9

Ace the Interview

Thea Kelley

The entire interviewing process boils down to one question, whether it is asked in so many words or not: “Why should we hire you (instead of one of our other candidates)?”

This chapter will help you answer that question clearly, credibly, and memorably—not just when it’s specifically asked, but throughout your interview process, so that you stand out as “the one.”

Relax and Be Confident

Almost everyone is nervous about job interviews. It’s normal to have the jitters, or even to be downright scared. But it’s not helpful when you’re so anxious that you sweat heavily or your mind goes blank.

Relaxation exercises can help you stay calm before and during your interview. Search the Internet for “relaxation techniques Mayo Clinic” and you’ll find several exercises you can use anytime, anywhere. Experiment with a few, choose the one you like best, and practice it frequently so it’s ready when you need it.

As for confidence, that comes from being prepared. Put in some time and practice, and use everything you learn in this chapter to get thoroughly ready for successful job interviews. If you’ve been “winging it” until now, you may be amazed at how much more confident you’ll feel when you’re properly prepared.

Now let’s think about the main messages you want to confidently communicate in your interviews.

Communicate Your Key Selling Points

There may be 50 reasons why a certain employer should hire you, but nobody can remember 50 reasons. So, narrow it down: What’s the number one factor that is most likely to make them want to hire you? Now think of a few others that are almost as powerful. Those are your key selling points.

Ask yourself these questions to help you identify your key selling points:

•  What qualifications do I have that are hard to find?

•  What do I do better than my peers?

•  What have my employers appreciated most about me?

•  What are the most impressive accomplishments in my resume?

Once you have a short list, review it to make sure your key selling points are:

•  Relevant from the employer’s point of view: Although you might think the best reason to hire you is that you write very creatively, the employer may be more interested in your achievements in configuring databases.

•  Exceptional: Presumably, all the candidates have the basic skills to do the job. What do you have that’s above and beyond or hard to find?

•  Verifiable, not just an opinion: If you have a professional certificate, that’s a verifiable fact. Great communication skills are less concrete, so they may not be such a good key selling point unless you can offer some form of evidence, such as related experience in your resume, a writing sample, or a sound bite from a LinkedIn recommendation.

Prepare to communicate your key selling points memorably. Think about this: What do we remember?

•  We remember what comes first and last. Emphasize your key selling points in your first interview answer—generally, your answer to “tell me about yourself”—and in your closing remarks.

•  We remember what is reinforced. Make some reference to your key selling points in your follow-up messages.

•  We remember what is vivid—what we can see in our mind’s eye. Illustrate your key selling points with stories.

Tell a Story

Stories are to interviews what pictures are to a website. They illustrate the content and make it much more engaging. Stories are often required by the way an interview question is phrased. When you hear “tell me about a time when you (handled this or that),” you’re being asked a behavioral interview question, which requires you to tell a story. Having plenty of stories ready is a must.

Even when a story isn’t asked for, it can liven up your answer. A well-told story enables the interviewer to imagine you doing skillful work and achieving results. In her mind’s eye she can actually see it—and seeing is believing.

You used stories earlier in the book to identify skills and craft accomplishment statements for your resume using the CAR format (challenge, action, result). You’ll use these stories again in an interview, but you will add one more element to your story: the context or situation. We call it the SOAR technique because it includes the situation or context, an obstacle that required extra skills to overcome, the actions you took to solve the problem, and the results that benefited the organization.

So when interviewing, build your stories around SOAR: situation, obstacle, actions, and results.

Here’s an example, told by a candidate for a sales manager job.

SOAR Story: Tripling Sales Leads

How Does SOAR Help?

SOAR reminds you to organize your thoughts so that your stories are complete, compelling, and concise. SOAR also teaches you to make sure you include results. The most common mistake in interview storytelling is to shortchange the results. Many people telling this story would end with, “So I improved their scripts, provided a sales training via webinar, and coached some of the reps one-on-one.”

“Hmm,” thinks the interviewer, “So you spent a lot of time, but did it work?”

Be specific about results. Quantifying can really help: Say how fast, how much, or how many hours saved or dollars earned. If you don’t have exact figures, estimate.

Develop Your Stories List

Start compiling a list of stories, especially stories that illustrate your key selling points. Having trouble remembering stories? Find lists of behavioral interview questions online, and they’ll help jog your memory.

