CHAPTER 7
Powerful Phrases for Successful Follow-Up Interviews
So you’ve made it past the first interview and now you’ve been called back for a second one. You should be congratulated for making it past the initial interview since 90 to 95 percent of the candidates don’t make it that far. But the process is not over by a long shot. Now you have to really step up your game because the competition is tougher, and the hiring authorities want to determine who the best candidate is from among the very good ones.
Job seekers, more often than not, make mistakes in the interviewing process beyond the initial interview. Here are the most critical ones:
They think that that because they have been invited back, they’re going to get hired. This is just another step in the process. Managing the steps at this stage is different from handling the initial interview.
They treat subsequent interviews in the same way that they treated an initial interview. Although the basic presentation is the same, follow-up interviews need to be customized and refined to do them correctly.
They don’t get a clear idea of how many other candidates are being moved to the next step and what their backgrounds are. The competition is now keener. You have to get a really good idea about how many other candidates you are competing against, what their backgrounds are, and how you stack up against them.
They don’t solicit the help of the initial interviewer in “promoting” them to the next step. Talk with the initial interviewing authority to find out everything you can about the subsequent interviews. How many interviews will there be? Who will the interviews be with?
They aren’t clear about how the subsequent interviews might differ from the initial interviews. Ask the initial interviewing authority questions like: “What will be the main focus of the follow-up interviews?” “Beyond what I communicated to you in the initial interview, what more will they want?” “What are the strengths I should highlight or weaknesses I should bolster in the subsequent interviews?” Get the idea? You can’t assume that follow-up interviews will be like the initial interviews.
They don’t research the company, the position, and the people doing the subsequent interviewing in even more depth than for the initial interview. Since you now have a better idea of what the company might want in hiring someone, you should do more in-depth research about the job, those who will be interviewing you, and anything else that might be pertinent.
They don’t expend some kind of “going the extra mile” effort in subsequent interviews. Any kind of activity or effort that will set you apart from the other candidates in subsequent interviews is great. Be prepared to demonstrate your ability to do the job. I encourage candidates to develop thirty-, sixty-, and ninety-day plans as to what they would do in the first ninety days of employment and pass them out in follow-up interviews.
They relax and forget that it’s in subsequent, follow-up interviews where most candidates get eliminated. You must interview better and work harder in follow-up interviews than you did in the initial interviews. This is not the time to take your foot off the gas and start coasting.
They neglect to get the support of the subsequent interviewing authorities. This means asking every interviewing or hiring authority in follow-up interviews if they are going to endorse your being hired. You must ask, “What do I need to do to get the job?” and “Will you support my candidacy over the other candidates?” It is crucial that you get “buy-in” from the people with whom you interview. You want them to support you as a candidate.
They don’t realize how crucial subsequent interviews are. You have to interview better than you did on the initial interviews. I often refer to follow-up interviews as the playoffs. Once you’ve gotten through the initial interview, the competition really heats up. Now you definitely have to bring your A game.
Most candidates simply assume that subsequent interviews beyond the initial interview are going to be just like the initial one. I’ve even had candidates over the years call me after an initial interview and actually say, “Tony, I got the job. They’re having me back for a second and third interview.” They couldn’t miscalculate things any greater.
Candidates often have no idea that the subsequent interviewing process is most likely much more difficult and treacherous than the initial interview. They aren’t ready for the kind of intensity and complication that goes on in the follow-up process. This part of the process is much less predictable and patterned than any other stage in the interviewing process.
WHAT TO EXPECT
You absolutely must be aware that the follow-up interviewing process is going to be very different from what you experienced in the initial interviewing process. You’re going to basically sell yourself in the same way; but there are going to be a greater number of variables in this process than there were in the initial interview. Just be ready and know that it is a brand-new day and a brand-new process; just because you made it past the initial interview, you can take nothing for granted. Be prepared for playoff intensity, because now it’s all on the line just like in the playoffs.
