insider guide

ACE YOUR INTERVIEW 3RD edition

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DEMYSTIFYING THE INTERVIEW PROCESS ★ SAMPLE INTERVIEW QUESTIONS ★ GOOD ANSWERS TO TOUGH QUESTIONS
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Insider
Guide
Ace Your Interview

3rd edition
 Ace Your Interview

WetFeet

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Phone: (215) 546-4900

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ACE Your interview

3rd Edition
ISBN: 978-1-58207-995-0

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All illustrations by mckibillo

Ace Your Interview

CHAPTer

1 2 3
1 demYstiFYing 9 getting reAdY 17 the big dAY
the intervieW
ProCess

2 Overview 10 Know the Field 18 Look the Part

2 What Employers 12 Know yourself 18 Tips from

Want Head to Toe

3 Know the Job 21 Bring the

Right Stuff
3 Deciphering
the ad

5 Interview
Essentials

Ace Your Interview

3rd edition
4 5
23 the big moment 41 For Your
reFerenCe
30 dddd

24 Showing Up 42 additional
Interviewing
24 Building Rapport Resources

26 Showing your 42 General

Strengths Interviewing
advice
27 Say it with Body
Language 43 Job Search
Resources
28 Master the art
of Q&a 43 Background
Research Tools
35 Special Cases
44 Salary
36 Reach an Negotiation
Effective Conclusion Tools

37 your Exit Strategy

38 Follow-Up

contents
Demystifying
the Interview

1
Process
Overview........................................ 2

What Employers Want................... 2

Know the Job................................. 3

Deciphering the Ad........................ 3

Interview Essentials........................ 5
 Ace Your Interview
Interview Process
Demystifying the
Overview
CHAPTER 1
› Dating, dancing, walking on fire…inter-
viewing has been compared to all of these, with a
great degree of accuracy. If the interview is going well,
you feel as good as you look. You radiate charm and
intelligence. You can parry the toughest questions
and present yourself as a real pro. If it’s going badly,
though, it’s like you’re being raked over hot coals—
with the sweat to prove it.
Getting Ready
But just for a moment, put aside the drama. One
CHAPTER 2
essential fact to recognize: An interview is simply a
conversation about a job. You’ve had conversations
before, right? Then you’ve already explored ideas
with another person, posed questions, given consid-
ered answers, and kept the exchange rolling until it
reached a natural conclusion. And that’s really all you
need to do to succeed in an interview.
But of course you aren’t simply chewing over a
movie you’ve just seen or making plans to watch
THE BIG DAY
CHAPTER 3
Sunday’s game. You’re talking about the future of
your career. It’s a conversation that has high stakes
for both participants. Ace Your Interview will guide
you through the preparations necessary to keep that
conversation focused and productive, and help you
keep your wits together even when the stakes seem
alarmingly high. The steps we outline might seem
THE BIG MOMENT
like a lot of effort for a half-hour conversation, but
that conversation could be the most important one
CHAPTER 4
of your life.
If you put aside the drama
for a moment, you’ll recognize
FOR YOUR REFERENCE
that an interview is simply
a conversation about a job.
You’ve had conversations
CHAPTER 5
before, right?
2 W E T F E E T I N S I D ER GUID E
What
Employers Want
› It’s all too easy to look at an interview as an
adversarial situation. The interviewer is interrogating
you. She’s posing brainteasers and “gotcha” questions.
But as tense as the situation might seem, just realize she
has one goal in mind: identifying a plausible candidate
and hiring that person. She’s seeking someone with a
demonstrable capacity for delivering results.
So, give employers what they want and be the can-
didate they’re looking for. Prepare to shine. Know your
strengths and highlight them. Make sure the personal
strengths you plan to emphasize in your interview
match the demands of the position. On the big day,
present yourself as a candidate with the right skills and
temperament for the job. Your confidence, enthusiasm,
knowledge, and understanding should confirm what
your interviewer is already predisposed to believe: that
bringing you in for an interview is a wise move and that
hiring you is even wiser.
When interviewing, hiring managers are hoping to
explore some basic areas:
Do We Want to Work with You?
You might enter an interview prepared to recite a litany
of skills and work experience, but interviewers aren’t
looking for a walking, talking resume. They’re already
intrigued by your skills—that’s why they’re interview-
ing you in the first place. The reason they need to
meet with you in person is to gauge your personal
qualities, to see if you’ll be an asset to the workplace.
Intangible attributes—resourcefulness, initiative, cre-
ativity, adaptability, drive, and integrity—will set you
apart from other qualified candidates.
Will You Mesh with the Team?
The corporate workplace is increasingly a team-driven
environment. Because of this, organizations are espe-
cially eager to hire people whom they think will fit
within a team. This might mean a tough adjustment for

academic high achievers who are used to working on
their own. But as much as interviewers might be gaug-
ing your individual strengths, they are also evaluating
your ability to be a team player.
What’s your EQ?
Interviewers are probably less interested in your IQ
than your EQ—your emotional intelligence. You
can have a high IQ and still lack common sense and
empathy. Employers are learning that intelligence
isn’t always the most desired attribute for prospective
employees, especially when it comes at the expense
of good sense—after all, perfectly smart people were
responsible for the downfall of Lehman Brothers.
Although you’ll want to impress your prospective
employer with your smarts, you also must convey you
are a thoughtful, collegial coworker with a sense of per-
sonal responsibility.
INSIDEr SCOOP
“Emotions need to be taken seriously. They can
provide a company with information about what
people really feel and can help predict what kind
of decisions will be made, what kind of behavior
will occur, and what types of relationships will be
formed.” - Sigal Barsade, professor of management
at the Wharton School of Business at the Univer-
sity of Pennsylvania
Know The Job
› Before you head into a job interview, you need
to know what you’re applying for. The interview will
reveal more about the job’s specifics, but the following
elements will help you understand its general contours:
Position title
Many job seekers use titles as search criteria. But these
can be misleading. Don’t be too quick to discount a job
based on the title alone. The salary might be better than
Interview Process
Demystifying the
you expect and the day-to-day responsibilities might be
CHAPTER 1
far more varied, interesting, and important than you
think. Any description of the job’s day-to-day respon-
sibilities will give you a much clearer sense of the job’s
outlines than the title alone.
Qualifications
This typically includes years of experience, core com-
petencies or areas of specialization, required skill sets
Getting Ready
(such as software programs, language skills, other tech-
CHAPTER 2
nical skills), and degrees or certifications. In addition to
required qualifications, a posting often lists additional
qualifications and skills that can help in the job. If you
can demonstrate you meet these criteria, your applica-
tion is likely to rise to the top of the heap.
Responsibilities
When looking at a job posting, it’s natural to pay more
attention to the qualifications sought than the respon-
THE BIG DAY
CHAPTER 3
sibilities involved in the job itself. But because those
responsibilities could determine the shape of your daily
life, it pays to take heed. You’ll be better able to gauge if
the job suits your career goals and you’ll be better pre-
pared for the interview itself.
THE BIG MOMENT
Deciphering
CHAPTER 4
the Ad
› Because many Job boards and career sites
charge for classified ads by the word or limit the space
available for employment listings, the job posting
might be short on specifics—especially pertain-
FOR YOUR REFERENCE
ing to day-to-day responsibilities. If the ad doesn’t
give a real sense of the job’s responsibilities, contact
the employer and ask for a more detailed job descrip-
tion. This can be a competitive advantage in the
CHAPTER 5
interview process because you’ll have more informa-
tion than other candidates and a better sense of what
to ask and say.
WET F EET IN S IDER GUIDE 3
 Ace Your Interview
INTERvIEW PROCESS
DEMySTIFyING THE
here’s an ad that leaves questions unanswered:
ChAPter 1
head office manager (ft)
Fortune 1000 company with 30-year track record
of growth seeks accomplished professional with 8+
years of office management experience to man-
age daily operations of headquarters in Chicago.
As Head Office Manager, you will have autonomy
GETTING REaDy
to make decisions, but also the support staff and
ChAPter 2
resources needed to advance company goals with
utmost efficiency and excellence.
requirements:
- 10–15 years of experience in administrative roles,
with at least 8 years in increasingly responsible
office management position(s)
- Proven experience effectively interacting with all
levels of employees
THE BIG Day
ChAPter 3
- Budgeting and fiscal management capabilities
- Expertise in managing a wide range of vendors
- Proficiency with Microsoft project management
utilities
- Meeting planning background a plus
- Consumer packaged goods background an asset
THE BIG MOMENT
Candidates should be prepared to provide at
least three professional references attesting to profes-
ChAPter 4
sionalism, sense of humor, multitasking capacity,
and people skills.
salary: above industry standard, DOE
Full benefits package includes excellent health,
FOR yOUR REFERENCE
vision and dental coverage for employee and family;
profit-sharing after one year; 401(k) with employer
matching contributions; flexible spending account;
ChAPter 5
charitable donation matching program.
4 W E T F E E T I N S ID ER GUID E
This posting offers enticing enough details about
the position to encourage an application, then lists
required skills—a tactic for helping employers narrow
the field. But what does this posting really tell you
about the job? You might deduce there is a fair amount
of interpersonal interaction, budget management, staff
management, project management, and some meet-
ing planning involved, but that leaves a lot of room for
interpretation. These questions go unanswered:
• What tasks will consume most of your time?
• Who will you interact with most on a day-to-day
basis?
• Who else will be on your team?
• How many people will you be expected to manage?
• Will you be able to set your own budget?
• Who will you report to?
• What kinds of vendors will you have to manage?
• How much will you need to learn about consumer
packaged goods to do your job effectively?
• How many different tasks will you be expected to
juggle at any one time?
• What hours will you work each week?
• Will you ever have to work weekends or evenings?
• Is telecommuting a possibility?
• Is there any specialized knowledge that would ben-
efit you in this job?
Your questions might yield more complete responses,
ones that answer your initial questions and give a much
clearer sense of what exactly the job entails day in and
day out. Armed with this new knowledge, you’ll be sig-
nificantly better prepared for your interview.
 INTERvIEW PROCESS
DEMySTIFyING THE
here’s what a more complete listing might look like: interview

ChAPter 1
Title: head office manager
essentials
Location: hQ
› this Book offers a step-by-step guide through
Status: ft (exempt)
the interview process, describing the preparation you’ll
responsibilities include:
need and the tactics you can use to make the interview
administrative staff management (40%)
a success. But it’s useful to bear in mind the overall
- Manage and mentor administrative staff, including front
image you want to project when the big moment
arrives.

GETTING REaDy
desk, meeting planners, mailroom, and other staff
- Set quarterly goals for administrative staff, and make

ChAPter 2
regular progress reports to VP HR on success toward
enthusiasM
these goals
This is basic. Enthusiasm alone won’t land you the job.
- Manage office calendar and administrative staff
But if you don’t seem avid about the prospect, the
workflow using Microsoft utilities
employer will quickly pass you over—it’s that simple.
- Assist HR in hiring administrative staff
And lip service isn’t enough. You may say you’re enthu-
facilities management (35%)
siastic about the chance to work for the company,
- Research, budget, and implement all major office-related
but if you act apathetic or bored, you’re cooked. You
purchasing decisions, from vendor/supplier selection
should make your enthusiasm clear through atten-
tive posture, an alert tone of your voice, and a smile

THE BIG Day

through final implementation/installation

ChAPter 3
- Oversee support staff and vendors responsible for facili-
that says you’re glad to be there. Greet the inter-
ties management, including equipment maintenance
viewer warmly. Make eye contact, smile, and offer a
- Direct office renovations and ensure ADA and ergonomic
firm handshake. You should say something like, “I’m
compliance throughout office
delighted you’re taking the time to meet me, and I’m
- Maintain central calendar for use by HQ
really excited about this position and eager to learn
- Create and manage office supply budget
more about it.” Let him know up front you’re glad
- Be accessible by beeper for facilities emergencies
to have this opportunity. If you’re unenthusiastic at

THE BIG MOMENT

the start of the process, it bodes ill for your future
meeting/event planning (25%)
demeanor on the job.