Try to build your list to at least a dozen stories, and preferably 20 or more. In today’s lengthy interview processes, you may be asked dozens of questions. You don’t want to have to tell the same handful of stories over and over.

Don’t write your stories out as full scripts because that will make you sound over-rehearsed and result in a huge list that’s hard to review quickly. Instead, for each story simply write down a title and a few points you might otherwise forget to mention.

Then list the skills and strengths the story demonstrates. Now, if an interviewer asks about a particular skill, you’ll know which story to tell.

Use the template in Figure 9-1 to start your story list. This will be one of your most powerful job search tools.

Figure 9-1. SOAR Stories List Template

Tell Me About Yourself

Because it comes first, “would you tell me about yourself” may be the most important question in the whole interview. Build your answer around your key selling points, and you’ll have an answer that shows you’re the right person for the job.

For example, Claudia Candidate is interviewing for a job as an instructional designer. Following the instructions provided earlier in this chapter, she has identified the following as her key selling points:

•  10 years of progressively responsible training department experience leading up to her most recent role as a lead instructional designer.

•  Strong accomplishments.

•  Exceptional motivation to work for this company: She has been talking with people from this company and watching for openings for a year; working there is her dream.

•  An MA in instructional design.

•  Web design and graphic design skills above and beyond the requirements.

Her answer to “tell me about yourself” could sound something like this:

Elements of a Good “Tell Me About Yourself” Answer

When crafting a good “tell me about yourself” answer, try to include most or all of these elements:

•  an opening that gets the interviewer’s interest

•  focus on key selling points

•  a very brief career summary

•  an accomplishment example, demonstrating that you get results

•  a little work-relevant insight into your motivations and personality

•  a brief statement of your well-informed enthusiasm about the job

•  a good question at the end (the one in the example is ideal—feel free to use it).

Then practice saying it. To make sure you don’t sound robotic or over-rehearsed, don’t memorize a script. Instead, create a simple outline or list of your key talking points (but don’t write it out in full sentences). Talk through your answer, referring to your outline, until you can say it from memory. Then practice with a partner, asking him to tell you what he liked best about your answer and what could be better. Keep working on it until you feel confident that your answer will leave employers with a clear sense of why they should hire you—and an interest in hearing more!

Prepare for Common Interview Questions

Plan your answers to common interview questions (which you can easily find online), as well as others you know they’ll ask based on your resume, such as “How did you win this award?” or “Why is there a gap in your work history?” Create a list of typical questions and jot down a few notes under each as needed. As with your “tell me about yourself” outline, keep your notes brief. When you’re preparing for a specific interview, you can look up the company on Glassdoor.com to see if past interviewees posted interview questions there.

Use every answer to market yourself for the job by keeping the focus on your key selling points. Every answer should show employers why they should hire you.

Sometimes it’s not obvious what an interview question is really about, so you should get in the habit of asking yourself, “What are they really trying to find out here?”

Notice when the question requires a story. If it starts with a phrase such as “tell me about a time when” or “give me a specific example of,” then a general answer isn’t enough. Even if specific stories and examples are not asked for, use them frequently. SOAR stories will make your answers more believable and memorable.

Make sure you are authentic in your answers. Lies and exaggerations will probably come back to haunt you, and answers “borrowed” from websites can sound phony. Be strategic and be real.

One important question to prepare for is, “What are your salary expectations?” This is often asked in phone screenings, which can occur unexpectedly. In general, you should try to delay answering this question until later in the interview process. However, if pressed, it’s best to provide a range that is based on your research of your market value. This issue is covered in detail in chapter 11, so review it for further guidance on handling salary questions. Plan and rehearse your answer carefully, because it can affect your earnings for years to come.

Once you’re in the interview, listen carefully! Make sure you understand what the interviewer is asking. If you’re not sure, ask a clarifying question. Don’t repeat yourself. Once you’ve said what you need to say, stop. Table 9-1 addresses commonly asked interview questions and what the interviewer is looking for.

