Getting The Job Offer

The job market is tough. There are many candidates for every open position. A fortunate candidate is one that gets an interview; a fortunate hiring manager is one that gets qualified candidates to consider.
You are a candidate. You want a job. I am a hiring manager and I want the best qualified person for the job. Hiring managers have goals, performance measures, and team expectations to achieve and a wish list of knowledge, skill and abilities they are seeking.
The hiring manager's wish list is right before your very eyes. Look at the position description and position posting and most importantly, listen very carefully to the interview questions. For those astute enough to hear them, the questions are filled with clues and opportunities. Do your homework and listen for the hidden question. Let's take a look at two interview questions to show you what I mean:
Why are you interested in this position?
This question is not about the new car you want to buy or how poorly you were treated by your last supervisor or coworkers. Leave those thoughts at the door and focus. This question is about your motivation for this job and an opportunity to show the hiring manager that you did your homework, know what you are applying for and are doing so because you have something to offer. Articulate what you did to prepare for the interview, what you learned about the position that you did not know, and what interests you most about the opportunity. If this is a chance to use your unique set of skills, experiences and expectations or to apply your education to make a difference, look the hiring manager straight on and say so.
Tell me about a time you were responsible for that would not have happened had you not been there to make it happen. What went well, what did not go so well and what you would do differently next time?
Replace leading a process change with any number of different competences and you have a classic performance based interview question. The question would not be asked if it was not important to success in the position. This question goes to natural tendency, developed skills,and a willingness to learn and grow. Don't be fooled, the question is not so much what you did (although it is important) as it is about the circumstances you did it under. Describe a situation, in detail,that best captures the nature of the position you are interviewing for. If the position requires coordination between other departments, pick an example that reflects your success in coordinating outside of your department, not one that portrays you as in individual contributor.
My advice to you is to research positions thoroughly and take time to listen for the question behind the question. Take what you know about the position to thoughtfully and completely answer the questions asked, highlighting your unique set of knowledge, skills and abilities.
Does this sound a little much to you? Are you wondering why you should have to do this? Let me guess, you are a candidate who likes working with people and you work well as part of a team. Your weakness is perfectionism. You are organized, a hard worker, a quick learner and the one candidate who wants the job more than anyone else. Sound familiar? Believe me, it does to the interviewer too. Not many candidates prepare in depth for an interview and as a result, candidate after candidate can sound very much the same.
There is a job to be filled and an offer to be extended. Who gets the offer? The offer goes to the one who can distinguish and differentiate herself from the others.

True Leaders

In the face of abundance, departments grow, resources flow and leaders abound. Leaders happily provide direction, set goals and align resources. In the face of adversity, however, when providing direction, setting goals and aligning resources becomes critical to the bottom line ability of an organization to survive and people to thrive, leadership can be in such short supply.
Take a Look Around
Take a look at leadership interactions occurring right now within your organization. What do you see? Do you see proactive problem solving and collaboration? Do you see resources being shared and priorities being reestablished? Do you see voluntary reassignment of work, identification of non-critical functions and thoughtful give-and-take conversations? Or do you see something very different?
There is a distinction between encumbering a leadership position and providing leadership and, in the face of adversity, the difference can be painfully clear.
The Squeeze Is On
A leader's true colors show when times are tough. Organizations do not need people in leadership positions who duck and hide, wait to see what others are willing to do before they share their options, or who staunchly defend their department, function, or role over all others. Nor does an organization need those who are reactionary, defensive or unwilling to accept responsibility and accountability.
What does an organization need? The hr bartender captured what is needed when she wrote:
"What we need right now is calm, level-headed leadership. And, as a leader, the last thing you should be doing right now is passing blame."
True Leaders Emerge
Leadership is tough in good times and that much more difficult in the face of adversity. There will be disagreements, tense moments and lots of give-and-take. There will be changing plans, shifting priorities and resistance of others. There will be good decisions, there will be bad decisions and very few decisions will be easy. Leadership is not nirvana. Leadership is engagement.
Take a look around and notice the ones who are engaged - those are your true leaders.

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