In contrast, watch a successful salesperson make a sale. She is fully engaged; she knows her offering and can make it come alive for the prospect. More important, she is attuned to the prospect’s slightest nuance-a raised eyebrow, a glance at a watch, a look of consternation, a breaking of eye contact. These are telltale signs that the prospect is otherwise engaged and that unless the salesperson acts quickly, she will lose the sale. So what does she do? She shifts gears and tries another approach: asking a question, mentioning another feature, demonstrating a key benefit. She works the prospect, looking for signs that the message is reaching home.

Effective leadership communicators do the same. Whether it is Rudy Giuliani or Jack Welch, Mother Teresa or Shelly Lazarus, the communicator reads his or her followers, looking for signs that the message is being received loud and clear. When delivering a message, either one-on-one or to an entire group, the leader can judge for him- or herself whether the message is hitting home. Are people looking at the clock, looking concerned, or just not looking at all? Good communicators, like good salespeople, can shift gears and, like actors, find new ways to connect. How? Here are some suggestions:

• Ask questions. If you want to know what is on people’s minds, ask them. Good leaders are always asking questions as a means of gauging interest as well as finding ways to connect the offering to the individual. Engage the people in your audience in conversation. Find out what they are thinking. And don’t be afraid to ask for feedback; it’s important to know how you are coming across.
• Make the benefits real. People need to see, hear, and experience the leadership message. The leader needs to connect the message to the individual. Show each person how what you are asking her or him to do will benefit her or him personally. Rich Teerlink made the benefits of a transformed Harley-Davidson real to employees, dealers, and customers through constant repetition. Give people a reason to believe, and they will. Human nature predisposes us to belong to something larger than ourselves.
• Echo the values. All communications from the leader need to echo the values of the organization. The leader’s interpretation of those values transforms them from platitudes to behaviors. For example, if a company prides itself on being people-focused, the people in the company need to see that behavior echoed by the leadership. When employees see a leader spending time with a customer or lending a hand with an employee, the rhetoric of “we’re a caring company” becomes real.
• Ask for the sale. Never leave ‘em hanging. Ask for support. The call to action close to a presentation is a perfect example. As we said in Chapter 6, be specific about what you want your people to do. You can employ the same method when speaking one-on-one. Ask people to get behind what you want them to do. Statesmen such as Colin Powell ask for support for government initiatives. Business leaders like Jack Welch ask for an employee’s commitment to a business objective. The very asking makes the person feel important, as if he or she has been singled out to do something special.

Leadership communications-in contrast to the sales cycle, which has a definite beginning, middle, and end-never really ceases. Messages may have cycles, but the communications process continues.

Taken From : Great Communication Secrets of Great Leaders

And it is with regard to its limitations that Powell is sometimes criticized. “Caution is not a vice. I think it’s a virtue. I know when to act. And if caution is such a terrible vice, then I’m sure various people I have worked for over the years probably would not have hired me.”^[26] One subject about which Powell is cautious is the use of troops. When he was chairman of the Joint Chiefs of Staff, he irked the Clinton administration with his sense of hesitancy about committing troops. That reluctance is born of his experience in Vietnam. Like many of his generation who served there, he knows war firsthand and he knows what happens when soldiers are thrown into battle without clearly defined goals.

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Powell and a very capable cadre of senior officers, excelled, expelling Iraqi forces from Kuwait swiftly, efficiently, and with a minimum of casualties.

Taken From : Great Communication Secrets of Great Leaders

While it is true that for many the boundaries between work and home are blurred, the leader needs to respect the personal lives of her or his followers. A relentless flurry of email from the leader can set up the expectation that employees must do the same. The leader not only has to set limits on his or her own messaging habits, but also must make it clear that followers do not need to emulate them. In other words, just because a leader does email at two in the morning does not mean followers need to do so. Unless the leader is explicit in setting limits, employees will naturally assume that he or she expects people to be monitoring their email in the wee hours. For example, the leader can say, “I do my email in off-hours because it is my choice to do so, but I do not expect you to be waiting around for my messages. Nor do I expect you to work at those hours unless you want to.” In this way, the leader sets limits and maintains a differentiation between work time and personal time.

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• Increasing the speed of production
• Getting a better return on investment
• Improving efficiency
• Raising employee morale
• Becoming more organized
• Attracting more customers
• Selling more products or services
• Decreasing waste
• Ensuring safety
• Improving public relations
• Saving money and time
• Winning an award or distinction
• Earning a place as a leader in the industry
• Changing the company image
• Outsmarting the competition
• Inventing new products, ideas, and services
• Bettering the skills of employees and managers
• Providing healthier workplaces
• Complying with government regulations
• Accurately accounting for revenue, taxes, expenditures,
personnel, or inventory
• Keeping current customers happy
• Encouraging word-of-mouth referrals
• Revamping existing products or services

2. Decide on one or more strategies, based on your proven skills or your Q statements, that illustrate to the interviewer that you could be instrumental in helping the company solve its problems and reach one or more of its goals.

Taken from : Fearless Interviewing - How To Win The Job

Focus Letters
You’re back from the interview. Easy, even exhilarating, wasn’t it? Celebrate, but don’t pop the champagne cork yet if your offer is still pending. We still have a little more strategizing to do together.

Now is the time to get out a pen and paper or boot up the computer. I bet you think I’m going to suggest that you write a thank-you note. Well, yes and no. Now is a time when you can continue to ride the wave of positive persuasion that you created at the interview.

The note we’re going to write now is a different kind of note. I call it a focus letter. Its purpose is to leave no doubt in the employer’s mind that you are the candidate to hire.

A focus letter includes a gesture of appreciation for the interviewer’s time, but also, and more importantly, it imparts a meaningful message of your newfound perceptions of the company . . . and how your expertise is indispensable to solving the problems of their business. On the following page is an example of a focus letter from a marketing executive seeking a position as the senior vice president of marketing at a software corporation.

Taken from : Fearless Interviewing - How To Win The Job

• She said she would be glad to accept $80,000 if she could work a 32-hour week. In effect, she increased her salary by $20,000 a year.

• Pat asked that her medical and other health benefits begin immediately rather than after 90 days. She got that too.

• She asked for tuition reimbursement for a master’s degree program that would further her knowledge of her field. She got that benefit also, and it was a lifesaver at $330 per graduate unit (about $1000 per class).

Use the techniques of open-door negotiating, along with the rock-solid confidence you have built while assessing your skills, gifts and accomplishments. Take the risk! It will pay off. I leave you with a phrase I once heard in the movie Desert Hearts: “You can’t win if you don’t play the game.”

Taken from : Fearless Interviewing - How To Win The Job

Relocation fees

Sign-on bonus

Life, disability, and accident insurances

Medical, dental, vision, and counseling benefits

Paid holidays

Vacation days

Health spa or gym membership

Company car

Mileage reimbursement

Training and education reimbursement

401(k)

Profit sharing

Commission structure

Bonuses

Performance and salary review after 90 days

Stock options

Telecommuting (working from a computer at home)

Flextime

Child care reimbursement

Company-sponsored discounts on goods and services

Parking reimbursement

Commuting reimbursement

First or business class airfare

Expense accounts and company credit cards

Taken from : Fearless Interviewing - How To Win The Job

Your objective in the first interview is to get to the second interview.

Hang in there. You don’t have to accept the figure that is mentioned. Simply say you’d be willing to “consider” it. By the second interview you’ll have a lot more bargaining power. You know the company is very interested in you. You may be one of only two or three candidates. You may be their only candidate. You’re in the seat of power.

Another client of mine, Gary, was offered what he considered to be an unacceptably low salary in the first interview. He continued with the interviewing process and made it to the second interview. Gary was able, after a 45-minute negotiation, to get the employer to raise his salary from $35,000 to $49,000.

Taken from : Fearless Interviewing - How To Win The Job

QUESTION: We can’t proceed unless you tell me an exact dollar amount of your current salary.
ANSWER: My base salary is $78,350 a year, and that is one of the reasons I’m looking for another position. I would like to be making more.

Or . . .
ANSWER: My base salary is $78,350 a year with an excellent benefits package worth $12,000, so that puts my entire compensation package somewhere in the nineties.

If you’re at a first interview and are reasonably sure of a second interview, or if you’re being screened on the phone, you should not get into serious negotiations. The question “How much do you expect to earn here?” is just a screening question taking to get you in or out of the next interview. The best answer is sometimes “flexible,” “open,” or “negotiable.”

Taken from : Fearless Interviewing - How To Win The Job

• If she says, “That’s not acceptable,” she closes the door to any other possibilities.
• If she replies, “How about $68,000?” expecting the employer to counter halfway at about $65,500, she still may be cheating herself out of thousands of dollars a year.

Here are some ways Wu-lei can use open-door negotiating by not mentioning any exact figures. She can respond to the interviewer’s proposed range in a number of ways:

ANSWER: [leans back in her chair for a moment, thinking, then leans forward with direct eye contact] To tell you the truth, I was expecting something somewhat higher.

Or . . .
ANSWER: (Leans back and then forward) I was actually expecting a substantially higher figure.

Or . . .
ANSWER: Thank you, but I’d be much more inclined to accept an offer closer to the seventies or eighties.

Or . . .
ANSWER: Hmm . . . I think I would find the offer more attractive if it were closer to $70,000.

Taken from : Fearless Interviewing - How To Win The Job

Now that we’ve analyzed Alex’s conversation with the interviewer, lets look at a few examples of how other job candidates have been able to receive optimum compensation. Here’s a story of Wu-lei, a marketing specialist:

QUESTION: What are your salary expectations?
ANSWER: Actually, moving from the semiconductor industry to the clothing industry, it’s very hard for me to judge. Maybe you could let me know what sort of salary range would be expected for a person with my background.

QUESTION: We could start you anywhere between $50,000 and $62,000.
ANSWER: [stands up to shake hands] $62,000 would be fine. When can I start?

Taken from : Fearless Interviewing - How To Win The Job

• A change of geographic area (for example, from Seattle to Atlanta)
• A change of level of position (for example, from manager to director)
• A change of industry (for example, from travel to telecommunications)
• A change in the type of pay structure (for example, from commission to hourly wages or a salary)

After he establishes that a comparison can’t be made, he turns the question back on the interviewer by saying, “What salary range do you think would be reasonable for a person with my skills?” Notice he still doesn’t ask for an exact number. An exact number would partially “close the door.” Alex crafts his responses so that the door stays open.

Taken from : Fearless Interviewing - How To Win The Job

QUESTION: What are you making right now?
ANSWER: I’m making as good or better than a person of my skills in this geographic area.

QUESTION: Can you give me an exact number?
ANSWER: Well, you know, it’s very difficult to compare what someone in a small company like mine makes with what someone working in a large company like this one would make. Maybe you could tell me what salary range would be reasonable for a person with my skills in this company.

QUESTION: Oh, anywhere from $30,000 to $60,000, plus commissions.
ANSWER: [stands up, puts his hand out for a handshake] $60,000 sounds great. When can I start?

