Strategy
Interviewing is truly an art, but if you master certain "basics" you will master the process. We start by helping you to understand the "goals" of each participant, i.e, yours and the company's. The goal of the interview (from the company's perspective) is to determine if you have the experience and skills to solve their business problems. At the executive level, they do not want to take a chance with a "rookie", someone who has not "been there". They want experience.

What then is the goal of the interview from your perspective? Simple: you must use your time wisely in describing career accomplishments that will give the interviewing team the "comfort level" that you can do the job. Your goal is to cite "career accomplishments" that are very close or similar to the business problems at hand. In other words, help them to realize that you have already solved business problems similar to theirs. If you do this, if the chemistry is good, if your references "check", you will be on your way to landing the position.

Let's look at the issue from a different perspective. What constitutes an unsuccessful interview? When executives have an "unsuccessful interview", in most instances, it has nothing to do with whether or not you were "qualified". You were qualified (otherwise you would not have been interviewing in the first place). The executive simply did not spend enough time talking about the aspects of his or her background that were relevant to the company's business problem at hand. Consequently, the interviewing committee never reached a "comfort level" that their business problems can be "solved" by this person.

How do you avoid this? First, you must understand the most crucial aspects of the business problem. How do you do this? Ask questions! Once you understand the business problem, then, and only then, can you talk about the aspects of your skill set that are relevant to these business problems.

Tactics
First, a few thoughts about the candidate asking questions during the interview. Most people are of the opinion that the interviewer should ask the questions and the interviewee should answer; that a successful interview is determined by how well you answered the questions. Not true, especially at the executive level. You qualify yourself by way of the questions you ask, not the answers you give.

Why? Asking questions shows that you are prepared, interested, knowlegeable and that you have a true understanding of what it takes to succeed. In short, the person asking the questions (not giving the answers) is in control of the interview. How do we apply this concept to the interview?

• Step 1 - With each person with whom you interview, you begin the interview with some "ice breakers" i.e., the weather, the ease or difficulty you experienced why traveling to the company, sports, etc. You then make what we call a "summary statement", in which you summarize the position requirements in your own words. You then ask the interviewer "Am I on target?", "Is this an accurate description of the opportunity?" The interviewer might reply "Yes, but let me add the following..." or "Let me emphasize this a bit more..." By asking a question, you have forced the interviewer to reply. He or she is then providing you with more and more information about the most critical aspects of the position, i.e., their "hot buttons".
• Step 2 - Still not confident that you know enough relevant factors? Ask another question! When you are finally satisfied that you understand the most important aspects of the position, you can start to make "connections" between your skills and career accomplishments and the skills and experiences necessary to get the job done. You will use your 50-60 minutes of interview time in a most effective, efficient manner. You will spend as great a portion of the interview talking about your most relevant career accomplishments.

  How do you know they were the most relevant factors? Because the interviewer told you so! And why did he or she tell you? Because you asked! You asked questions. Contrast this with a "bad" interview. You simply went into the interview intent on talking about the career accomplishments and skills you are most proud of. You assumed that they were relevant to the position. The interviewer just let you talk and talk. (It's been estimated that the person "in charge" of the interview does only 20% of the talking and the interviewee 80%). You talk and talk and talk and you say to yourself "That was a great interview. I told them a lot about myself". Yes, you did, but why are they not convinced that you can do the job? Because you didn't address their "hot buttons". You assumed that you knew what they were. That's why you kept talking. The solution? Make a summary statement, and ask questions!

• Step 3 - You've made your summary statement, you've asked your questions. You're confident that you understand the "hot buttons". Now what? How do you convince the interviewer that you can solve their business problems? By relating only the skills and accomplishments that are most relevant to the position. It's not that the other parts of your career aren't important, it's just that they aren't relevant.

  For instance, if one of the critical parts of the position is organizing and implementing marketing programs for a channel sales force, don't talk about the great marketing program that you implemented for a direct sales force two companies ago. Again, it's not that it isn't important, it's just not relevant to this position. In the end, the interviewer will think "That's great. But can you to the same for our sales force?" You get the idea.

  Try to cite as many accomplishments as possible. What is an accomplishment? Our definition: A solution to a business problem that you thought of and implemented, and, whenever possible, you can quantify the results. Talk about the scope of the position i.e., how big was your staff, how large of a budget? What were some of the critical factors that you considered when making certain decisions? But most importantly, talk about the results. Winners produce results.

• Step 4 - With each succeeding interview, you employ the same procedure. Make a summary statement based on the information you learned from the preceding interviews. "Well, I've met with Mary, Tom and Joan. Here's what I've learned about the position from them. What do you think? Am I on target?" The result: you will uncover each interviewer's "hot buttons." Respond accordingly.
• Step 5 - If you feel that the interview has gone well and that your skill set and career interests are a good fit, let them know! Never allow a company to wonder "Is he interested?"
• Step 6 - Follow up. Always thank the company for the interview in written form. Email is ok, but a letter shows real class. In this letter, do not "beg" for the job. Thank them for the interview, express that, based on the requirements for the job, that your skills are a good fit; that you are looking forward to continuing the interview process; and, finally, that you are looking forward to a positive outcome.
• Step 7 - What if I am asked about salary requirements? Defer talking about this. Simply state, "I believe that it is too early in the process to talk about compensation, but when the time is right, I am sure that we will work things out."