The Leap to Clinch the Job Offer

You are approaching pay dirt. Assuming the job interests you and you interest the employer, it's time to sharpen your focus on the endgame.

I'm Sorry, but ……..

The closer the employer gets to making an offer, the more prominent his or her doubts will become.



An objection is not a rejection; it's simply an obstacle to overcome. Unfortunately, objections can momentarily knock the wind out of your sails, weakening your will to continue. You may say to yourself: "I didn't want that job anyway!"

A negative reaction to a valid objection can create a self-fulfilling prophecy: You get discouraged and lose interest, the employer then loses interest, and momentum is lost. The best approach to an objection is to hear it as an indication that you're under consideration.

Objections reflect the "I'd like to hire you, but . . ." phase. Realize that what is before the "but"--"I'd like to hire you"--is as important as what follows it. In your mind's ear change the interviewer's but to and: "I'd like to hire you and you don't have the degree we're looking for." If you drop the negative connotation of the word but and replace it with the positive power of and, you will be in a better position to make the necessary leap to get the offer.

• Anticipate objections. Write them down. "I'd like to hire you, but (and) ..." Rehearse until you're comfortable with your rebuttal.
  
  
• When you hear an objection, acknowledge the speaker's concerns. For example: Employer: (I'd like to hire you, but ...) ''We're not hiring right now? You: "I can understand that, given the economy..."
  
  
• After you've acknowledged the validity of the objection, offer a way to overcome it. "On the other hand, I have some unique capabilities and could make an immediate contribution to your marketing."
  
  
• Push for a decision. "I'm available now, but not indefinitely. I think if we got together soon, the benefits would show up in a few months. Would it be possible to make a decision in the next week?"

1. We've received many top-notch candidates for this job and it will take some time to sort through them.
   
   
2. We'll get back to you.
   
   
3. You don't have the kind of experience we're looking for.
   
   
4. Unfortunately, we need someone with a degree in….for this job.
   
   
5. You're overqualified.
   
   
6. We've had a change of plans and are going to postpone hiring.

1. We've received many top-notch candidates for this job and it will take some time to sort through them, Suggestion: Try "Congratulations! The job deserves a top-notch candidate and I see why many are attracted to it. I offer some unique qualities and also need to come to my own decision shortly. Perhaps it would be useful to meet and start a conversation, so we'd be prepared to move quickly."

2. We'll get back to you. Suggestion: Try to obtain a commitment to the next step. "I appreciate the time it takes to make decisions. Do you think my qualifications will satisfy your needs?'' If so, "Can we schedule the next meeting now?" or "Who is the next person I need to meet to get closer to a final decision?'' If your qualifications do not satisfy, you might ask: "What would I have to show you to enhance my standing?"

3. You don't have the kind of experience we're looking for. Suggestion: "I can understand why you'd want someone with direct experience in …..On the other hand, my experience, particularly since it is nontraditional, would provide beneficial new perspectives in today's fast-changing climate."

4. Unfortunately, we need someone with a degree in….for this job. Suggestion: This is similar to objections about not having the "right" experience. You need to understand why a company is looking for a particular degree or background. You might ask: "Would it be possible to hire a good person who doesn't have the exact degree and train him to do the job your way?" Help the company rethink the job and consider alternatives.

5. You're overqualified. Suggestion: This is one of the more difficult objections to understand. It usually reflects the employer's assumption that you'll want more than he can pay. Explore with a question or two: "Are you concerned about compensation?" or "If I could make a significant reduction in the cost of operations, would you be willing to discuss the situation further?"

6. We've had a change of plans and are going to postpone hiring. Suggestion: This objection is frequent in tenuous economic times. The best response could be to offer alternatives to full-time work. You might be willing to start as an independent consultant for a few months. This relieves the employer of having to make a full-time commitment until ready.

Closing Moments As you close the interview, you'll want to find out how well you've been received, when the next interview will be, how and when a decision will be made, and, most of all, if you're in line for an offer.

1. Recap the benefits you offer. "Let me reiterate how I see this job and how I could help..." or "You said you want someone who can accomplish.... My (training, education and experience) over the last few years will enable me to do this for you. What's the next step toward a final decision?

2. Make a proposition. If you're interested in the job, give the employer an opportunity to say yes on the spot. "Based on what I know about the job, I could give you what you want and more. I've got some ideas about starting on a provisional basis for maybe six months and if all goes well, we could negotiate a full-time position after that."

