“Challenge Consulting have added considerable value to Energetics for our long term needs”
In a crowded job market, the last thing you want to be in a job interview is forgettable. Yet people do it every day with this one mistake: not asking any questions in a job interview.
The mistake is understandable. You’ve been so busy preparing to answer questions, that you’re forgetting to show the curiosity that lets interviewers see what you really want to know. After all, even if every single one of your responses is flawless and on point, by not asking a question or two of your interviewer you run the risk of coming across as generic.
On the other hand, you don’t want to ask terrible questions. That’s even worse.
These questions to ask in an interview can show the person interviewing you how you’re different and why you stand apart from the rest.
Mark Phillips, who runs a top office for Sanford Rose Associates, one of the largest recruiting networks in the U.S. had a simple question that could be quite complicated. If the interviewer tells you it was because of vacation days or benefits, chances are good that there isn’t all that much below the surface. If, however, they tell you about the creativity or integrity of the brand, you know you’re potentially going to work for a winner.
Kelly Lavin, chief talent officer for newly launched Canvas, the first text-based interviewing platform suggests you ask this because “While job duties and company culture are important to understand, determining why a company and role exists is just as, if not more, important.” It will also allow you to better understand if you “align with the company’s mission and will feel a sense of purpose in your new role.”
Believe it or not, this one is almost a trick question for potential employers Lavin says. “The answer to this question will help a candidate understand how a company defines success and what specific behaviors can lead to that success.” In one fell swoop you’ll find out what success means to this company and how you can better achieve it.
University of Richmond Career Advisor Anna Young says, “Great candidates hit the ground running, find out how you will be expected to jump in and start contributing to the organization from day one.” And in case you’re wondering, it’s fine to modify the question for an internship and ask about expectations for the first few weeks.
Roberta Matuson, President of Matuson Consulting, says this is pretty much the one must ask question job seekers should ask in an interview. She says “By asking this question, you’ll be able to overcome any objections the interviewer might have before you leave the room.” And if you’re smart, you can find a way to combat any preconceived notions by addressing them in a follow-up note.
Dave Arnold President at Arnold Partners says as a leading independent CFO search consultant for technology companies, he’s had 100’s of people go out to interview with clients, and he thinks that’s a question worth asking. While people no longer expect to stay at any given job for decades or more, it’s nice to know how long you can expect to stick around if given the opportunity. If the interviewer grows uncomfortable or shares the fact that turnaround at their company is higher than Dancing with the Stars, you might want to think twice before accepting the position.
Young says, “This can help you to understand the structure of the organization and if there are opportunities to move up and advance your career.” It’s also a great way of finding out about different ways to progress or move into different roles “Also, it could help you to learn if they offered continued training or professional development for employees.”
Ashley White, executive director for Human Resources for APQC, a member-based non-profit that produces benchmarking and best practice research suggested this toughie.This one is slightly sneaky because it also allows you to surreptitiously monitor the interviewer’s hidden signals. Do they suddenly look uncomfortable before spouting the company line? Do they greet this with a giant grin? You might have more answers to this question by what they don’t say, than even by what they do share.
Phillips also suggested asking this question, which sets you apart immediately. On the one hand, you’re lumping all the other applicants together and showing a level of confidence; on the other hand, you’re gaining insight into your potential competitors: they asked this, but it never even occurred to me.
One last thing: so that you don’t spend the coming days or weeks on pins and needles, it’s always a good idea to ask this next question.
Young says, “If they haven’t already shared this information, it’s important to ask about their timeline so you’re aware of when you could be notified of a second interview or a potential offer.”
Shannon Breuer, President at Wiley Group was once one of 800 laid off at her former job, Shannon now draws on her own personal experience to provide clients with career coaching and transition services. She offers a list of questions you should ask yourself before an interview, and if needed – you can flip them and ask the interviewer.
This article was sourced from Ladders.
A recent international study surveyed more than 500 business leaders and asked them what sets great employees apart. The researchers wanted to know why some people are more successful than others at work, and the answers were surprising; leaders chose “personality” as the leading reason.
Notably, 78% of leaders said personality sets great employees apart, more than cultural fit (53%) and even an employee’s skills (39%).