ChAPter 4
- Work directly with senior partners to plan major meet-
ings, office events, parties, and trainings
confiDence
- Hire and manage outside vendors (catering, entertain-
You have to demonstrate confidence in yourself to
ment, etc.) for all HQ events, including Chicago-based
inspire an employer’s confidence in you. During the
trainings, product launches, and conferences with other
nerve-wracking course of a job interview, this might be
company divisions
easier said than done. But bear in mind the basics of
FOR yOUR REFERENCE
- Coordinate off-site receptions, dinners, and entertainment
confident body language: Make frequent eye contact
for affiliates as needed by senior management
with your interviewer. Speak up, but not too fast. Don’t
- Be on-call during events and launches in case of
fidget. Sit upright, but not rigidly.
Most important of all, come prepared to state your
ChAPter 5

emergency
strengths. Give concrete examples of how you’ve put
them to use. Don’t overstate your accomplishments,
but don’t downplay them either. Keep self-deprecating

WET F EET IN S IDER GUIDE 5

 Ace Your Interview
Interview Process
Demystifying the

humor to a minimum: It might be fine when you’re Focus

CHAPTER 1

with your friends, but this is neither the time nor place
for it.
If remaining confident is a struggle for you, give
yourself a pep talk before the interview. Better yet,
enlist an enthusiastic friend to give you one. Or, prac-
tice techniques for managing your nerves, such as deep
breathing and visualizing success. If you’re at ease, the
interviewer will be too.
Getting Ready
No doubt you have a wide range of abilities that might
impress other people, whether it’s prowess on the soccer
field or a Broadway-ready singing voice. But these are
not necessarily abilities you want to highlight, unless
they relate to the qualities you’ll bring to the job. You’ll
make a more effective impression if you talk about the
talents you know match the job description. Present
yourself as a specialized professional who has an appeal

to a general audience: Your interviewer wants to know

CHAPTER 2

you have the specific skills and strengths needed to excel

You Can’t Know Everything at your job, but also that you are approachable, flexible,
and willing to learn.
Some people spend questions your
the night before interviewer asks, and
an interview bon- to give reasonable Questions
ing up on company answers. Your com- The interviewer shouldn’t be the only party asking ques-
facts and figures as mon sense should tions. You’re bound to want to know aspects of the job
though cramming prepare you to give
for the test of their sound answers to any
your research hasn’t revealed. Furthermore, you should
lives. But interviews questions that might be paying close attention to clues the interviewer offers
THE BIG DAY
CHAPTER 3

aren’t oral exams; arise about how you and following up with questions where appropriate. If
they are an exchange would handle a spe- he makes an offhanded remark about work styles or
between two people, cific problem on the
who might soon be job. The details will company culture, get him to elucidate: “I’m intrigued
coworkers, about emerge later, when to hear that—can you tell me more?” Nonverbal cues
shared profes- you become part of are key too. If you notice the interviewer makes a face or
sional interests. the team.
You do need to Like any other
hesitates before speaking, ask him if there’s a reason for
know something conversation, an the gesture. These details will give you valuable insight
interview requires
THE BIG MOMENT

about the industry into the job and the culture, and help you adapt your
and the organiza- give and take, so
responses to fit.
tion but you’re not don’t expect to
CHAPTER 4

expected to know it dominate it. Give

all—just enough to your interviewer
ask your interviewer a chance to
informed questions, contribute to the
to understand the conversation.
FOR YOUR REFERENCE
CHAPTER 5

6 W E T F E E T I N S I D ER GUID E
 CHAPTER 1
Demystifying the CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5
Interview Process Getting Ready THE BIG DAY THE BIG MOMENT FOR YOUR REFERENCE

7
WET F EET IN S IDER GUIDE
Getting Ready

2
Know the Field............................. 10

Know Yourself.............................. 12
 Ace Your Interview
Interview Process
Demystifying the
Know the Field
CHAPTER 1
› You’ve just had your morning coffee when you
get the call you’ve been waiting for: Could you come
in for an interview next week? You schedule a time,
hang up the phone, do your victory dance…and then
what? Hold your breath for the next seven days? Not if
you want your interview to live up to its promise. You
might think you can wing it. Maybe that tactic worked
back in school, but there’s no grading curve in an inter-
GETTING READY
view. If you aren’t prepared to shine, someone else will
CHAPTER 2
be—and only one of you is going to get the job.
Now is the time for preparation. If you do your due
diligence, you’ll be sleeping like a baby the night before
the interview.
INSIDEr SCOOP
“For any interview, you need to be prepared to show
competence and intelligent interest,” says licensed
THE BIG DAY
career counselor Rosanne Lurie. “Confidence will
CHAPTER 3
only get you so far: No interviewer wants to waste
time on people who just waltz in with no idea of the
organization or industry trends. Their response is,
‘If you haven’t bothered to take this position seri-
ously, why should I bother to take you seriously?’”
You should think of the preparation for the interview
THE BIG MOMENT
as a puzzle that needs solving. The employer has needs;
you have strengths, experience, goals, and interests. How
CHAPTER 4
do they match up? Your answers will come as you prepare.
After you receive the call inviting you in for an inter-
view, the first thing you should do is consult the original
job posting. (You should make a file of every job posting
you answer.) You’ll want to comb it for clues, as detailed
in “Deciphering the Ad” in Chapter 1. If you haven’t
FOR YOUR REFERENCE
done so, this is an ideal time to request additional
details; the company will see it as evidence of your sin-
cere interest in the job.
That’s just the first step. Now you need to dig deeper.
CHAPTER 5
By the time you get to the interview, you should have a
good idea of what the company does, how it operates,
and how it fits into its industry.
10 W E T F E E T I N S I D ER GUID E
Industry
Every industry reacts to trends and recent developments;
you should know these before you sit down to the inter-
view. If you’re interviewing at an investment bank, for
instance, you’ll want to have a good general knowledge
of the role the financial sector has played in recent eco-
nomic upturns or downturns. Do an online search to
identify the biggest industry stories during the past year.
You’ll need to know the company’s main competitors
and what kinds of pressure they’re applying.
You’ll also need to understand relevant industry
terms. They might come up in the interview. If you’re
new to the industry, the interviewer won’t expect you
to know every bit of jargon. But your mastery of basic
terms will show you’re a quick study, ready and eager to
learn the ropes.
Organization
Researching the organization will help you determine
whether this is the right work environment for you,
which of your skills and strengths might especially ben-
efit the organization, and what specific organizational
challenges you might be able to help solve. This infor-
mation should give you insight into the organization’s
culture, needs, and expectations so you’ll be better pre-
pared for the interview. And, this will give you a key
advantage over any candidate who hasn’t prepared as
thoroughly as you have.
Of course, the news media—newspapers, industry
publications, business magazines—are good sources for
information about the company. You should find out if
the firm has won any awards or accolades recently; these
are sources of company pride, and your interviewer will
take your mention of them as an implicit compliment.
> TIP
You can find a host of invaluable career-
and industry-specific information on www.
wetfeet.com. WetFeet also publishes Insider
Guides on a number of industries.

Check out the organization’s annual report and scan
press reports online to find out what the department has
accomplished in the past year.
You should go even further. Email friends and
former colleagues and ask them if they know anyone
who works at the firm or look for connections on
LinkedIn. Once you unearth these contacts, explain
your interest in the company and ask if they’d be willing
to answer some questions. These people can probably
give you a better sense of the company’s priorities than
any news article can hope to.
The Team
In all but the smallest organizations, you won’t be
interviewing simply to work at the company, but
to join a specific team. Find out all you can about
Checklist: Background research
Make a copy of this checklist for each position you interview for.
Industry
I am aware of three key competitive pressures

facing the industry today.
I can think of three competitive opportunities

that make this a promising business to be in.
I can name the top ten news items in the

industry for the past year.
When I read through a trade publication, I do
 not come across many terms with which I am
unfamiliar.
Organization
 I know the company’s website very well.
I am familiar with this organization’s business

model and know how it makes its money.
I am aware of the key competitive pressures

facing the organization today.
I have visited the websites of the
organization’s three main competitors.
Interview Process
Demystifying the
the team’s recent projects and successes. When you
CHAPTER 1
reach a contact inside the organization, be sure to
ask what she knows about the team and the person
who will be interviewing you. The “About Us” page
on the company’s website also might offer some
vital clues.
If you can find any personal information about
the interviewer—use it. Perhaps there’s a point of
connection, such as a conference you both attended,
GETTING READY
a city where you both lived, or a colleague you have
CHAPTER 2
in common.
In general, if you can convey your excite-
ment about the team’s accomplishments to your
interviewer, you’ll be remembered as an enthusi-
astic, enterprising candidate who is likely to be a
great asset.
THE BIG DAY
CHAPTER 3
I am able to name the company’s three main
competitive advantages.
I can name three of the company’s main
accomplishments in its history and three
major accomplishments in the past year.
I can name the top three news items about
this company in the past year.
THE BIG MOMENT
I can recount the basics of the company’s
history, including how the company was
CHAPTER 4
founded.
I know the names of the top executives in the
company.
When I read through the organization’s web-
site, I do not stumble over any terms.
FOR YOUR REFERENCE
Team
I know the names of the team leaders, includ-
ing those who would be my direct supervisors.
CHAPTER 5
I have read all available team member bios on
the website, and know where they are from
and what their qualifications are.
WET F EET IN S IDER GUIDE 11
 Ace Your Interview
Interview Process
Demystifying the
Know Yourself
CHAPTER 1
› Your resume says a lot about your career, but
it doesn’t tell your whole story. The totality of what
you can offer to a potential employer isn’t just a sum
of places worked, tasks performed, and education
received. It’s an interesting tale of strengths discovered,
lessons learned, interests pursued, and plans hatched.
This is the kind of narrative that can truly engage an
GETTING READY
interviewer, so it’s time to start putting it together.
CHAPTER 2
Strengths
Many job applicants confuse strengths with skills. Skills
are abilities that can be cultivated with a certain amount
of training, such as facility with a software application.
In most cases, these can be acquired. A training course
will get you up to speed on the software program; if the
company is sufficiently impressed with you, it will invest
the time to get you up to speed.
THE BIG DAY
CHAPTER 3
Strengths, on the other hand, are your best personal
attributes. Some you were born with and others you
have cultivated during the course of your life experience.
They’ll speak as strongly to your interviewer as any spe-
cific skills you bring to the table.
These traits can’t be acquired through training. That’s
why interviewers tend to be more interested in candi-
THE BIG MOMENT
dates who have all the strengths needed to do the job
well than those who bring mere skills—no matter how
CHAPTER 4
impressive—to the table. A skill might be something
you’ll deploy on an as-needed basis. But your strengths
will shine every day you report for work.
You might not be aware of your own strengths. Here
are some exercises that will help you bring them to the fore:
• While looking over the job description, make a
FOR YOUR REFERENCE
list of the personal strengths that will probably be
required for this job. Is this a position that requires
handling large sums of money? Then the right can-
didate will be someone who’s responsible, reliable,
CHAPTER 5
and ethical. If it’s a customer-care position, they’ll
be looking for someone who is personable, patient,
and empathetic. If it looks like you’ll be working
12 W E T F E E T I N S I D ER GUID E
with customers overseas, your comfort with other
cultures is a definite bonus.
• For each of the necessary personal strengths for this
position, think of an anecdote that illustrates your
strength in this regard. Let’s say you can recall a
time when you caught an oversight on the annual
report, and from then on were entrusted with
double-checking the financial numbers on all inves-
tor communications. That anecdote will help show
you’re thorough and responsible enough to handle
fiscal responsibilities. Maybe your thriftiness led
you to track down a reliable small accounting firm
in Virginia to handle an audit instead of going with
that expensive Big Four firm that was later charged
with fraudulent accounting methods.
INSIDEr SCOOP
“Employers look for people who go beyond their
defined job description.”
Lessons Learned
Nothing is more suspicious—or less impressive—than
a flawless candidate. If you seem to exhibit no human
failings, it could mean you’re hiding some terrible flaw
that will only come to the fore after you’ve been hired.
Or, it could mean your abilities have come so easily to
you that you have no idea what it’s like to really work at
developing a skill.
Rather than working at projecting an image of
perfection, it’s better to show you’ve already learned a
few important life lessons. You’ll come across as more
experienced, wise, hard-working, and human. Hiring
managers want candidates who have demonstrated an
ability to learn and recover from mistakes. After all,
mistakes are inevitable, but the abilities to bounce back
and not repeat them are crucial.
Because it’s an interviewer’s job to probe for pos-
sible shortcomings, he’s bound to ask you some ques-

