The employment interview is one situation that exploits the capacities for friendliness and imaginative empathy to its fullest extent. Our natural tendency to sympathise with the person across the table drives us to make excuses for their weaknesses or to read more substance into their work or personal experiences than truly exists. At the same time, our programming for classification—sorting people into in-groups and out-groups—can make us harshly judge those who appear to be in the out-group. We will even focus on and exaggerate the differences we perceive. Thus, strict controls and lengthy training are needed to make interviews effective procedures for objective judgment, and even then they remain highly vulnerable to empathy and mind-reading biases.
HBR – How Hardwired Is Human Behaviour?
So, we find ourselves in the interview, a bit nervous and uncertain how things are going to go. We might not have slept very well, we have crammed for a whole bunch of potential questions and we now await their initial entry point into the interview. What’s going to happen next and how am I going to perform under pressure?
The major issue in an interview situation, is the imbalance of power that exists in the relationship. When a person has power, it has an effect the people, environments, and events around them, even if they have no desire to do so.
According to Good Therapy, there are a number of different types of power. In the 1950s, psychologists John French and Bertram Raven theorised there are five main types of power (later they added two more to make seven). These power types are:
In an ideal world, the interview process would be a shared process, with both parties contributing equally to the conversation. In fact, this is how mature organisations work, understanding that an interrogation is the least effective way of getting to know the character and competence of an individual. Essentially, an interview process is a subjective process, because it involves a person with decision making capacity, making a decision to punish or reward another individual, depending on how they feel about them. That immediately sets up a dynamic that is largely unbalanced, creating a stress for the participant.
Our inclination when we feel that there is a power imbalance, is to take the subservient role. I cede control to the other person and my subconscious intent is to please them enough to secure the reward. The moment we do that, the interview process becomes a “teacher / student” relationship, one where my emotional state, my mindset and my behaviours is of lessor importance then the more powerful decision maker that is asking the questions.
We can’t control the conversation, we can only control our component of the discussion and the rest takes care of itself.
What can we do to ensure as best we can, that we have a degree of control over the process.
Be prepared – You never walk into an interview, without understanding what it is that you want to say. You have prepared your story board, you understand your key messages, you know the competencies / gifts that support these messages and you know the stories required to demonstrate your achievements.
Practice until your messaging and stories become second nature – You have spent a lot of time rehearsing what you want to say. Pressure can do interesting things to people, including bringing about a complete ‘mind blank’ in an important moment. Practice until you know every story back to front and can use them seamlessly, to demonstrate different things.
Don’t attached emotion to the outcome – The moment we want something, we create the potential for nerves to play a role. Your job is not to make the decision, but to influence the decision and the way that we do that, is through our nudging. Indecisiveness, slow reactions, nervous stories our forgetfulness are not the outcomes we are looking for. You know what you want to say, focus on saying that to the best of your ability.
Focus on the message that you want to get across – This is about what you want to say, not what you think that they need to hear. If you have done your homework, you know what the issues are and what you need to focus on. Bring the dialogue back to your key messages and make sure that they are heard.
Don’t be intimidated by the humans that are cross the table – They might be smarter, richer, in more senior positions or more powerful, but at the end of the day, they are human beings. On that basis, we need to understand that we share the same bias’s and innate human weaknesses. Focus on being a good human being and demonstrating the best working version of that human being, and let them decide if that is impressive enough.
What do you want them to know about your character and your competence that is going to leave them, with a favourable impression?
Work on delivering it with honesty and humility. People want to connect, and you compromise the prospect of connection by making a pitch. Even worse .. you’re making a pitch and to don’t know what success looks like. Stop pitching and start connecting with authenticity. Walk away feeling great about the fact that the conversation got across the message that you wanted to deliver and let the rest take care of itself.
A balanced relationship, or one in which power is, for the most part, held equally, might be represented by some of the following outcomes of the process:
In the next lesson, we are going to give you a list of questions that you might like to use, to establish communication throughout the process. Ideally, we are looking to turn this into two way dialogue between equals, discussing the situation and how you both might benefit from the exchange.