Remember, I stated earlier that the interviewing process is a staged and contrived event. Well, the reason that most organizations involve so many people in the hiring decision is to spread the risk. Yes, you read it right. Corporate America will tell you that the reason so many people interview a candidate for a job is that the more people involved in the decision, the better the decision. Employers say they want to make sure of the candidate’s qualifications: that he or she can do the job, that everybody likes the person, and so forth. But the truth is that no one individual wants to take on the responsibility of making a poor hiring decision and personally have to live with the possibly bad consequences. People in the hiring process are so afraid of making a mistake that if they do, they want other people to share the responsibility for the screw-up.
Now let’s cover power phrases to be used when you get beyond the initial interview.
When the First Interviewer Is Not the Hiring Authority
If your initial interview is conducted by a third party or simply an interviewing authority, and you make it past this person to the second stage of interviewing, you are most likely one of the safest candidates to be interviewed. The interviewer who does not have hiring authority is usually going to screen out far more candidates than are allowed to go forward. This person is going to look for more reasons why a candidate should not be considered than reasons why the candidate should be considered. As I’ve stated before, these people don’t want to look bad.
Once the interviewing authority has told you that you’re going to be promoted to the next step in the process, you need to be sure that you get this person’s support for future interviews within the company. Here is the power phrase to use:
Mr. or Ms._________________________, I really want this job and am convinced that I am the best candidate you could hire. I would like you to help me as much as you can through the interviewing process.
Even if you have to suggest meeting a second time before you go on the subsequent interviews, you want them to share as much information as possible so that you perform well in the rest of the interviewing process. Here are several power phrases you can use:
Based on my experience and the interview with you, do you have any concerns about, first, my ability to do the job, and secondly, my ability to perform well with the other people that I will meet?
Please give me as much information as possible about the next person I would be interviewing with. Who are they? What is their role in the position? How many people will I be interviewing with? Please describe the whole process.
How many other candidates will you be speaking with at the next level of interviews? In your opinion, how do I stack up with the other candidates? What are my strengths? What are my weaknesses?
In your opinion how do I rank with the other candidates. Am I first, second, or third in your opinion?
What has set me apart from the candidates that you did not schedule to move forward?
What in your opinion do I need to do to get the job?
As I go through the interviewing process, I’d like to ask you if you could coach me through it. You obviously have a lot of knowledge of the company and the people in it, and I’d like you to help me. Is there a time when we might meet either in person or on the phone?
When the First Interviewer Is the Hiring Authority
Studies have shown that successful hires are just as likely if only the hiring authority is involved, as opposed to several people. In fact, one study I read documented that in certain industries and professions, it’s actually better to have only one person, the hiring authority who is responsible for the position, involved in the interviewing process. But nobody is ever going to be able to convince corporate America that they are just as well-off when one person does the interviewing and hiring as they are when several people are involved in the process.
This is a much easier situation to deal with than when the first interviewer is not a hiring authority. When the hiring authority does the interviewing, he or she takes on long-term, personal responsibility for the decision. Most of the time, this person is going to be responsible for not only hiring you, but also contributing to your success or lack of it in the job. This person’s reputation is really on the line.
When hiring authorities decide to move candidates up in the interviewing process, they are getting other opinions in order to protect themselves. Since hiring is a personal thing and these people have a personal, vested interest in whoever is successful in getting the job, they are likely to help you as much as they can. So, here are the power phrases you should use:
I’m excited about the opportunity to move along in the interviewing process. Thank you! I really want this job and want to do everything I can to get it. So, could you please explain to me the rest of the hiring process? How many people will be involved? When would you like to make a decision?
Do you have any concerns about my ability to do the job? In your opinion, what are my strengths? What are my weaknesses?
How many other candidates are going beyond the interview that I had with you? How do I stack up with those other candidates? If you were to compare me with the other candidates, how would I rank?