This may sound like it’s all too simple, but it works. This is a very typical salary negotiation for many of my clients. The scenario can certainly unfold in a thousand different ways, but what looks like luck here isn’t. It’s skill. Let’s see what happened and exactly how Alex managed to pull this one off:

Taken from : Fearless Interviewing - How To Win The Job

• Try to postpone the salary discussion until a job offer has been made or until you are in a second interview.
• Do not be the first one to mention an exact amount of money, no matter how many ways the interviewer tries to get you to inform him or her of what you earned or what
you wish to earn in the future.
• Speak in terms of ranges of salary rather than using exact figures.
• Postpone saying no to an offer until you are sure you have all the information.
• Postpone saying yes to an offer until you are sure you have all the information.
• Postpone, postpone, postpone. There is no reason to rush a salary discussion, especially when that discussion could add 15 to 20 percent to your earnings. Be patient.

Finally, remember that your base pay is not the only thing you’re negotiating for. You’re actually negotiating for a full compensation package that may include a sign-on bonus, extra benefits and perks, and many other features we’ll talk about later in this chapter.
Let’s move on to an actual blow-by-blow account of a salary negotiation.

Taken from : Fearless Interviewing - How To Win The Job

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• It is not a cutthroat battle to the finish, where the winner finally gets what he or she wants and the loser storms out and slams the door.
• It is not a balancing of a scale, where the two parties meet right in the middle and neither really gets what he or she wants.

Rather than using the metaphor of a “battle to the finish” or a “balancing of the scales,” I’d like you to think about negotiating in terms of an “open door.” In open-door negotiating, there are no declarations of finality, no threats, and no settling for something mediocre just because it happens to be in the middle. There especially isn’t a passive acceptance of the first offer you get just because you fear you might lose the job if you mention a
higher figure. Open-door negotiating is about creating possibilities, carefully weighing those possibilities, and coming to a civilized agreement.

Taken from : Fearless Interviewing - How To Win The Job

It may look, in the final hour, as though the employer is about to fall flat on the floor and die before handing you the top rate for your talents, but I haven’t gotten a report of a serious casualty yet. Hold out!

Open-Door Negotiating
Remember Stephan, who doubled his offer and got an expanded benefits package? Like Leticia, he used the techniques of open-door negotiating. Open-door negotiating may not be what you usually think of when you think about striking a bargain with an employer. There’s no threatening behavior, no fists on the desk, no high-pitched voices, and no tones of finality. In fact, it’s important that before I explain what open-door negotiating is, I
tell you what it is not.

Taken from : Fearless Interviewing - How To Win The Job

Is it worth it to you to spend a couple of hours planning your negotiations if it means earning $20,000 or even $40,000 more a year?

Okay, once you have determined these bargaining factors and learned the techniques of open-door negotiating, having a conversation about your salary will be like a walk in the park.

Leticia’s Story
One of my clients, Leticia, was terrified about negotiating, and she told me that she had spent more than an hour holding her ground and reiterating her value to the company until, Voilà! She managed to go from an initial offer of $37,500 with medical and dental benefits to $51,000 plus bonuses, medical, dental, and vision coverage—plus a 14-day paid vacation and tuition reimbursement.

Taken from : Fearless Interviewing - How To Win The Job

So few people actually do a thorough inventory of their abilities and are able to communicate them. I’m certain that after doing the exercises in the previous seven chapters, you’ll be able to absolutely shine as that ideal candidate who brings extra value
to the organization. With extra value comes a higher salary. Let’s continue with the last two bargaining factors.

3. Determine your target salary and benefits. Your target salary should always be 15 to 20 percent more than what the employer initially offers. Learn to quickly multiply by 15 or 20 percent and add it to your salary figure on the spot if you need to. Distinguish between the benefits you absolutely need and those you want. (See page 139 for a list of benefits.)

Taken from : Fearless Interviewing - How To Win The Job

The basic premise of all of these bargaining factors is that you are not a position. In fact, what you bring to the table may be a lot more than what the company had in mind for the position. Since you’ve assessed your skills and constructed Q statements in the last chapters, you are more likely to be able to convince the employer that indeed you have more to offer the company in bottom-line profits than the average person they had in mind for the position.

Taken from : Fearless Interviewing - How To Win The Job

Taken from : Fearless Interviewing - How To Win The Job

If you’d prefer to have a professional service research your salary for a fee, I would recommend these companies:

Pinpoint Salary Services, http://members.aol.com/payraises/pinpoint.html Personal Salary Report, http://www.salary.com

2. Clarify what qualifies you to make more than average and more than the company’s initial offer. Complete the qualifications worksheet at the end of this chapter. What added value do you bring to the employer? Read the job description (if there is one), and analyze how and why you, as compared to the “average” applicant, can add more to the bottom-line profits of the company. Use your skills assessments and Q statements to make your case.

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1. Know the relative worth for your position in the marketplace.
2. Clarify what qualifies you to make more than average and more than the employer’s initial offer.
3. Determine your target salary and benefits.
4. Forecast how long you are willing to wait until the negotiation resolves in your favor.

I want to see you get every penny and every advantage that you deserve. To accomplish that, let’s take a closer look at each bargaining factor.

1. Know the relative worth for your position in the marketplace. It is helpful—especially if you happen to be entering a new field, going from a very small to very large company, or
making a significant geographic shift—to get a ballpark salary figure for a position. Do some research to determine what, statistically, is a low, mid, and high salary range for a particular position. At no point should you confuse this ballpark figure for the actual sum you’ll settle for. You should use this only as a broad guideline.

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Stephan has only 3 years’ experience in technical recruiting and is 37 years old. He’s done considerable research on interviewing techniques, salary negotiation, and the company he is
interviewing with. Though his finances have gotten very tight during a period of 3 months of unemployment, he’s willing to wait it out for the right job at the right salary. Stephan has an interview today at the same company that Thomas is interviewing with. Although he has less experience than Thomas, Stephan negotiates for a salary of $60,000 plus commissions with full benefits, a hiring bonus, several perks, stock options, and permission to telecommute from home two days out of the week.

What happened here?
How did Stephan, with 2 years’ less experience command $30,000 more in salary, plus extensive benefits, perks, and stock options? The chart below examines some of the things Thomas and Stephan did differently. The disparity between Thomas’s salary and Stephan’s is not an accident. Stephan consistently applied the techniques of opendoor
negotiating and knowledge of the four bargaining factors. Let’s take a look at what they are.

Taken from : Fearless Interviewing - How To Win The Job

One Job, Two Different Salaries
Let’s have a look at Thomas and Stephan, two men who approached the issue of salary discussions very differently and ended up with quite different results.

Thomas is a 34-year-old technical recruiter with 5 years’ experience. He’s been out of work for several months and is getting anxious about finding a job. He’s already gone into debt
after being laid off 3 months ago, and he’d really like to get an offer from today’s interview. In the back of his mind, he knows he will accept any reasonable offer. Anything would be better than continuing to be unemployed.

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4. It embarrasses me that I might be seen as “greedy” if I ask for more money or try to bargain for better benefits. Some of us (most, I think) desire financial security and a measure of wealth so that we can live the life we choose. Wanting to improve your lifestyle and the lives of your family, friends, and even those less fortunate is not greed. A
desire for your parents to have security in their old age and your kids to get a good education is certainly not greed. It really is okay to make money, and a lot of it. It’s even okay to drive a fancy red sports car!

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The five most common objections to negotiating that I’ve heard are the following:

1. I’m afraid if I ask for more, I’ll jeopardize the job offer. If the company really wants you for the job, you’ll get the job regardless of whether you do or do not try to negotiate,
so you might as well try.

2. Negotiating is only for aggressive “wheeler-dealer” types. Actually, negotiating involves very subtle communication. You don’t have to yell or scream or flex your muscles. Thousands of shy and soft-spoken people negotiate for higher pay every day. In fact, it may actually help to lower the volume of your voice during a salary negotiation.

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Common Fears about Negotiating
You might be hesitant to negotiate because of any one or all of the reasons listed below. Take an honest look at yourself now, before you go into an interview, to see if you are holding any of these ideas about earning money or negotiating a salary. Most people try to avoid salary negotiating. In fact, it’s not at all unusual for people to dread this part of the interview.

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Congratulations! You’ve completed almost every piece of the puzzle. You have command of your job-specific skills, your general skills, your relevant personal traits, your competencies, and your gift, and you’re ready to use specific examples to demonstrate them at the drop of a hat!

Already, you are in the top 15 percent of all candidates looking for a new job!

In addition to that, you have realistic examples of your skills and competencies, and more than 20 Q statements to back you up. Not only do you know how to strategically answer the most common and some of the most difficult interview questions; you also know how to stay cool under even the most pressured of interview situations—the stress question.

Now that you’re a pro, this chapter will make you a master! You’re going to learn how all of your hard work in the last seven chapters will pay off. You’re going to grasp the techniques for bargaining for a salary of up to 20 percent higher than you would have expected. You’re going to master the techniques of opendoor negotiating.

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I know that the strategy for answering a question behind a question is to figure out the real fear or concern behind the question and then to answer it in a way that puts the fear or concern to rest.

I recognize stress questions, and I realize they’re intended to be stressful. I therefore remain calm and answer them to the best of my ability.
I know how to answer the question “What is your greatest
weakness?”

I am clear that I will never bring up anything negative about my former jobs or bosses, even if I am asked.

Just in case an illegal question is asked, I know how to handle it.

I’m aware that the way I sit in my chair can either make me look enthusiastic or disinterested. I adopt a posture that shows I’m fascinated and fascinating!

I have a good idea of some of the questions I would like to ask the interviewer about the company when he or she says, “Do you have any questions?”

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Just one more hint: Mirror your interviewer’s rate and style of speech. If you match your rate of speech to the speed of the interviewer’s speech, your interviewer will unconsciously feel more of a rapport with you. Most of the time you will not need to do this, but if you get a real fast talker or a real slow drawler, that person will tend to feel more comfortable with you if you are closer to his or her rate of speech. Practice this with a friend or with someone you meet, and see how this matching technique will help you to feel more at ease.

Before we move on to salary negotiation, let’s make sure you’ve mastered the interviewing ingredients to get a top offer! Take a moment to test your readiness with this checklist. If you can check every box, you’re an interviewing pro!

I know that the best strategy for answering straightforward questions is to tell stories with specifics and to use Q statements to highlight my skills, personal traits, competencies, and accomplishments.
I’ve done some research on the company so I know which of my attributes to emphasize during the interview.
I can answer the question, “What do you know about our company?”

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For some reason, people just don’t seem to feel comfortable talking about how much money they earn. If it’s “too much,” they’re afraid they might arouse jealousy. If it’s “too little,” they may be afraid others will look down on them. Most teenage children don’t even know how much money their parents make, much less how their parents may have negotiated to get that amount of money.