“We should take care not to make the intellect our God; it has, of course, powerful muscles, but no personality.” –Albert Einstein
The problem is, when leaders say ‘personality’ they don’t understand what they’re referring to. Personality consists of a stable set of preferences and tendencies through which we approach the world. Being introverted or extroverted is an example of an important personality trait.
Personality traits form at an early age and are fixed by early adulthood. Many important things about you change over the course of your lifetime, but your personality isn’t one of them.
Personality is distinct from intellect (or IQ). The two don’t occur together in any meaningful way. Personality is also distinct from emotional intelligence (or EQ), and this is where the study, and most leaders for that matter, have misinterpreted the term.
The qualities that leaders in the study called personality were actually emotional intelligence skills. And unlike your personality, which is set in stone, you can change and improve your EQ.
Exceptional employees don’t possess God-given personality traits; they rely on simple, everyday EQ skills that anyone can incorporate into their repertoire.
Leaders don’t need to go searching for these skills either (though it doesn’t hurt when you find them); their duty is to help everyone on their team harness these skills to become exceptional.
Just consider some of the EQ skills that leaders and managers commonly mislabel as personality characteristics. These are the skills that set exceptional employees apart.
They’re willing to delay gratification. One thing an exceptional employee never says is, “That’s not in my job description.” Exceptional employees work outside the boundaries of job descriptions. They’re neither intimidated nor entitled; instead of expecting recognition or compensation to come first, they forge ahead in their work, confident that they’ll be rewarded later but unconcerned if they’re not.
They can tolerate conflict. While exceptional employees don’t seek conflict, they don’t run away from it either. They’re able to maintain their composure while presenting their positions calmly and logically. They’re able to withstand personal attacks in pursuit of the greater goal and never use that tactic themselves.
They focus. Student pilots are often told, “When things start going wrong, don’t forget to fly the plane.” Plane crashes have resulted from pilots concentrating so hard on identifying the problem that they flew the plane into the ground. Eastern Airlines Flight 401 is just one example: The flight crew was so concerned about the landing gear being down that they didn’t realize they were losing altitude until it was too late, despite alarms going off in the cockpit. Exceptional employees understand the principle of “Just fly the plane.” They don’t get distracted by cranky customers, interoffice squabbles, or switch to a different brand of coffee. They can differentiate between real problems and background noise; therefore, they stay focused on what matters.
They’re judiciously courageous. Exceptional employees are willing to speak up when others are not, whether it’s to ask a difficult (or “embarrassingly” simple) question or to challenge an executive decision. However, that’s balanced with common sense and timing. They think before they speak and wisely choose the best time and place to do so.
They’re in control of their egos. Exceptional employees have egos. While that’s part of what drives them, they never give their egos more weight than what is deserved. They’re willing to admit when they’re wrong and willing to do things someone else’s way, whether it’s because the other way is better or it’s important to maintain team harmony.
They’re never satisfied. Exceptional employees have unparalleled convictions that things can always be better—and they’re right. No one is ever done growing, and there is no such thing as “good enough” when it comes to personal improvement. No matter how well things are going, exceptional employees are driven to improve, without forgetting to give themselves a healthy pat on the back.
They recognize when things are broken and fix them. Whether it’s a sticky desk drawer or an inefficient, wasteful process affecting the cash flow of the entire department, exceptional employees don’t walk past problems. “Oh, it’s been that way forever,” simply isn’t in their vocabulary. They see problems as issues to be fixed immediately; it’s that simple.
They’re accountable. If you’re a manager trying to decipher a bungled report, “It’s not my fault” is the most irritating phrase in the English language. Exceptional employees are accountable. They own their work, their decisions, and all of their results—good or bad. They bring their mistakes to management’s attention rather than hoping no one will find out. They understand that managers aren’t out to assign blame; they’re out to get things done.
They’re marketable. “Marketable” can mean many things. Inside the organization, it means “likeable.” Exceptional employees are well liked by co-workers. They have integrity and leadership skills (even if they’re not in an official leadership position) that people respond to. Externally, it means they can be trusted to represent the brand well. Managers know they can send these employees out to meet with clients and prospects without worrying about what they’ll say or do.
They neutralize toxic people. Dealing with difficult people is frustrating and exhausting for most. Exceptional employees control their interactions with toxic people by keeping their feelings in check. When they need to confront a toxic person, they approach the situation rationally. They identify their own emotions and don’t allow anger or frustration to fuel the chaos. They also consider the difficult person’s standpoint and are able to find solutions and common ground. Even when things completely derail, emotionally intelligent people are able to take the toxic person with a grain of salt to avoid letting him or her bring them down.