tion about your blunders. You should come prepared
with a story to tell. But how can you talk about one of
your own mistakes without impugning your credibil-
ity as a candidate? By presenting it as a lesson learned.
Tell the interviewer about your misstep—then tell
how you retraced your path and recovered. Rather
than being an indication of weakness, the lesson
learned will demonstrate your maturity and your abil-
ity to address adversity.
Interests
“I’ve always found insurance billing so fascinating….”
Hold it right there! Before you make such a state-
ment, clearly calculated to please the interviewer, be
aware it might have exactly the opposite effect by mak-
ing you seem disingenuous and sowing the seeds of
doubt in her mind. Statements like these are not only
too broad—what kind of insurance do you find so fasci-
nating?—but also easily refutable: If this has been a life-
long fascination, why haven’t you done it before? The
interviewer is looking for a candidate who can envision
the challenges ahead, not someone who might quit in
disgust when he finds out insurance billing is not, after
all, endlessly fascinating.
Interview Process
Demystifying the
Rather than risk sounding insincere, think long and
CHAPTER 1
hard about the job and the elements that do address
your longtime interests. Do you like solving mathemat-
ical problems? This could well indicate a propensity for
dealing with the complexities of insurance billing. Your
interviewer is looking to hire someone who is going
to be passionate enough about the work to stick with
it even when it gets challenging or, worse yet, tedious.
Find a way to tell her you’re that person, while staying
GETTING READY
true to yourself.
CHAPTER 2
Making the Leap
A persuasive explanation of your interests can help
you make a convincing case for switching careers. Let’s
say you’re trying to make the leap from a career as a
museum curator to a position with a consulting firm
that specializes in educational policy. You might begin
to build a case based on your interests by answering the
following questions:
THE BIG DAY
CHAPTER 3
Why does the position interest you?
As an advocate for the arts and a parent, I’ve long been
concerned that public schools are not providing kids
with sufficient opportunities to think creatively and
discover their passions. This position is just the oppor-
tunity I’ve been looking for to have an impact on edu-
THE BIG MOMENT
cational policy at a broad level.
CHAPTER 4
What evidence do you have of
your interests?
I developed programs for school groups at the museum,
served on the board of my state’s arts council, and testi-
fied at state hearings about the impact of cuts on school
arts programs.
FOR YOUR REFERENCE
How are your interests relevant
to the position?
Lobbyists often hire the firm to help them build
CHAPTER 5
an effective case for funding school programs, and
because of my long-standing commitment to the
issue, I’d be thorough and passionate in mounting
WET F EET IN S IDER GUIDE 13
 Ace Your Interview
Interview Process
Demystifying the
campaigns and developing winning grant proposals.
CHAPTER 1
Also, because I have given testimony in state hearings,
I can help coach clients on becoming effective advo-
cates for their programs.
Goals
To make a successful case for yourself as a candidate,
you have to convince the interviewer you do not look at
the job as, well, a job, but as an important step on your
GETTING READY
career path. You might have all the qualifications the
CHAPTER 2
job demands, but the interviewer needs to know you’re
pursuing the job over all other options rather than just
falling into it by default. You need to be clear on how
the job would fit into your life plans—for your own
sake and to present a compelling case in the interview.
“Where do you see yourself in five (or ten) years?” is
a standard interview question. Even if the interviewer
doesn’t ask it, she will try to gauge your level of interest
in the field, your potential commitment to the com-
THE BIG DAY
CHAPTER 3
pany, and your long-range planning skills.
If you’re aiming for an entry-level position, consider
the skills you might develop in the job. In the interview,
underline your interest in honing them. Figure out what
THE BIG MOMENT
CHAPTER 4
FOR YOUR REFERENCE
CHAPTER 5
14 W E T F E E T I N S I D ER GUID E
the next two positions might be in the corporate hierar-
chy and mention these represent goals for you. If you’re
a midcareer candidate, focus your answer on potential
career-development areas, such as management skills, or
on areas in your field you’d like to explore.
As you’re putting together the career-goals
component of the story, ask yourself questions about
the following areas.
• Impact: Will this job offer an opportunity to change
my community, industry, or the world for the better?
• Pride: Will the job give me opportunities to shine?
Will I be producing work that will add to my own
sense of self-worth?
• Learning: What worthwhile areas of knowledge will
the job help me explore?
The full rewards of a job might not be clear to you
until you’ve actually started it. But if you can’t think of
any career goals this position will help you attain, it’s a
sign of trouble ahead. Ideally, your interviewer should
be convinced you’re taking this job as a sound career
move, not out of expediency. And that will only happen
if you’ve convinced yourself.
 CHAPTER 1
Demystifying the CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5
Interview Process GETTING READY THE BIG DAY THE BIG MOMENT FOR YOUR REFERENCE

15
WET F EET IN S IDER GUIDE
The Big Day

3
Look the Part............................... 18

Tips from Head to Toe................ 18

Bring the Right Stuff.................... 21

 Ace Your Interview
Interview Process
Demystifying the
Look the Part
CHAPTER 1
› You’ve spent the past week preparing for your
interview; you wake up one morning and it’s right upon
you. From the time you get up until the moment you
walk through the interviewer’s door, the choices you
make will be crucial to your chances of landing a job
offer.
You’ve worked hard to put your best foot for-
Getting Ready
ward. You’ve assembled a great resume and written
CHAPTER 2
an attention-grabbing cover letter. Ever since you got
the appointment for an interview, you’ve assiduously
researched the industry, the company, and the team.
You should pay the same close attention to your outfit
and grooming. Remember, when you walk through that
door, it’s you the employer is going to see—not your
resume. The way you look should reflect the profession-
alism you intend to bring to the job.
Think of a job interview as a formal social event,
THE BIG DAY
CHAPTER 3
like a wedding, where certain conventions of dress
need to be obeyed. These might vary from industry
to industry and company to company. Show you care
about the position by taking the time to look sharp, and
make sure your attire is consistent with the professional
expectations of the position.
One great tactic to guide you in your self-presenta-
THE BIG MOMENT
tion is to take a look at your resume. Who’s the person
described there? Consider your interview attire an out-
CHAPTER 4
ward reflection of your inner strengths. What do you
look like?
Plan Ahead
Put the same kind of preparation into planning your
self-presentation that you’ve put into your job research.
FOR YOUR REFERENCE
If you assemble your outfit in a 15-minute mad dash
as you rush out to the interview, you risk showing up
looking disheveled and unprofessional. Pick out your
clothing at least three days before your interview. This
CHAPTER 5
will leave you enough time to make any necessary ward-
robe fixes if you discover your suit needs dry cleaning
or your stockings have a run. Lay out your clothes, jew-
18 W E T F E E T I N S I D ER GUID E
elry, socks, and shoes the night before the interview and
make sure they’re all clean and free of rips, wrinkles,
lint, loose buttons, and hanging threads.
> TIP
Model your entire interview outfit for some-
one whose taste in clothing—and honesty—
you trust. Ask whether your look seems
appropriate for the job, company, and indus-
try for which you’ll be interviewing.
Conservative Values
You do want to keep in mind the dress code at the
company you’re targeting, but you’ll still want to dress
more formally than the office norm—you’ll embarrass
yourself far less doing this than by showing up more
casually dressed than the interviewer sitting across from
you. Established employees might have earned the right
to wear sneakers on the job, but you haven’t yet. The
accepted rule of thumb is to make your outfit one or
two notches more conservative than what you’d wear in
the position if you were to land it.
Tips from
Head to Toe
› The people you’ll meet at your interview will
be assessing everything about you, from the hair on
your head to the shoes on your feet. Here’s how you can
make sure your look is appropriate.
For Women
Hair
You don’t need to look as carefully coiffed as a TV-news
anchorwoman, but you definitely want to make sure
your hair reflects the orderliness you intend to bring to
the job. If you have long hair, you can wear it down (as
long as it doesn’t look shaggy), pulled back with a bar-
rette, or in a neat updo. If you have dreadlocks, gather
them in a tiny bundle at the nape of your neck. Avoid

ribbons and glittery hairclips—those are more appro-
priate to a high-school cheerleading squad than an
office. If your hair makes a statement, consider toning it
down: That wacky 1940s snood has to go. Think about
how you would fit in with the organization; this is an
especially important consideration in conservative cor-
porate settings such as banks.
> TIP
When it comes to fashion, conservative is not
a necessarily a synonym for dowdy or square.
You can dress conservatively, but elegantly
and stylishly as well.
Makeup
Of course, you’ll want to make yourself up to look your
best. But, your makeup should be subtle—no brightly
colored eye shadow or lipstick and no heavy mascara or
eyeliner. You aren’t aiming for a career on the stage!
Jewelry
Keep it understated. You don’t want interviewers to be
so blinded by your flashy accessories that they overlook
you as a person. Remember the old saw about jewelry:
Put on all you plan to wear, then take one item off.
Avoid any jewelry that makes noise. The only facial
jewelry you should wear is earrings, and those should
be just a pair of demure studs rather than attention-
grabbing hoops. Get rid of eyebrow hoops, nose rings,
and lip and tongue studs. Even if you’re interviewing
for a relatively freewheeling company, there could be
a generational gap between you the interviewer, who
might have come of age before facial piercings became
acceptable.
Nails
Whenever you shake hands with your interviewer,
pass him material, or emphasize a point with a hand
gesture, you’re giving him an opportunity to look at
your nails. They should be clean and well shaped. You
should keep them short or midlength—office work
Interview Process
Demystifying the
and long nails don’t mix. Nail polish should be a neu-
CHAPTER 1
tral shade.
Your Outfit
You can wear a business suit or a well-coordinated out-
fit of a jacket with a skirt or pants. If you wear a skirt,
it should not fall more than an inch or two above the
knee; this isn’t an opportunity to flash your gams. Your
blouse should be monochrome or in a very discreet
Getting Ready
pattern and in nonassertive shades, such as whites or
CHAPTER 2
pastels. Of course, it should be crisply ironed and stain-
free. You may keep the top button unbuttoned to con-
vey an air of relaxation and confidence, but under no
circumstances should you expose skin below the clavi-
cle. If you don’t shave your legs, be sure to wear pants or
opaque stockings.
Shoes and Stockings
Sensible, low-heeled shoes are a must. Be sure to wear
THE BIG DAY
CHAPTER 3
them a few times before the day of the interview—
if your toes or heel are blistered, you’ll literally have
started the day off on the wrong foot. The shade can
be bright—but not loud—and it should match some
other aspect of your outfit; that attention to detail will
be noticed. In conservative industries, nude pantyhose
make the best choice for stockings; in more creative
THE BIG MOMENT
fields, opaque stockings in subdued tones of black,
brown, or charcoal are widely acceptable. But patterned
CHAPTER 4
stockings are a bad idea, and fishnets are out of the
question.
INSIDEr SCOOP
“A woman arrived for her interview in a faded,
flowered, ruffled shirt; clashing plaid kilt; and knee-
high red rubber wading boots, carrying a battered FOR YOUR REFERENCE
manila folder with papers spilling out. We ended
up hiring a guy whose shoes I can’t remember—and
perhaps that’s as it should be.”
CHAPTER 5
WET F EET IN S IDER GUIDE 19
 Ace Your Interview
Interview Process
Demystifying the
For Men
CHAPTER 1
Hair
Neat, clean and carefully groomed is the way to go. Say
goodbye to your foot-high Mohawk or your rainbow
weave. If you have short hair, it’s a plus if you had a
haircut less than two weeks before the interview. Long
hair is becoming more acceptable in the workplace—
at least in more creative environments—but it should
never look unkempt or unclean. Either pull it back or
Getting Ready
use grooming products to keep it out of your face dur-
CHAPTER 2
ing the interview.
If you have facial hair, it should be short and well
trimmed. Trim your eyebrows and get rid of any nose
or ear hair.
Jewelry and Accessories
An ear stud might be acceptable but it should be as
understated as possible. In more conservative indus-
tries, consider leaving it at home; you’ll have a chance
THE BIG DAY
CHAPTER 3
to revisit the issue if you get the job. Get rid of any
other facial jewelry. If your shirt requires cufflinks,
make sure they look traditional and don’t attract a lot
of attention.
Your Outfit
Even if it isn’t the industry norm, you’ll want to wear
THE BIG MOMENT
a business suit or a nicely matched outfit of pants and
jacket. The classic gray business suit will usually prevail
CHAPTER 4
in conservative settings such as a bank, law firm, or con-
sulting company. If you choose to wear a jacket, tweeds
and corduroys might work for academic or scientific
jobs, but not in more corporate settings. Neither jacket
nor pants should be made of denim or khaki—those
fabrics are too casual for an interview no matter what
FOR YOUR REFERENCE
the setting. Pants should be flat-front instead of pleated,
not too baggy and not too tight.
Your shirt should be in a neutral monochrome or, at
most, discreetly patterned. It shouldn’t cling around the
CHAPTER 5
neck, shoulder or arms, but it also shouldn’t be baggy.
(Baggy shirts will show more wrinkles than well-fitting
ones.) Wear an undershirt to keep chest hair and pec-
20 W E T F E E T I N S I D ER GUID E
toral muscles out of sight and out of the interviewer’s
mind; you want to impress him with your professional
assets, not your physical ones. Before you put your
shirt on, inspect it to make sure it’s clean and shows no
obvious signs of wear, such as holes, a yellowed collar,
frayed cuffs, or pulled threads.
Neckwear
With business casual becoming the norm in many
industries, it’s possible you’ll be interviewing at a
company that doesn’t require men to wear a tie every
day. In some fields—technology, social services, the
arts, and media—it might even seem strange to wear
a tie to work. But the interview is a special case, so
it’s usually best to sport a tie, even if you end up as
the only person in the office wearing one. In the more
creative professions, you can have fun with bold pat-
terns and bright colors. In more conservative fields,
stick with the classic regimental stripe or the subtly
patterned red power tie.
> TIP
If the weather is cold, you’ll be wearing a coat
and maybe gloves, a scarf, and a hat. When
you work in the office, this is the first ensem-
ble people will see. Give as much care to your
outerwear as to your business attire.
Shoes and Socks
Your shoes should be dark and polished. You should
wear them at least a few times before the day of the
interview to make sure that they’re a comfortable fit.
Socks should be dark and long enough to come up past
your pant cuffs when sitting.
Whatever you do, don’t make the mistake of decid-
ing to wear a shirt that isn’t quite right and covering
it up with a sweater or jacket for the duration of the
interview. You can’t predict what the climate control
in the interview room will be like, and this solution
will only make you hot and uncomfortable when the
pressure is on.