Table 9-1. Common Interview Questions and What They’re Really About

The Question	What They’re Looking For
“What’s your story?”	•  Why should we hire you? •  Do you have the good judgment to handle this strange question and give me an answer that’s relevant?
“Tell me about your current or past job.”	•  How did that job prepare you for this one?
“What’s your biggest weakness?”	•  Is it a weakness so serious it disqualifies you? •  Are you transparent about areas in which you need to improve? •  Do you strive for continuous improvement?
“Tell me about a time when you failed.”	•  Are you open and honest? •  Do you learn from your failures? •  Do you do everything you can to “save the day”?
“Tell me about your best boss ever.”	•  Do you value a boss who makes you stretch and grow, or one who’s just easy? •  Have you worked well with past managers?
“Tell me about a difficult person you had to work with.”	•  Are you able to work well with everyone? •  Are you fair and nonjudgmental, or do you get caught up in complaining? •  Can you answer this sensitive question discreetly, without damaging someone else’s reputation (or your own)?
“Are you having other interviews?”	•  Are you about to take another job? •  Are we wasting our time interviewing you?
“Where do you see yourself in five years?”	•  If we hire you, will you stay a reasonable amount of time? •  Will you grow and take on more responsibility? •  Are you realistic and patient about seeking advancement?
“Who are our competitors?”	•  Do you understand our market position and our challenges? •  Are you interested enough to try to find out?
“How would you describe the color yellow to a blind person?”	•  Can you show us you’re comfortable with ambiguity and unexpected challenges? •  Can you demonstrate certain soft skills relevant to this job (e.g., creativity, intuition, and communication skills)?

Impress by Asking Good Questions

Acing an interview is not just about giving the right answers. Asking the right questions is crucial. Good questions show that you’re seriously interested in the job, and that you’re already thinking ahead about how to do it well. Failing to ask questions will make you seem uninterested.

It’s important to prepare 10 or 12 questions for the end of the interview. You won’t actually ask that many, but you need plenty because some may have already been answered by that point.

The end of the interview isn’t the only time to ask questions. Asking questions early can arm you with information that helps you sell your skills, because the more you know about the employer’s needs, goals, and activities, the better you can target your message.

Think about this. A good question:

•  shows good communication skills and a sense of appropriateness

•  focuses on the work, not the pay: until the company has made you an offer, never ask about compensation, benefits, flextime, or perks

•  shows that you’ve done your homework: the best questions are grounded in the research you’ve done on the company. For example, “I’ve read articles about your company’s new push for online self-service. How is that affecting this department?”

Any of the following questions could be customized and improved by referring to what you already know:

•  What are the most important aspects of this role?

•  Can you describe a typical day in this role?

•  What are the goals and priorities for this role?

•  Is this a new position?

•  If not, what happened to the person who was previously in the job?

•  What changes are ahead for this company in the coming year, and in the next few years?

•  What are the greatest strengths and weaknesses of this company?

•  What do you love about working here? Why have you stayed at this company?

•  What do you find frustrating about working here?

•  How would you describe the company culture, and how is it evolving?

These questions are good to ask a recruiter:

•  What is the name and title of the person I would be reporting to in this role?

•  What kind of person works best with him or her?

•  What’s the next step after our conversation today?

These questions are appropriate to ask the hiring manager (your prospective boss):

•  What are your goals for this role? If I were successful, what would that look like?

•  What are the top priorities for this role in the first 60 days?

•  How does upper management view the role and the impact of this department?

•  What training, development, and recognition have your reports received in the past year?

•  What is your management style?

You could ask these questions to members of senior management:

•  How does this department contribute to the growth of the company?

•  How do you see this department’s role changing as the company grows?

•  How is this company looking to evolve so it continues to compete effectively?

•  How could a person in this role support that evolution?

We’ve looked at how to answer questions and how to ask them, but only in terms of words. Now let’s look at the important dimension beyond the verbal.

Nonverbal Communication and “Chemistry”

Employers don’t make hiring decisions on a purely rational basis. A lot of it comes down to gut feelings, and nonverbal communication has a big influence. Some experts say two-thirds of communication is nonverbal. So, what do you need to do to make sure you’re giving off the right vibes? Get feedback on your nonverbals.

Your first step is to look in a mirror or videotape yourself while you practice. This way you can see what you look like and gain some perspective. However you also need an outside perspective, so ask a friend or coach to do mock interviews with you. Ask for critique about not just what you said, but the overall impression you give. How was your handshake, smile and other facial expressions, eye contact, posture, movement, tone of voice, and appearance? What did you do well and what could use improvement?

Much has been written about body language—more than will fit into this chapter—so for now, let’s look at some of the most important points.

First Things First

The interviewer’s first in-person impression of you is likely to involve a smile, eye contact, and a handshake. When you are practicing, give special attention to these actions. Ask a friend for feedback.

