Tag: job search

Nine Ways to Accelerate Your Career Growth and Job Search as a Chief Legal Officer or General Counsel

Many of my clients are Chief Legal Officers or General Counsel at public or private companies who want to know how to (1) expand the growth runway in their current role and/or (2) find a new role that better suits their growth trajectory. Often these two goals go hand-in-hand, especially if you can initiate further career-enhancing opportunities within your current organization while opportunistically being open to new roles externally. If you are a Chief Legal Officer or General Counsel and at a similar career juncture, here are some insights that may help you accelerate your career growth and/or job search.

Many of my clients are Chief Legal Officers or General Counsel at public or private companies who want to know how to (1) expand the growth runway in their current role and/or (2) find a new role that better suits their growth trajectory. Often these two goals go hand-in-hand, especially if you can initiate further career-enhancing opportunities within your current organization while opportunistically being open to new roles externally.

In other words, often it behooves you to do both: look for internal and external opportunities rather than rigidly treating internal growth and job search as an either/or proposition.

Portrait happy, smiling business man outdoors

If you are a Chief Legal Officer or General Counsel and at a similar career juncture, here are some insights that may help you accelerate your career growth and/or job search:

      1. Get plugged into the right networks. For example, many veteran CLOs and GCs take active steps to seek out potential successors. If you are on their radar screens as a contender, whether you are an internal or external candidate, you will be first in line when the transition occurs. Beyond that, remember that you will not only need to convince the CLO or GC who is currently in the role but also appeal to the CEO and Board of Directors.

      2. Get on the radar screen of recruiters. As an ancillary network-building activity, take the time to get to know the recruiters who are commonly involved with General Counsel searches. Recruiters work for companies, not candidates – a distinction that it serves you well to understand! – and therefore may not be actively pursuing you or overly responsive (although they should not simply ignore you) unless they have a role that fits.

        It’s your job to get in front of recruiters without becoming a pest (respect their time!), continue to be polite and responsive yourself (even if you feel desperate or entirely overwhelmed at any given moment) and make sure that you have done the work to polish and present yourself as a compelling candidate rather than expecting the recruiter to figure out what to do with you.

      3. Dust off your resume, LinkedIn profile and interviewing skills. If you do intend to conduct (or find yourself in) a job search, or you wish to target a key promotion, make sure you have put yourself together as a compelling “package.” (This echoes what I listed in #2 above.)

        At the very least, review your resume to make sure it reflects your current accomplishments and communicates them in a clear manner. Not only does this help you have a “better” resume, but it also gives you a lens to focus on the value you have brought to your organization and what you can expect to contribute in the future. Similarly, if you have not interviewed in over ten years, you should seek to sharpen your executive presence and interviewing skills, whether you are interviewing with your own board of directors (for an internal promotion) or a new one (for an external role).

      4. Know how Chief Legal Officer and General Counsel searches are conducted. If you wish to be viewed as the top candidate, it behooves you to know what your audience is looking for. Admittedly some companies do not have a good handle on their own hiring priorities, even for a role as important as CLO or GC, and you will need to fill in the gaps for them (or avoid taking those roles). Others are cognizant of best practices and conduct a highly organized and effective search.

      5. Know what Boards of Directors, CEOs and other senior management want from their Chief Legal Officers and General Counsel. Whether it is through informational interviewing, informal discussions, mentoring or your own due diligence, make sure that you understand what is expected of a CLO or GC while serving in the role.

      6. Consider adjacent roles. Within your own company or at a new one, consider how you can take on business and other roles that will expand your range of influence and subject matter domain. Examples abound and include running a business line within the organization, serving on the board of a branch or subsidiary, heading up government affairs, leading a high-profile initiative or serving as an interim in another C-Suite role, such as Chief Operating Officer, Chief Human Resources Officer, Chief Sustainability Officer or even Chief Executive Officer. If you need more robust industry or subject matter expertise, emotional intelligence or caché to take on such a role, go out and get it!

      7. Envision yourself as a C-Suite leader, not just a lawyer. Just as you need to do the work to know your value proposition and polish your brand before speaking with a recruiter, you also need to do the work to wrap your head around the business and how you can add value as a member of senior leadership. Invariably my clients who see themselves in this light – rather than “the lawyer in the room” – are the ones who are more successful at attracting sponsors and other upward mobility and achieving marketability in their careers.