Bring the
Right Stuff
› You are the main asset you’re bringing to the
interview. But you’ll want to come with the right
accessories in hand.
Resume, Cover Letters,
and References
Your interviewer will probably have a copy of your
resume and cover letter in front of her, but it’s good to
have some extras to give to her and to anyone on the
team she might introduce you to. Following a better-
safe-than-sorry philosophy, you should bring five to
ten copies of each document. This will show prepared-
ness and it will encourage the interested parties to con-
tinue thinking about your potential as a job candidate.
Before the interview, you should have lined up for-
mer employers and colleagues as job references. When
you enlist someone as a reference, explain the present
job opportunity, and mention aspects of your collabo-
ration that might be pertinent. Don’t put anyone on
the spot—a grudging reference is worse than none at
all. Ideally, your entreaties will yield written references
you can offer to your interviewer and other stakehold-
ers you meet on interview day.
One more thing you might bring along: a cheat
sheet of questions you hope to ask or of points you
want to make. You obviously do not want to have your
head buried in this sheet during the interview, but if
you pull it out to consult it, you will show the inter-
viewer you’ve prepared for this opportunity.
Portfolio
A portfolio is a standard tool for designers and advertis-
ing professionals. But there’s no reason you can’t learn
from their example and assemble a sharp-looking port-
folio of work to highlight strengths and accomplish-
ments. If you’re a project manager or engineer, you can
include charts and graphs that show the earnings you
generated or the savings you accrued. Create a network-
Interview Process
Demystifying the
ing map of the important relationships you developed
CHAPTER 1
on the job, linking your team with key vendors, clients,
investors, and other departments. Any published mate-
rial you’ve written—a newsletter, an article in an indus-
try magazine, a section of the annual report—is worth
showing. If you’ve developed websites, put in high-
quality stills of its pages. In the back of the portfolio,
include a narrative bio that sums up your strengths and
work history in one paragraph, and accompany it with
Getting Ready
a full curriculum vitae or resume.
CHAPTER 2
Offer to walk your interviewer through your port-
folio. It’s probably best not to do this right away; get
a feel for when it might be appropriate and then ask if
she’d be interested in looking at it. At the end of the
interview, offer to leave the portfolio behind so she can
peruse it during the next week or two. By giving your
interviewer a chance to see your accomplishments as
well as hear about them, you double your chances that
your strengths will be remembered, and your return
THE BIG DAY
CHAPTER 3
visit will give you an additional point of contact and
an additional possibility of making an impression. Just
remember, even with the best intentions on both sides,
it’s possible you might never see the portfolio again. So
be sure there’s nothing irreplaceable inside.
> TIP
THE BIG MOMENT
If you live too far away to return and pick up
the portfolio you’ve dropped off, leave behind
CHAPTER 4
a stamped, self-addressed envelope.
This shows your consideration for your
interviewer’s time and budget—and increases
your chances of getting the portfolio back.
Articles
FOR YOUR REFERENCE
If you have received favorable coverage for your work
in magazines, newspapers, trade journals, or websites,
by all means photocopy the articles. Bring the clip-
pings as handouts for your interviewers. Even the most
CHAPTER 5
skeptical, hard-to-please interviewer will be impressed
by independent, third-party validation for your profes-
sional efforts.
WET F EET IN S IDER GUIDE 21
The Big
Moment

4
Showing Up.................................24

Building Rapport.........................24

Showing Your Strengths...............26

Say it with Body Language........... 27

Master the Art of Q&A................28

Special Cases................................35

Reach an Effective Conclusion.....36

Your Exit Strategy........................ 37

Follow-Up....................................38
 Ace Your Interview
Interview Process
Demystifying the
Showing Up
CHAPTER 1
The Path to the Interview Room
Your interview begins long before you meet your inter-
viewer. Every person you meet from the moment you
step through the door to the building might have the
power to influence the decision to hire you. The secu-
rity guys at the front desk might be on a first-name basis
with your prospective colleagues. The people next to
Getting Ready
you on the elevator might work on the team you’re tar-
CHAPTER 2
geting. The receptionist might (probably does) chat up
everybody in the company. If you want to make a good
impression, it’s important to be polite and friendly with
everyone you meet. Being tense about the upcoming
interview is no excuse for not saying hello or forgetting
to thank the person who’s just given you directions to
the office you’re looking for. Treating everybody you
meet with respect is common courtesy and good busi-
ness sense.
THE BIG DAY
CHAPTER 3
Making an Entrance
The first moments of the interview will establish the
tone for everything that follows. Here are some tips for
starting on a positive note:
• Shake hands with a firm grip. Limp, wet-noodle fin-
gers are an immediate turnoff conveying the percep-
THE BIG MOMENT
tion of apathy and indecisiveness. If the pressure of
the interview has given you sweaty palms, discreetly
CHAPTER 4
wipe them on your skirt or pants before you extend
your hand. Know your own strength—you want to
show your eagerness to meet the interviewer, not
crush his fingers. You might even consider rehears-
ing your handshake with a friend beforehand.
FOR YOUR REFERENCE
• Don’t quickly glance away the moment you’ve
met—maintain eye contact for a few seconds. When
you meet people, you might be accustomed to low-
ering your eyes out of reticence, but that will come
CHAPTER 5
across as rudeness in an interview. (The interviewer
might spend the rest of the session wondering if
there’s something caught in her teeth!) Also, be
24 W E T F E E T I N S I D ER GUID E
careful throughout the interview to keep your gaze
strictly above the neck. If a wayward glance seems
like a sexual advance, it might render the interview a
fiasco.
• Smile, and mean it. This person was intrigued
enough by you to pick your resume out of a stack
and is dedicating 30 minutes of a busy day just to
talk with you. That in itself should give you plenty
to smile about.
• If you’re in the room before the interviewer gets
there, get to your feet the moment he enters.
Traditional etiquette requires this of men in any
social setting. But in an interview setting, women,
too, can gain from standing up. It’s a way of showing
your eagerness to meet the interviewer.
Building Rapport
› Put yourself in the interviewer’s shoes: Would
you rather hire an engaging candidate whose conver-
sation is lively and interesting, or an equally qualified
job seeker who is stony-faced and tense? You want the
interviewer to understand you have the skills for the
job and that you’ll be an asset to the team. You have to
present yourself as someone your colleagues will want
to see every day, a person who will make their lives
more enjoyable, not miserable. For this reason, it’s key
to establish rapport with your interviewer.
> TIP
If a point of commonality arises, follow it up
with cheerful questions.
Seek Common Ground
From your background research, you might already
know of one or two things, gardening for example, you
have in common with your interviewer. Find a way to
work these into the conversation if your interviewer

doesn’t. Nothing establishes rapport like a shared
passion or experience.
Remember, even if you have a lot in common, you
aren’t going to agree on everything. But this is not the
forum for a vigorous debate, so be cautious in offering
your opinions. It’s possible that the gardening book
that you found pointless is your interviewer’s bible. If
it comes up, find something positive to say; if it then
turns out that he shares your opinion, you can modify
your earlier stance. If the situation is reversed—you’re
an avid fan of the book and he hates it—don’t get
defensive. Draw him out on his opinion and show you
value it.
Work experiences are another area where you can
find commonality with your interviewer. Perhaps you’re
a film professional interviewing with a production
executive. You can tell her about the time, in your first
production assistant gig, that you put your cell phone
number on a posting for an open casting call and spent
the next week flooded with calls from aspiring actors.
The story will probably bring a sympathetic groan
from the interviewer. It also might be an opportunity
for a lessons-learned follow-up in which you describe
how you handled the situation, and how you avoided
it thereafter.
Tell a Good Story
You’ll want to tout your strengths but you should do
it in a way that will engage the interviewer. If you want
her to know you’re attentive to detail, don’t just state
the fact point-blank. Tell a story that might pique her
professional interest, such as the time you found a soft-
ware bug that had gone undetected in previous testing
and prevented your company from releasing a faulty
software program. That kind of information will be of
interest to any industry professional and it will vividly
illustrate the strength you’re hoping to accentuate.
Keep your stories work-related. Your grandmother’s
recent death might have taught you something about
the value of family and you might think this illustrates
your sensitive nature. But do you really want your inter-
Interview Process
Demystifying the
viewer to remember you as the guy whose grandmother
CHAPTER 1
just died? Better to tell a story about how your sensitiv-
ity to others’ feelings proved an asset at work.
INSIDEr SCOOP
“One of my interviewers mentioned offhandedly
that the company was planning to start using an
outside vendor for all its graphic design needs.
They had never done it before and they were a little
Getting Ready
nervous about it. I seized the opportunity to
explain that in my last job I had spent three years
CHAPTER 2
managing the relationship with an outside design
agency, and shared some of the pitfalls I’d
encountered and how I overcame them.”
Lighten the Mood
There’s no question an interview is a tense, awkwardly
formal situation. That’s why a bit of humor can be a
welcome relief. An amusing anecdote or a wry com-
THE BIG DAY
CHAPTER 3
ment can break the ice. But be careful when you’re
attempting to be humorous. You don’t want to be self-
deprecating. You’re there to tout your strengths, not
your weaknesses. Also, an erudite comment that flies
over the interviewer’s head might make him resent you.
Risqué jokes are out of the question, and ethnic humor
is off-the-charts inappropriate. Don’t be afraid to be
THE BIG MOMENT
funny—but use discretion.
CHAPTER 4
> TIP
Don’t forget to laugh—or at least chuckle—at
your interviewer’s jokes!
Beware of TMI
FOR YOUR REFERENCE
Your prospective employer does not need to know
about your romantic history or your drinking hab-
its. These fall under the category of TMI—too much
information. Intimate details will not help you build
CHAPTER 5
rapport with your interviewer; they’ll only cause her
to question your judgment. Save those stories for
your friends.
WET F EET IN S IDER GUIDE 25
 Ace Your Interview
Interview Process
Demystifying the

Showing Your could accomplish” with a collaborative approach. When

CHAPTER 1

Strengths
Be a Team Player
To show prospective employers you’re prepared for the
teamwork the job will entail, be sure to highlight your
experiences as part of a successful team as well as your
solo achievements. If you’ve been a manager, you’ll have
experience assembling teams, so highlight that fact.
Getting Ready
you role-play your interview with a friend, note how
many times you use the word we—because your inter-
viewers certainly will.
Know Your Worth
False modesty is not a quality that will engage the inter-
viewer. She will expect you to describe your strengths
and give examples of how you put them into action.

