The New Interview Controlling your Story

Dear Candidate,

It may surprise you but 90% of our clients tell us the following:

The candidate never expressed a passionate interest in our project.  The candidate did not share relevant examples of their strategic thinking, brand development opportunities and leadership in driving a brand forward.

When we then ask:  “What did they talk about?”   They say they talked about their resume.  I read it before and I knew it.  I would have much preferred they made parallels, cited examples, etc., which showed they understood our, and my, needs.  

When I asked, why are you here?  They said the recruiter asked me to meet you.  That is not what they wanted/needed to hear.  They want to hear, I am here because I have admired your company, like what I see you doing and want to be part of the success of this brand.  Cite the skills you bring and why you think you feel you can help them to achieve their goals.  Everyone wants to be wanted. 

The key is to engage in a conversation, not a selling pitch of what you have done and what you will do for them. It should be seamless, and your presentation of your brand, yourself, should be interesting, lively, and compelling, but always a dialogue not a monologue.

Hopefully you have visited the stores, gone online, looked at all points of distribution. You should have a well-developed idea to discuss about where the ‘white space’ exists in today’s brave new world.  It is old and it is tired, but everyone at Nike knows how ‘just do it’ translates into their function and role.

Please be a good listener, be yourself, but be enough self aware to realize the company has a challenge and is looking for someone who seems to ‘get it’ and will be another pillar to build the business upon.

On a last issue where candidates fall apart is not being successful in a role or a company.  Blaming the CEO, the owner, the team, the company culture, the investors, is counterproductive.

 It is best to just say in hindsight what I should have, could have or would have done was understand _____________    I have learned from this experience and this disappointment. It has made me more clear on the drivers, the key issues, and the leadership required for successful brand renovation and growth.

You will find your own way to say it, but it should be a small part and not a big part.  Avoiding the subject makes it a big part.  Far too many people, obsess and speak defensively way too long about what didn’t work rather than what has been learned and why I am right for this new opportunity.

Show imagination, creativity and strategic thinking in leading a team, in driving a business.  We all want to work with smart, interesting, passionate people who open our world to new possibilities! PUT YOURSELF in his shoes and see if what you bring will satisfy his needs.

Kate Benson

Founding managing director

Martens $& Heads!, nyc

www.MaxineMartens.com