      8. Enlarge your circle of possibilities while respecting your own guiding principles. Know what your priorities are and plan your career around that. For example, if you feel that you need to stay in the Chicago or Nashville area for another five years, understand how that affects your career choices and target your decisions on where to build out your expertise to match the market. Ask yourself: how wide of a circle can I draw so that I don’t foreclose opportunities while continuing to meet my own personal commitments and values?

        For example, if you are currently in Nashville but ultimately want to return to Boston, Miami or San Francisco, can you create or strengthen ties to that target city now that will facilitate your transition when the time is appropriate? Alternatively, you may decide that a top role in Wisconsin, Indiana or Michigan is sufficiently close to the Chicago area to honor your commitment to stay local, depending on the reason that you have made this a priority. Even if you are truly open, geographically or otherwise, make sure that the role continues to meet your other priorities.

      9. Build out your reputation beyond your current company. Don’t become so focused on the “problems at hand” that you forget to build out your leadership credibility and network beyond your current organization. Set aside some time (for example, 5% to 10% of your total professional energy) to make this happen, and choose your engagements well so that they are meaningful to you and impactful on the community or other target audience.

     


Anne Marie Segal is an executive coach, resume writer and author of two well-received books on interviewing and career development. She served as a corporate attorney for 15 years, including roles at White & Case LLP and a prominent hedge and private equity fund manager, before launching her coaching practice. She is also currently serving as the Conference & Workshop Facilitator for PODER25 General Counsel pipeline initiative of the Hispanic National Bar Association and HNBA Via Fund.

Anne Marie Segal

Based in Connecticut not far from New York City, Anne Marie partners with clients internationally on executive presence, impactful communications, graceful transitions and other aspects of professional and personal development. 

First image above: Adobe Images.

The Year of Leveling Up: January 2020 Redux

It’s (still kind of, sort of) the New Year. Only 339 days until year end.

It would be 338, but it’s a leap year in 2020.

I’m not trying to be ironic, but that is the ironic thing about years. They feel all bright, shiny and new when we start them. Then the days pass one by one. Today, it’s January 27. Has your new year glow worn off already, or is each day a new day and a new opportunity?

Soon it will be March, July and even October. Shortly after that, we are back to the end (of the year) again.

Then it’s another New Year’s celebration, a ride on the crest of the New Year wave, through another stretch of calm, a long haul up through mid-December and a detox break over the holidays.

Or however the cycle works for you.

Does it work for you or are you a slave to the cycle?

Hamster running in circle on wooden table

FOR MORE JANUARY 2020 REDUX, MY MONTHLY MAILING IS HERE.

IN THIS ISSUE:

Articulating Your Vision for a Corporate Board Role

Corporate Board Resources

Sandy Baggett: Our First Modern Career Warrior

Cathy Sorbara: Upcoming MCW

About the Modern Career Warriors Series

Job Search Success in Your 40s, 50s and Beyond

Yoga Mantras for the Modern Career

Befriend Your Inner Naysayer

Accelerating Your Job Search as a Junior Associate Targeting In-House Roles

What Can You Learn Before Year End?

Guest Teaching at Lehman College and Why Buy Low, Sell High Also Works for Recruiting

The Library @ AnneMarieSegal.com

Join the 28-Day Career Mindset Journey (small-group coaching)

To read our prior issues, click on the links below:

Down with excuses. Time for a change.

My best advice for 2020. It’s not what you think.

Anne Marie Segal Post Banner

Anne Marie Segal, founder of Segal Coaching LLC, is an executive coach, resume writer and author of two well-received books on interviewing and career development. She served as a corporate attorney for 15 years, including roles at White & Case LLP and a prominent hedge and private equity fund manager, before launching her coaching practice.

Based in Connecticut not far from New York City, Anne Marie partners with clients internationally on executive presence, impactful communications, graceful transitions and other aspects of professional and personal development.

Befriend Your Inner Naysayer: It May Be Trying to Tell You Something Worthwhile

SELF-SABOTAGE can happen at any the time. We try to create something important to us, whether it’s greater leadership or a deeper sense of calm, and we get in our own way. The internal naysayer takes the lead, and we convince ourselves that it’s easier to stick with what we have.

Except that it’s not easier. You feel the call to change because there’s a fundamental imbalance in your life. Something that’s not working anymore.

So how can you change the way you talk to yourself?

Young beautiful woman standing over yellow isolated background hand on mouth telling secret rumor, whispering malicious talk conversation

SELF-SABOTAGE.

It can happen at any the time. To any of us.

We try to change our lives or create something important to us, whether it’s greater leadership or a deeper sense of calm.

And boom. We talk ourselves out of it.