You’ll find that, in an interview situation, both you and the interviewer will have a tendency to get the salary discussion out of the way and clinch the deal as soon as possible. Unfortunately, nothing could be more detrimental to your ability to bargain with the employer for the salary you deserve. In this chapter we’re going to bring the issue of salary right out into the open. We’re going to talk about several things that are important to understand before you negotiate:

Taken from : Fearless Interviewing - How To Win The Job

Some other body language tips to keep in mind during your interview are the following:

• Is your body open and free to move and gesture naturally? Or is it tight, with your shoulders hunched up and your arms folded in front of your chest? Of the two, an open posture is certainly preferable.
• Do you make good eye contact? Remember, good eye contact does not mean having a staring contest. It is fine to naturally look away from time to time.
• Are you sitting slightly forward in your chair, with an open posture and without any habitual movements (like twirling your hair around your finger or clenching your fists)? Once you get the posture right and eliminate any unnecessary habitual movements, you should feel free to gesture and move about as much or as little as is natural for you.
• Are you fidgeting or feeling unsure of where to place your hands while talking to an interviewer? Simply rest one hand on each of your legs, or fold them in your lap.

Taken from : Fearless Interviewing - How To Win The Job

2. Make eye contact with everyone in the room. The interviewers are going to ask you questions one at a time. It’s good to make eye contact with the person who asked the question and the others who are listening. Be sure that you glance into the eyes of each interviewer at least for a second on every question, no matter which one of them asked a particular question.

3. Write thank-you notes to all of the interviewers. It’s worth your time! If you don’t know their names or titles, you can ask the main interviewer or his or her secretary.

Body Language
Now that you know more about how to answer interview questions, I’d like you to know a little secret about body language. The secret is this: If you are sitting back, comfortably resting on the back of your chair, your answers will not be nearly as believable as if you are sitting with your whole body tilted slightly forward in your chair. Sitting back in your chair sends a signal, unconsciously, to the interviewer that you are not that interested in what you’re saying and maybe that you’re even a laid back kind of person.

Taken from : Fearless Interviewing - How To Win The Job

Group Interviews
As if one interviewer isn’t enough, you may be asked to speak to three or four interviewers at a time. This is called a group, or panel interview. The content of the interview and your answers will not be any different than they would be with a single interviewer, but your greeting, eye contact, and follow-up will change a little. Remember these three tips:

Taken from : Fearless Interviewing - How To Win The Job

6. If you like, you can put a little stuffed animal or picture of someone you love near the phone and look at it while you talk. It will make you relax and feel like you’re talking to a friend. It will also fill your voice with warmth. Remember, whether it’s the supervisor or a CEO who is interviewing you, that person has feelings, just like you.

In fact, 60 percent of interviewers you will talk to have never been trained at all in interviewing. Hundreds of interviewers have confided in me that they actually feel nervous, incompetent, or stressed when conducting interviews.

A little warmth in your voice, generated by looking at something cuddly, funny, or someone you care about, can go a long way to soothing the “rattled” nerves of some interviewers, thereby making the whole tone of
the interview more relaxed for you as well.

Taken from : Fearless Interviewing - How To Win The Job

1. Stand up while you’re talking. You will breathe more deeply, and your voice will sound fuller.

2. Smile. Yes, smile! Professional salespeople are trained to use this technique so that they actually sound friendly and cheerful (even if they’re really not having a great day). When you are smiling, an interviewer can “hear” your smile in your voice.

3. Listen extra carefully. Since you can’t see the interviewer, be sure you understand what he or she is asking. It’s okay to ask an interviewer to repeat the question or to say, “I understand that you are asking me
_______________________. Is that correct?”

4. Keep your answers less than 90 seconds long. You won’t be able to see any visual cues, so it’s wise to keep answers to a reasonable length so as to not let the interviewer become distracted or bored.

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Some questions require a moment to reflect. As you use this time (rather than panicking), allow yourself to take a deep breath or two. It’s also okay to allow your eyes to roam or glance down at the floor, at a window, or to a picture on the wall.

Extensive research in how our brains access information tells us that sometimes it is necessary to look to the side, up, down, or even “into space” for a moment in order to give the brain access to stored sensory cues. These cues help us construct what to say next. Ninety-nine percent of the time you can trust your brain to come up with an answer.

If you can’t think of anything relevant to say at that moment, the following answer will keep you poised, while at the same time showing that you are willing to take initiative:

ANSWER: You know, that’s such an interesting question. I think the answer deserves time for some research. Can I look into it this evening and call or send an e-mail with my answer first thing in the morning?

Taken from : Fearless Interviewing - How To Win The Job

• What is the company’s 5-year plan?
• What is the company’s mission?
• Is the company culture more on the casual or more on the formal side?
• What would be the ideal candidate for this position?
• What is the typical management style?
• What would be some of my duties in the first year of employment?
• What are some of the new products, services, or improvements in the works for next year’s production schedule?
• What do you [the interviewer] like most about working at the company?
• What are some of the organization’s proudest moments or most unique accomplishments?
• What do you think I can personally do to drive this company to the competitive edge?

Much later, when you are in the negotiating phase, you can negotiate for a parking space. For now, keep your questions open and general.

Stalling and Accessing
In some cases, there may be a question for which you just cannot recall the answer. You’d be surprised at how clever your brain is if you just give it a little time to process and access a response.

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Your answer should be no, unless you really are aware of something that would prevent you from doing that particular job. You may have a bad back or a trick knee or suffer from depression or diabetes, but if it doesn’t affect your job duties as described, you need not mention it. The rest is between you and your doctor. You are not obligated to reveal any disability that doesn’t directly impair your job performance for a particular job you are seeking.

The question “Do you have a disability?” is illegal.
It may be answered by a simple no.

Questions to Ask the Employer
There comes a time, usually near the end of the interview, when the employer will ask you if you have any questions about the company or the position. However curious you feel, now is not the time to ask whether you get an assigned parking space or whether you get an office or a cubicle. Those are real concerns, but not at this point.

Taken from : Fearless Interviewing - How To Win The Job

Illegal Questions
Ninety-five percent of interviewers will not ask you illegal questions. But some—because of ignorance, inexperience, or uncharitable motives—may ask you indirectly or directly about your marital status, number of children, arrest record, physical or mental disabilities, race, religion, sexual preference, or ethnicity.

You have a legal right not to discuss these issues. One of the best ways to get around the discomfort of these types of inquiries (other than getting up and walking out the door) is to respond as follows:

ANSWER A: Excuse me, but I’m not sure I understand. Could you please rephrase the question?

That alone will usually stop the interviewer in his or her tracks. If he or she asks again, you can say:
ANSWER A: I’m not sure how my marital status would have any bearing on my ability to carry out my job responsibilities. Could you please clarify that for me?

Or . . .
ANSWER A: Does my race have something to do with the job description? I don’t think I understand the question.

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In reality, the drawing is perfect. The job applicant knows it’s right, but wonders why the other scientists don’t seem to think so.
“Why don’t you take a few moments to finish it?” the woman says.

With what you now know about stress questions, which of the following do you think is the best response?

ANSWER A: [defensively] There’s nothing wrong with that! Any eighth grader would know how to draw a simple normal cell! Perhaps you’ve forgotten that I have a Ph.D. in biochemistry and have been published over two dozen times, not to mention that I have lectured throughout the world on the topic of cell biology.

ANSWER B: [nervously] Oh . . .uh . . . I’m sorry. You mean you want me to change it? Sure, okay. I’m not really good at drawing. Maybe you can’t tell it’s a cell. I must have forgotten something. It really is a poor drawing. What a mess! Sorry, I’m sure it’s not what you’re looking for. Should I try it again?

ANSWER C: [calmly] That’s the way a normal human cell looks to the best of my understanding.

Taken from : Fearless Interviewing - How To Win The Job

Abdhur Khatik has a Ph.D. in biochemistry and is applying for a staff scientist’s position in a biotechnology firm. Abdhur did well in his first interview with the vice president of the company, and he has been invited back for a group interview with three of his fellow scientists. They’re about halfway through the interview when one of the interviewers says, “Mr. Khatik, would you be so kind as to go to the white board and draw a picture of a normal cell?”

To Abdhur, this request seems ridiculous and simple-minded. Isn’t it obvious that someone with a doctorate in biochemistry would know something so elementary as how to draw a cell? Nevertheless, he follows directions and deftly constructs a diagram of a healthy cell on the white board.

Taken from : Fearless Interviewing - How To Win The Job

Sometimes stress questions are very bizarre and seem not to relate to the interview at all:

QUESTION: Why is there fuzz on a tennis ball? Either of these answers, said with a smile, would be fine:
ANSWER: Good question.
ANSWER: That’s certainly one to think about! Other, fairly silly questions that are designed to make you think they are “deep” and to throw you off are:
QUESTION: What’s your favorite color, and why?
QUESTION: If you could have dinner with anyone, who would it be, and why?
QUESTION: What’s your favorite animal, and why?

If the interviewer asks you these questions, you can at least be assured that he or she is considering you as a serious candidate for the job. You really can’t win with these questions, other than to say:
ANSWER: No, I don’t object to testing of any kind.

If you do object to being tested, you might want to look for some other target companies that do not employ these practices. In Chapter 10, you’ll be able to read an entire interview, from start to finish, so you’ll get an excellent idea of how stress questions (and their answers) fit into the larger scheme of things. You’ll also get a sense of the flow and rhythm of the entire conversation.

Taken from : Fearless Interviewing - How To Win The Job

ANSWER: Some people have asked me why it is that I try so hard to get along with everyone. I just like to feel that we’re all working in a team environment where people need to like and respect each other. I think
that when a team really gets along well, they’re also more productive.

ANSWER: I’ve been told a few times that I’m just too much of a perfectionist. Yes, it’s true. I do make it a practice of checking my work at least once or twice to make sure that it’s absolutely accurate. When working in a medical lab, I have to stay on top of every detail. If the cost of knowing tests have been done correctly takes a fraction of a minute more, that’s a small price to pay when someone’s life could depend on it.

Even if the preceding answers sound a little twisted, they are better than bringing up real issues like not being able to follow directions or having hostile relations with coworkers. If you bring up weaknesses of that nature, you are surely going to invite the interviewer to probe further into the problem.

Taken from : Fearless Interviewing - How To Win The Job

“Weakness”—Negative “Weakness”—Positive
Workaholic Works hard. Would be willing to work extra hours.
Perfectionist Is detail oriented. Sets high standards
for work.
Tries to be friends Is a team player. Has good
with everyone interpersonal skills. Warm.
Competitive Sets goals. Strives to excel.
Overcomes obstacles.

I know some of these sound absurd, but let’s take a look how the opposite of a supposedly negative trait can be turned into an excellent response.

QUESTION: What is your greatest weakness?
ANSWER: Well, some people have told me I’m a bit of a workaholic, and I guess, in part, they’re right. I just don’t mind working an extra hour or two or taking some work home on a Saturday if there’s a really important
deadline for my department to meet. Meeting deadlines is essential in this business, and I am more than willing to do my part.

