learn to mind read your interviewer

Learn to Mind Read Your Interviewer:

to steer the interview, manage time, manage conflict, reduce stress and

enhance your career potential

Topics1. Identifying Distinct Personality Styles in Interviews2. Understanding the Motivators and Drivers3. Managing Strengths and Weaknesses in Interviews4. Build the Interview Relationship5. Advanced Critical Thinking and Communication

In Interviews6. Helping Other Personality Styles in Interviews7. Building Your Reputation as a Team Player

During the Interview

Workshop Foundation

“How To Mind Read Your Customers” And

“How to Hire Champions”

by David Snyder

Adapted by Mitchell W. Manning Sr.

Learning Objectives

In this workshop you will learn:1. two personality styles and four personality behaviors2. seven motivators and drivers for each personality style and behavior3. four strengths and four weaknesses of each personality style and behavior4. six processes for building interview relationships5. fourteen advanced critical thinking and communication skills and

processes6. five systematic and logical processes for helping the interviewer7. eleven processes for building your reputation by helping the interviewer

Suggested Website

www.mindread.net

http://www.mindread.net/

Light travels faster than sound, that is why some

people appear bright until you

hear them speak!!

The things that come to those that wait may be the things

left behind by those who got there first!!

It is not what you know, it is how fast you can find out.

The sooner you fall behind, the more time you

have to catch up.

“I would never waste my time

learning something that I could simply

look up.”Albert Einstein

If it wasn’t for the last minute, nothing would ever get done.

Identifying Distinct Personality Styles and

Behaviors

Identifying Distinct Personality Styles

1. Do interviewers always behave as you expect?2. Is it easy to anticipate their needs?3. Would it be nice to have tools and techniques to help you

be more effective interviewing with them?

This workshop is about helping you understand yourself and your interviewer. The objective is to enhance your skills as a behaviorist. With these skills you can build an interview environment and relationship(s) needed to be successful at getting the job offer after the job interview.

Identifying Distinct Personality Styles and Behaviors

Do you believe– People have behavioral tendencies?– People have preferred working styles and

environments?– People have predictable needs from others?– People can be more effective when their

needs are met?– You can get what you need by helping other

people get what they need?

Identifying Distinct Personality Styles and Behaviors

• There are two styles of personalities1. Dynamic2. Discerning

• There are four types of behavior1. Dominance2. Influence3. Conscientiousness4. Steadiness

Identifying Distinct Personality Styles

• Dynamic – linked to drive and sociability behaviors. Extroversion. Draw energy from external sources.

• Discerning – linked to calm, analytical, and careful behaviors. Introversion. Draw energy from within.

Dominance – type of behavior

This behavior emphasizes overcoming opposition to accomplish results.

Tendencies of Dominance

1. Getting immediate results2. Causing action 3. Accepting challenges4. Making quick decisions5. Questioning the status quo6. Taking authority7. Managing trouble8. Solving problems

Influence – type of behavior

• This behavior emphasizes influencing and persuading others to shape the environment.

Tendencies of Influence

1. Contacting people2. Making a favorable impression 3. Being articulate4. Creating a motivational environment5. Generating enthusiasm6. Entertaining people7. Viewing people and situations with optimism8. Participating in a group

Steadiness – type of behavior

• This behavior emphasizes carrying out the task by cooperating with others within existing circumstances.

Tendencies of Steadiness

1. Performing in a consistent, predictable manner2. Demonstrating patience 3. Developing specialized skills4. Helping others 5. Showing loyalty6. Being a good listener7. Calming excited people8. Creating a stable, harmonious work environment.

Conscientiousness – type of behavior

• This behavior emphasizes ensuring quality and accuracy by working conscientiously within existing circumstances.

Tendencies of Conscientiousness

1. Adhering to key directives and standards2. Concentrating on key details 3. Thinking analytically, weighing pros and cons4. Being diplomatic with people5. Using subtle or indirect approaches to conflict6. Checking for accuracy7. Analyzing performance critically8. Using a systematic approach to situations or

activities

Activity

10 Minutes – identify yourself and people who have interviewed you by style (2) and behavior (4).

10 Minutes – compare yourself with your interviewers. Compile, summarize and document for future reference.

10 Minutes – Draw conclusions and identify learning points for next interview(s). If this, then this…

Build A Relationship With the Interviewer

Respecting the Interviewer’s Personality Style and Behavior

Establish Rapport and Trust with the Interviewer

• Show you are putting their interests first• Make yourself available• Build knowledge by study and application• Enhance reputation with practice• Be first with options and alternatives• Be honest and forthright• Be consultative

“Where does it hurt?”

