A powerful control technique in an executive interview is effective story-telling; especially when you concentrate on action-oriented stories that portray several capabilities.
Invariably, incidental situations in the story will register memorably because of their relevance to the interviewer's needs and an executive job offer will be forthcoming.
Brief anecdotes emphasize your values and strengths, and establish your credentials in areas of employer need or concern.
One of the most impressive ways of presenting value is to do so in a manner that succinctly describes problems you were successful in solving by using a "Three C" format: Circumstance, Conduct, and Conclusion.
Executive Interview Three C General Format: * The Circumstance: What was the opportunity, problem, or business challenge? Keep to one or two sentences.
* The Conduct: What specific actions did you take, or why did you take action? Three or four actions should be identified, along with the rationale.
Use the personal pronoun "I" followed by an action word, such as managed, directed, led, designed, created, formulated, negotiated, planned, trained, sold, etc.
Keep to one or two sentences.
* The Conclusion: What was the positive outcome? Quantify results and include a time frame.
The Conclusion should be limited to two or three sentences.
A successful Three C story presents a situation in which the interviewer can relate to the challenges you faced in considering your circumstances and conduct.
Strong Three C's position your skills to the employers' needs; the listener will identify with the favorable objectives and positive results.
Invite interviewer questions, especially when you have excellent back-up data.
The most effective presentations are brief; each should be able to be told in less than 90 seconds.
You steer the discussion in the direction that will best emphasize your value; effectively controlling the entire interview process by offering options and asking which story the interviewer wants to hear.
At some point, the interviewer at will ask a question relating to immediate contribution.
"If I understand the question properly, you want to know if I'll be able to hit the ground running, and the answer is, 'absolutely.
' I have a history of rapidly assessing business problems and implementing effective solutions.
For example, there was a time when I implemented a multi-billion dollar IT program overnight and another time I stepped into a new role and prevented a hostile takeover.
Which story would you like to hear?" "I was hired in as VP of Information Systems after the rapid departure of my predecessor and in the middle of a complete infrastructure rebuild.
Each day of delay was costing the company a quarter of a million dollars, vendors were late, software was buggy and employees were frazzled.
I separated the project into two parts: hardware and software, and assigned a manager to each.
It took 24 hours non-stop just to lay out the objectives with the managers and develop an operational plan; another full day for the managers to implement the plan with the employees and vendors.
On the third day, I gave all IT personnel the day off and pressured all vendors to be set up by the end of the day.
Early next morning, every employee showed up re-energized and motivated after 24 hours off, and by 6 AM the next morning, the entire network was up and running.
The $250,000 per day hemorrhaging had stopped and the owner later confided that it saved his company.
" A good storyteller is welcomed and remembered in almost any environment.
Many executives, upon successful completion of their campaigns, cite the Three C technique as the most effective of all approaches used in converting executive interviews to executive job offers.
When you leave the organization no second option, your negotiation position is strengthened.
By controlling the interview with powerful stories, you'll get the offer by destroying the competition.
Invariably, incidental situations in the story will register memorably because of their relevance to the interviewer's needs and an executive job offer will be forthcoming.
Brief anecdotes emphasize your values and strengths, and establish your credentials in areas of employer need or concern.
One of the most impressive ways of presenting value is to do so in a manner that succinctly describes problems you were successful in solving by using a "Three C" format: Circumstance, Conduct, and Conclusion.
Executive Interview Three C General Format: * The Circumstance: What was the opportunity, problem, or business challenge? Keep to one or two sentences.
* The Conduct: What specific actions did you take, or why did you take action? Three or four actions should be identified, along with the rationale.
Use the personal pronoun "I" followed by an action word, such as managed, directed, led, designed, created, formulated, negotiated, planned, trained, sold, etc.
Keep to one or two sentences.
* The Conclusion: What was the positive outcome? Quantify results and include a time frame.
The Conclusion should be limited to two or three sentences.
A successful Three C story presents a situation in which the interviewer can relate to the challenges you faced in considering your circumstances and conduct.
Strong Three C's position your skills to the employers' needs; the listener will identify with the favorable objectives and positive results.
Invite interviewer questions, especially when you have excellent back-up data.
The most effective presentations are brief; each should be able to be told in less than 90 seconds.
You steer the discussion in the direction that will best emphasize your value; effectively controlling the entire interview process by offering options and asking which story the interviewer wants to hear.
At some point, the interviewer at will ask a question relating to immediate contribution.
"If I understand the question properly, you want to know if I'll be able to hit the ground running, and the answer is, 'absolutely.
' I have a history of rapidly assessing business problems and implementing effective solutions.
For example, there was a time when I implemented a multi-billion dollar IT program overnight and another time I stepped into a new role and prevented a hostile takeover.
Which story would you like to hear?" "I was hired in as VP of Information Systems after the rapid departure of my predecessor and in the middle of a complete infrastructure rebuild.
Each day of delay was costing the company a quarter of a million dollars, vendors were late, software was buggy and employees were frazzled.
I separated the project into two parts: hardware and software, and assigned a manager to each.
It took 24 hours non-stop just to lay out the objectives with the managers and develop an operational plan; another full day for the managers to implement the plan with the employees and vendors.
On the third day, I gave all IT personnel the day off and pressured all vendors to be set up by the end of the day.
Early next morning, every employee showed up re-energized and motivated after 24 hours off, and by 6 AM the next morning, the entire network was up and running.
The $250,000 per day hemorrhaging had stopped and the owner later confided that it saved his company.
" A good storyteller is welcomed and remembered in almost any environment.
Many executives, upon successful completion of their campaigns, cite the Three C technique as the most effective of all approaches used in converting executive interviews to executive job offers.
When you leave the organization no second option, your negotiation position is strengthened.
By controlling the interview with powerful stories, you'll get the offer by destroying the competition.
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