Talk about the team’s accomplishments. If you’ve never You need to be able to describe your strong points and
CHAPTER 2

managed a team, you can still talk about your experi-
ence in forming partnerships and collaborating within
your own department and with those outside. If you’re
part of a team responsible for a successful new product
launch, talk about it. Even if you’re new to the job mar-
ket, your school experiences are bound to show numer-
ous examples of teamwork, such as a collaborative
science project or a school play. And if you played on a
sports team, the connection is a no-brainer.
THE BIG DAY
CHAPTER 3
give examples of how they helped you succeed in work.
Example Scenario
Interviewer: “Your reference couldn’t say enough about
your fundraising abilities.”
Bad response: “Oh, Jim’s such a good friend—I guess
I’ll have to pay him off later!”
>> A remark like this only undermines the reference and

Wherever possible, replace the first-person singular
I with the first-person plural we. If your interviewer
asks you to describe what you would do in a work sce-
nario, be sure your answer involves teamwork, such as
consulting colleagues, group brainstorming, or making
use of expertise in other departments. In other words,
your response should not only include an explanation
THE BIG MOMENT
does nothing for you.
Good response: “Thank you. We worked together
recently on a fundraising campaign for a local
theater, and of course we’re both delighted a new theater
program for kids was founded with the funds we raised
in that campaign.”
>> This response confirms the interviewer’s high

of “what I would do,” but also a statement of what “we

opinion of you, and supports that opinion with a
CHAPTER 4

INSIDEr SCOOP
“As a senior manager, I’ve spent time on both sides
of the interview table. When I’m the job seeker,
I talk to an interviewer like someone at a party
that I wanted to get to know. I follow their lead
in the conversation. You have to pay attention to
FOR YOUR REFERENCE
concrete example.
Acknowledging your strengths does not mean
indulging in hyperbolic self-promotion. Don’t say, “I’m
the best in the business.” Stick to assertions you can
support with evidence from your work history: “I was

details—the words they use, their inflections, the the top salesperson at the company for four consecutive
questions they ask. If I see them react to an idea quarters.”
I’ve brought up, I explore it; if not, I drop it. I’m not
going to spend 10 minutes going on about
Keeping It Within Limits
CHAPTER 5

something they have no interest in. It’s not at

all about giving the ‘right’ answer—it’s all about Nobody is good at everything. As the contours of the
building rapport.” position emerge during the interview, it might become
clear the company is looking for someone with a differ-

26 W E T F E E T I N S I D ER GUID E

ent set of skills and strengths than yours. No matter how
much you want the job, don’t misrepresent yourself. If
your interviewer realizes you’re stretching the truth, it
will count as a black mark. And if you do get the job,
you’ll be sweating bullets when you show up to work.
A much better tactic is to acknowledge your limi-
tations while emphasizing your very real personal
strengths. You might not get the job but you’ll make
your way onto the list of people to contact when an
appropriate position does become available.
Here’s the testimony of one job seeker: “The inter-
viewer told me: ‘If we could use your set of skills, I’d
hire you in a minute, but we currently don’t have a need
for them. However, I happen to know a guy over at this
company who is looking for someone with your skills,
and I will recommend you to him, and give you his
number to call.’ That led to a job for me.”
INSIDEr SCOOP
“An interviewer asked me ‘How good of a writer
are you?’ I fudged the reply: ‘Well, my supervisor
said I was one of the three best writers he has ever
worked with.’ The interviewer followed up with,
‘Yes, but how good a writer do you think your are?’
My reply—something along the lines of, ‘Well, I
think I’m very good’—torpedoed the whole session.
I didn’t get the job. The experience taught me to
develop a selection of more powerful statements in
response to that question.”
Say it with
Body Language
› Nonverbal cues can be every bit as important
to your interviewer as what you have to say. Even a bril-
liant remark can be undermined by a tentative delivery.
If you avert your eyes while talking about your accom-
plishments, your interviewer might think you’re mak-
ing them up. Throughout the interview, make sure your
body language conveys confidence and openness. If
Interview Process
Demystifying the
your body language doesn’t transmit genuine enthusi-
CHAPTER 1
asm and engagement, your interviewer might conclude
you’re just wasting his time.
Eye Contact
Be sure you begin and end your responses by looking
your interviewer steadily in the eye. When you do look
away, try to make sure your eyes aren’t rolling upwards
to the left or right because this indicates you’re grasping
Getting Ready
for ideas. You don’t need to stare intently at your inter-
CHAPTER 2
viewer the entire time, but when your interviewer is try-
ing to make a point or close a question, you shouldn’t
be gazing out the window or idly inspecting the ceil-
ing. Always look directly at your interviewer when you
begin to respond to a question so that it’s clear to whom
you’re addressing your remarks.
Don’t let your expression become wooden or fixed,
and don’t stare blankly or zone out in the middle of
your interviewer’s commentary. Take notes periodically
THE BIG DAY
CHAPTER 3
if that will help you stay engaged while your interviewer
embarks on a particularly long monologue, but don’t
stare down at your notes the entire time. You might
miss out on some nonverbal cue your interviewer is giv-
ing you: rolled eyes, a smile, a grimace.
Posture
THE BIG MOMENT
You should sit straight, but not rigidly. Crossed arms
indicate wariness or defensiveness, and that’s not how
CHAPTER 4
you want to approach your interviewer. Instead, keep
your hands in your lap or hold a pen in one hand
and your notepad on your lap with the other. Tightly
crossed legs can make you appear inaccessible, and
loosely crossed legs (with one calf resting on the oppo-
site knee) might seem overly relaxed. When your inter-
FOR YOUR REFERENCE
viewer is speaking, subtly lean forward to demonstrate
your interest in her words. Don’t rest your head in one
hand because this can make you appear bored or sleepy.
Nod when appropriate and respond to your inter-
CHAPTER 5
viewer’s comments with appropriate interjections or
exclamations; crack a smile when your interviewer
injects some humor into the proceedings. Ask questions
WET F EET IN S IDER GUIDE 27
 Ace Your Interview
Interview Process
Demystifying the
for clarification when needed. Remember what your
CHAPTER 1
mother always told you: Sit up straight in your chair.
This makes you appear confident, alert, and interested
in what your interviewer has to say.
If you fidget more than once or twice in your inter-
view, your interviewer might think you’re too nervous
to withstand the pressures of the job. Worse, he might
think you can’t wait for the interview to be over.
Getting Ready
INSIDEr SCOOP
CHAPTER 2
“Recently I was interviewing someone for a position
on our team who was an inside referral, very well-
connected to executives in our company. She was
plenty smart and enthusiastic. But the entire time
we talked, she was looking out the window; it was
as if she had someplace better to be. With no eye
contact, there was no way to establish trust or tell
whether she really cared about the job.”
THE BIG DAY
CHAPTER 3
Master the
Art of Q&A
› The interview will start with introductions.
After that, there might be some moments of prelimi-
THE BIG MOMENT
nary chitchat. But soon you’ll reach the heart of the
session: questions and answers. This is the part job
CHAPTER 4
seekers usually dread most. But you can keep it from
being an ordeal if you change your outlook. The ques-
tions your interviewer asks won’t demand magic “right”
answers—only answers that are thoughtful, reasoned,
and memorable.
Instead of seeing yourself as a lowly supplicant to
FOR YOUR REFERENCE
an all-powerful lord, think of the interview as a pleas-
ant peer-to-peer interaction, an exchange of ideas and
insights. Your interviewer is a possible colleague, maybe
even a future friend. You share common interests in the
CHAPTER 5
field or industry. Now you’re meeting to explore those
interests through a process of question and answer.
The most important and difficult thing to remember
28 W E T F E E T I N S I D ER GUID E
in an interview is that it’s a conversation. When an inter-
viewer asks you a question, you should keep the same
considerations in mind as you would in a social situ-
ation. Answering with a long analysis will indicate an
off-putting degree of self-involvement—and no doubt
bore the interviewer silly. A curt “yes” or “no” will have
an equally objectionable effect, making it seem you’re
uninterested in the topic at hand. Keep the conversa-
tion flowing and let your personality shine.
Behavior-Based Questioning
Following the philosophy that the best indication of
future behavior is past behavior, many interviewers
follow a behavior-based strategy. By asking you to
describe your past professional behavior, they hope to
gauge your potential as a member of the organization.
What to Expect
Most behavior-based questions will begin with: “Can
you tell me about a time when you…” or “Please
describe an instance where you…” “Could you give
me an example of a situation when you…”. When
you hear this cue, know you are being asked to relate a
specific anecdote that shows how you applied your tal-
ents to help an organization tackle a problem or make
the most of an opportunity. Your answer will be judged
according to set criteria; think of them as the Straight
A’s of behavioral interviewing:
• Analyzing the opportunity or problem effectively
• Approaching the opportunity or problem creatively
• Accessing appropriate team resources to implement
solutions
• Achieving concrete results (with figures if possible)
Sample Behavioral Questions
1. Please tell me about a time when you had a conflict
with someone and how you handled it.
2. Describe an instance when you had to juggle several
tasks at once and how you prioritized your work.
3. Give an example of a time you seized an opportunity
your organization might have otherwise missed.

10 Commonly asked questions
Many interviewers don’t have enough time to spare to
dream up new, hard-hitting interview questions. They
often resort to the tried-and-true questions that have
been asked at millions of interviews. Don’t disregard
these questions just because they’re hackneyed; they
offer you opportunities to shine. You should be ready
with the sharp, memorable responses that will distin-
guish you as a prime candidate.
Can you tell me a little about yourself?
What this really means: “I’m looking for personal
insights about you that would make you seem less like a
list of credentials and more like a person I’d like to work
with every day.”
How you should answer: Talk about strengths that
might not be clear from your resume, such as your
commitment to hard work and your abilities as a team
player. Back these up with compelling stories.
What are the best and worst jobs you’ve
ever had, and why?
What this really means: “Does this job match your
ideal, or are you going to leave this job in six months for
something better?”
How you should answer: Don’t emphasize the negatives
of past jobs. Talk about each one, even the ones that
didn’t work out, as a learning opportunity. Present each
one as a forward step on your career path.
What project are you most proud
of, and why?
What this really means: “What can you do for me and
my organization?”
How you should answer: Have a success story ready to
tell. But don’t just puff yourself up; talk about how the
attributes that led to your previous success can help you
in the position under discussion.
Interview Process
Demystifying the
What are your greatest strengths
CHAPTER 1
and weaknesses?
What this really means: “Prove to me you’d bring value
to this organization, and show me you’re aware of and
can learn from your mistakes.”
How you should answer: Your strengths should be
deployable in the job you’re discussing. Your weaknesses
should fall under the category of lessons learned and
Getting Ready
should have originated from inexperience rather than
CHAPTER 2
an inherent personality flaw.
> TIP
While asking questions, an interviewer will
often provide clues about the kind of response
she’s looking for. For instance, the question
“How exactly might you involve the rest of
the technology team in your projects?” indi-
cates she considers involving the technology
team important. Address this concern in your
THE BIG DAY
response and come back to it, when appropri-
CHAPTER 3
ate, as the conversation progresses.
Could you describe for me a time when you
had to perform under pressure?
What this really means: “You’re going to be asked to
perform under pressure here and I want to make sure
THE BIG MOMENT
you can handle it.”
CHAPTER 4
How you should answer: Think of a high-pressure sce-
nario your interviewer will relate to and then describe
how you handled and the positive outcome you
achieved. Just be sure the situation you describe was not
made more difficult by factors under your own control
because you don’t want interviewers to think you create
FOR YOUR REFERENCE
needless drama in the workplace.
What kind of people do you enjoy working
with most and least, and why?
CHAPTER 5
What this really means: “How are you going to get
along with me and/or the others on the team? Are you
going to fit in with our corporate culture?”
WET F EET IN S IDER GUIDE 29
 Ace Your Interview
Interview Process
Demystifying the

How you should answer: You should answer truthfully, Why should I hire you over other
CHAPTER 1

but tailor your response to what you know about the
organization. Words such as solidly grounded might
sound right in a buttoned-down setting; in a more cre-
ative environment, you could get away with wildcard
thinkers. Don’t use the question as an opportunity to
slam former colleagues.
What kinds of activities do you enjoy
Getting Ready
qualified candidates?
What this really means: “Let’s cut to the chase—what
can you offer me that others can’t?”
How you should answer: This is your opening to reiterate
your three major strengths. Then close with a statement
of your enthusiasm for the job: “I can’t imagine another
candidate having my passion and commitment to this work.

when you’re out of work? That will be clear once we’ve had a chance to work together.”
CHAPTER 2

What this really means: “Are you a well-balanced person

with the enthusiasm and passion we’re looking for?”