Taken from : Fearless Interviewing - How To Win The Job

If you have good rapport with the interviewer and can see that he or she has a good sense of humor, you might give it a lighter touch:

ANSWER: I suppose my greatest failure was not being able to take those three strokes off my golf game. [laughs]
ANSWER: I think . . . not being able to make a perfect soufflé. [chuckles]

One stress question that you are most likely to get in almost every interview is the following:

QUESTION: What is your greatest weakness? Do not tell your greatest weakness! How do you think it would sound to say, “I’m really a slob” or “I have 27 unpaid parking tickets” or, worse still, “I am always late for work and I usually leave early”? Let’s take those weaknesses (which of course you don’t have) and leave them outside the interviewer’s door.

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How do you beat it? First, take a deep breath and entertain one of these answers:
ANSWER: Perhaps my greatest failure was not going to college right after graduating from high school. Anyway, I waited until I got a few years of work under my belt and then I got a degree in physics, with highest honors. I guess it didn’t turn out so badly.

Or . . .
ANSWER: Well, you know, I was entered in a tricounty triathlon, and I trained for over 6 months for the race. I even hired a personal trainer and radically altered my diet and weight-training program. When the day of the race came, I was totally prepared and “psyched up” to win. I was sure I could place in the top three, if not take home the blue ribbon. I did the race in less that 1 hour, 32 minutes, 7 seconds. I gave it my best shot, but I came in fourth.

Or . . .
ANSWER: Once I decided to plant an elaborate vegetable garden in my backyard. I went to the hardware store to buy all the tools and seeds. I also bought a book on how to grow a vegetable garden, and I even took a county parks and recreation course on how to grow your own food. I followed all the directions I had learned, and I planted six kinds of vegetables, but the only thing that ever came up were the tomatoes.
I guess I’m really much more of a corporate executive than a gardener!

Taken from : Fearless Interviewing - How To Win The Job

That way, you’ll know if you have the support of your family to stay at work late, or if it’s absolutely essential to choose your family or friend first.

Now that you have mastered the question behind the question, you’re over halfway through completing the entire interview with finesse, competence, and know-how. There are only two more types of interview questions to consider: stress questions and questions you ask the prospective employer.

Stress Questions
Don’t let stress questions stop you in your tracks. That’s exactly what they’re designed to do! The lighter you are on your feet, the better you’ll do.

The object of a stress question is not to gain information from the content of your answer. Stress questions are designed to gain information about how you behave under stress. That’s why they’re called “stress questions”—the questions themselves are supposed to create stress.

Taken from : Fearless Interviewing - How To Win The Job

QUESTION: What if you have an important personal engagement that involves several other people, has been planned well in advance, and also costs a considerable amount of money, but your boss needs you, just this once, at the last minute to help her close a $3 billion deal before midnight?

This situation is probably the most common and the most difficult to deal with. Having to stay late at work when there are family or social obligations is something just about everyone has to face at one time or another. It’s a tough situation because someone is bound to be disappointed no matter what you decide.

First, tell your boss about the importance of your social engagement, but also reassure her that you will do everything you can to help close the deal. You might offer to stay a little bit later and be late for your other appointment. You might also say something like “I would make myself available by cell phone all night until 1 a.m. if need be, and then be on call at my social event.” If you are particularly invested in your job and perhaps up for promotion, you might just have to accept the conse quences and decide to stay until midnight to help the boss out. Again, there is no universally right answer.

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QUESTION: What if you noticed a team member really slacking off? He is coming in late, taking long lunches, leaving early, or chatting on the phone when he is supposed to be helping the team meet its deadline?
ANSWER: Well, I might say, “Hey, Harry, we really need your help here. This is an important project, and all of us need to work together to see it through. You’ve got the talents to help us make the deadline. I really rely on you as part of the team, and I think your involvement would help out everyone. I have a lot of respect for your ideas, and I think we really need your input.” If Harry didn’t show some change after our talk, I would probably have to bring it up with our supervisor.

QUESTION: What if your boss continually gossips about one of your coworkers with you and wants you to join in on the derogatory comments? Your reaction to situation number 2 would probably depend a lot upon your relationship with your boss. If you know the boss well, you might be able to say:
ANSWER: I really don’t feel comfortable talking about Sally in
this way.

Taken from : Fearless Interviewing - How To Win The Job

Answers A and B both make sense. They are not necessarily the “wrong” answers. Answer C, however, is the most appropriate one because it shows that the interviewee would first attempt to solve the problem with the other employee on his or her own and then get management involved only if those strategies didn’t work.

Companies generally prefer that employees try to work out their problems themselves. It shows good interpersonal skills to be able to bring up something negative with a coworker. Of course, if the problem can’t be solved, it shows good judgment and loyalty to the company to broach the subject with a manager or supervisor.

Taken from : Fearless Interviewing - How To Win The Job

1. His or her start date
2. His or her title at the time of leaving the company
3. His or her last day with the company

You now have a strategy for answering some of these questions in an optimal way. Keep the interview like a first date—memorable, fun, and not too heavy. Don’t get into personal details that may end up backfiring on you.

What-If Questions
Questions behind questions often come in the form of what-if questions:
QUESTION: What would you do if you discovered that another employee
was stealing from the company?

The real concern behind this question is not what you would do if someone were stealing. It’s more about loyalty and whether you have good judgment. See if you can guess which of these answers would be the best for this problem:

Taken from : Fearless Interviewing - How To Win The Job

1. Don’t blame yourself.
2. Don’t blame or sound angry with the company.
3. End your statement about the situation on an upbeat note by saying that you are looking forward to a new position with new responsibilities.

Try these answers on for size. They do not get into negatives, and they indicate that you have a clean slate and wish to move on:
ANSWER: Due to a mass reorganization of my company, my entire department was eliminated. Now I’m looking forward to exploring new options for employment.
Or . . .
ANSWER: Due to serious financial problems, my company was forced to downsize. Unfortunately, my position was affected. Now I’m looking forward to exploring some new opportunities.

Or . . .
ANSWER: My company reduced its labor force to accommodate a major shift in business. My function in the company was moved to a site 1000 miles away, where I chose not to relocate. I’m eager to pursue other positions in the local area.

If you were fired, you have no legal obligation to reveal it. Many highly talented people get fired incidentally. It’s nothing to be ashamed of. At the same time, it’s not something to talk about in front of a prospective new employer.

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ANSWER C: My last boss and I really didn’t see eye to eye. He wouldn’t give me a raise no matter how many times I tried to get one.

I bet you already chose A. You’re right! No matter what question you are asked about your last company, your last supervisor, or your former coworkers, the intent is usually to “dig up” something negative. Both B and C imply some sort of negative response to your last job.

Sharing ANY kind of negatives about a past employer is to be avoided at all costs, even if you feel that you were treated unfairly.

Taken from : Fearless Interviewing - How To Win The Job

ANSWER B: I have really liked all of my jobs equally. I guess you could say all of them are my favorite jobs.
ANSWER C: I think my favorite job was bookkeeping because I got to work mostly on my own. My least favorite job was the one I had as a senior bookkeeper when my manager was always checking over my work and telling me what to do next.

Like many questions and with the hidden agenda, the question above would probably be asked to uncover a “negative.” Choice B is not really directly answering the question and sounds a little wishy-washy. Answer C poses the most negative issues because it indicates that this employee had trouble working with his or her manager and probably doesn’t like working on a team. Choice A is the preferred answer because it states two positive skills that the person has (creativity and liking to learn new things) and the negative (the job in the parking lot) is fairly
innocuous.

Taken from : Fearless Interviewing - How To Win The Job

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Many of my mature clients tell me that they are faced with other versions of the question behind a question.
QUESTION: Don’t you believe you may be overqualified for this job?
The real fears behind this question are usually:
1. “Are you going to leave because you don’t find the position challenging enough?”
2. “Are you going to be unhappy with the salary we offer and either demand more or leave for a more lucrative position?”

This response satisfies all of the hidden agenda behind the question:
ANSWER: After discussing the position with you and seeing the job description, I feel I have a good understanding about both the responsibilities of the job and the compensation. I feel comfortable with both, and I’m eager to work for your company.

Taken from : Fearless Interviewing - How To Win The Job

The question behind the question is “Did you just stumble upon our company, or did you put some thought and effort into making a choice to work with us? Have you done your homework?” Answer B would indicate that you had the most forethought. Being able to answer a question like this one is the payoff for the research you learned to do in Chapter 4. The same sort of strategy can be used for the following question, in which the question behind the question is also “Did you do your homework?”

Taken from : Fearless Interviewing - How To Win The Job

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In my experience, when the interviewer asks this question, he or she is really asking two things:
1. Are you going to stay at the company for a while so that the time it takes to orient and train you yields a return on our investment, or are you here just for a short stay?
2. If I hire you, are you going to try to take my job?

Saying you’re staying just long enough to get some money and skip town violates fear 1. Saying that you want to be vice president of human
resources in 5 years may mean that you will have to step on the toes, or, worse, replace your interviewer on the way up the corporate ladder. This answer violates fear 2. C is the preferred answer to this question. It is open ended and nonthreatening. It is also generic enough that you can say it without feeling that you are lying. Though you don’t say you’d be committed to the company, you do say you’re committed to your
profession. You also express enough ambition (“growing and learning”) to sound like you’re hard working and success oriented but not interested in rocking anybody’s boat.

Taken from : Fearless Interviewing - How To Win The Job

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Let’s take a look at some of these types of questions. We’ll examine six sets of questions and answers, and I’ll explain the strategy used to answer each question. Try to guess which of the answers, (A, B, or C) is the favorable answer. After a few examples, I’m sure you too will be able to decipher the question behind the questions.

QUESTION: What do you think you’ll be doing 5 years from now?
ANSWER A: I’d like to be the vice president of human resources in 5 years.
ANSWER B: I would really like to make just enough money here to be able to buy a plane ticket to Hawaii and pay my first and last month’s rent.
ANSWER C: My goal is to grow and learn more as a professional.

Taken from : Fearless Interviewing - How To Win The Job

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If someone asks you why he or she should hire you, you may be tempted to say, “Because I am the best person for the job.” Don’t. Though you may be right, the interviewer can’t judge that from an unsubstantiated opinion. Instead, you can win over the interviewer by pulling out one of your best Q statements and adding the tagline, “That’s exactly what I’d like to do. . . .”

The person being asked the following question is applying for a sales engineer position in a pharmaceutical company:
QUESTION: What can you contribute to this company?
ANSWER: Well, I can contribute an excellent working knowledge of pharmaceutical products, superior presentation skills, and excellent postsales follow-up discipline. An example of my postsales follow-up procedure at my last company was that I always called my customers 3 days after the sale and made it a point to call every 2 months after that point to make sure they were satisfied. I was very happy that we earned
over $2 million in repeat business from one major customer in the third quarter, due to my persistent follow-up efforts. I’d like to make the same kind of profits for this company.

