People prefer talking to listening. Knowing that gives you an important advantage. For some of us "born talkers," it means biting our tongues. But it's worth it.
Bill was discouraged after his first meeting with Leonard, the hiring authority. "He kept talking," Bill complained. "I hardly had a chance to sell myself" What Bill didn't recognize was that the interview went very well. Leonard's monologue meant that he was very comfortable with Bill and wanted to share information with him. Bill had already "sold" himself without either one of them realizing it-the best of all possible worlds.
The Second rule in communications:
If you're talking, you're not learning. Your ability to persuade depends heavily on your skill in getting information, especially from the decision maker. So although this meeting is an exchange of information, you don't really want an even exchange. You'll benefit most by making it a lopsided conversation.
Encourage them to talk 70% of the time, which leaves you with only 30%. It's a useful ratio to remember, especially if you tend to be a "talker." But let your good judgment prevail in applying this formula. Your mission is to get a job offer. To do that, you'll have to satisfy their need to know about you by answering their questions fully and to convince them that the benefits of hiring you outweigh the costs. The 70:30 ratio is only a guideline to help you accomplish your objective.
Ask Questions Skillfully
The questioning skill is not just asking questions, but getting the information you need. It's essential, however, that you make them feel comfortable with you. This is a conversation, not an interrogation, and you'll want to maintain a consultative, genial atmosphere. Be sensitive to how you're coming across and back off if necessary.
- First, you must decide what you want to know.
- Then, request permission to ask questions and take notes. "You don't mind if I ask a few questions, do you? And I want to be sure I remember what you say, so I'll take some notes, if that's all right with you."
- Taking a few notes at significant meetings like this is a good idea, as long as it doesn't disrupt the flow of the conversation. He will probably be impressed that you prepared some questions in advance and are interested enough in what he's saying to want to take notes.
- Start with broader topics and then focus your questions more narrowly.
- Ask open-ended questions, like how, what, where, who, and when?
- Listen with all your senses, being especially observant of their body language. What was said and what was not said? Good listening means that you listen carefully and actively to their answers. It's trying to understand the other person's point of view, paying attention not only to the words of the speaker but also the feelings they convey. A good listener puts himself in the other person's shoes.
- Watch and listen to their body language and speech and try to reflect that. If the other person speaks quickly-or hesitantly-do the same. You'll find that the more you are like them, the more comfort able they are with you. And that comfort level gets translated into job offers.
- Don't interrupt.
- Build on previous responses. Did you get the information you need? What is the gap between what they have and what they want?
- Find out which benefits he wants, what's really important to him and way he wants it. In general, he'll buy what appears to promise the greatest number of benefits, but you must be careful not to assume too much.
You're like a doctor diagnosing a patient. Your mission is to find out where it hurts. Then you can suggest a remedy. But you don't want to say, "You have a problem," or appear to tell them how to run their business. It's preferable to say something like: "From what I can tell, it looks like there's a situation here that I think I can help with" and emphasize the benefits you would bring.
Asking Questions When There Is a Specific Job Opening
When there is a specific job opening, several kinds of questions are appropriate?
Interest questions
These show your interest in the company, position, and products/services, as well as the people, including peers, subordinates, and superiors. You might ask the decision maker how he got into this field and progressed to his current position.