Manage Time and Priorities for the Interviewer

Principles of Time Management

1. Record it.2. Sort it.3. Prioritize it.4. Plan it.5. Work it.6. Simplify it.

“If it is not documented, it is not a priority”

Select Situational Leadership to complement the Interviewer’s Style

• Two plus Two Personality Styles– Dynamic is Dominant and Influence– Discerning is Steadiness and Conscientiousness

• Situational Leadership Options– Force– Seduction– Persuasion– Integrity– Empowerment– Gestalt

Manage Conflict to complement the Interviewer’s Style

Prevention– The act of anticipating and countering in advance.

Intervention– The act of intervening (coming in or between), in

order to modify or change an outcome or behavior.

“The origins of conflict are objectives, values, facts and methods. The behavioral choices are confront, collaborate, avoid, compete. ”

Reduce and Eliminate Stress to complement the Interviewer’s style

• Learn what stress does to you.• Learn to calm your stress reactions.• Learn factors that stress others.• Learn to recognize stress reactions of others • Learn to calm them down.• Learn your rules for stress management• Learn to quickly follow your rules.

Set Your Career Goals Respecting the Interviewer’s Personality Style

• What would you have me do differently?

• What would you have me continue?

• Will you help me build on my strengths and work to eliminate my weaknesses by giving me timely evaluation and coaching?

ActivityRespecting the Interviewer’s Personality Style

Match sources of conflict with personality types

Match behavioral choices with personality styles

Document for future reference

Managing Strengths and Weaknesses of the Interviewer

Interviewer Styles and BehaviorsStyles

Dynamic and Discerning

BehaviorsDominance and Influence

Conscientiousness and Steadiness

Describing Dynamic and DiscerningStyles of Interviewers

• Dynamic – the extroverts– Dominance/Driven: open to experience– Influence: friendliness

• Discerning – the introverts– Steadfast: emotional stability– Conscientious: conscientiousness

Dominance and InfluenceManaging Strengths and Weaknesses

DominanceCommon Negative Emotional Style:

Anger

Strengths WeaknessesPioneering DemandingInnovative Egotistical

Forward-looking Aggressive/rudeChallenge oriented Lack of diplomacy

Strengths WeaknessesOptimistic/enthusiastic Inattentive/flighty

Motivator Too trustingTeam player Situational listener

Creative problem solver Poor with details

InfluenceCommon Negative Emotional Style:

Overly emotional, needy

Steadiness and Conscientiousness Managing Strengths and Weaknesses

ConscientiousnessCommon Negative Emotional Style:

Non-emotional/apathetic

Strengths WeaknessesSteady and sincere Too passive

Patient and empathetic Resists changeLogical thinker Poor with prioritiesService-oriented Hesitant/inflexible

Strengths WeaknessesCareful and thorough Gets lost in detailsObjective and clear Fussy and criticalHas high standards Picky and pessimistic

Good analyzer Cool and aloof

SteadinessCommon Negative Emotional Style:

Fearfulness

Dominance –Managing Strengths and Weaknesses

This interviewer needs you to:1. Weigh pros and cons2. Calculate risks3. Use caution4. Structure a predictable environment5. Research facts6. Deliberate before deciding7. Recognize the needs of others

Dominance –Managing Strengths and Weaknesses

To be more effective this interviewer needs:1. To receive difficult assignments2. To understand that they need people3. To base techniques on practical experience4. To receive an occasional shock5. To identify with a group6. To verbalize reasons for conclusions7. To be aware of existing sanctions8. To pace self and to relax more

Influence –Managing Strengths and Weaknesses

This interviewer needs you to:1. Concentrate on the task2. Seek facts3. Speak directly4. Respect sincerity5. Develop systematic approaches6. Prefer to deal with things instead of people7. Take a logical approach8. Demonstrate individual follow-through

Influence –Managing Strengths and Weaknesses

To be more effective this interviewer needs:1. To control time, if D or S are low 2. To make objective decisions3. To use hands-on management4. To be more realistic when appraising others5. To make priorities and deadlines6. To be more firm with others, if D is low

Steadiness –Managing Strengths and Weaknesses

This interviewer needs you to:1. React quickly to unexpected change2. Stretch toward the challenges of accepted tasks3. Become involved in more than one thing4. Be self-promoting5. Apply pressure on others6. Work comfortably in an unpredictable

environment7. Help prioritize work8. Be flexible in work procedures

Steadiness –Managing Strengths and Weaknesses

To be more effective this interviewer needs:1. To be conditioned prior to change2. To validate self-worth3. To know how personal effort contributes to

the group effort4. To have colleagues of similar competence and

sincerity5. To know task guidelines6. To have creativity encouraged

Conscientiousness –Managing Strengths and Weaknesses

This interviewer needs you to:1. Delegate important tasks 2. Make quick decisions3. Use policies only as guidelines4. Compromise with the opposition5. State unpopular positions6. Initiate and facilitate discussions7. Encourage teamwork

Conscientiousness –Managing Strengths and Weaknesses

To be more effective this interviewer needs:1. To have time to plan carefully2. To know exact job descriptions and

performance objectives3. To schedule performance appraisals4. To receive specific feedback on performance5. To respect people’s personal worth as much

as their accomplishments6. To develop tolerance for conflict

Activity

Ten Minutes – Outline an example from experience of a style and behavior issue you have experienced in an interview and what you would do differently.

