Name: 高管求職面試技巧。獲得高級職位的3個關鍵 (Executive Job Interview Tips: 3 Keys to Getting a Senior Role)
Uploaded: 2021-01-14T07:54:05.000Z
Duration: 8 min
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Hey everyone, it's Andy with this week's Tips for Work and Life.

現在進行式

I've got a great one for everybody but especially the top brass, those executives who are searching

I've got three keys to getting that senior role.

If you are a junior or mid-level resource, if you can do these three things, I promise

If you are an executive or a senior manager or a director or somebody at that level, you

won't get hired unless you do these three things.

Think about what's happening when you're job interviewing.

You go in there, you're exchanging information.

You've got to have the right responses to their questions.

You've got to have good questions that you're asking.

When you're at the junior and mid-levels, that's usually good enough, but when you're

There are three things you absolutely must do, so let's roll.

Number one, you need to get the interviewers, likely the senior interviewers, and the company

If you can't get them to imagine what their life will be like and what their company will

be like with you there, you'll never get hired.

That's great, but if you can't shift their mindset to thinking you're serviceable as

opposed to you're going to catapult them forward you're not going to get hired.

One of the easiest ways to do that is to shift the discussion from your background and your

credentials, which you will review undoubtedly, to the future.

Then you need to articulate how exactly you would do it to take them there step by step

and walk them through what the future could like with you "and here's what I would do,

then I would do this, and then I would do that."

You need to make sure that in your responses to their questions or in your line of questioning,

when you get a chance to ask questions, that you're asking that about their future goals,

and then make sure you articulate specifically how you're going to accomplish that.

Number two, leaders are inclusive and they're inspiring.

You are the high tide that has to lift all the boats.

Leaders build more leaders, they don't build more followers, so how are you going to show

them that you're great at inspiring, you're inclusive, you're great at building teams.

They're probably going to ask you questions about how you're going to build your team

and that's great, but I'm talking about giving them that deep, good feeling that having you

there is going to inspire everybody and that you actually are inclusive and that you're

One of the best ways to do that is ... Now, think about your job interviewing process.

A lot of these very senior-level interviewing processes they start with senior people up

front because you don't want to waste anybody's time, you're trying to get a feel for each

Then you have a middle part to it that has a lot of other people.

You're probably interviewing with colleagues, potentially internal customers, maybe some

At the end, you revisit or visit for the first time with a lot of the senior folks.

Along the way, you're going to be able to gather a lot of information and you're going

One of the best ways at the end to show that you're extremely inclusive is to make lots

of references to the other people and the insight that they brought up.

For example, "Hey, Mary Jane said, when I was talking to her she said something about

Hey, Mr. Executive Man, I'd love to get your perspective on this as it relates to something

else, something greater, something more grand, a deeper level of insight."

If you can include a number of references to other people in the organization and the

good conversations you've had with them, what you're doing is you're planting seeds in the

interviewer's mind that you are an inclusive person, you're interested.

They can start to see you as part of the team working with the other people who you're referencing

That's another way, this is also a great way to also get them to look into the future by

making references to other people that you've interviewed with, ideas they've come up with,

your thoughts on them, and getting additional insight from the senior executives in the

That's number two, make sure your inclusive and inspiring.

Number three, you're going to get a chance to ask questions throughout your interviewing

In some cases you might be asking them along the way through the interview, in other cases

you're going to be asking them at the end, but one thing that you absolutely need to

do in addition to asking great questions is you need to make sure that you do not ask

questions, however awesome they are, that lead to a dead-end answer because if they

lead to a dead-end answer you're a dead end.

I'm talking about you ask a great question, they give you an answer, and then you're moving

The message that you're sending to them is that you are a puddle skipper.

You are not somebody who's digging deep to get information, collecting it all.

You're not well-researched, you're not digging deep enough to get the information that you

need to make a good decision, and now they're starting to imagine you as an employer there

and you're working with the people in your group or other units and you're not digging

If you have follow-up questions and you start to drill down in your line of questioning,

that sends the message that you are well-researched, you're thoughtful, and you're making sure

that you're getting all the information that you need to make a good decision.

It also sends them the message that when you're working with your staff you will make sure

that you're getting all the information to make good decisions.

That is something that they want so that when they give you the autonomy to run your unit

or run your division or whatever it might be they've got confidence that you're going

to be a great researcher, you're going to get that information, and you're going to