How you should answer: Talk about a hobby or pastime

you truly care about, and link it to a personal strength  ood answers to two
G
that will help you on the job. standard questions

1. Describe a time intern at a lobbying
Tell me about a failure you’ve had
when you performed firm, and I was given
in your career. under pressure: a call sheet of 20
THE BIG DAY
CHAPTER 3

What this really means: “How do you handle setbacks?” “Two weeks before a elected officials a
client’s annual confer- day to call, along
ence in Kansas City, with talking points
How you should answer: Mention a success story that a tornado took the for each one. One day
relates to the position, with numbers and anecdotal evi- roof off of the hotel there was a glitch in
dence of success to back you up. Then describe a failure where the attendees the database and all
were supposed to the talking points
that dates from early on in your career and came about
stay. But as any event were mismatched.
because of inexperience. Describe what you’ve learned planner knows, this is I was lobbying
THE BIG MOMENT

from it. The mistake should be understandable, forgiv- why you always have legislative aides
able, unrelated to the job at hand, and should have had to have a plan B. I about measures
had a block of rooms that weren’t even in
CHAPTER 4

no lasting consequences. in another hotel we their district.

regularly use for The first two calls
Where do you see yourself in three other events set aside were just bizarre;
in case of overflow, by the third call,
to five years? and by pulling a few when the aide said,
What this really means: “Are you going to stick around so strings I was able to “I think you’ve got
we can reap the benefits of training you?” expand the block to the wrong district,” I
accommodate all the realized my mistake.
FOR YOUR REFERENCE

registered attendees.” I felt about an inch

How you should answer: Start off your response by say- tall—but I learned
ing, “Right here.” Don’t mention advancement right 2. Tell me about a not to think of
away because you don’t want your interviewer to think failure you’ve had in technology as
CHAPTER 5

your career: infallible, and to

you’ll be restless in the position under discussion and “One summer in always double-check
gunning after someone else’s job. Mention ways you college I was an your facts.”
hope you and the organization will grow in tandem.

30 W E T F E E T I N S I D ER GUID E

hYPothetical Questions
Hypothetical questions are the curve balls of the inter-
viewing game. Interviewers throw them at you to test
your ability to think on your feet. Your reactions can
show your best professional instincts.
What to expect
Hypothetical questions begin with “How would
you…” “Imagine if you were to…” or “What would
you do if…”. Hypothetical questions are by their very
nature hard to anticipate but don’t allow yourself to be
blindsided by them. If you need to, use these tricks to
buy yourself some thinking time:
• restate the question: “Let me get this straight. What
would I do if…”
• Praise the question: “That’s a good question. Let me
think about that…”
• ask for specifics: “What resources would be avail-
able to the team to solve this problem?”
sample hypothetical Questions
1. If one of your teammates was having problems at
home that were causing him to fall behind on a proj-
ect, how would you handle the situation?
2. How would you deal with an employee whom you
suspected of inflating his travel expense report?
3. Imagine you were allowed to institute any new
workplace policy for one week. What would it be
and why?
how to react
The best answer to a hypothetical question is one that
ties it to a similar experience in your past. This tac-
tic grounds your answer in reality and allows you to
give an example of how well you’ve handled a difficult
situation. Here’s a good response to the expense report
question above:
“I always find that the easiest way to deal with a
suspected breach of workplace ethics is to first explain
the company policy in a casual, impersonal way, so
there are no misunderstandings about what is expected
INTERvIEW PROCESS
DEMySTIFyING THE
and no feelings hurt. I once felt that I was being over-
ChAPter 1
charged by a vendor. His invoices were vague on ser-
vices rendered. I explained to him that while he didn’t
need to punch a time card, he did need to provide a
detailed accounting of the way he spent his time on the
project. Lo and behold, the invoices that came in were
significantly lower than they had been, and our working
relationship was stronger than ever.
“I think I might go with a similar approach in this
GETTING REaDy
case: I’d ask everyone on the team to provide annotated
ChAPter 2
receipts with their travel expense reports, then check
over that employee’s receipts and spot check the rest of
the team’s too. I’d also be sure to do the same myself, to
set a good example. This would make my scrutiny seem
less like a personal attack.”
THE BIG Day
ChAPter 3
THE BIG MOMENT
anticiPate soMe tough Questions
ChAPter 4
Even the best-crafted resume probably raises a few awk-
ward questions about detours along your career path.
Why did you leave that marketing job after only six
months? Why do you want to be a stockbroker now
after finishing art school? What were you doing in that
year off between your last position in finance and now?
FOR yOUR REFERENCE
Don’t get caught unprepared. Have answers to ques-
tions about the following:
gaps in employment
ChAPter 5
An unexplained gap of six months or more might raise
questions in your interviewer’s mind about your com-
mitment to your career or even your work ethic. Be
WET F EET IN S IDER GUIDE 31
 Ace Your Interview
Interview Process
Demystifying the
prepared to address the issue head-on. Don’t approach
CHAPTER 1
it defensively—“I was raising my kids, okay?” Present
your decision as a considered choice consistent with
your long-term goals. Maybe you wanted to have kids
sooner rather than later so that you could concentrate
on your career. A good explanation goes a long way:
That decision to spend a year traveling around the wilds
of Madagascar might be perfectly consistent with your
interest in biodiversity and easily factored into your
Getting Ready
decision to pursue environmental law.
CHAPTER 2
Layoffs and Firings
If you were laid off, you can simply explain your posi-
tion was eliminated as part of a broader institutional
business decision such as a restructuring, merger, or
shift in the business plan, and leave it at that. It should
be enough of an explanation to satisfy your interviewer.
If you were fired, briefly explain that the position
“wasn’t a good fit” for reasons specific to that job. Don’t
THE BIG DAY
CHAPTER 3
blame it on personality conflicts, because you don’t
want to lead interviewers to speculate you can’t work
well with others. Mention any lessons learned or valued
relationships you gleaned from your time in the posi-
tion and you’ll sound the wiser for it.
Everyone knows someone who has been laid off or
fired, and your interviewers might have been laid off
THE BIG MOMENT
or fired at some point. Interviewers are predisposed to
understand termination of employment and sympa-
CHAPTER 4
thize with the people it happens to, provided you can
discuss it without sounding bitter or accusatory.
Any Stated Qualifications
Not Evident on Your Resume
If you’ve mentioned you’re an accomplished writer but
FOR YOUR REFERENCE
you have no bibliography of articles by you on your
resume, explain why. Do you write speeches for your
CEO that always get rave reviews from the audience?
Have you written a grant as a volunteer that secured
CHAPTER 5
$20,000 for an after-school program? Bring up these
accomplishments before your interviewer asks to
resolve any lingering doubts about your qualifications.
32 W E T F E E T I N S I D ER GUID E
Evidence of Job Hopping
If you’ve had five positions in the past three years, your
interviewer might have reason to suspect you’d leave
the organization as soon as you get a better offer else-
where. Explain the circumstances that precipitated so
many moves and how those circumstances are differ-
ent now. Maybe the frequent changes were the result
of a combination of a downsizing or your spouse get-
ting reassigned to another state. Or, perhaps you took
some short-term contract positions while you were
looking for the right job—this one, naturally—to
come along.
> TIP
When it’s appropriate to discuss salary,
outline the reasons behind your request
and discuss the standard salary range for
that position, in that geographic region,
and for someone with your background and
experience. Even if you’re just starting out,
don’t suggest you belong on the rock-bottom
end of the pay scale. You need to communicate
your value to the company.
Career Changes
Why should a consulting firm hire someone who has
spent most of his or her career in troubleshooting
and tech support? If this will be your first position
in a new field, you need to explain how your skills
and strengths are relevant to the position. You might
explain that creative problem solving and client inter-
action were always your favorite parts of your job at
the help desk.
Career changers who are making a shift “to pur-
sue my true calling” should be prepared to show
evidence of long-term interest in the field they’re
entering so employers don’t think of them as career
hoppers. If you are considering leaving your current
career “because this seems like too perfect a match
for my skills in [specialization] and long-term interest
in [field] to pass up,” by all means say so—this is the
kind of thing employers will be glad to hear.
 Interview Process
Demystifying the
Nothing wins over an interviewer like a shared pas- “Play It Smart” sidebar below for advice on disclosing

sion: “I enjoyed the work in tech support, but I knew
after my first business-operations class that I’d found
my true calling—even though it means starting over at
the bottom of a new field.”
CHAPTER 1
your salary requirements. And for a more in-depth
discussion of salary negotiations, turn to the WetFeet
Insider Guide Negotiating Your Salary and Perks.

Inconsistent Array of Jobs

 lay it Smart: how to disclose
P
If your career path is unclear from your resume, you
your salary requirements
need to show your interviewer there’s a common thread

Getting Ready
in your interests. If you can explain your career goal 1. BENCHMARK the chances that your

CHAPTER 2
Websites like Salary. expectations and the
has always been to make a difference in kids’ lives, sud-
com and Glassdoor employer’s budget
denly it will make a lot more sense that you’ve been a can show you what will overlap and gives
track coach, a volunteer for the March of Dimes while you can expect to you some room to
you were pursuing a career in finance, and ultimately earn based on your negotiate later on.
industry, location, Reeves suggests
left your job as a banker to become a social worker for skill set, and experi- writing, “My sal-
disabled children. Instead of seeming scattered, you’ll ence. If you have ary requirements
come across as committed and well-rounded. industry contacts, are in the $30,000
inquire what entry- to $40,000 range,
level employees depending on the
Money Matters typically make. Or type and scope of

THE BIG DAY

CHAPTER 3
Perhaps the trickiest question you might be expected go straight to the responsibilities.”
to answer in an interview is “What salary are you look- source, says Ellen
Gordon Reeves, 3. WIGGLE IT
ing for?” Most interview experts agree that if at all pos- author of Can I Wear Unless the employer
sible, you want to avoid naming a number before the My Nose Ring to the is feeling gener-
interviewer does. Here are some good ways to parry the Interview? “You can ous, you’ll probably
call the HR depart- be offered a salary
question: on the low end of
ment of a company
• “I’m willing to entertain any fair offer.” and simply say, ‘I saw your range. But

THE BIG MOMENT

• “I’ve learned a lot about the position today. I’d need to a job advertised at you still have some
take some time to think about the roles and respon- your company and I’m wiggle room. Salary
wondering what the is only one part of

CHAPTER 4
sibilities described before I can arrive at an answer.” entry-level salary is an employer’s offer;
• “Considering all the elements of a compensation for this department.’” benefits also carry
package, I prefer not to discuss salary in isolation. a lot of weight, and
2. SET A RANGE can be used as
Can you describe a typical compensation package?” Your benchmark- leverage. If you feel
ing should help the salary is on the
The initial interview is seldom a good time to talk you determine a low side given the
salary. You don’t want to discuss the issue until after bottom line—the responsibilities of FOR YOUR REFERENCE
absolute minimum the position, it can’t
you’ve convinced your potential employer you’re the you’ll accept. But hurt to bluff a bit
only choice. The best leverage you have in a salary dis- rather than a single and say that you
cussion is that they want to hire you. figure, present your expected more com-
CHAPTER 5

requirements in a prehensive benefits

However, you can only dodge the salary question ten-thousand-dollar and will need a higher
once—maybe twice. If your interviewer pushes you range. This increases salary to offset this.
for a straight answer, it’s time to tip your hand. See the

WET F EET IN S IDER GUIDE 33

 Ace Your Interview
Interview Process
Demystifying the
CHAPTER 1

Interview Dos and Don’ts

DON’T DO
DON’T DO
Monopolize the conversation with a laundry list Choose three talents to emphasize, and come
of your abilities. The interviewer’s eyes are sure prepared with three stories about using those
to glaze over. talents to help make your point. When it comes
to talking up your abilities, remember the adage
“less is more.”
Getting Ready
CHAPTER 2

DON’T
Focus your comments on a specialty that will only
account for a small percentage of your job. If you
are applying for a position where your only writing
task is the occasional press release, don’t spend
ten minutes of your interview talking about what
a great writer you are.
DO
Draw a clear connection between your
talents and the responsibilities listed in the job
description. For example: “I notice the position
entails a lot of presentations, client meetings,
and conferences. Meeting facilitation and public
speaking were my favorite parts of my job as
a school principal.”