Taken from : Fearless Interviewing - How To Win The Job

QUESTION: What kinds of skills do you have that would benefit this
company?
ANSWER: I believe that my management, budgeting, and purchasing skills would benefit the company. In my last company, I initiated a new procedure for purchasing materials that ended up in a 37 percent decrease in annual materials costs. That’s what I’d like to do for your company.

• The phrase “That’s what I’d like to do for your company” is very powerful and persuasive when it follows an impressive Q statement. Try it!

The next question is one that might apply to a person who is completely changing careers. The question is posed to assess whether she possesses the skills for the new career:
QUESTION: What prepares you to move from being a public health educator to a book editor?
ANSWER: Well, although I have not yet had professional experience in book editing, I have 7 years’ experience in the writing, proofreading, and editing of public health education reports. I have written and edited
at least 40 reports of more than 100 pages each and submitted them to the state of Florida Public Health Department for review. I was also commended twice for writing, editing, and proofreading grant applications
for over $350,000, one of which was submitted to the state, and one to the federal government. In addition to editing at my last job, I took an adult education class in copyediting at Seminole College in Fairfield. I’d like to be able to make similar contributions to your company.

Taken from : Fearless Interviewing - How To Win The Job

This time, the interviewee:
• Selected three top personal traits from his skills arsenal
• Elaborated on one qualitative example of the results of his work.

The same strategy applies for the next question:
QUESTION: What do you think your former coworkers would say about
you?
ANSWER: I think they would say that I’m friendly, efficient, and professional. An example of my friendliness is that I always make it a policy to take a coworker out to lunch sometime during his or her first week of employment. I know how it feels to be new and how much it is appreciated when another employee makes the effort to reach out. It’s important to me to help my coworkers feel comfortable. I’d like to bring the same kind of friendliness to your customers.

Confused? After a few more examples, you’ll get the hang of it:
QUESTION: What accomplishments are you most proud of?
ANSWER: I’m most proud of producing, writing, and directing my own documentary, of winning a citywide triathlon, and of producing a show for CBS television. When I produced a movie-of the-week for CBS, I was able to cut 3 days out of the production schedule, saving the company over $650,000.

Taken from : Fearless Interviewing - How To Win The Job

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1. Do you remember your general skills list by heart so that you can recall them in the interview?
2. Do you have a good command over your personal traits list so that you can supply examples of them to the interviewer?
3. Do you remember your list of three competencies, and do you have anecdotes to support them all?
4. Finally, do your Q statements really paint a clear picture of what you did, whom you did it for, where you did it, and, most important, the results you achieved? If so, great!

If your memory of your Q statement and skills lists are not quite up to par, now is the time to go back and review them or make changes so that you have plenty of information to demonstrate to the interviewer that you are his or her top choice.
Here are some examples:

QUESTION: What are some of your strengths?
ANSWER: My strengths are my negotiating, training, and marketing skills. An example of my training ability is a project for which I trained a group of 16 new employees for the help desk, and they were able to function 20 percent faster than their predecessors.
To answer the question above, this interviewee:
• Cited three of her top skills from her skills arsenal
• Elaborated on one of them with a Q statement

Taken from : Fearless Interviewing - How To Win The Job

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Although it may be interpreted as a personal question that requires a personal answer, it is really an opportunity for you to introduce some of your most important employment-related skills as well as your education and accomplishments to the interviewer.

Your response to “Tell me about yourself ” should be a very brief synopsis, or “sound byte,” about your background. Your answer to this question is very important because it positions you for the rest of the interview. That’s why some career coaches call this statement a positioning statement. I have found an excellent formula for positioning statements that fits for just about every type of job and every type of industry. The template is reproduced here so that you can fill in the blanks. A template filled in with hypothetical answers follows.

I don’t usually recommend that my clients memorize any answers to interview questions . . . except this one. Your positioning statement is extremely valuable. It can be used not just in an interview but in certain social situations, on the phone, or any time you have the opportunity to introduce yourself to someone who could hire you or who knows someone who could hire you. It’s good always to have this statement ready when you’re in a career transition. I suggest that you work with
the template carefully so that you construct something that’s comfortable to say and that really feels like a good fit for you.

Taken from : Fearless Interviewing - How To Win The Job

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Positioning Statement Template
I have more than 10 years of experience as an events planner in the high-tech industry, specializing in trade shows, international travel arrangements, and fund raising. I have a B.A. in business administration from the University of Georgia at Atlanta, and I have earned a certificate in international marketing at Simms Valley College. One of the accomplishments I’m most proud of is hosting a dinner with our CEO and the Georgia state governor. 110 administrators and government officials attended the dinner, and it ran absolutely seamlessly.I not only was able to complete the event under budget but I also received a handwritten thank-you letter from our CEO. Saving money on important events is just what I’d like to do for your company.

Taken from : Fearless Interviewing - How To Win The Job

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All interview questions are not the same. Some require very specific answers. Some warrant more vague and open-ended answers. Still others do not and should not have to be answered at all. These more difficult questions require a special kind of strategy so that you can navigate around them. In the next few chapters we’re going to talk about four types of questions and the special strategies required for handling each type:

1. Straightforward questions
2. Questions behind questions
3. Stress questions
4. Questions you ask the employer

We’ll also talk about how to recognize and deal effectively with illegal questions. Finally, we’ll review some of the most important facts about body language.

Straightforward Questions
Most of the questions in the interview will usually be straightforward. These questions are designed to assess whether you possess the kinds of skills, and to what degree you are in command of those skills, that the job requires. Your skills arsenal and Q statements should be able to help you answer almost all of these types of questions. Here are some examples of straightforward questions and recommended replies.

Taken from : Fearless Interviewing - How To Win The Job

Ask yourself the following questions:
• Do you like the general tone of the company?
• Do you feel respected?
• Do you feel you’re being listened to?
• Are your questions and answers being taken seriously?

You might even think of it this way: You are hiring a new boss! Do you want to work for this person? Would you like to be around this person almost 40 hours a week? Would you like to be a part of this organization?
When you think about it, the power belongs not only to the interviewer but also to you! We will discuss more about the questions you need to ask yourself about accepting offers in Chapter 9.

You Passed the Test!
That’s it! You’ve passed the audition! Congratulations! Now we’re going to go for the rest of the play. The next chapters will give you all the tools you need to have a potent, masterful, and stress-free interview.

Taken from : Fearless Interviewing - How To Win The Job

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It may seem hard to fabricate having affection for someone you hardly know or who doesn’t seem particularly likeable, but there is a way. One way that I’ve suggested to my clients that really seems to work is that they picture the interviewer as a friend of theirs or someone they really admire.

You can pretend it’s your sister Sylvia or your brother Harold, your Aunt June or Uncle Bob. It may seem a little bit silly, but I’ve actually told clients to picture the interviewer as a big stuffed teddy bear. Who doesn’t like a teddy bear? In any case, your warmth will come through and will probably be returned.

Another thing to remember about your attitude is that you are interviewing the company, just as the company is interviewing you. When you keep that fact in mind, you’ll remember to notice how you’re being treated before, during, and after the interview. Do you like being treated that way?

Taken from : Fearless Interviewing - How To Win The Job

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1. Address the interviewer as Ms. or Mr., and introduce yourself by your first and last names. It will sound something like, “Hello, Mr. Isaacs. I’m Susan Sallinger. Thank you for seeing me today.” You’ll be smiling warmly and offering a professional handshake at the same time. After the introduction, the interviewer will ask you to sit down. Don’t sit down until he or she asks you to. If he or she does not ask, say, politely, “May I have a seat, please?”

2. If it’s a small office or you are very close to his or her desk, you may feel tempted to put your notepad or some other article like a purse on the desk. Don’t. The desk is the territory of the interviewer, and he or she will
feel encroached upon if you pass that invisible line of his or her space and your space. Putting any item, including your hands or elbows on the desk will be taken as a sign of disrespect and an unconscious threat. If you wish to take notes, hold your notebook on your lap.

3. Don’t take any beverages into the interviewer’s office— spills or choking can be embarrassing and inconvenient. Even if you are offered coffee, it’s quite all right to politely decline.

4. Turn your pager and cell phone off! If you forget and it happens to ring, do not glance to see who called. Simply apologize for the interruption and turn off the device.

Taken from : Fearless Interviewing - How To Win The Job

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Is it (like the story of Goldilocks and the three bears) too soft? Too hard? Or, just right? There is almost nothing worse than a noncommittal “dead-fish” handshake. We’ve all felt them, and there is just something intuitively unpleasant about them. On the other hand, the macho-rearrange -your - finger-bones handshake is not too appealing either. Your handshake signals to the interviewer that you are about to do business. If it feels, unconsciously, like a halfway committed or overly competitive handshake, you will not be getting off to the right start.

• A firm handshake, using the whole hand in the other person’s hand, is an appropriate business handshake.
• There is no reason to shake a woman’s hand any differently than you would shake a man’s hand. Firm and businesslike is the rule to remember.

Many people, both men and women, have no idea how their handshake feels to other people. I strongly suggest that you practice it with a few friends or family members and ask for their honest feedback. Keep testing different strengths and positions until you and the other person feel comfortable.

Taken from : Fearless Interviewing - How To Win The Job

Hair and Makeup Keep it simple! Don’t allow long or wavy hair to hide your face. Consider having a touch-up color, wave, or trim. Wear lighter or less makeup than usual. Do not apply too much foundation or eye makeup. If you use hair spray, you might consider an unscented brand. Any sort of perfumelike
smell from hair spray, body lotions, cologne, or perfume can be disturbing to some interviewers.

Accessories Don’t forget that your purse, briefcase, or portfolio needs to look good too. Remember to check them for scratches or tears, and remember to bring your business card. A pad and pencil to take notes shows that you’re an attentive, interested listener.

These rules may seem stringent, but try to find ways to express your style as much as you can within these guidelines. Be sure to wear clothes you feel comfortable in and colors that compliment your skin tones. When you can look in the mirror and say, “Okay, I’m ready!” you’ll know you’ve found a good combination of businesslike attire.

Taken from : Fearless Interviewing - How To Win The Job

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Dresses or Suits In the workshops I teach, I always have at least one woman who says, “I wore pants to the interview and I got the job!” That’s good news, but she is the exception to the rule. It’s fine if you wear pants to work if that fits the company culture, but an interview is another story.

I strongly suggest that you wear either a dress or woman’s business suit. If you like, you may wear a skirt with a complementary jacket or blazer. Again, we’re going for a conservative “business” look, so hems should be only slightly above the knee and necklines should not be revealing. The color of your jacket or blazer is not terribly important, but try to wear solid colors or
very simple patterns so the interviewer’s eyes are on your face rather than lost in the pattern of your clothing.

Of course, the most uncomfortable thing about wearing a dress or suit is dealing with those oh-so-fun pantyhose. Until scientists come up with a brand that doesn’t run, you’d better be sure to bring an extra pair in your purse or briefcase just in case you get a snag on your car door or in the subway.