It’s too….

  • Hard
  • Expensive
  • Long
  • Boring
  • Intense
  • Unrealistic
  • Unwanted
  • Different

Whatever the reason(s), we get in our own way. The internal naysayer takes the lead, and we convince ourselves that it’s easier to stick with what we have.

Except that it’s not easier. You feel the call to change because there’s a fundamental imbalance in your life. Something that’s not working anymore. A job, a relationship or even a deeply held belief that needs to change.

After all, if it were truly easier, you wouldn’t be called to change. You wouldn’t have the nagging feeling that keeps you up at night or the emotional turmoil that haunts you during the day. You would have a sense of purpose. A sense of calm.

Even if the change is not within your power, and you are adjusting to a change that you didn’t want, there will be an emotional gap – and possibly other gaps – between clinging to the past and embracing the change. This gap will take a toll that is ultimately harder to  bear than taking the necessary steps to adjust to and actively redirect your life or situation.

Would you like an example?

Say you were laid off from a job. Your instinct could be to close off from the world, lick your wounds, protect yourself and mourn the loss. Yet what you likely need most, after a few days to regroup, is to get out and find another opportunity.

Your internal naysayer (a.k.a. worry brain) says:

“You should have seen this coming.”

“You don’t have the time for this.”

“Why did you have to screw this up?”

“You are getting older. No one is going to want to hire you.”

Or any of many other negative messages that people feed themselves.

The crux of the problem is this: your naysayer can’t simply be silenced. It needs to be heard, because it’s telling you something important. It houses the deep-seated fears that developed over the course of a lifetime. 

While your naysayer can’t be silenced, it can be befriended and turned into an ally. To do that, you need to make a mindset change before the intended change.

Are you ready?

First, take a deep breath. Inhale and exhale. Maybe a few breaths….

Then venture into the forest of your fears. Visit as an invited guest. Stay a while and see what lies there and what you can learn.

Beautiful, foggy, autumn, mysterious forest with pathway forward. Footpath among high trees with yellow leaves.

If your worry brain is whispering (or yelling) at you, take time to explore it.

A message like “this is all your fault” or “this change is beyond your grasp” has a deeper meaning behind it, and if you can grasp the meaning, you can find value in the fear.

This is all your fault.

Rarely is anything ALL your fault. But assume for a moment that your naysayer brain is squarely assessing you with a great deal of blame.

Remember, the naysayer can’t be silenced. Nor should it. It’s there to warn you of danger, and you can trust its intuition. The problem is, while the naysayer is good at identifying possible danger, it is not as good at quantifying it. That’s the job of another part of you: your ability to problem-solve and reason, which you can only do if you are not emotionally charged.

So try an experiment. Befriend the naysayer and thank it for its insight. Then tell it:

“Rather than focusing on blame, let’s see what we can learn from this situation. There are certainly ways I can develop greater foresight and resilience.”

Or simply:

“Thanks for the warning. I’m good.”

The naysayer (worry brain) part of yourself can then calm down, because you have changed the way you talk to yourself.

This change is beyond your grasp.

If your internal naysayer is raising a stink that a change is too much for you, take a walk into the forest of your fears. What can you learn?

  • Is it a good change for you?
  • Are there hidden consequences you should explore?
  • Is there an easier way to get where you want to go?
  • Could you break a larger change into stages?
  • Are important people in your life going to be disturbed by this change?
  • Do you have mixed emotions yourself that are worth exploring?

Explore these questions and any others that arise. Write down what occurs to you as you meditate on the change. You can use either stream-of-consciousness writing or a tighter, more structured exploration on a whiteboard or the equivalent. Whatever you do, get it down on the page so you can sort, quantify and evaluate what you are thinking and feeling about the change.

Engaging in this mindset work to acknowledge – rather than try to supersede or hide – your fears will strengthen your resolve and give you greater ease in the change management process. Befriending your inner naysayer will help you create a fruitful internal dialogue about your goals, appropriate risks and the best way to navigate both the changes you elect to make and the ones that appear in your life.

Feel free to make a comment, post a question or “like” this post below. Thanks!

Anne Marie Segal Post Banner

Anne Marie Segal is an executive coach, resume writer and author of two well-received books on interviewing and career development. She served as a corporate attorney for 15 years, including roles at White & Case LLP and a prominent hedge and private equity fund manager, before launching her coaching practice. Based in Connecticut not far from New York City, Anne Marie partners with clients internationally on executive presence, impactful communications, graceful transitions and other aspects of professional and personal development. 