DON’T DO
THE BIG DAY
CHAPTER 3

Get sidetracked into explaining the technical
details of your area of specialization. The
interviewer will either already know the
territory or not be interested.
Explain your expertise in terms your interviewer
(who might be an HR rep rather than a technical
specialist) is likely to understand. Focus on the
problems you identified and the outcomes you
achieved rather than on processes you used.

DON’T DO
Give unsolicited advice on how to solve a Wait to be asked how you’d solve the problem,
particular problem you’ve heard the company is then present a couple of pragmatic options that
THE BIG MOMENT

facing. For all you know, the company might have demonstrate your understanding of the issues
already tried that route or might not be able to involved.
CHAPTER 4

afford that solution.

DON’T DO
Come across as a jack-of-all-trades. If you’re If you’ve done your homework, you should know
equally good at everything, that means you’re which of your strengths are going to interest your
especially good at nothing. interviewer, so don’t hesitate to play these up.
FOR YOUR REFERENCE
CHAPTER 5

34 W E T F E E T I N S ID ER GUID E

Questions You Shouldn’t Have To Answer
Some questions are utterly inappropriate—even ille-
gal—in an interview. If any of these come up, don’t
react with indignation. Give the interviewer a way out
by saying, “I’m sorry, I’m not sure I understand the
question.” If he repeats the question instead of drop-
ping it, you can attempt to return the conversation to
less personal topics by saying, “Why do you ask? Do
you expect this will come up in the course of the job?”
That puts the onus on him to explain the point of the
question.
If he persists, smile and say, “To be honest, I feel
put on the spot talking about this since we’ve only just
met…. You know how that is.” No matter what, you
are not obliged to answer illegal questions. (For more
resources on this subject, see the For Your Reference
chapter at the end of this book.)
According to HR Tools, any of the following
questions about an applicant’s protected characteris-
tics could provide grounds for a legal discrimination
claim:
• Are you a U.S. citizen?
• What is your nationality?
• Have you ever been arrested?
• Have you ever filed for bankruptcy?
• Do you have a physical or medical condition?
• Are you married?
• What are your child-care arrangements?
• Are you a member of a union or labor organization?
• Have you ever sued a former employer?
• Have you ever filed a workers’ compensation claim?
• What were some of the problems in your last job?
• When did you graduate from college
(or high school)?
• Are you available to work on Easter Sunday?
• Are you planning on starting a family?
• What type of military discharge did you receive?
Interview Process
Demystifying the
Special Cases
CHAPTER 1
Case Analysis
This is an interviewing approach most commonly used
in the worlds of business consulting, finance, mar-
keting, business operations, and development. Case
questions are intended to test a candidate’s abilities to
analyze a problem or opportunity, perform under pres-
sure, make use of appropriate resources, come up with
Getting Ready
creative solutions, and communicate and present ideas
CHAPTER 2
effectively. Some organizations reserve case questions
for the second round of interviews, and even give can-
didates a chance to prepare responses, but many organi-
zations fire case questions at candidates in the very first
round to weed out as many candidates as possible early
in the interview process.
> TIP
WetFeet’s best-selling Ace Your Case series
THE BIG DAY
CHAPTER 3
goes into much more detail and provides many
practice questions (along with examples of
good and bad answers) for those looking down
the barrel of the case interview.
These questions present a series of facts, variables,
and resources, and then ask you to answer a specific
question given this data. With case questions, your
THE BIG MOMENT
interviewer might or might not respond to a request
for additional details, but you can usually ask your
CHAPTER 4
interviewer to repeat the relevant data to make sure you
have your facts straight.
There are four common types of case questions:
1. Market sizing questions ask the candidate to estimate
the size of a given market.
2. Business operations cases pose questions about the
FOR YOUR REFERENCE
running of a business.
3. Business strategy questions focus on future business
strategy issues, usually with a high-level approach.
4. Resume questions take one of the preceding types,
CHAPTER 5
relate it to something from your resume (career or
academic experience), and ask you to apply your
specialized knowledge.
WET F EET IN S IDER GUIDE 35
 Ace Your Interview
Interview Process
Demystifying the
Panel Interviews
CHAPTER 1
One-on-one interviews are stressful enough; the pros-
pect a panel interview is likely to make even the most
assured candidate break into a cold sweat. In this sce-
nario, you’ll meet two or more interviewers at once.
After you leave, they’ll compare notes and offer their
assessments. A panel interview can come at the begin-
ning of the hiring process or it might come after the
candidate has been through one or more preliminary
Getting Ready
one-on-one interviews.
CHAPTER 2
But despite your worst fears, a panel interview will
probably not make you feel like a defendant in a trial.
It’s more likely to be a pleasant exchange of ideas; it
might even occur over lunch. Even if one interviewer
does start to fire tough questions at you, chances
are another panel member will empathize with your
plight and help you to respond.
The tricky part of a panel interview is making the
conversation comfortable among multiple participants.
THE BIG DAY
CHAPTER 3
Make sure you share your attention with all the panel-
ists. Make eye contact with each one. When one of the
panelists asks you a question, direct your attention at
her but don’t make it just a two-person conversation—
look around and engage the others.
INSIDEr SCOOP
THE BIG MOMENT
“As a career counselor, I can’t tell you how often
I’ve seen interviewees make the mistake of
CHAPTER 4
addressing their remarks exclusively to the male
interviewers on a panel. They subconsciously
believe that that’s where the decision-making
power lies, which is certainly not always the
case. Sharing your attention among multiple
panelists can be a hard habit to learn, but it’s
essential in an ever more diverse workforce.”
FOR YOUR REFERENCE
CHAPTER 5
36 W E T F E E T I N S I D ER GUID E
Reach an Effective
Conclusion
Ask Good Questions
The final minutes of the interview can seal the good
impression you’ve made up to that point. This is also
the time to explore aspects of the job that might not
have been covered yet. Perhaps you’ve had a chance to
ask questions during the course of the interview. But if
you haven’t, you should definitely take the opportunity
now. Incisive, well-thought-out questions will give you
insight into the job and enhance the impression that
you’re a desirable candidate. If you end the session with-
out having asked questions, the interviewer might con-
clude you aren’t that interested in the job.
What Good Questions Can Do For You
• They can reveal your knowledge of the company
and the industry. If the company has just merged
with another company, for example, you can ask a
question such as, “What do you see as the greatest
burden on the communications team as a result of the
merger, and how do you think I could be of help?”
• They can show you’ve been paying attention. You
can refer to comments your interviewer made to
personalize your questions: “You mentioned that
excelling in this position takes perseverance and
grace under pressure. What other personal attri-
butes do you think would be especially useful in
this job?”
• They can establish a personal connection. People
like to talk about themselves. Provide an opening
for your interviewer by asking, “How did you start
working with this organization? What do you find
most stimulating about the job?”

Ten Very Good Questions to Ask
1. What three words would you use to describe the
work environment here?
2. What would you say are the organization’s greatest
opportunities and challenges in the next three years?
3. How has [major business trend or current event]
affected your organization?
4. What are the greatest learning opportunities you’ve
had here?
5. What do you like most about working here?
6. What do you find most challenging about working
here?
7. Can you describe three specific opportunities for
growth this position offers?
8. What do you see as the potential drawbacks of this
position?
9. What personal qualities do the teammates you value
most possess?
And the most important question of all:
10. What are the next steps I should take to be hired
for this position?
Touchy Subjects
Questions about turnover, expected working hours, and
stress levels can be difficult to broach, but if you can ask
them sensitively you’ll find out whether this is a place
you really want to work. Also, you’ll show you know
your worth and want to be part of an organization that
values its employees. Perhaps you suspect you might be
walking into an impossible situation and want to know
why the previous employee left the position. There
should be no make-or-break tone in your voice; you
should be diplomatic and non-confrontational.
Gauge the interviewer’s openness to your concerns.
If the time doesn’t seem right, you can wait for a later
interview to bring them up. But if you’ve developed a
good rapport, it might be appropriate to ask a question
such as, “Is this a good place to work?”
Interview Process
Demystifying the
The Benefits Discussion
CHAPTER 1
One potentially touchy subject is the company’s ben-
efit package. You might not want to bring this up until
late in the interview process, but be sure you ask about
it before you take the job because it’s hard to negotiate
better benefits after the fact. Check out benefits and
company policies on workman’s comp, disability, and
maternity, paternity, and elder-care leave even if you
don’t expect to need them. You never know how your
Getting Ready
life circumstances might change.
CHAPTER 2
Your Exit Strategy
› The interview is coming to a close. Don’t wait
until your interviewer is out of steam to start wrapping
things up. Instead, obey the old show-business adage:
“Always leave ’em wanting more.” When you sense
it’s time to wrap things up, put your exit strategy into
action by following these steps:
THE BIG DAY
CHAPTER 3
Make Amends
If you think the interview hit a wrong turn at one point
or another, now is the time to modify your answers or
clarify your reasoning: “I don’t want to take too much
more of your time, but I did want to get back to that
question you asked me about how I’d handle a tough
THE BIG MOMENT
customer. Just to be clear, I wouldn’t recommend refer-
ring the customer to a supervisor until I’d made every
CHAPTER 4
offer within my authority to put things right.”
Invite Further Questioning
Ask the interviewer if he has any further questions for
you. This gives him a chance to address any unresolved
issues and it shows you’re attuned to his concerns. If
FOR YOUR REFERENCE
he says, “No, that about covers it,” you should take the
hint and thank him for his time.
Reiterate Your Interest
CHAPTER 5
Don’t leave any doubt in your interviewer’s mind about
your interest in the position. Interviewers dread rejec-
tion too, and they might fear you’re uninterested or that
WET F EET IN S IDER GUIDE 37
 Ace Your Interview
Interview Process
Demystifying the
you might be settling for a job you don’t really want.
CHAPTER 1
Look the interviewer right in the eye and say, “I was
excited about this position even before I came in today,
but after talking to you I’m more certain than ever that
I really want this job.” But be sure you mean it!
Make Your Final Pitch
Remind your interviewer in a minute or less of the three
main reasons why you are a good match for this posi-
Getting Ready
tion. Don’t be shy about repeating your strengths one
CHAPTER 2
last time. Make your final sales message clear, quick,
and memorable, and you just might cinch the deal.
INSIDEr SCOOP
“At a job interview at an English-language newspa-
per in Budapest, the editors asked a few standard
questions and didn’t seem to listen to my answers. I
was sure that I didn’t have the job, so I had nothing
to lose. Before I left, I said, ‘Look, I’m a damn good
THE BIG DAY
editor and writer. I know you’d prefer someone
CHAPTER 3
older, but I’m willing to work awfully hard. So I
think you should hire me.’ They were taken aback,
but I closed things nicely—told them to call if they
had any other questions, and that I’d follow up in a
week or so. I got the offer two days later.”
Ask About Next Steps
THE BIG MOMENT
You probably won’t get your answer on the spot. The
CHAPTER 4
interviewer might want to check with her colleagues,
or she might have other candidates she wants to assess.
Ask how soon you should follow up and mention that
you’d be delighted to have the chance to meet the rest
of the team.
FOR YOUR REFERENCE
Give Your Interviewer Something
to Remember You By
Hand over a business card or an article by or about you.
Everything you can do to keep your candidacy top of
CHAPTER 5
mind—and top of in-box—helps.
38 W E T F E E T I N S I D ER GUID E
Make a Smooth Move for the Door
Look your interviewer in the eye and offer a few words
of appreciation for how much you got out of your
conversation. Then, be sure you have all your belong-
ings and offer your interviewer a warm handshake and
smile. This is a powerful last impression to leave with
your interviewer—personal, meaningful, and consum-
mately professional. This handshake should mark the
end of your interview and, ideally, the beginning of a
rewarding professional relationship.
Follow-up
› Once the interview is over, you should
review your notes from the interview and start plan-
ning your follow-up. Take a minute to review your
performance and identify areas where you excelled and
areas you might improve upon if you get the opportu-
nity to interview further for the position. Notes from
your interview can help you identify experiences you
neglected to mention or questions you’d like to ask in
follow-up interviews.
If your interviewer told you to follow up in a week,
mark that date in your calendar. Be sure to call then for
your status check. Reiterate your willingness to meet
with other members of the team. Just remember, there’s
a fine line between talking and stalking—if you’ve
called two or three times during the course of a couple
of weeks and there’s still no definitive response, you
might want to downshift your follow-up contacts to
occasional emails.
The Thank-You Note
The thank-you note is a tactic virtually all career advis-
ers recommend and many candidates overlook. While
the interview is still fresh in your mind, sit down and
craft a warm, personal thank-you message. Put other
candidates’ oversight to your advantage and send thank-
you notes no later than the day after your interview. A
typed note on business stationary or a legible handwrit-
ten note on an elegant card is ideal. But a quick, sincere
 INTERvIEW PROCESS
DEMySTIFyING THE
email is preferable to a stunning card that arrives ten

