When you are making a confirmatory paraphrase, use some of the interviewer's same words, almost like an echo. Or you can rephrase completely, using your own words to summarize the gist or main thought. When you're receiving an intuitive message from the interviewer that is not stated in words but implied, trying a confirmatory paraphrase can let you off the hook. It allows you to ask for verification of what you are feeling, but which wasn't said.
Examples of confirmatory paraphrases:
What you're looking for, then, is someone to revamp the department, cutting down on expenses while continuing to maintain high standards. In this position, then, I would be expected to introduce new products into existing markets, increase the sales on your current products as well as help open new markets.
A leading paraphrase, on the other hand, summarizes something which has been said, but does it in such a way that it brings the interviewer's position into question. Imagine, for instance, that you've applied for a position in the business school of your state university. The school is looking for someone with business experience, at least a master's degree and ability to make presentations to local businesses. You have all of the stated requirements in addition to years of business training experience. In your conversation with the interviewer, it suddenly dawns on you that they're interested only in a local person with an MBA (preferably from their institution) and aren't really interested in considering anyone with an MS or MA degree regardless of background and experience. A leading paraphrase in this instance might be:
If I understand you correctly, it's more important to you that the person filling this position be a local resident and have an MBA, preferably from this school, than that they have a proven business record as well as experience making presentations before large groups.
A leading paraphrase is a good way to counter the age question. For instance, if an interviewer comments, "Your background is certainly impressive and you have the breadth of experience we need for the position. But, to be honest, we were looking for someone younger to fill the position."
A leading paraphrase directed toward countering this bias might be, "Oh, you feel that my background and experience are less important to your company than my age?"
You'll use other kinds of summaries during the interview. A summary is useful, for instance, to get an interview back on track after it has been interrupted for some reason. You can summarize briefly the topic of conversation that was interrupted, then continue in the line you'd like conversation to continue. You can: 1) Reemphasize and expand upon the remark you made just prior to interruption; 2) redirect the conversation into other channels; or 3) ask the interviewer a question to obtain information you'd like to have.
Just before your secretary interrupted us, you’d asked me what experience I'd had in managing a clerical staff. In my last position, I managed a professional staff of 15 accountants and two lawyers as well as three secretaries, a file clerk, a word processor and a receptionist.
Before the telephone rang, we were talking about the lack of up-to-date written corporate policies and procedures. Is one of your goals to have these revised or developed for this division?
When the interview ends, you want to have a reasonably firm understanding of what the next step will be. Frequently, interviewers clearly state what they have in mind and make some kind of commitment. But if they don't-they've made no offer or suggested a second meeting-or they've stated a conclusion that is unacceptable to you, you'll want to try an interview conclusion statement.
You begin an interview conclusion statement with an assumptive summary of at least two important benefits which the company would get if they hired you. You assume that the interviewer recognizes the value of those benefits. Then you continue by requesting some kind of commitment, even if it's just another meeting with a different interviewer-perhaps another manager mentioned by the interviewer. The request for commitment should be appropriate to the situation, but is not a push to try to get the interviewer to commit to hiring you.
Mr. Adams, we've agreed that my recent hands-on experience in computer auditing is the kind of experience that your company is looking for. Also, my experience in working with outside audit firms would be useful to you in cutting down on the time and expense of your annual auditing procedures. When might it be convenient for me to speak with your chief financial officer?
Note that in the example, there's no element of pleading. There's a definite request for further action. Notice the difference in wording and in effect between the example above and the poor interview conclusion statement below:
Mr. Adams, if you feel my qualifications in auditing are adequate, perhaps I could call you next Tuesday to see whether or not I could meet with your chief financial officer.
The latter statement is tentative, almost whining and obsequious in tone. The person making that statement comes across as a real wimp- and probably just blew the opportunity to interview further.