Coming in early 2020:

The 28-Day Career Mindset Journey at Segal Online 24/7

You may also like:

Old Dog, New Tricks: What Can You Change Before Year End?

The Ultimate Holiday Dilemma: Donut v. Orange (Or, Practical Strategies for Better Decisionmaking)

For a list of articles by topic on AnneMarieSegal.com, click here.

Accelerating Your Job Search as a Junior Law Firm Associates Targeting an In-House Counsel Role

Handsome businessman smiling outside the office building

A client and friend of mine, who is a relatively recent law graduate (let’s call him Jamie), feels like he is running out of steam and options. He has now worked at two mid-sized law firms and encountered the same issues at both of them:

(1) lack of real training or diversified work,

(2) disinterest by the partnership in developing his (or others’) careers,

(3) false deadlines,

(4) extremely high stress,

(5) misrepresentations about the number of hours expected, and

(6) compensation that does not keep pace with the above demands.

Jamie has now set his sights on an in-house job, given the above as well as some personal health issues, which make the stress and hours even less bearable.

The common wisdom is that attorneys, once they are already at a firm, try to build up (and out) their experience until they hit the four or five-year mark. That way, they come into an in-house role ready to add value, hopefully possessing some business skills, an expertise in an area of demand and/or solid corporate generalist skills. In other words, they have more to offer an employer and less need to be trained from the ground up.

But sometimes, the common wisdom fails.

For Jamie and others who are not getting the benefit of the law firm bargain, they may feel like they have little incentive to stay. They will not be significantly more prepared after two, three or four more years with a firm. They may handle very little work that is relevant to a future in-house role. Further, their commitment to practicing law, self-image and physical health can erode very quickly in the macho, every-lawyer-for-themselves environment that embodies many current law firms.

Here’s my job search advice for Jamie and other junior lawyers in this situation:

(1) Meet in-house lawyers, in-house recruiters and business people. Broaden and leverage your network, and invest your networking time in individuals who can and are motivated to make connections for you. Start with people you already know and ask them who else they know. Keep this priority going and find a way to organize yourself around the effort so you can use your time efficiently.

If, like Jamie, you face both health concerns and limited free time, see if there is a way to make these connections in a recreational setting, if those connections have similar interests and goals. Meet for rock climbing instead of drinks, for example, all things being equal. Or choose a scenic city walk over a sedentary coffee. If you are connecting by phone, consider standing or walking in place (if you can keep your concentration going) to get some blood flowing.

(2) Figure out what skills your need to land the right jobs and find a way to get them. Job descriptions are the first step informationally in that regard, but also look to online articles, company websites, conferences and the information you can glean from your network. (See #1 above.)

Your skill-acquisition may well include specialized skills that are highly relevant to in-house roles, such as privacy and cybersecurity. This could be through a formal certification program (such as CIPP) or simply by taking a seminar in, for example, GDPR. Other legal skills, such as contracts, employment law, litigation and compliance are always helpful. If you can round out your skills, it will serve you well in most in-house legal departments.

(3) Find ways to take on leadership roles. Find internal and/or external opportunities to grow your leadership capacity, a key competency for any in-house attorney. Whether you follow the in-house road up to General Counsel or take a detour, consider what organizations value in their GCs and set your compass accordingly. Roles in non-profit or professional organizations, such as the ACC or a bar association, can provide valuable opportunities to grow both your network and your leadership skills. So can smaller commitments, such as helping organize an event or CLE. Over time, these organizations may also offer the chance to build out your public speaking or writing skills, which can double as thought leadership and help distinguish you from other junior lawyers.

(4) Launch a job search and personal branding campaign. As you are retooling your skills and redirecting your value proposition toward your new audience, take a look at your LinkedIn profile and resume to make sure they (a) reflect what you can offer to future employers, (2) include your certifications and special skills and (3) align with what you will say about yourself in an interview. If you reasonably confident that it won’t have a negative impact on your current role, consider turning on Open Candidates and populating it to match your targets.

(5) Opportunistically consider alternate options. Even if transitioning to a role as in-house counsel is your main target, consider other opportunities if they arise or could be easily pursued (without overtaxing your available time) and they represent areas in which you would enjoy growing your career. For some, this may mean being open to non-profit or government positions. For others, a hybrid business-law role might make more sense, if it fits their interests and strengths and they happen to have (or can create) the right connections.

