Struggling to make an impact at interview?

From CVs and interviews to landing that dream job, John Lees is an acclaimed careers author. This time I spoke to John about interviews and what it takes to get past this critical hurdle.  

Some people just seem to have a knack for interviews. How can I improve my chances of success?
JL: Don’t listen to meaningless advice like “just be yourself”. Often the answer is to change one thing about your performance and focus on the beginning of things – the beginning of the interview (sound clear and confident even if you’re talking about the weather) and the beginning of each answer. Prepare actual phrases when you plan answers so you know where stories will begin.

I interview well and have all the right experience and skills. What if I simply am not the right fit for the organisation?
JL: ‘Fit’ is usually about personality types and working styles. Offer examples of where you have shown flexibility, diplomacy and sensitivity so that you come across as someone who knows how to work so that you fit in.

How can I turn things round to my advantage if I don’t tick all the boxes?
JL: This should be clear when you try to get shortlisted. If you still want the job (perhaps as a learning experience), you’re going to have to work hard to translate what you have done into terms the interviewer finds credible. If you really don’t have the skills, you are probably not going to get far in the process. For most people the problem is that they don’t know how to talk about the skills they do possess.

I’m stuck for an answer and my mind goes blank. What can I do to remedy the situation?
JL: If this is an obvious question, prepare better next time. If it’s a serious question you haven’t anticipated, talk it through to buy some time, perhaps asking the interviewer what kind of example would be appropriate. If it’s an off the wall question, keep your answer light, even if it’s just, “I bet you’ve had some wild answers to that question...”

How do I deal with potentially awkward questions?
JL: Think about why the question is being asked. Oddball questions are often used to try to predict personality characteristics, fantasy questions are common. Although not good predictors of workplace performance, arguably they reveal the ability to be imaginative, improvise under pressure and maintain a sense of humour under fire. The question also touches upon the things in life that really motivate you, which is often revealed when you discover what people would choose to do if the need to earn a salary disappears.

How do I negotiate competency based or behavioural interviews?
JL: Interrogate the full list of competences and try to work out what really matters. Sometimes the order the information is presented gives this away, but it always pays to have a research conversation with someone who knows the job or organisation. Then prepare two stories to match each competence, so you have one as a back-up.

I’ve got through to the second interview. How do I impress now that the competition hots up?
JL: First interviews are generally a check on whether you can do the job, focusing on past experience and concrete outcomes. Second interviews tend to probe personality a lot more to find out if you will be a good fit in terms of the team and organisational culture. But they can also probe competences in a lot more depth: for example, at first interview you might be asked about your experience of team working, but in a second you could be asked about leading teams, difficult teams, or influencing teams which were failing to reach their objectives.

Any tips on how to deal with panel interviews?
JL: Preparation matters more here because the real work you do in the interview isn’t remembering material but simultaneously managing relationships around the table. Look at all the panel members not just the chair. With panel interviews, questions will often be more structured and limited, so you may not be asked follow-up questions – so your first answer needs to be concise but also needs to cover all parts of the skill or competence being investigated.

What about an interview for an internal role/transfer? How do the dynamics change?
JL: Treat them exactly like external interviews. Spell out what you did and where you did it – don’t assume that the person in front of you will apply or draw upon any knowledge of your work history. Also be aware that you may have to adjust any reputation you have in your workplace.

I’ve read that sending a letter of thanks post-interview is a good way to differentiate yourself …
JL: It helps to build a relationship and interviewers like to hear that it was an enjoyable but stretching process. The relationship enables you to ask, “Who else should I be talking to?”

Should I call back or email asking for feedback?
JL: Often meaningful feedback is not forthcoming. It’s better to get concrete feedback on your interview performance from a career coach or someone with hiring experience. If you do ask for feedback, don’t ask what went wrong or why you didn’t get the job. Ask for pointers to areas you might improve for future interviews.

What else can I do that will really make a big impression on a potential future employer?
JL: Learn to tell stories rather than convey information (stories stick in memory much more effectively) and give real, tangible examples which help an employer picture you doing the role.

Give me one piece of advice to take away from this interview.
JL: Decide in advance the 3-4 strong messages you are going to get across, no matter where the questioning takes you. And make sure you communicate them while you’re in the interview.

John Lees (@JohnLeesCareers) has written a wide range of careers books, including his latest publication, 'Knockout CV: How to Get Noticed, Get Interviewed & Get Hired'. You can find out more about John at johnleescareers.com