Taken from : Fearless Interviewing - How To Win The Job

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Today, we learn how to turn pages!! When you are reading as fast as you can turn the pages, it becomes important how fast you can turn those pages. Using the books you brought back with you from the library, follow the instructions on the next page - “Turning Pages.”

Turning Pages

Method 1:
1. Place the book in your non-dominant hand
2. Place the index finger in the middle between the pages to hold them open
3. Place dominant hand at the top of the page to be turned
4. Turn page by “flipping” the page with the fingers of the dominant hand while removing the index finger of the non-dominant hand
5. Hold the page open with the index finger of the non-dominant hand
6. Continue flipping and holding for each page turned
7. Practice until the process becomes smooth and rapid

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Introduce the Public Library (source of reading material)

Begin today’s reading session with the Center of Creation imagery, followed by the eye exercises for review. Patch each eye for a few minutes before leaving for the library (patching while traveling to the library can be very beneficial, too, if you are not the one driving).

Once at the library, discover and peruse the children’s section. Find some children’s books that interest each participant (even if the books are very simple or seem to be far below the abilities of the participant - release all judgment). Read by perusal only - scan each book for interest. Just for fun!

Focus attention on the 6th grade reading level area. Find some books that have mostly pictures and seem interesting to the participants. Resist the temptation to “peek” inside the books until it is time to do so.

At a table or chair (where the participants can sit comfortably) each participant opens a book, patches one eye, and “reads” the book
upside-down. Just have fun patching and looking at books upside-down. Let go of any frustration in “reading” the book by allowing all ideas to be okay. Trust intuition and ASK NO QUESTIONS about what was read. Just allow it. Have fun with it. Play! Play! Play!

Bring two or three books home with you (depending upon how far you have to travel to the library). Tomorrow you will be learning how to turn the pages of these books. DO NOT READ THEM…

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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How to patch

1. Place the eye patch over one eye (either eye will do). Adjust it to fit comfortably.
2. Experience the patch for several minutes until you feel irritated or very sedated (you may feel that you just don’t want that thing on you anymore)
3. Place the patch over the other eye for several minutes (until again you feel you want to change)
4. Remember: it’s simple

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Reading with an eye patch will cause the brain hemispheres (and their corresponding energy fields) to communicate with each other - first on a survival level - then on a respect level - then on a love level. When your two brain hemispheres arrive at a mutual love and respect, light-speed reading is a reality. To speed up the process of learning to read at light-speed, consider patching the eyes often.

Today, we will be patching according to the following:

Have fun with this!!

Caution: Never wear an eye patch while driving, cutting, operating equipment, or doing anything that requires depth perception.

Eye Patching

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Relieving Eye Strain
???? Look at a distant object (beyond 15 feet)
???? Look at a near object (closer than 10 inches)
???? Look back and forth between them - focusing near then far
???? Repeat 5 - 10 times
???? Look close to the left then far to the right
???? Look close to the right then far to the left
???? Repeat 5 - 10 times
???? Place your thumb up in front of you at arm’s length (like artist’s do)
???? Move your thumb in a variety of directions while following with your eyes focused on the thumbnail (keep your head still) - really stretch yourself sometimes
???? Continue for 20 seconds
???? Stop, breath deeply in the nose, out the mouth (like a sigh)
???? Blink your eyes very hard 5 times then breath again - relax your body like a rag doll

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Begin with the same imagery you experienced yesterday (Center of Creation). Make sure everyone is well grounded afterward. Holding hands, hugging, or other strong body contact may accomplish grounding. Placing the right hand on the top of the head may help.

Eye Exercises
Preparing to read:
???? Look to your left knee then to your right knee. Look back and forth until your eyes feel like they want to blink a lot.
???? Roll your eyes in large circles as far as you can stretch them to the periphery.
???? Continue rolling your eyes first clockwise then counterclockwise several times.
???? Stop and shut your eyes very tightly - then open - close tightly - then open — continue for 5 blinks.
???? Hum a bar or so of music (“Happy Birthday”).
???? Count from 1 to 10 forward, then backward from 10 to 1.
???? Hum a bar or so of music (“Happy Birthday”).
???? Take a deep breath and exhale all at once.
???? Continue the movement-blink-hum-count-hum-breath exercise about 3 times (this will take about 1 minute).
???? Breathe in deeply through your nose - hold for a count of 3 (imagine you could gather all the stress in your body into the breath) - then release it all at once out the mouth (mouth wide
open) - a big sigh! Let your shoulders drop and relax with the breath (notice them drop).

You may replace the above with the RET Emotional First Aid process.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

In this wonderful space there is quiet, serenity, peace. It is also a magical space. Above is the pineal, the key to your spiritual connection with higher consciousness. Below you is the pituitary, the key to the physical dimension of self. In this space between the two is the magic of pure creativity. A number of different things will be named now. Develop a vision of them on all levels… feeling, awareness, emotion, imagination, as best you can… . Just allow any image to come to you. .

Burning candle… burning candle… burning candle… endless desert… endless desert… endless desert… Egyptian pyramid… Egyptian pyramid… Egyptian pyramid… torrential rain… torrential rain… torrential rain… snow capped mountains… snow capped mountains… snow capped mountains… temple at sunrise… temple at sunrise… temple at sunrise… solitary coffin beside a grave… solitary coffin beside a grave… solitary coffin beside a grave… birds flying across a sunset… birds flying across a sunset… birds flying across a sunset… red clouds drifting… red clouds drifting… red clouds drifting… a cross above a church… a cross above a church… a cross above a church… stars at night… stars at night… stars at night… full moon… full moon… full moon… smiling Buddha… smiling Buddha… smiling Buddha… wind from
the sea… wind from the sea… wind from the sea… waves breaking on a deserted beach… waves breaking on a deserted beach… waves breaking on a deserted beach… the restless sea… eternal restless sea… eternal restless sea… .

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Now to the back. Become aware of the right shoulder blade, the left shoulder blade… the right buttock, the left buttock… the spine… the whole back together…

Now go to the top of the head. The top of the head; the forehead, both sides of the head, the right eyebrow, the left eyebrow, the space between the eyebrows, the right eyelid, the left eyelid, the right eye, the left eye, the right ear, the left ear, the right cheek, the left cheek, the chin, the throat, the right side of the chest, the left side of the chest, the middle of the chest, the navel, the abdomen…

The whole of the right leg… the whole of the left leg… both legs together… . The whole of the right arm… the whole of the left arm… both arms together… . The whole of the back, buttocks, spine, shoulder blades… the whole of the front, abdomen, chest… the whole of the back and front together… the whole of the head… the whole body together… the whole body together… the whole body together. .

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Along the medial ridge of the brain (from ear to ear) are two strips of cortical (brain) material called the central sulcus. One strip of cortical material represents feeling while another represents motor activity (muscular control). By systematically identifying and activating each part represented in the brain, the consciousness moves deliberately to the center of the brain where the pineal and pituitary glands exist. This imagery focuses on the space between the pineal gland (above and slightly behind the ears) and the pituitary gland (slightly ahead of the ears).

This is the space where powerful structures of the brain modulate such functions as memory, emotion, core belief, and perceptions of survival. Before one experiences something in the world, s/he will imagine it in this space. Further, this imagining tends to carry itself out in manifestation in time. Directing the attention to this powerfully creative space in a systematic way tends to bring about manifestation.

So, sit back, relax, and take a big deep breath. Read this out loud to yourself while imagining it. Or, ask someone else to read it to you as you follow along in your mind. Or, record your own voice reading the imagery. Instructions to the reader will be between < > marks.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Step 7 - Count the total number of pages read. You can subtract the page you started on from the page you ended on. Let’s say that the story started on the previous page went on for 100 pages and I read to page 48. Since I started on page 0 (the title page) and ended on page 48, I read 48 pages. Write this number in the Results block.

Step 8 - To discover the total number of words I read I can multiply the results of Step 7 (the number of pages I read) by the results of Step 6 (the number of words per page): 48 (results of Step 7) times 855 (results of Step 6) = 41,040 (total number of 5-character words read). Write this number in the Results block.

Step 9 - Write in the Results block the total time you read in minutes. Usually this will be 10 because you will test for only 10 minutes. Write this number in the Results block.

Step 10 - Now you will discover the number of Words Per Minute that you read by dividing the results of Step 8 (the total number of words you read) by the results of Step 9 (the total time in minutes that you read): 41,040 (results of Step divided by 10 (results of Step 9) = 4104. Write this number in the Results block.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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The monks asked anxiously, “What is it that we lack, that keeps us from drawing in the large numbers of people our order did centuries ago? What could it possibly be? Like you said, we do all the things according to our order and help many people, and yet our order is failing and is near extinction. What is it that we yet lack?”

The Rabbi looked at each of the monks gathered together and said, “One of you is God.”

With that statement, the monks looked at one another very closely, “Could it be you brother Chang? You feed the poor your meals each evening and healed a bird yesterday. Or you, brother Xing? We observed you secretly helping a poor widow overcome her grief at the death of her husband. Or you, brother Yang? Was it not you who sought to cleanse the leper last year and saw to his needs until the end?”

The monks continued to question just which of them it might be. And as they did so, people became interested in the temple where God dwells. Soon the temple was filled to capacity and the former glory was rekindled in the people. You see, it was not the deeds of the monks that made the difference. It was their thoughts. As they looked to find the godly in men, they would find it. And in so doing, they found it in themselves as well.

Seek to find the good; notice that which is well first; pretend that everyone you meet could be God because it could be so.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Using the following text as an example, I’ll fill out the form for you so you can see how it is done.
Seek Ye First…

Once upon a time there was a very popular and well-attended Buddhist temple in China. It was the most popular and most well attended temple in the whole country. This continued for many years. And then a strange thing happened. Over a long period of time, the temple became less popular and less attended until finally, there was only a hand full of monks left to show tourists around the deteriorating buildings. At last, there were no tourists either and the remaining monks thought that they had better discover what they were doing wrong before their order became extinct and there was no one left to attend to the buildings. So they hired a Jewish Rabbi to come and assist them. The Rabbi was to spend one week with the monks and at the end of that week give them a report.

As the days passed, the Rabbi spent his time doing all that the Buddhist monks would do: eating, sleeping, praying, and teaching. At the end of the week, the monks called upon the Rabbi to give them a report so they could increase the number of people who would attend their temple.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Awareness and appreciation are the keys to progress in any earthly endeavor, and is obvious in Light-Speed Reading.

Testing:
An adequate reading test may be performed in about 10 - 15 minutes.

Setup:
1. Person being tested has a 6th grade reading level novel of sufficient length to be tested for 10 minutes (at light-speed, this may need to be at least 300 pages)
2. There is adequate lighting and ventilation so the person is comfortable
3. The tester has a stopwatch or second hand on a watch

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Preparation:
Obtain several 6th grade level books (few pictures, text easy to read). Books may be obtained from a local library’s children’s section.