(6) Get “smart” about what an in-house role is like, especially at your target organizations. Through online research, try to develop a composite picture of the range and scope in-house roles. For example, if you are a litigator, which organizations could make special use of your skills and how can you position yourself to get in front of them? Where can you get information about specific questions, such as compensation? How can you learn what it’s really like to work in a specific industry or company? Even if some of the insights you find are not geared toward lawyers, they can help you understand the mindset of your interviewers.

This inside knowledge will help you size up the move and calm your nerves. It also can help you avoid mistakes in the interview process by not making assumptions about in-house practice that do not match up to reality. Having some “street cred” – i.e., savvy about the environment you wish to enter – gives you a clear advantage over the competition and will ease your transition as well.

(7) Use job boards sparingly. A few job boards, such as the ACC’s In-House Jobline Listings, are geared directly toward in-house roles. LinkedIn, as well as other sites, also offers the opportunity to set a specialized search and let company recruiters know you are interested. (Start by setting up a job alert and then follow the prompts.) Yet even these specialized tools have their limitations and can be a large time investment for little reward, as hundreds if not thousands of candidates may apply for every role.

(8) Reach out directly to organizations that interest you and follow up any prior leads. As you are building out your networking connections, find ways to get to know people within organizations that interest you, so you can better understand the culture and business model (or mission, as the case may be) and be on the short list of candidates who are informed first when a role opens up. Have your pitches about “why you” and “why them” (i.e., what interests you about, and what value you can add to, this particular organization) ready to go for a cover letter, elevator pitch and/or interview. You never know when the call may come, so it pays to be ready when it does!

Feel free to make a comment, post a question or “like” this post below. Thanks!

Anne Marie Segal Post Banner

Anne Marie Segal is an executive coach, resume writer and author of two well-received books on interviewing and career development. She served as a corporate attorney for 15 years, including roles at White & Case LLP and a prominent hedge and private equity fund manager, before launching her coaching practice. Based in Connecticut not far from New York City, Anne Marie partners with clients internationally on executive presence, impactful communications, graceful transitions and other aspects of professional and personal development. 

This post originally appeared on LinkedIn Pulse here.

You may also like:

Eight Core Qualities of Successful General Counsel and How to Achieve Them

Get It Together: Organizing Your Job Search

Successful Career Transition, Stage 1: Start with a Creative Mindset

 

 

Optimizing Your LinkedIn Profile: Free Resources on Strategy, Headshots and Thought Leadership

Banner - Segal Online 24:7

Optimizing LinkedIn® is surprising complex. It’s hard enough to consider, understand and address:

  • YOUR TARGET AUDIENCE
  • YOUR VALUE PROPOSITION

If you would like help with that effort, you can always take a look at the worksheets I have posted on this site.

After you have a full grasp of these key points, the next challenge is to craft a compelling narrative that draws people in, while understanding how clients, recruiters and/or other potential viewers might use LinkedIn to find and vet you as a candidate.

For your LinkedIn summary and other sections of your profile, there is a delicate balance of including the keywords that will attract your target audience while creating a robust and polished profile rather than a disjointed list of bullet points.

Your next hurdle might be to create an inviting profile photo, for which you can either hire a professional photographer (and even that is not always foolproof, see the checklist below) or learn the principles of portraiture for the LinkedIn format on your own and enlist friends or family to join in your efforts.

A further step is to combine the above strategies with the technical features of the platform, including other artificial intelligence features that drive LinkedIn searches (in addition to keywords) and privacy settings that keep your personal information protected. You could literally spend weeks or months trying to create and implement your strategy and the tactical means to achieve your goals.

You can consider the above a roadmap and take steps each week or month to improve one aspect of your LinkedIn profile. 

If you are taking full stock of your profile and would like some guidance, here are links to some free resources from my Powerful LinkedIn Profiles for Executives and Attorneys course on my online learning site, Segal Online 24/7:

Your LinkedIn Strategy

On Thought Leadership

Working with a Professional Photographer: The Checklist

If you would like to maximize your downtime during the upcoming holiday season and sign up for the full course, keep reading below!

I have a limited number of 20% off coupons available for readers of this blog, if you would like to enroll in Powerful LinkedIn Profiles for Executives and Attorneys.

The coupon code is SAVE20, and you can enter here (while they last). To learn more about the course, including a full brochure, click here.

Anne Marie Segal is an executive coach, resume writer and author of two well-received books on interviewing and career development. She served as a corporate attorney for 15 years before launching her coaching practice, including roles at White & Case LLP and a hedge and private equity fund manager. Anne Marie is based in Stamford, CT and serves an international clientele. 