ChAPter 1
days late, when the interviewer has already forgotten
your name and offered the job to someone else.
In addition to showing your appreciation for your
interviewer’s time, a thank-you note is a prime oppor-
tunity to:
• Mention something you neglected in your resume.
• Alleviate any concerns raised in the interview.
• Convey your enthusiasm.

GETTING REaDy
• Reiterate key strengths you possess that relate to

ChAPter 2
the job.

sample thank-You note:

Dear Ms. Gonzales,

Thank you again for a most inspiring meeting. I know how hectic your schedule is as you head
toward the restaurant opening, and how many resumes you must have received for the assistant
chef position, so I am especially appreciative you took the time to meet with me and share your

THE BIG Day

insights on the business. I picked up a copy of that issue of Gourmet you mentioned, and you’re

ChAPter 3
so right—that feature article on Tuscany really missed the boat! There’s so much more to Tuscan
cuisine than steak and white beans, as you’ve demonstrated in your cookbook. I look forward to
branching out from Neapolitan cuisine and am sure our regional specializations will prove a fitting
complement for one another—and a delicious one at that.

I look forward to continuing our conversation in the kitchen at LouLou in the near future.

Best regards,

THE BIG MOMENT

Sally

ChAPter 4
P.S.: Your friend and mine, Ruthie, sends her best, and says to say thanks for the pork chop tips.

FOR yOUR REFERENCE

ChAPter 5

WET F EET IN S IDER GUIDE 39

For Your

5
Reference
Additional Interviewing
Resources.....................................42

General Interviewing
Advice..........................................42

Job Search Resources....................43

Background
Research Tools.............................43

Salary Negotiation
Tools............................................44
 Ace Your Interview
INTERvIEW PROCESS
DEMySTIFyING THE
aDDitiOnal
ChAPter 1
interviewing
resOurces
› with a little extra research, you can prepare
for some of the less obvious questions interviewers
will ask. Rather than inventing these questions them-
selves, interviewers often pull them from professional
GETTING REaDy
resources you can access, such as the Internet, human
ChAPter 2
resource and development services, interview books,
and workplace advice columnists. Here’s how to find them:
THE BIG Day
ChAPter 3
THE BIG MOMENT
internet searches
ChAPter 4
Google interview questions or job interview questions
and check out the search results to find the top 20 or so
websites that list interview questions employers should
ask. Chances are, interviewers who are pressed for time
will look at the same sources. Also, sites such as www.
job-interview.net offer lists of some of the toughest
FOR yOUR REFERENCE
interview questions and appropriate responses.
hr anD recruitMent services
Spend a while thinking like a recruiter or HR profes-
ChAPter 5
sional and you’ll be better prepared for their questions.
Look up websites for HR and recruiting profession-
als and run a keyword search on interviewing to see
42 W E T F E E T I N S I D ER GUID E
if you can find recommended questions or practices.
Sites such as the HR-Guide (www.hr-guide.com) offer
valuable lists of interview questions and outline other
ways HR professionals test candidate competencies.
books
If you are looking for work in a field that follows a
specialized interview process, look for books that spe-
cifically address that interview type. WetFeet publishes
the five-volume Ace Your Case series of Insider Guides
for consulting interviews, which rely heavily on the
dreaded case question. For those looking to work in
the investment banking industry, check out Beat the
Street: Investment Banking Interviews and Beat the
Street II: I-Banking Interview Practice Guide.
general
interviewing
aDvice
› for a leg uP on the competition, peruse these
general interviewing advice sources:
Wetfeet.com
www.wetfeet.com
WetFeet’s website covers every interviewing scenario
from brainteasing case quizzes to lunch meetings, and
offers tips for dealing with tricky situations.
Job-interview.net
www.job-interview.net
This site includes insights from top career counselors,
a database of 1,000 common interview questions and
samples of excellent answers, tips to perfect your skills
with mock interviews, and much more.

National Association of Colleges
and Employers Career Library
www.jobweb.com
This site features in-depth information on job fairs,
thank-you notes, and other interview concerns, plus sal-
ary and job outlook data, job fair listings, college career
center resources, and features on employers.
Job Search
Resources
Books
Networking Works!
(WetFeet Insider Guide)
Many job vacancies are filled before an opening is
announced publicly—but follow these strategies for
effective networking, and you’ll tap into this hidden
job market.
Job Hunting A to Z: Landing the Job You
Want (WetFeet Insider Guide)
This information-packed guide covers networking,
interviewing, and negotiation, with tips on drumming
up contacts and referrals, handling difficult interview
situations, and choosing from several offers.
Websites
American Staffing Association
www.staffingtoday.net
The “How to Select a Staffing Company” tips, found
under the “Job Seekers” tab, can help you find compa-
nies that will seek out jobs for you and advocate on your
behalf in the job market.
Employment Law Information Network
www.elinfonet.com
Concerned that visa status, fitness, or drug testing
requirements might be barriers in your job search? Get
the latest on legal hiring requirements on the “Hot
Topics” section of this site.
Interview Process
Demystifying the
Background
CHAPTER 1
Research Tools
Fortune Career Resources
money.cnn.com/magazines/fortune/rankings
Fortune’s annual reports on the best places to work,
most admired companies, and the best places to work
for women and minorities are key background reading.
Also check out the columns to discover jobs you never
Getting Ready
knew existed, the latest on workplace practices such as
CHAPTER 2
telecommuting and casual dress, and career quizzes.
Bureau of Labor Statistics
Occupational Outlook Handbook
www.bls.gov/oco/home.htm
Search this site and the Career Guide to Industries
(www.bls.gov/oco/cg/home.htm) to identify oppor-
tunities in your field and explore the most promising
career options. The Occupational Employment Statistics
THE BIG DAY
CHAPTER 3
will help you identify mean salaries, the current rate of
layoffs, and wage comparisons for your industry and
geographic location. Check out Occupational Outlook
Quarterly’s special report, “Employment Interviewing:
Seizing the Opportunity and the Job,” at www.bls.gov/
opub/ooq/2000/summer/art02.htm.
U.S. Census Bureau
THE BIG MOMENT
www.census.gov
CHAPTER 4
Find the latest economic census figures, including earn-
ings for your industry; earnings cross-referenced by
occupation, education level and gender for your geo-
graphic location; and hard numbers on e-commerce.
Labor Market Information Center
FOR YOUR REFERENCE
www.careeronestop.org/lmi/LMIHome.asp
See what occupations are hottest in your geographic
area and across the nation.
CHAPTER 5
WET F EET IN S IDER GUIDE 43
 Ace Your Interview
Interview Process
Demystifying the

Current Economic Conditions Salary

CHAPTER 1

by Federal Reserve District

www.federalreserve.gov/FOMC/BeigeBook/2011/
If you’re considering relocating to look for work, use
this government index known as The Beige Book to
identify where the economic prospects are brightest in
the United States.
Negotiation Tools
Negotiating Your Salary and Perks
(WetFeet Insider Guide)
Get your way without breaking the deal—or even a
sweat—with WetFeet’s comprehensive guide.

The Conference Board America’s Career InfoNet

Getting Ready

www.conference-board.org www.acinet.org
CHAPTER 2

Concerned about what those economic indicators mean Find the median wages for your chosen field in
for your industry—and your job prospects? Get experts’ your geographic location and which careers have the
perspectives on business trends on this site. strongest outlook right now.

Salary.com
www.salary.com
Find appropriate salary and benefits for your position.
Pick up tips on how to raise your pay, get paid time off,
and negotiate cost-of-living increases.
THE BIG DAY
CHAPTER 3

Professional Association for

Compensation, Benefits, and Total Rewards
www.worldatwork.org
Check out the latest research on performance-based
pay, stock options, overtime pay, and paid leave though
survey briefs and in-depth reports.
THE BIG MOMENT
CHAPTER 4
FOR YOUR REFERENCE
CHAPTER 5

44 W E T F E E T I N S I D ER GUID E
 CHAPTER 1
Demystifying the CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5
Interview Process Getting Ready THE BIG DAY THE BIG MOMENT FOR YOUR REFERENCE

WET F EET IN S IDER GUIDE 45

>> The WetFeet Story
WetFeet was founded in 1994 by Stanford MBAs Gary Alpert and Steve Pollock. While exploring their
next career moves, they needed products like the WetFeet Insider Guides to guide them through their
research and interviews. But these resources didn’t exist yet—so they started writing! Since then,
millions of job seekers have used the WetFeet Insider Guides and WetFeet.com to research their next
career move.

In 2007 WetFeet became part of Universum Communications, the global leader in employer branding.
Thanks to the integration of WetFeet into the Universum group, WetFeet products are now used by
job seekers all over the world. In addition to our Insider Guides and WetFeet.com, we produce WetFeet
magazine, which features career advice tailored to undergraduate students.

>> The WetFeet Name

The inspiration for our name comes from a popular business school case study about L.L. Bean, the
successful mail-order company. Leon Leonwood Bean got his start because he literally got his feet wet:
Every time he went hunting in the Maine woods, his shoes leaked. One day he set out to make a better
hunting shoe, doing such a good job that his friends lined up to buy pairs of the boots. And so L.L. Bean
was born.

The lesson we took from the Bean case? Well, it shows that getting your feet wet is the first step toward
achieving success. And that’s what WetFeet is here for: To help you get your feet wet and take the right
steps toward ever-greater career goals, whatever they may be.
 >> Interviewing is the most important job-seeking
skill and the one barrier that every job seeker
must face before getting hired. But it doesn’t have to be a
harrowing experience. At its core, a job interview is really just a
specific kind of conversation. This Insider Guide, complete with
sample interview questions and scenarios, will help you make
the preparations necessary to keep that conversation focused,
productive, and pleasant, so that you can keep your wits about
you even when the stakes are high.

TURN TO THIS WETFEET

INSIDER GUIDE TO EXPLORE
★ WHAT YOU NEED TO KNOW ABOUT YOURSELF, ★ INSIDER TIPS FOR ANSWERING DIFFICULT
THE POSITION, AND THE ORGANIZATION TO QUESTIONS, EMPHASIZING YOUR STRENGTHS,
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★ WHAT EMPLOYERS ARE REALLY GETTING AT ★ STRATEGIES FOR FOLLOWING UP AND BUILDING
WHEN THEY ASK CERTAIN QUESTIONS ON YOUR FIRST IMPRESSION

★ THE FUNDAMENTALS OF INTERVIEW SUCCESS, ★ TIPS FOR INTERPRETING JOB DESCRIPTIONS

FROM HOW TO DRESS TO HOW TO ANSWER
THE MOST COMMONLY ASKED QUESTIONS ★ THE INS AND OUTS OF BASIC INTERVIEW TYPES

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