Testing:
Follow the “Testing” procedure on the following pages. Remember to keep it simple and easy. Put the students at ease first (lessen the performance anxiety by stating to them that this will be fun and easy). Participants are to do the best they currently know how so that a baseline reading speed may be determined. They may practice before testing if they wish.

It is important to test comprehension, too, so just open the book being tested on after the time is up and ask general evaluative questions about the text (avoid questions that may be answered with a yes or no): “What was the major theme of what you read?” “What did you like best about what you read?” “Who are the major characters?” “What did these major characters do to develop the theme of the text?” Specific questions may deal with the content in a more focused manner: “What did Bob do with the treasure he found?” Questions that are too general are also much too subjective for evaluation of comprehension, so avoid questions like: “Did you like the book?” (too subjective and is a yes/no question).

The results of the testing may be shared with those taking the test and talked about.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Method 3:
1. Hold the book with your left hand at the top binding or the bottom binding
2. Hold the page open with either the thumb of the left hand at the bottom center binding (in the margin) or at the top center binding (in the margin) with your left index or middle finger
3. As you scan the left page, prepare to turn the next page by placing the middle finger of your right hand on the center margin of the right page (or the bottom outside corner)
4. As you nearly complete the scan of the right page, gently, and quickly, push your right hand middle finger to the left, causing the page to curl and flip to the left
5. Hold the page open with the thumb of your left hand on the bottom center margin (at the binding), or with your index or middle finger of your left hand at the top center margin (at the binding)

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Patching while reading upside-down
1. Place the eye patch on the eye that tends to make you feel more spatial and day-dreamy
2. Place the reading material upside-down in front of you
3. Read over the material as fast as you can looking at the page upside-down (you’ll have to read backward - right-to-left, too) - read for about 5 - 10 minutes
4. Notice how much you comprehend in your “knowingness” mode
5. Turn the page right-side-up and reread as fast as you can
6. Reread the same material upside-down with the patch removed
7. Reread the same material right-side-up with the patch removed
8. Notice how you feel each time
9. Notice where you were correct (disregard any incorrect perceptions - these were only other perceptions or ways of understanding the same material)
10. Reading the material upside-down with and without the patch teaches your brain what the words “look like” - this will be very valuable when you are “seeing” whole pages at a time

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Today, we will be learning about eye patching. Eye patching is a stress relief, awareness, balancing therapy that we will be adapting to the reading experience. Patches must be of a type that allows the eye to be open beneath the patch. This is important because the brain must think the eye is open in order to bring about the desired effect. When the eye is closed, the brain shuts the receptors down and “looks” within. The desired effect of patching is to shut down the input to the brain while the brain is actively seeking “outward.”

Approximately 85 - 90 % of the sensory input to each brain hemisphere comes from the visual. If the visual input is shut down (as it is when the room is completely darkened), the brain goes into hypersensitivity (seeking to see like you would if you were in a dark cave or in the forest at night). This increased brain sensitivity opens the pupil of the covered eye (to allow more light), causes the sensory elements of the eye to become hypersensitive (again, attempting to see into the darkness), and causes the governing brain hemisphere to relax (as a result of the lack of visual stimulus).

What most people will experience with eye patching is an increase in visual acuity, a sense of “lightness” in the room, and an overall lessening of stress and strain on the eyes. When reading, the processes of visual acuity, contrast, and awareness become quite important. The reader must be able to see clearly and easily the words and concepts developed by the author. So, here’s the theory behind the patching:

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Step 2 - Next, divide the total number of letters and spaces you just counted by 3 to get an average number of letters and spaces in a line. I get 94 (282 divided by 3). Write this number in the Results block.

Step 3 - Next, count all the lines in three pages of text. Since my example is much less than three pages, I’ll pretend that the story on the preceding page extended for several pages. Counting all the lines (even short ones) on three pages of text gives me a total of 135. Write this number in the Results block.

Step 4 - Now divide the answer you got in Step 3 (135) by 3 to get an average number of lines per page: 135 divided by 3 = 45. Write this number in the Results block.

Step 5 - Now to discover the number of words per line (a word is defined as 5 letters and spaces). To do this, divide the results of Step 2 by 5 (the number of characters per word). Round to the nearest whole number: 94 (the result of Step 2) divided by 5 = 18.8 which rounds to 19. Write this number in the Results block.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Testing Comprehension:
To test comprehension, open the books to a place the person has read and invent questions that illustrate their comprehension of the material. Keep it simple: if you ask 10 questions and they answer 8 of them correctly, they have 80% comprehension.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Week 2. Introduction to Light-Speed Reading
Day 1. Introduce Public Library
Day 2. Learn to turn pages rapidly
Day 3. Eye exercises & breathing before reading
Day 4. Basic reading principles

Week 3. Light-Speed Reading
Day 1. Go to library
Day 2. Begin to “guess” stories read up side down
Day 3. Repeat previous day’s exercises right side up
Day 4. Light-speed read a book cover-to-cover

Week 4. Practicing Light-Speed Reading
Day 1. Go to the library
Day 2. Return to library
Day 3. Return to library
Day 4. Testing Day

Light-speed reading technical material & scientific reports
Light-speed reading for young children

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

My deep thanks to Wally Minto and Alpha Awareness.

Once upon a time, I, Chuang Tzu, dreamt I was a butterfly, fluttering hither and thither, to all intents and purposes a butterfly. I was conscious only of following my fancies as a butterfly, and was unconscious of my individuality as a man.

Suddenly I awakened, and there I lay, myself again. Now I do not know whether I was then a man dreaming I was a butterfly, or whether I was a butterfly dreaming I am a man.

-Chuang Tzu

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

If you have long hair, tie it back neatly, or consider, for now, having it cut. I’m not trying to tell you how to express your own personal sense of style. I am simply conveying what is true about hiring trends in the marketplace today. Interviewers prefer less rather than more hair on both your head and your face.

I had a client who had absolutely no job offers until he shaved off his shaggy beard. When he got a job (soon after shaving), he sure missed his beard, but he didn’t complain about earning $80,000 a year!

Accessories Always bring a pad of paper and a pen or pencil for taking notes. Avoid bringing a cell phone, pager, or handheld device that may ring or sound off an alarm, which could send the whole meeting rather rudely off course. Even having a cell phone turned off and strapped to your belt, in my opinion,
can make you appear to not be fully focused on the interview. Interviewers expect, and should get, your full and undivided attention.

By the way, whether or not you normally wear a wristwatch, wear one to the interview. It signals that you’re conscious of time, and most interviewers want an employee who has that attribute.

Finally, I suggest that if you don’t have a briefcase or masculine- looking leather portfolio, buy one. There are plenty of briefcases that look like real leather but are made from other materials and cost less than $25 at an office supply store. The same goes for portfolios. Maybe you have nothing better than a copy of the Sunday paper or the Wall Street Journal to put inside it. That’s OK. Carrying a briefcase or handsome portfolio will make you look 100 percent prepared to do business!

Taken from : Fearless Interviewing - How To Win The Job

Fixed Imaging -
• Set long-term goals with a few “marker” goals in between.
• Be certain of your goal from the beginning - follow your head, rather than your heart.
• Measure goal achievement by end results - then set the next goal from there.
• Set goals years or lifetime out.

Changing Imaging -
• Set long-term goals and review them occasionally to see if they need to be adjusted slightly.
• Renegotiate your goals accordingly.
• Measure goal achievement by end result, based on initial intent and subsequent information.
• Adjust your goals accordingly - follow your heart rather than your head.
• Re-measure achievement often - annually or semi-annually, sometimes more often.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Fixed imaging - If you followed the imagery exactly as I directed you, and had trouble creating a different flower to replace the roses and had difficulty changing the color of the flowers, you probably do fixed imaging. You can hold an image internally for a long time without disturbance from outside influence. When you “get the picture” you will hold onto it and not be dissuaded by additional information to the contrary.

Changing imaging - If you followed the imagery exactly as I directed you, you probably do changing imaging. You can hold an image in your mind and adjust that image easily as you are presented with more information about it.

Rapidly changing imaging - If you could see internally what I suggested, yet wanted to add more to the imagery, became impatient with how long the imagery was taking, or had difficulty holding the image, you probably do rapidly changing imaging. You tend to flash on ideas as rapidly changing images rather than to build scenes to hold on to. You have an insatiable appetite for more information, yet you tend to release or forget it as you move on to new things. You tend to be very imaginative, yet find it difficult to put imagination into action without assistance from others who do not share your style of imaging.

Here are some ideas about how you can set goals according to your imaging mode: Non, Fixed, Changing, Rapidly Changing

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Daylight overdrafts (when an account is overdrawn at the Fed during the course of the day) are a particular concern, as this situation creates an intraday credit exposure. To control the level of daylight overdrafts, the Fed requires that all banks put in place a sender net debit cap, limiting the intraday overdraft that a bank may incur across all the large dollar payment systems. The Fed also has the right to charge banks for any daylight overdraft at their Fed account.

There is a continuum of internal imaging that extends from non-imaging at one end to rapidly changing imaging at the other. We do all imaging modes at some time, yet we tend to prefer one mode to others, settling on one to the virtual exclusion of the others. Let’s look at how you prefer to internal image, and maybe learn some things that could assist you in setting goals for yourself.

Here is a simple imagery I use to determine internal imaging mode. You may read this to someone else to determine their imaging mode or have someone else read this to you to determine your imaging mode (the “< >” signify instructions to the reader that are not intended to be read aloud).

“Close your eyes for a moment… Imagine a table
… Imagine a vase on the table
… And 5 red roses in the vase < pause>… Imagine you could walk up to the vase and smell the roses
… Tap the vase and listen to the sound
… Now, step back and change the roses to another kind of flower < pause>… Now, change the color of the flowers to another color
… Now open your eyes fully present and in the present moment…
”

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Slow Breathing
Breath in and out very deeply and very slowly (into the abdomen)
May be accompanied by a tone on the out breath

Imagery
Light Breath
Breath in light through the nose from above the head
Fill the body with light and oxygen (hold the breath and imagine light in every cell)
Breath out darkness through the mouth

Opening the Heart (abundance breath)
Breathe in deeply through the nose imagining energy flowing in from the earth (below the feet) to the heart.
Hold the breath 3 seconds.
Breathe out while imagining energy flowing down from the sun and through the head to the heart, opening the heart.

Seeds
We are each like a seed
Having unlimited potential,
Nurtured by the universe.
As we are willing to open up
To our own unique possibilities,
The wondrous design
Will burst forth!

Carol Bennette, 1994

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Ties Conservative: black, brown, navy, or red. A solid color or a simple pattern is best. Avoid ties that are too wide or too narrow. No potentially distracting artsy or modern patterns. No pastels or flashy colors. No bow ties.

Suits Matching business suits are best. If you do not have a tailored, well-fitting business suit in gray, black, navy blue, or brown, you may, as a second choice, wear pants (other than jeans) with a shirt, tie, and complementary jacket.