Image above copyright 2019 Alejandro Barragan IV. All rights reserved.

 

 

 

 

 

Should You Attach Your Resume to Your LinkedIn Profile?

Have you often wondered if you should attach your resume to your LinkedIn profile? Maybe it would help boost your job search?

Don’t.

Why not?

1) If your home address is on it – which it shouldn’t be; only use city, state and zip or equivalent – you are putting your information at risk for identity theft.

2) You also may find (or never know) that people are borrowing your information and creating a resume that is essentially a copy of yours with another name on it. Because they do not need to post that publicly – unlike a LI profile – they can secretly trade on your goodwill and dilute your brand.

3) If you have one form of resume posted on LinkedIn and bring another (targeted) resume to an interview, you may compromise your credibility (i.e., if the two versions do not to match).

In other words, you will have less control of your personal branding in the interview because your audience will have already seen your resume. They may not even read a new one.

Instead of attaching a resume, put the important information and keywords directly into your profile, so the LinkedIn algorithm can do its work to match you to the right jobs.

Website Anne Marie Segal 2019 Barragan Square Say CheeseFor more LinkedIn tips, click here.

To find or follow me on LinkedIn, click here.

– Anne Marie Segal, Executive Coach

Image of Anne Marie: Copyright 2019 Alejandro Barragan IV. All rights reserved. 

Remaining images: Adobe Images.

Executive Interview Preparation: The Checklist

If you are a typical executive, it’s a challenge to find time on your calendar to prepare for interviews. When you do carve out that space, here’s a checklist of what you should cover.

Businesswoman working in the office

Due diligence – know as much as you can about the target organization and management beforehand, including what they do, why and who else is in the game

If you are extra short on time and not familiar with the market, management team, products or other other important data points, check if there are videos online that you can watch or hear while going about your other activities. 

Common ground – find out what you have in common with your interviewers and who else you might know (or can get to know) at the company; use LinkedIn® and other resources; reach out to colleagues and their networks where appropriate

Posture / Energy – plan how you can gear up on interview day with a power pose; watch your body language in the room (eat well the night before and that morning!)

Confidence – “I can handle it. Here’s what I’ve done that’s analogous….”

Concise, targeted value proposition – why should they hire you? what do you offer?

For phone interviews, you can have this in front of you, with a page for each of your three to five most important points and examples that support each.

Edge – what’s unique about you that others won’t bring to the role?

Curiosity – ask light, open-ended questions to get better answers

Story / Narrative – who are you as a candidate and a person? why is this organization a fit?

Accomplishments – have accomplishments ready to discuss that fit what you will be asked to do in the role; give examples (without revealing proprietary information)

Behavioral or hypothetical questions – be ready for “what would you do if…?” e.g., if the organization is expanding into new markets or lines of business and they hit a snag (legally, reputation-related or otherwise), if an employee came to you with a certain problem or opportunity, how you would handle a poor judgment call by the Board or another senior leader, etc. 

About you – be ready for “tell me about a time when…” e.g., work style, challenges, successes, etc.; have a short list of versatile examples prepared for these questions

Reason for leaving current role – have a positive way to tell the story; negativity doesn’t sell; give a concise answer and move to why current role excites you

Organizational vision – if you will be leading a company or team, share your vision

Resume – know your experience cold, be open to discuss anything on your resume

Gaps – if you have any that are key to the job, be ready to address them head on

Weaknesses – prepare for the ubiquitous “strengths and weaknesses” type questions

Follow-up – ask intelligent questions to determine if it’s a fit, tailored by interviewer

If you falter, do it gracefully – have a plan to recover from surprises

Interview them back – it’s a conversation, not an interrogation

Compensation – be ready to “talk comp” if they ask; know how you’ll approach this conversation and deflect tough questions

Red flags – save the toughest questions for when you have the offer letter in hand, but note them so you don’t forget

Re-read the job description (if any): prepare for any point that might come up; research terms you don’t know, so you can sound intelligent on what you might be asked

Concise answers – answer the questions asked; avoid tangents; speak to your value

Close well – find out next steps on their end; know yours; if you want the job, make it known

If you need help formulating a personal value proposition, check out my worksheets here.

Congratulations on your interview! Best of luck!

Anne Marie Segal - Web Image (Credit Alejandro Barragan IV)

Anne Marie Segal is an executive coach, resume writer, Forbes Coaches Council member and author of two well-received books on interviewing and career development. She was a corporate attorney for 15 years before launching her coaching practice.

Image above: Adobe Stock.