Mind Your Posture

In most cases good posture means sitting up straight and leaning forward slightly, with both feet on the floor or with your legs crossed all the way; avoid resting your ankle on your knee, which looks too casual. Your hands can be in your lap, or sometimes gesturing. But don’t cross your arms because it can make you seem standoffish; you want to look open and receptive.

Say the Interviewer’s Name

Most people like to hear their own name, so use it when shaking hands at the beginning and end of the interview, and maybe once or twice in between.

Should you say “John” or “Mr. Jones”? The etiquette on this is changing, and not everyone agrees on it. One common view is that it’s best to follow the interviewer’s cues: If she calls you by your first name, reply in the same way. Other experts say it’s better to address the interviewer formally until they specifically invite you to use their first name. Use the approach that seems to fit your particular situation.

Dress to Impress

What to wear depends on many factors—the role, the industry, and the company. As a general rule, dress one level higher than the way you would dress on the job.

If the workplace is casual (jeans, T-shirts, athletic shoes), come to the interview in business casual: dress slacks, a skirt or a dress, an open-collared shirt, semi-dress shoes, and maybe a blazer. If business casual is the standard workplace attire, wear a suit—preferably blue or gray, closed-toe dress shoes, and if you’re a man put on a tie. If you’ll be wearing a suit every day, you can’t get much dressier than that. Wear a suit.

Etiquette

An interview is more formal than most day-to-day situations, so watch your manners even before you walk into the building and as you reach your car afterward. Here are some things you may not have thought of:

•  Wait to be offered a seat before sitting down, or at least wait until the others have taken their seats.

•  If offered a beverage other than water, it may best to politely decline. This is considerate to your host. Also, nervous people are more accident-prone, and you don’t want to risk spilling coffee on yourself or your host’s furniture! Water is simpler and safer.

•  Don’t place personal items—briefcase, water bottle, and so forth—on the interview table. Instead, put them under your chair or on an empty chair next to you. You may place a portfolio or notepad and pen on the table if you bring one.

•  Don’t just turn off your cell phone—put it out of sight.

•  As of this writing, it is still inadvisable to take notes on an electronic device at an interview.

•  When leaving the interview, if possible, stop in the outer office and thank the person who greeted you when you arrived.

Interview Formats: Know How to Ace Them All

Not every job interview is a one-on-one, question-and-answer session. There are many interview formats, and each has its own challenges and opportunities. Reduce the “surprise factor” by knowing how to succeed in any format.

Phone Screening

A phone screening can be a little like a “pop quiz”—it may arrive out of the blue. So as soon as you’ve sent in your resume, get ready. Keep all job announcements you’ve applied to readily available, along with your cover letters and resumes. When a recruiter calls and says he’s calling about X company, you don’t want to be struggling to remember, “Which job was that? What did I tell them about myself?” Having these materials handy helps keep you prepared.

The recruiter may subtly pressure you to “talk for a few minutes right now” even though it’s not a good time for you. Asking to reschedule may put you at a disadvantage, because a busy recruiter may simply move on to other candidates. However, if it really is a bad time, it may be better to ask, “Is there another time we can talk today?” rather than do a poor interview because you’re distracted.

In any phone interview, your tone of voice is crucial. Make a point of smiling, which can be heard in your voice, and stand up, which makes your voice sound more energetic.

One-on-One, Face-to-Face

This type of interview is familiar to most of us. Typically longer than a phone screening, an in-person interview may be a half hour, an hour, or longer. (A lengthy interview is often a good sign!)

Did you know that being more than 15 minutes early to an in-person interview can actually make a bad impression? It’s smart to get to the interview location well in advance to ensure you won’t be late, but wait in a coffee shop or in your car until 10 to 15 minutes before the scheduled time. Use this extra time to review your notes about the job, the people, and what you plan to say. You can also do your relaxation exercises and visualize a successful interview.

When you go inside, pay attention for clues about the company culture and what it’s like working there. Be friendly, but not too chatty, with the receptionist and whoever else you encounter.

Panel Interview

Panel interviews are usually intended to standardize the interviewing process, so they are firmly structured. Often, several interviewers are lined up across from you, taking turns asking prepared questions. The situation may feel artificial and not very comfortable, but look at it this way: The interviewers probably don’t enjoy it either. Let that thought give you a feeling of empathy toward them. Try to be gracious and put them at ease, and you may end up making yourself feel more relaxed as well.