3. Sow seeds for further discussion. If you are not fully certain this is the job for you (you may have other offers pending) and want to continue to explore it, try this: "This has been a very interesting meeting. I've learned a lot about where you are going; I think you have a full understanding of my capabilities. I'd like to take (a week) to think things over. Can we talk again Friday?"

4. Push for a decision. Try something like "You said the decision comes from Mrs. Burns, the department manager. I wonder if it would be possible for me to meet her today or tomorrow. Can you check her schedule?"

The memory of your outstanding interview quickly fades in the interviewer's mind unless you take action to reinforce its impact. Here's how:

• Act now! As soon as the interview is over, find a quiet place to sit and write:

Interviewer's name, company, division, time, date, and length of interview

Key points you made and the interviewer's reactions

Most important aspects of the job as presented by the interviewer

The interviewer's key concerns and how you responded to them

Next steps to take

Things you wish you'd said, but didn't

Things you said, but wish you hadn't

Five or six actions you can take to follow up

O Get a letter into the interviewer's hands within forty-eight hours. Yes, forty-eight hours-express mail or fax a one-page letter that reiterates your key propositions, how they relate to the job, what you think the next steps should be. Make it interesting and relevant. You will stand out positively in the employer's memory if the letter is both a thank-you and a recap.

"I often get letters from people after the interview, and of the ones that come in, most are simple one-paragraph thank-you notes, What really makes an impression on me is a letter that tells me something new or challenges my thinking,"

• Answer open questions. If a topic from a previous conversation remains unresolved, jot a note to your interviewer expressing your thoughts "upon reflection." If there were some areas in your presentation you felt were weak or wanting, offer reinforcement in a letter or telephone call.
  
  
• Reportage. Look for articles in newspapers and trade journals to support positions you took. Highlight relevant points of interest and send a copy to your interviewer with the notation "For Your Information" with your name or card.
  
  
• Make the best of the worst. If you'd like to forget about an embarrassing interview, don't do that. Use the next day or two to reassert your self-confidence. Then call back, admit you could have done better, and request a second chance. This could lead to another interview. Even if it does not, congratulate yourself for being bold enough to take a stab at it.
  
  
• Plant a seed. With each of your follow-up efforts, plant a seed that will reap positive events. You might say: "Let's meet again and discuss these issues..." or "I look forward to talking to you again soon to see what our next steps will be."

Have a follow-up conversation with the interviewer five to six business days after your first meeting. Don't assume your forty-eight-hour letter or fax was received. Call to confirm it and set up a second meeting while you're at it.

• Come up with a question that justifies a call. For example: "Helen, this is Jane Newman; we met last week. Did you get the article I sent you? As I reviewed my notes, I had a question about how the job relates to foreign subsidiaries. Do you have a few minutes to talk about that?" or 'I've been thinking about our discussions on the direction of your department and how it relates to the job we've been talking about. Could we meet for fifteen or twenty minutes to go over some questions I have?"
  
  
• Clear the calendar. "Jim, you mentioned the next step is to see Becky Bellinger, the group head. I've got a couple of dates available at the end of next week. Should we try to get on her calendar soon?"
  
  
• Squeeze play. Hint that you have other employers interested in you. It's dangerous, but has been known to work. Tread carefully: "Jim, I don't want to press my luck just because I've got several potential employers interested but, naturally, I'd like to accelerate our meetings so our opportunity to work together does not slip by."

Try to make sure that no more than three weeks pass between the first and second interviews. If more time than that goes by, a longer-term follow-up is required.

The secret to maintaining a pace is to contact the employer at least every ten days. Send a note or news item of interest or phone in. ''Jim, it's Nancy Davis. Is it time to set up the second meeting we talked about?" or "Can we meet next week to continue our conversation?"' Start referring to your interview as a "meeting" or "conversation" to keep things informal.

If several weeks go by and you are not getting anywhere, make a more specific request. "I'd like to see if we could set a date for our next meeting because I'm making some decisions. Can we meet next Tuesday or Wednesday?''

If you're still interested and nothing happens in four weeks to let you know you're under consideration, try putting the idea out of your mind for another four weeks. At this point (eight or so weeks after the interview), push for another meeting. You don't want to seem overeager after the lull, but on the other hand, you want to know if the opportunity still exists. "Jim, I've been preoccupied with some other projects, but now that they're finished, I'd like to meet to continue our earlier conversation."