Ten Minutes – Develop strategies for working with each style and behavior.

Ten Minutes – Plan next interview.

Understanding Motivators and Drivers of Each

Personality Style and Type of Behavior

Understanding Motivators and Drivers of Each Personality Style

and Type of Behavior Dynamic and Discerning

Dominance and Influence

Conscientiousness and Steadiness

Needs of the Dynamic and Discerning Styles

• Dynamic – this person needs interaction with people.

• Discerning – this person needs straight forward facts.

Needs of the Dominance and Influence Behaviors

• Dominance – this person needs authority, challenges, prestige, freedom, varied activities, growth assignments, “bottom-line approach, opportunity for advancement.

• Influence – this person needs social recognition, popularity, people to talk to, freedom from control and detail, favorable working conditions, recognition of abilities, chance to motivate people, inclusion by others.

Needs of the Conscientiousness and Steadiness Behaviors

• Conscientiousness – This person needs personal autonomy, opportunity for careful planning, exact job descriptions, precise expectations.

• Steadiness – This person needs security of situation, time to adjust to change, appreciation, identification with group, limited territory, areas of specialization.

Dominance – Motivators and DriversThe perfect working environment to this person includes:

1. Power and authority2. Prestige and challenge3. Opportunities for individual accomplishments4. A wide scope of operations5. Direct answers6. Opportunities for advancement7. Freedom from controls and supervision8. Many new and varied activities

Influence – Motivators and Drivers The perfect working environment to this person includes:

1. Popularity, social recognition2. Public recognition of ability3. Freedom of expression4. Group activities outside of job5. Democratic relationships6. Freedom from control and detail7. Opportunities to verbalize proposals8. Coaching and counseling9. Favorable working conditions

Steadiness – Motivators and Drivers The perfect working environment to this person includes:

1. Maintenance of the status quo unless given reasons for change

2. Predictable routines3. Credit for work accomplished4. Minimal work infringement on home life5. Sincere appreciation6. Identification with a group7. Standard operating procedures8. Minimal conflict

Conscientiousness – Motivators and Drivers

The perfect working environment to this person includes:

1. Clearly defined performance expectations2. Values on quality and accuracy3. A reserved, business-like atmosphere4. Opportunities to demonstrate expertise5. Control over those factors that affect their

performance6. Opportunities to ask “why” questions7. Recognition for specific skills and

accomplishments

Who Is On Your Interview Team?1. Shared Goals and Values2. Sense of Control and Accountability

Free Agent

Dead Weight

Partner

Loyalist

2

1 High

High

Activity

Place the 4 behaviors where you think they would go on the shared goals and values/sense of control and accountability matrix assuming a highly stressful working environment.

Compile, summarize and document your thinking.

Plan next interview(s).

Critical Thinking and Communication

Skills for Job Interviews

Ambition

D

Reliability

S

What is behind the face of an Interviewer?

Friendliness

I

Accuracy

C

The right brain The left brain

The most effective interview groups and teams use the whole brain.

The brain of an interview team is the same as an individual brain.

Biology of Fear and Desire Psychology of Fear and Desire

Control Where You Are When being Interviewed

Interviewee and Interviewer

Biology and Psychology of Fear Biology and Psychology of Desire

Performance of the interviewee and the interviewer

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The Job Interview is a Critical

Event

Our initial Interaction Behaviors Affect The Interviewer’s Lasting

Impression and Reaction

Situational Human Performance Modelfor enhancing the Interview

consequence

result

action

human

situation objectives guidelines

first steps signaling

reinforcing

confidence

Enhancing the Interview

Send the Right Signals• Be well groomed and appropriately dressed.• Use proper body language- make eye contact- use open posture- give friendly gestures- speak calmly, clearly and correctly- be firm on points- be confident with responses


Key First Steps• Accompany, assist, and observe the

Interviewer.• Listen carefully to understand instructions

and questions.• Answer all questions.• Answer only the question.• Back what you say with proper

documentation.