As you answer the interview questions, include all the interviewers in your gaze and body language—not just the person who asked the question. And don’t only focus on the friendly people; the grumpy one needs to be convinced, too.

If note taking is allowed, write down the name and role of each person present. Arrange the names on your notepad in the same way the people are arranged in the room—Kyle on the left, Lisa on the right—this will help you remember who is who. If possible, exchange business cards.

Group Interview

The term group interview can mean different things, but here we’ll focus on a process in which multiple candidates interact together in a round-table discussion or small-group exercise. This format allows interviewers to observe interpersonal skills such as teamwork, leadership, and helping to facilitate the stated goals of the exercise.

It’s a balancing act: Demonstrate your skills without taking over, and collaborate with people who may also be your competitors as you might do on the job if you were competing with teammates for a promotion while still working together for a common goal.

Behavioral Interview

Behavioral interview questions generally start with language such as “tell me about a time when” and require you to tell a specific story from your experience. Some interviewers rely heavily on such questions. The theory behind behavioral interviewing is that your behavior and performance in the past is the best predictor of how you’ll perform if hired. So, as stated earlier in this chapter, it’s important to develop a list of success stories that you can draw from to answer these questions.

Sequential or All-Day Interviews

It is increasingly common to have multiple interviews for a single position, and when they’re crammed into one day it can be a bit mind-boggling. It is important to fight the fatigue! You may want to bring along a bottle of tea or a snack such as a protein bar.

In each interview, vary the stories and examples you tell because interviewers may compare notes later. If possible, take a few notes after each interview, before it all begins to blur together. This will help you write smart follow-up messages later.

Meal Interview

A meal with your prospective boss and teammates may not be called an interview, but it can have the same effect on your candidacy, so prepare. Plan your order in advance to save time. Order a very light meal so you can concentrate on communicating rather than eating. Avoid alcoholic beverages, even if the boss is drinking. Keep your phone off and out of sight. Be polite to restaurant staff.

Should you socialize or get down to business? Follow the lead of your host. One good conversation strategy is to ask the others what they enjoy most about their work and the company. Relax, but don’t be caught off guard and be on your best behavior as to conversational topics and table manners—even if the boss is less correct!

Testing

Various types of tests may be given at interviews, including aptitude tests, which could involve anything from basic skills of reading, writing, or math to computer or technical skills, as well as behavioral or personality tests.

It’s best to be honest in personality tests because they are designed to spot dishonesty. However, it may be helpful to take practice tests in advance. The Dummies website (www.dummies.com) is a great resource for practice personality tests. Chapter 10 covers pre-employment testing in great detail, so review it for more guidance on this topic.

Case Interview

Case interviews are a specific type of testing. In a case interview, candidates are given a situation or problem similar to one they would face on the job and asked to resolve it. Many webpages and books have been written on this type of interview, and this chapter cannot begin to cover the subject.

If invited to this type of interview, plan to spend many hours preparing for it, over a period of many days if possible. You can read more about case interviews on websites such as www.LiveCareers.com and www.Vault.com.

Presentation-Facilitation Interview

You may be asked to develop and give a presentation, either on a topic of your choice or one selected by the interviewer. If your work involves training, you may be asked to facilitate a short workshop. Others within the company may join as an audience or active participants.

Of course you need to demonstrate your knowledge, but strive to make it enjoyable for others as well. Make it interesting and encourage comments and interaction. Use appropriate humor to put people at ease.

Video Interviews

Although many employers use video interviewing, few people really enjoy the process. Even the interviewers are likely to be uncomfortable. If you can make the experience feel more natural, engaging, and enjoyable for all concerned, you will stand out and make a good impression. Video interviews may be either two-way calls or asynchronous. Two-way calls happen in real time, typically through platforms such as Skype or Google Hangouts. In an asynchronous interview, you’re not interacting with an interviewer in real time; instead, you are sent a list of questions and record your responses.

You should familiarize yourself with the technology. Test it out in advance if possible, and make sure you understand what to do before you start. It is also important to make sure your face is well lit. Look at yourself through your computer’s Photo Booth or Crazy Cam application, through a camera, or even in a mirror, to see how your face is lit. Then adjust the lighting in the room as necessary.