Who are the other people that I will be meeting with? I’d like to do research on them. What is their role in the decision-making process? Individually, what might they like or not like about my background? Can you describe their personalities? What is their relationship with you and the job that I am applying for?
Provided I do well in the next series of interviews, do you have any concerns about my ability to do the job? Will you hire me?
I really want this job, and I would like to go to work for not only the company, but with you personally. Can you help coach me for the people I will speak with during the rest of the interviewing process?
Can you tell me about the people I will be meeting with? Do they have any pet peeves . . . prominent things that they like or don’t like . . . things I need to be concerned about?
Based on our interview, are there any things that I should clarify about my experience or background with the next interviewing authority? Do you think this person will have any concerns about my ability or my experience?
Multiple Interviews
Mark my word, and you better remember this: The more people who are involved in the interviewing process, the more difficult it is going to be to get hired.
I am constantly amazed at the number of interviewing authorities above the hiring authority who have a completely different idea about what kind of candidate should be hired than the initial hiring authority does. You would think that once an organization decided it needed a particular type of individual, all the people involved in the hiring decision would be reading from the same page, and have some consistent idea among them about what kind of person they ought to hire. Unfortunately, most of the time this just isn’t the case.
In the past few years, I’d say the average number of interviews that you’ll go through to get hired is four. But, over the years I have seen as many as ten different interviewing authorities involved in one hiring decision. However, for most professional positions if your initial interview is with a screener, you will interview with four different authorities. It is a good idea if you are called back for a second interview to find out how many interviews there will be in the process by using the power phrases mentioned previously.
Time Is Your Enemy
The longer the interviewing process takes, and the more people who are involved in it, the less likely it is that you, or anyone else for that matter, will get hired. There is no normal time period that is standard for the interviewing process. I have experienced interviewing/hiring processes that took fifteen minutes, and I have experienced ones that took eighteen months; and some that got started but then ended with no one being hired.
One of the issues you’re going to have to deal with in the interviewing process is the paradox of urgency. The paradox of urgency states that every interviewing and hiring authority absolutely, unequivocally, urgently has to fill his or her position . . . someday. Most interviewing or hiring authorities whom you interview with will act as though filling the position you are interviewing for is the most important thing they can be doing; that it is their number-one priority; and that they are going to set everything aside until they’re successful at finding the perfect candidate. But it just isn’t so.
SUCCESS PLANS FOR FOLLOW-UP INTERVIEWS
The strategy for follow-up interviews is not far off from the strategy that you used in the initial interview. To a certain extent, you’re going to do exactly what you did in the initial interview with a couple of added steps to give you the advantage. Again, the process is simple, but most people don’t think to do it.
When you get to interviews beyond the initial interview, you will basically give the same kind of presentation about yourself that you gave to the person that did the initial interview. You will want to take into account everything you learned about the next people that you are interviewing with: their likes, dislikes, and concerns. In a way, you will want to customize your presentation based on what you learned about them from the previous interviewer. It is not easy, but it is simple enough.
Whether you have just one interview beyond the initial interview or nine interviews, you need to gain as much information as you possibly can about the people that you are interviewing with. The best way to do that is to pick the brain of each individual interviewer before you go to the next level. Find out as much information about subsequent interviewers as you possibly can. Ask about their professional life, their personal life, their family, their hobbies, their personal likes or dislikes—whatever the initial interviewer is willing to share. You never know what even minor detail you might have in common with the next interviewing authority that will set you apart from the other candidates.
Remember. You’re going to give the same basic presentation about yourself to everyone you interview with. You’re going to treat them just exactly the same way as you did the initial interview authority. As you wind down the interview, you use these power phrases:
Thank you for meeting with me. I really appreciate the opportunity. Please tell me how I stack up with the other candidates you have interviewed.
Do you have any concerns about my ability to do the job you are hiring for?
Have I made my experience and ability clear to you?
How do I stack up with the other candidates that you have interviewed?
What do I need to do to get the job?
