “organizational skills” or “time management”. Be ready to frame
your weakness as a development area.
Another Problem Answer
“I am a perfectionist and I get frustrated when people aren’t as committed as I am”
Issue
The candidate is answering the question about a weakness by responding with an

answer that suggests a strength. Such answers are not sincere and are not well
received by managers.
The candidate is also assuming that perfection is considered a desirable trait in

the organization. Some managers will perceive a perfectionist as someone who
gets so caught up in the details that they can’t achieve the project’s objectives.
20
Adjusted response
“Earlier in my career, when I was a software developer, my strong attention to detail

was an asset because I could quickly spot and correct system errors. But after I was
promoted to project manager, this strength became a bit of a liability because I was
now responsible for delegating work and overseeing the big picture aspect of the
project. I struggled at first because it was my nature to want to fix every error. While
I still have that tendency, I now rely on the technical expertise of my team and this
allows me to concentrate on delivering projects on time and on budget.”
21
Ask Questions
Strategy #11
Part of preparing to interview effectively includes developing three or four

relevant questions for the conclusion of the interview based on your research.
It’s perfectly acceptable to jot these down at the top of a pad in the portfolio
you bring to the interview.
Pay attention throughout the interview, you may already have gotten answers
to some of the questions you’ve thought about; to ask them again near the
close of the interview wouldn’t look good.
As the interview begins to wrap up, you’ll undoubtedly be asked if you have
any additional questions. Should the interviewer announce the conclusion of
the interview by standing up without this question, you most certainly want to
take control by quickly interjecting something along the lines of, “Before we
wrap up John, I did have a few questions” Then start with your best previously
researched question.
Consider including the following questions:
• Why is the position open?
This question is for you!
The interview process is not only about seeing if you are a good fit for
a company. It’s about you finding out if this company has the structure
and attributes which will allow you to be a success. You may not want to
join a company that has just fired 3 people and the advertised role is for
someone to do all 3 roles. It’s better to find out before you start. The best
response you can get to this question is that the company is expanding,
which means there will be a lot of opportunities for you in the future.
• How would my performance be measured? (and what would I need to

achieve to earn an “Excellent” rating)
This will give you an insight into how the management views success. Is it
through quantity or the quality of your work? It should be a combination of
both. The goals management set should be clear from the start.
Asking how you can achieve an excellent rating, gives the impression
that you are already thinking about working hard and being a success
in the role.
22
• What are the organizations plans for the future?
This shows your long term interest in the company and implies that the
future of the company would be linked to your own future. It shows that
you are not in it for the short term but are looking for a company with a
bright future.
• Do you feel that I have all the requirements to be a success in this role? (if
not, what are your concerns)
This is an opportunity for the interviewer to tell you their concerns, which is
great because you are then going to have the opportunity to demonstrate
why they are not real concerns. It’s much better to get it all out in the open
in the interview because you will still have the opportunity to overcome their
concerns. (Re-read Strategy #5 Handling Tough Questions)
Remember to immediately prepare and send formal thanks for the interview
opportunity. Go beyond the courtesy “thank you”, reflect on several key points
from the interview. Use the thank you as a platform for strengthening any replies
you felt were weak.
Asking strong closing questions helps to cement your application in the mind
of the interviewer.
Finally, remember your manners, thank the interviewer, reiterate (with

enthusiasm) your interest about coming on board, and offer a big smile with
a firm handshake.
23
Good Luck
from SQLSteps!
We’ve made a sincere effort to provide you with strategies that we have tested
and developed over the years. Now it’s up to you!
If you would like more information about getting your SQL skills up to date or
getting a Microsoft certification, please visit our website
www.SQLSteps.com >>

11 Strategies To Get The SQL Job You Want

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11 Strategies To Get The SQL Job You Want

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Introduction Get as many job offers as you can! 3

Strategy #1 Behavioral Interviewing 4

Strategy #3 Interview Integrity 9

Strategy #5 Handling Tough Questions 13

Strategy #6 Why do you want to work for us? 15

Strategy #7 Give us an example of a situation where you 16

Strategy #8 Where do you see yourself in 2 to 4 years? 17

Strategy #9 What would you say are your strengths? 18

Strategy #10 What would you say are your weaknesses? 19

Strategy #11 Ask Questions 21

Get as many job offers as you can!

Job Search Optimization process:

You can make yourself irresistible in a job interview by understanding a certain

In order to understand your experience in this area, a behavioral interviewer

“Describe a time when you where successful in integrating multiple platforms

Respond as if you were asked a behavioral question,

Imagine two different candidates for this fictional Database Administration

• Candidate A replies, “I’ve had to do that a lot actually – most of the

• Candidate B (that’s you!), gives a ‘behavioral’ answer: “I’ve had to do that

Q: “How much do you know about?....”

Q: “How often have you had to ....?”

The technique also works when an interviewer asks a hypothetical question:

Q: “What would you do if .....?

The employer’s needs

Develop Your Examples

Use the C-A-R (challenge-action-result) formula to develop stories that

If your interviewers have been trained in behavioral interviewing, you’ll be

Do you come across in interviews as likeable and friendly?

So, if the interviewing process can be compared to a job-winning contest, do you

Interview Decision Making

Likeability Skills Building

• Friendliness: Develop a friendly mindset and communicate friendliness at

• Empathy: Connect on a feelings level. Recognise, acknowledge, and

Niceness Will Get You Everywhere

• Positive impressions are like seeds. For example, treating everyone in

• Nice must be automatic. Faking likeability by turning on the charm and

The goal of the interview is to showcase your accomplishments while establishing

In a recent Society for Human Resources Management survey, recruiters and

Recently my supervisor recommended a change to a report that in my opinion

Describe a situation where a project or part of a project you worked on failed

By developing and practicing responses to difficult interview questions that

Know your Core values

• “I am able to [do something for the company] through [ability / expertise /

• “I have [ability / expertise / knowledge / experience / talent] that results in

By crystallizing your value into five or so strengths, you create a template

Understand the Company

• Recent news events

• Strategic growth plans

Prepare to Overcome Objections

Seldom is a candidate a perfect match for everything the company’s looking

Preparation is the key to peak performance in anything you do.

Handling Tough Questions

It happens to most of us at some point in our careers, you are in an interview

1. Panic and give an embarrassing answer

So what’s the Tough Question Strategy?

1. Keep your cool

How do you keep your cool?

Do you understand the question?

3. It’s ok to ask for time to think

“Could I come back to that later?”

Remember that a non work example might be acceptable.

Common Interview Questions

Strategy #7 Give us an example of a situation where you 16