Make sure you’re looking directly into the camera because this creates the effect of eye contact. If the camera isn’t at eye level, adjust its position. If you’re using a laptop, put a box or books under it to raise it.

To really master digital interviewing, refer to Paul Bailo’s book, The Essential Digital Interview Handbook: Lights, Camera, Interview: Tips for Skype, Google Hangout, GoToMeeting, and More.

“Wow Factor” Extras

Whatever type of interview you’re participating in, consider demonstrating that you’re the kind of employee who goes above and beyond by sharing something extra, such as a portfolio, PowerPoint presentation, or a 30-60-90-day plan showing how you will create value if hired.

Your portfolio could include work samples, summaries of projects, graphs and other visual aids, letters of recommendation, copies of certificates or recognitions, transcripts, or highly favorable performance evaluations, as well as your resume and references.

If you’ve prepared a presentation to show on a computer, make sure it can be simply and instantly displayed on your laptop or tablet without any need for additional equipment or setup.

If you bring a 30-60-90-day plan, make sure it is customized to the specific job and company, thoroughly researched, and brief—no more than four pages.

Know that some interviewers may not want to look at these extra items, so try to find out in advance whether they’re welcome. Whatever you bring, choose the right moment to use it. A good time might be when the employer has asked a question related to the items you’ve brought.

Closing the Interview

You’ve marketed your skills impressively from the first handshake to the last question and the interviewer is wrapping it up. You’re done, right? Not quite. Remember, you want to be remembered as the best person for the job—and in addition to first impressions, final impressions are memorable as well. So it is important to reiterate your key selling points and your interest in the job.

Remember Claudia, the instructional designer from earlier in this chapter? Here’s what her closing statement sounded like:

Assuming they don’t hire Claudia on the spot, she should then ask about next steps, including whether it would be okay to call on such-and-such day to follow up.

Follow Up Right—Not by Rote

Most candidates send a brief thank you note after an interview. But if you want to stand out, make sure your follow-up communications reinforce the reasons why you’re the right person for the job. The purposes of the follow-up thank you note are to:

•  Express appreciation.

•  Reiterate your strong interest in the position.

•  Remind the employer of your key selling points.

•  Add a bit more information—another accomplishment, for example—or to correct a misimpression.

Should you send a handwritten note, an email, or a typed letter? Each has its advantages, and the impact depends on your industry. A handwritten note could seem old-fashioned in some industries, but could be a good way to stand out in others. Whatever form it takes, make sure your message arrives soon, preferably by the next business day.

Then stay on their radar screen. Additional written messages, or possibly a phone call, can help demonstrate that you’re highly motivated and assertive. Take a helpful tone—“I wanted to see whether you need any additional information”—rather than asking whether they’ve made a decision.

Checklist: What to Bring to the Interview

As we approach the end of this chapter, you’ve probably noticed that there is a lot to remember about interviewing. Use this checklist to keep track of your logistics on the big day. Add or delete items to adapt the list to your own unique situation.

•  Pen and notepad

•  List of questions you want to ask

•  Copies of your resume and cover letter

•  Copies of up to three letters of recommendation

•  Notes to review beforehand (for example, SOAR stories, talking points in response to common questions)

•  Job posting, names of people you’ll meet, any other details you have about the interview

•  Master application to copy information from

•  Carrying case (folder or briefcase)

•  Address, directions (including an alternate route), and a map (paper or app)

•  Cash for alternate transportation, just in case

•  Plan B for wardrobe malfunction (spare tie, safety pin, spare nylons, makeup)

•  Cell phone, off

•  Optional: Portfolio, presentation, or 30-60-90-day plan.

Summary

Acing the interview is not simple; in any type of interview—from the shortest phone screening to an all-day interview on-site—there are many opportunities to answer the unspoken question, “Why should we hire you?”

You can demonstrate you’re the one to hire by:

•  initiating rapport with a firm handshake, eye contact, and a smile

•  memorably communicating your key selling points right from the start

•  effectively telling SOAR stories so the employer can easily visualize the skillful way you do your work

•  nailing every detail, from appropriate clothing to what you brought (and didn’t bring) with you

•  marrying authenticity with strategy to sell your skills with every answer.

Successfully interviewing takes work. Reading this chapter was a great start, and now comes the most important part: Go through it again and act on every tip that applies to you. Plan and practice like the smart, hard-working professional you are! Because most candidates don’t prepare enough, you will stand out and be remembered. Get ready for a job offer!