Send and Reinforce the Right Signals with the Interviewer

• Treat the Interviewer with respect. • Build confidence in the interview system. • Know your responsibilities and

accountability.• Know what you say, what you do, and why.- Resume and Cover Letter- Job Application- Job Interview- Interview Follow-up

Interaction Objectivesfor enhancing the Interview

• Build confidence by enhancing sense of dignity and self-esteem and respecting confidentiality

Communicate to Elevate• Explore opportunities and issues by sharing

thoughts, feelings and rationaleEducate to Motivate

• Be supportive without assuming total responsibility and accountability

Negotiate and Administrate to Delegate

Interaction Guidelinesfor enhancing the Interview

• Listen and respond with empathy• Ask for help in solving the problem• Tell what and why for planned next steps• Ask “how do you feel about…?” and “what would

you do differently?”• Collaborate to clarify• Develop and agree on next steps and the schedule

– What are the next steps?– What can you do to help?– When does it need to be done?


Questions You Can Bank On

• Do you want the job?• Are you trained and qualified?• Are your values and work ethic

reliable?• Where are your references?


Your Role, Responsibilities, and Accountability

• If in doubt, remain calm and focused on truth, fairness and necessity.

• Remember neatness counts.• Be responsive to the pace of the Interviewer.• Ask for time and help with answers, if

needed.• Base improvements on your initial answer.• Learn from the experience.

Leadership Attributes for Interviewing

• Focus• Energy

• Competence• Confidence

The Interviewer and YOU

Determining Interviewer Issues

• What is your performance record?• What is your attitude? • What contributions have your made? • What is your employment history?

•Interview wrap-up

•Level of interest

•Questions being asked

•How do you feel about...?

•What would you do differently?

•When can you…?

•Where can you…?

•Who can…?

Key Listening Points

The Interview Follow-upIs the Key

• Thoughtful and well prepared

• Thoroughly documented

• Meaningful timeframes

• Signed by You

• Follow-up scheduled

Build Your Reputation as a Team Player In the Job Interview

By Helping the Interviewer(s) Navigate the Process of Buy-In to the Job Offer

Step 1 - Discover early what the Interviewer really cares about.Step 2 - Develop an action plan with best over-all ROI.Step 3 – Document where you are from the baseline.Step 4 – Run your own positive interview campaign.Step 5 – Convert the interview into hard numbers.Step 6 – Share the benefit of offering the job to you.

Build Your Reputation as a Team Player in the Job Interview

Step 1 - Discover early what the Interviewer really cares about.- What issues are they passionate about?- Frame your approach in terms of their issues.- Make their goals your goals.- Identify your boundaries.- Plan when and how to push back.- Take on the opportunities that really matter to you.- Ask the Interviewer where the opportunities are.- Get numbers and concrete examples.- Share your strengths.- Be specific and grounded in real circumstances.


Step 2- Develop an action plan with best overall ROI.

- Drill down to the real opportunities.- What is changing?

Where are you now?Where do you want to be?When will you be there?

- How do you respond to change?- What is the optimal time lapse between needed change and response?


Step 3- Document where you are from the job baseline.- Measure every improvement.- Determine costs.- Determine revenue/gains.- Calculate the cost/benefit of hiring you.


Step 4- Run your own positive marketing campaign.- Identify resisters and nay-sayers.- Resolve their conflicts/issues.- Enlist the support of supporters.- Action plan their ideas, direction and support.



Step 5 - Convert the interview into hard numbers.- Get it in numbers.- Share the numbers.- Reinforce the magic of the numbers.

Step 6 – Share the benefit of offering the job to you.


Prepare by Identifying the Personality Styles

Understand the Motivators and Drivers

Manage the Strengths and Weaknesses

Build Relationships During the Interview

Use Critical Thinking and Communication Skills

Help the Interviewer(s) Make the Job Offer

Workshop At A GlanceLearn to Mind Read the Interviewer and the Interview Team

Type Behavior Strengths Goals Stressors FearsDynamic Dominance Initiative Control Loss of control Being taken

advantage of

Dynamic Influence Enthusiasm Approval Loss of approval

Being rejected or disliked

Discerning Steadiness Follow-through Stability Loss of predictability

Being asked to change

Discerning Conscientiousness Thoroughness Quality Loss of personal privacy

Being criticized for poor quality

Worksheet for Mind Readingthe Interviewer and the Interview Team

Name Dominance Influence Steadiness Conscientiousness

Conclusion

There are Four Building Blocks of Interviewer BehaviorNeed to Achieve

Need to InfluenceNeed to Protect

Need to Conform

Learn to Mind Read the Interviewer(s) to Get the Job Offer

There are two sources of Interviewer energyExternalInternal

Parting Advice

“When not certain, always default to the strategies for mind reading the discerning Interviewer.”

David Snyder, Author“How to Mind-Read Your Customers”, and“How to Hire Champions”