Take notice of what’s not mentioned: coding skills, years of experience, business degrees, etc. These things matter, but they won’t make you exceptional.
Travis Bradberry is the co-author of Emotional Intelligence 2.0 and the co-founder of TalentSmart.
This post originally appeared on LinkedIn and was sourced from Ladders.
If you’re like most people, you spend more of your valuable waking hours at work than you do anywhere else. It’s critical that you spend your time at the right company, pursuing the right opportunity.
Bad management does not discriminate based on salary or job title. A Fortune 500 executive team can experience more dissatisfaction and turnover than the baristas at a local coffee shop. The more demanding your job is and the less control you have over what you do, the more likely you are to suffer. A study by the American Psychological Association found that people whose work meets both these criteria are more likely to experience exhaustion, poor sleep, anxiety, and depression.
Staying in a bad job for too long can be very harmful to your career. If you’ve tried everything you can think of to make things better and haven’t seen any big changes, it may be time to move on.
Choosing to leave a job can be a gut-wrenching decision. You need to know that you’re making the right choice. The good news is there are some clear signs that—if you experience enough of them—suggest it’s time to move on.
The company is circling the drain. A recent study showed that 71 percent of small businesses close their doors by their tenth year in operation. If you’re worried about your company’s health, there’s a good chance you’re right. Watch for clues, like suddenly needing management approval for even minor expenses, an increase in closed-door meetings, or an increased number of upper-management departures. If you suspect that the business is in trouble, it may be time to leave. If you wait until the company closes, you’ll be in the job market competing against your former co-workers.
There’s no room for advancement. It’s easy to get stuck in a job and, if you love what you’re doing, getting stuck can be comfortable. However, it’s important to remember that every job should enhance your skills, and add to your value as an employee. If you’re not learning anything new, and are just puttering around doing the same old thing while people around you get promotions and plum assignments, it’s time to look elsewhere.
You’re out of the loop. Does it seem like you’re always the last one to hear about what’s going on at work? If you’re left out of meetings, rarely get face time with upper management, and have never even heard of the big project everyone else is so excited about, that could mean that your bosses just see you as a body filling a desk, rather than as a valuable contributor. That’s bad news for your career and may mean it’s time to leave.
You know more than your boss. It’s frustrating to work for someone you believe to be less skilled or knowledgeable than you are, but the real issue is deeper than that. If you can’t trust your company’s leadership to make good decisions and steer the ship in the right direction, you’ll be living in a constant state of anxiety. And, if you’re right that your bosses don’t know what they’re doing, you could find yourself out of a job when the company goes under.
You have a bad boss who isn’t going anywhere. Bosses come and go, which is why conventional wisdom says that it’s best to just wait a bad boss out. But that’s not always the right move. If you have a bad boss who’s well-liked by upper management, it may be time to leave. In addition to making you miserable every day, a two-faced manager who’s loved by the higher ups can wreak havoc on your career by taking credit for your work, bad-mouthing you to others, and blaming you for things that go wrong.
You dread going to work. We all get a case of the Mondays from time to time, but if even thinking about your job fills you with dread, it’s probably time to leave. Don’t keep telling yourself you’re having a bad week if what you really have is a job that’s a bad fit.
You’ve lost your passion. Even if you love the company, your boss, and your co-workers, it’s not worth the effort if you hate the work. Passion is a necessary ingredient for success. If you’re unenthusiastic or even indifferent about the work you do, it’s time to reassess your career.
Your health is suffering. No paycheck is worth sacrificing your health. Job stress can lead to depression, insomnia, headaches, frequent illness, and worse. Don’t let this happen to you.
Your personal life is suffering. Whether you work too many hours or you’re stressed and miserable when you come home, it’s time to leave when your job starts affecting your personal life.
If you do decide to leave, be smart about it. Don’t burn bridges by venting about all of the reasons you’re leaving. That accomplishes nothing, and could even haunt you later. Instead, simply explain that you’re leaving to pursue another opportunity, and then do so graciously.
Travis Bradberry is the co-author of Emotional Intelligence 2.0 and the co-founder of TalentSmart.
This post originally appeared on LinkedIn and was sourced from Ladders.