In sales terminology, you are “closing” the sale. You are doing everything you can to get the support of the person that you are interviewing with. No matter how many second, third, fourth, and fifth interviewing authorities beyond the initial interview you speak with, they are going to have a say in your being hired. Don’t be duped by any of them saying to you, “Well, I’m really not important in the hiring decision. They asked me to interview you as a courtesy.” Don’t buy it! If the people you’re speaking with couldn’t say no and eliminate you as a candidate, they wouldn’t be interviewing you.
Now, after you ask this last question, don’t be surprised if the interviewing authority says something like, “Well, I’m really leaving the decision up to the direct hiring manager. So, I will get with him or her and give my input.”
If you hear this kind of thing—and it’s likely you will—you have to use this power phrase:
Mr. or Ms._______________, it is obvious that your opinion means something, or I wouldn’t be interviewing with you. From what I understand you are highly respected in the organization. Do I have your support? Are you going to tell Mr. or Ms. _______________ to hire me?”
This is a phenomenally powerful phrase. It is aggressive, direct, and to the point. The interviewing authority may very well try to beg off by saying something like, “Well, it really isn’t my decision.” If you hear something like this, you need to use this power phrase:
I understand your position, but it’s important for me to know that I have your support and your vote. I’m sure the hiring authority will ask your opinion, and I need to know I have your support.”
I can’t emphasize enough how important it is for you to use this line of questioning. I also can’t tell you, unfortunately, how many candidates over the years, to whom I have taught these power phrases, can’t quite bring themselves to use them. Because they fear rejection, they don’t use them and give me the namby-pamby excuse, “Well, it just didn’t seem appropriate.” Or something like, “It just didn’t seem like the right time to say that.” What this tells me is they didn’t have the courage to ask the cold, hard question: “Are you going to hire me?”
The higher up the management chain you interview, the more this kind of respectful bluntness will be appreciated. Decision makers love it when candidates use these kinds of qualifying phrases. In fact, don’t be surprised if the interviewing authority smiles and says something like, “You are the only candidate I’ve interviewed so far that has asked me these questions. I appreciate your courage.”
Even if you don’t get the answer of, “Yes, I will support you,” you will definitely be remembered by the interviewing authority. This kind of courage is the kind of thing that decisive hiring managers really appreciate. And they don’t hear it very often.
Don’t forget to write thank-you e-mails to these interviewing authorities in the same way you did with the initial interviewing authorities. Reiterate why you were a great candidate and a few reasons as to why they want to hire you. Be specific; don’t write something vague like this: “I am a qualified candidate. This is an excellent opportunity for both your firm as well as myself. I would do a great job. I would appreciate your vote and your support.”
Many people get to a second, third, or fourth interview and think that since they have gotten this far, they have a lock on the job offer. They relax in their intensity, alter their presentation, and basically quit selling, thinking it’s a done deal. This is a terrible mistake!
At each succeeding interview, you should present yourself in exactly the same manner as you did with the initial interview. If your system is working, don’t mess with it. You should only alter your technique based on what the immediate interviewer might tell you about the next interviewer.
If the initial and subsequent interviewing authorities make suggestions about your presentation, make sure you alter your presentation to incorporate their ideas. Keep in mind that if interviewing authorities promote you to the next stage of the interviewing process, they have at least stated that you might be a viable candidate. If you ask the right questions as I have suggested, you’ll not only get their support, but you will get their input and suggestions on how you might be able to interview successfully up the ladder.
Once you have completed each subsequent interview, follow up with e-mails, letters, and phone calls, if appropriate. I would not recommend calling an interviewing authority whose job is to simply “gut check” or provide another opinion in the interviewing process unless you bonded with him really well. You do want to phone the actual hiring authority and ask him or her about the decision. The more aggressive and assertive you are about selling yourself and closing on being the candidate who should be hired, the better off you are. You can be pushy, assertive, and confident without being obnoxious. Follow your gut, but don’t be afraid you will lose the opportunity because you are too aggressive.