More on Interviews.. the First Critical Minutes

According to Sherkin, the most critical factors we must keep in mind during the first few critical minutes of an introduction are:

• Messages are sent out consciously and unconsciously.

• Immediate judgments are made-- sometimes even before you open your mouth re: your background e.g. cultural, religious, sociopolitical status, psychological wellbeing, job status, economic status,, birth location/country of origin, various countries lived in and current geographic status, etc..

• “Communication Key Tells” are always the major non -communicative events. They are the interpersonal signs that you give out more often than you ever thought possible.

Interview strategies

More tips for developing rapport and building blocks for success in interviews.

Timing is critical in the introduction of the interview- it starts/ begins with (and your chance can be lost right there by their first impression of you), simply by failing to ignite a spark of dynamic interactivity between you and the interviewer.

Pay attention to what takes place in the dialogue. I recommend you get to know their agenda- do your research about them before introductions happen re: their interests. Google them first to research their involvement in the business sector/ industry, community involvements, achievements, publications written, etc… and familiarize yourself with them so you can bring these topics up in the discussion at the appropriate time.

In your interview, try to get a sense of the person regarding how they make you feel and how you make them feel. I suggest you “read them”- conduct an emotional read- to see if they are they engaged in your PAR ( Problem ,Action taken and Results achieved stories)or SAR (Situation, Action and Result stories)-- the telling of your success examples/ accomplishments. Try to determine what their reaction was – by their body language, facial expression, and tone of voice.

Interview Strategies and Introductions…. The First Few Critical Minutes..

I recently attended a seminar re: persuasive communication skills for business owners with Suzanne Sherkin, CPO Highborn Communications on”The Power of Presence” and came away with some lasting thoughts. I believe that introductions, especially in interviews, are like first dates in their dynamics, because snap judgments are made in the first few minutes of the encounter. Here of some of my lasting thoughts:

1- Practice and hone your personal technique to encourage the colleague or interviewer to listen- encourage them to listen empathically by engaging their hearts in your dialogue with them
2- People will remember how you make them feel- not what you say…Treat them like they are the most special person in the world- like they are the CEO of the company. Try to honor and respect them in a genuine and caring way.
3- Focus on how you will pay attention to what the real needs of the company/organization are and communicate acknowledgement of these needs. This is the first step in creating /building a vital relationship.
4- Timing is critical in the introduction of the interview- it starts/ begins with (and your chance can be lost right there by their first impression of you), simply by failing to ignite a spark of dynamic interactivity between you and the interviewer.


More lasting thoughts to come in the next post....

The Key to Achieving Your Life and Career Goals

The key to achieving your life and career goals is knowing yourself – what works for You and what is your authentic heart print.

Each of us knows within our heart what we are good at/ what we have a natural inclination for.

Find out what your strengths are and flow with them.

Follow the energy within you when you are doing something you love and let it take its natural course, along with the help of a well-researched action plan, and you are on your way to achieving those goals!

Recommended books on this subject:

1-Now, Discover Your Strengths by Marcus Buckingham and Donald Clifton (2001).

I particularly recommend the book "Now, Discover Your Strengths" , because it provides an on-line code for the Strengthfinder- an assessment of your strengths/ potential talents.

You can also go to www.authentichappiness.com for a complimentary self-assessment.

2- Go Put Your Strengths to Work by Marcus Buckingham (2007)

3- Do What You Are : Discover the Perfect Career for You Through the Secrets of Personality Type--Revised and Updated Edition Featuring E-careers for the 21st Century (Paperback) by Paul D. Tieger and Barbara Barron-Tieger (2001)http://www.amazon.com/What-You-Are-Personality-Type-Revised/dp/0316880655

Forms and further suggestions for your Career Plan Operations Manual

To continue with the forms that are an integral part of your Career Plan Operations Manual:

Such forms could include the following content:1. Your personal characteristics, style , life values and learning styles.
2. Analysis of your fit with the organizational culture (i.e. small or large organizations, non-profit or public sector).
3. Your skills' inventory- both professional and functional.
4. List of personal priorities re: what is important in your future workplace.
5. An evaluation of your priorities and obligations- an holistic view of your life that gives you a work/life balance.
6. The perfect employment opportunity for you that outlines the professional and functional skills you like to use.
7. Tools you need for marketing: business cards, executive summary of your resume, one page biography, portfolio, your resume on CD or DVD, a video resume and a strategy for your personal website.
8. A Networking Track Sheet with a list of your contacts and how you are following up.
9. An evaluation sheet of employment opportunities in terms of job content, your fit with the boss, peers and subordinates, and job related factors, i.e. personal development opportunities, travel required, the vision of the organization and its corporate culture, future prospects i.e., opportunities for promotion and direction of the industry, and remuneration, etc..



These forms become the central theme for your templates, for your job proposal, your marketing letters, and so forth.


In general, this manual gives you systems -in -place to pursue and administer your plan in relation to the following: 1). financial goals, 2). marketing goals 3). sales and networking goals, and 4) life goals.

Other tips for creating your Career Operations Manual are the following:

• Construct a dynamic telephone script for cold calling and follow -up system to reap those vital prospects.

• Develop a weekly log re: to see how you spend your time on your career plan and goals.

• Build your support system- talk to people about your career goals. In doing so, you become accountable for your goals. In other words, Buddy up!

• Write out each idea you have to enhance your career goal and place it prominently in view in an appropriate place e.g. on your desk at home. Breakdown your career goal into yearly, weekly and daily goals.

• Fashion a template for correspondence i.e. cover letter, marketing and broadcasting letter that is consistent in style, format and professional and resonates in its appearance with your personal key strengths.

Always remember when you are managing your career as you would a small business, you are continually setting up systems- in -place and building the foundation that will guide your career.

So, don’t hesitate to seek out a career coach who will direct you in the process of fulfilling this vision that will ultimately become your “brand” as “You Inc”.

Copyright © D. A. Wright July 2008 All Rights Reserved

Developing a career plan

The first step/strategy in developing a career plan is to conduct your research before you start , such as information interviews , researching journals, trade magazines, and occupational websites, then integrating this research with an outline of your vision, ethics, beliefs, values, and interests. After this, comes fitting the research in with the market research ( labour market research ) that targets the area(s) that you wish to pursue in your career.

Other strategies could include the following:

1. Develop your vital network ( alumnae, colleagues, previous coworkers, professional associations members, the Rotary Club, cultural and religious organizations, etc..) and expand it to include persons outside your field . These people will in time become a critical part of your career plan.

2. Design a tentative career action plan after a review of your SWOT- Strengths; Weaknesses, Opportunities and Threats as they do in business. Get feedback from friends, family, colleagues, people in your field ( those you can trust and who you hold in high esteem) so you have a balanced, realistic viewpoint .

The career plan that evolves from these steps becomes in actuality part of your career operations manual. A Career Plan Operations Manual is defined as a logical and systematic method of following up on your ideas and directs you to fulfill your vision.


The manual -essentially the breakdown of this career plan- is created with the help of a Career Coach. For example, you can use a software program, i.e. MS Access, MS Outlook, and contact management software to develop forms and checklists that will become the core ingredients for attaining and evaluating your goals. These software programs can help you streamline your plan that is based on your original vision.


I will provide more structure for this career operations manual in the coming weeks.

Welcome to my world of communications and career coaching

Most people do not realize that you need to manage your communications and your career as you would a business, because in the 21st first century you define yourself by what you do and how you get it done- not by your job title. And as such, you need to develop a game plan for your communications and your career as you would a business plan- delineating how you are going to achieve established goals by clearly outlining all the steps involved.

As a Communications and Career Coach, I help people develop a vision for their careers. In time, this vision becomes the basis for a communications and career plan. From this plan , I will work with you to develop systems- in -place to meet the goals evolving from that vision.

The structure of the systems- in- place in turn leads to developing follow-up systems to track, evaluate and improve on this foundation. Then, finally comes the Annual Review and analysis to determine what goals were met and design/ brainstorm new strategies and systems to meet goals that remain unattained.