Shirts The only type of shirt that is acceptable for men at a job interview, in my opinion, is a button-down shirt with a collar. White or light blue, or a shirt with very narrow and light pinstripes is best. T-shirts and turtlenecks are too casual, however tempting it may be to wear them.

Jewelry Avoid wearing more than one ring per hand. Don’t wear a pinky ring. If you happen to express your own style by wearing piercings on your lips, tongue, ears, or any other place that would be visible to the interviewer, I suggest that, just for now, you take them out. Wait until after you have the job offer
and have put in a few weeks at the job. Then, you can decide whether piercings seem to be acceptable in your workplace.

Scents Other than the soap from your shower and (preferably) unscented deodorant, do not wear any colognes or aftershaves. It’s surprising what a strong reaction people have to scents! They either love them or hate them. Don’t take the chance that you might be wearing the same cologne as her exhusband!

Taken from : Fearless Interviewing - How To Win The Job

Do this 3 times before any reading or testing
Breath deeply in the nose or mouth
Let the breath out (release the breath without force) all at once
Keep mouth open wide
You may include a tone or noise (like “ahh”)

Yawn
Breathe in the mouth deeply while opening the mouth wide
Hold briefly
Release all at once out the mouth with the mouth wide open
You may include a tone or noise (like “ahh”)

Physical Pain Relief
Pant
Small breaths in and out the mouth quickly with the mouth wide open

Stutter Breath
Breathe in the nose deeply while stuttering the breath (like you’re about to cry)
Imagine energy coming into the body through the perineum (base of the spine)

Breathe to the pain
Breath in through the nose
Imagine the breath going to the painful body location
Hold the breath in that location while it “gathers” the pain
Breathe the pain out the mouth with the breath in a fast sigh (all at once)

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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Dressing up is not only a way to make you attractive; it is one of the many signals of respect you will send to the interviewer during this first 20 seconds. It says, “I respect your time enough to think carefully about my wardrobe.”

Many of my clients object to dressing up for an interview. They may complain that the vice president of the company is wearing shorts and sandals and has an untrimmed beard. Or that the CEO is wearing Gloria Vanderbilt jeans and cowboy boots.

The difference between you and the interviewer is that you don’t have an office with your name on the door (yet). Before you get the job, take the time to be more formal and more conservative than you would normally
be. (Then, when you’re hired, you can don your army boots, expose your tattoos, and get down to work with the best of them!)

Remember, it is not the price of your clothes or how well they match the latest fashion. What makes the difference is that you give the distinct appearance of having taken some time to put yourself together. A few guidelines to achieve that image follow.

Taken from : Fearless Interviewing - How To Win The Job

Then the man decided to help the butterfly, so he took a pair of scissors and snipped off the remaining bit of the cocoon. The butterfly then emerged easily. But it had a swollen body and small, shriveled wings. The man continued to watch the butterfly because he expected that, at any moment, the wings would enlarge and expand to be able to support the body, which would contract in time. Neither happened! In fact, the butterfly spent the rest of its life crawling around with a swollen body and shriveled wings. It never was able to fly.

What the man in his kindness and haste did not understand was that the restricting cocoon and the struggle required for the butterfly to get through the tiny opening were nature’s way of forcing fluid from the body of the butterfly into its wings so that it would be ready for flight once it achieved its freedom from the cocoon.

Sometimes struggles are exactly what we need in our life. If we were allowed to go through our life without any obstacles, it would cripple us. We would not be as strong as what we could have been. And we could never fly.

As you progress through the Light-Speed Reading program, be patient with yourself as you work. Sometimes you may feel as though it will never work. Just stay with it, breathe through the frustration, and you will come out with wings unfurled, ready to fly.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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A smile is not just another facial expression. It’s a signal to that primitive part of the brain that makes the split-second assessment of friend or foe. It says, “I’m on your side. I will not harm you.”

So, no matter how you may really feel that day of the interview, and no matter how silly it may seem to grin, smile. It will send a message to your own brain of being happy and at ease, and it will assure the interviewer’s brain that you are there to aid, not to threaten.

Linguists and psychologists have said that 93 to 97 percent of communication is nonverbal, and the smile is one very important part of that communication.

What to Wear
Now that you’re wearing that beautiful, warm smile, let’s look at the rest of what you’re wearing. Guess what? You don’t necessarily have to go out and buy a $400 outfit to be dressed appropriately for an interview (unless you want to, of course). Maybe all you need to do is invest $5 in getting those dress slacks pressed or having that attractive blazer dry cleaned.

This is not a “dress-for-success” book. It’s much more important that you look neat, clean, polished, and pressed. I’m not going to tell you what color or what shoes to wear. That’s up to you. Let’s keep it simple.

Taken from : Fearless Interviewing - How To Win The Job

4. Address the interviewer as Ms. or Mr. ________________ until you’re invited to call him or her by a first name. Again, this greeting is part of being respectful of the interviewer’s time and authority.

5. Introduce yourself by your first and last names and say that you are happy to be there. Do you know that only 40 percent of interviewers are trained to do the job of interviewing? My surveys of managers and directors from Fortune 500 companies indicate that they very often feel more nervous about interviewing you than you feel about the interview! Introducing yourself and expressing that you’re glad to be there is the first step to putting the interviewer at ease, so that you can both enjoy a relaxed meeting.

6. Do not sit down until the interviewer suggests that you do. If he or she doesn’t, ask politely if you may sit down. As soon as you sit down in a chair in the interviewer’s office, you become part of his or her territory. It is
therefore wise to wait until you are invited to sit or you have asked permission to do so.

7. Do not, at any time during the interview, put anything on the interviewer’s desk. Keep briefcases, note pads, date books, and purses by your side or on your lap. The employer’s desk is even more sacred and private territory than the surrounding office. Keep hands, elbows, and any other items from the top of the desk. If, however, you have been invited to sit at a conference
table or a round table that is not a desk, you should feel free to take notes on the tabletop as the meeting goes on. These spaces are shared territory, unlike a person’s desk, which is private.

8. Make your behavior in the waiting room impeccably professional and polite. Interviewers often ask their receptionists what they thought about you. Many managers, directors, and executives rely on their assistants as
a second pair of eyes, so you’ll want them to give their bosses a good report.

Taken from : Fearless Interviewing - How To Win The Job

Procedure:
1. Upon waking, immediately ask yourself, “What was I just dreaming about?”
2. Write down your dream as you remember it
3. Link vague memories to concrete memories (the “that reminds me of…” system)
4. Trust your vague memories about your dreams until they become more concrete
5. Link more vague memories to the new concrete ones until the entire dream is recalled
6. Continue with all dreams

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

You have 20 seconds or less to impress upon an employer whether or not she should consider hiring you. From the moment you walk into her office to the moment you sit down in a chair, thousands of neurons will be firing in the interviewer’s brain asking one of two things: “Is this person friend or foe?” It’s an inescapable reflex, necessary to our survival as a species, to gauge immediately whether the stranger before us is going to help us or
hurt us.

First Impressions
Whether it is morally right or wrong to judge a person the moment we meet her, it is a biological necessity that we do so. As long as we know that’s a fact, we need to ensure that we use it to our advantage.

If you want the interviewer’s initial response to be “this is a friend” rather than the opposite, you should follow a few seemingly simple instructions.

1. Wear a smile, no matter how you feel. A smile conveys confidence, high self-esteem, competence, warmth, and enthusiasm. Plus, believe it or not, medical testing of brain activity has shown that when people smile, they actually perform better at what they are doing because they are using more of both the left and right sides of the brain!

2. Wear clothes that are appropriate to the occasion. It is not so much the color of your suit or the pattern on your tie that matters. It is the respect you show to the interviewer by indicating, indirectly, that the interview is an important occasion to you and that you value the interviewer’s time so much that you have put serious consideration into your appearance.

Taken from : Fearless Interviewing - How To Win The Job

Procedure:
1. Sit upright (preferably on the floor)
2. Close your eyes
3. Rock your upper body back and forth (forward and back) a few inches for 30 seconds
4. Rock your upper body side to side a few inches for 30 seconds
5. Circle the upper body clockwise (as you would look down on a clock) for 30 seconds
6. Circle the upper body counterclockwise for 30 seconds
7. While holding the body still imagine doing full body tumbles in the air (as if you were floating) for 30 seconds
8. Stand up and spin to your right, arms extended, for 3 spins

Spinning
Like the previous exercise, this will cause the right and left-brains to communicate. Also, this exercise tends to bring you into a more receptive spiritual condition.

Procedure:
1. Stand in place, feet together
2. Extend your arms straight out to the sides
3. Turn to your right in a circle a number of times

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Equipment required:

Finger-paints, finger painting paper, coveralls or old shirts, newspaper, rubber gloves, if necessary

Procedure:
1. Prepare a table or floor with newspaper (to protect the finish of the table of floor).
2. Place finger painting paper on the table or floor on top of the newspaper.
3. Following the directions on the finger painting materials, HAVE FUN!
4. Create something that doesn’t make any sense. It is important that you “draw” what you feel, not what you think. Just let your fingers and hands go where they will. Completely let go of the need to analyze your painting or to make anything recognizable - just let go…
5. When you are complete with your drawing, let it dry and place it where you can admire it often. Your own “Pop Art” expression is a representation of your inner self. Honoring your inner self in this manner encourages it to come out to assist you in other intuitive endeavors, like Light-Speed Reading.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Take some time a day or two before the interview to locate the best route to the building. Don’t forget to also identify the most convenient parking, and find out which entrance to the building you’ll be using. Use the number of minutes it takes you to get to the interviewer’s office on your dry run and add an extra half hour to it to allow for any unforeseen difficulties. Knowing
exactly where you are going, how long it will take, and where to park will put you at ease and really let you know you’re completely prepared for a knockout interview!

The Preinterview Checklist

Do you have at least 20 to 25 skills in your skills matrix that you’re good at and that you love to do?

Do you have at least 20 to 40 Q statements that prove you can get results?

Have you gathered your letters of recommendation and called your references?

Can you answer the question, “What do you know about this company?” when the time comes?

Are you absolutely committed to being on time and to doing the necessary preparation to be sure that you are?

Okay. If you feel strong on those points, let’s move on to talking about the interview itself!

Taken from : Fearless Interviewing - How To Win The Job

Procedure:
???? Develop a story from the Story Words Page or make up a story.
???? Tell the story in as much detail as you feel inclined to do.
???? Each person participating draws what he or she hears. Be creative and imaginative. DO NOT compare drawings unless you all agree to do so - just for fun. All creations are equally good. It just is.

If you are doing this exercise alone, you may use the following alternative:
???? Recall someone’s story you heard some time today.
???? Draw a picture of what you recall of the story.
???? Allow your picture to be whatever it is. Accept it as perfect for you.
???? Enjoy the exercise of drawing.

Enjoy drawing for the fun of drawing. Make sure you do not compare for quality. Everyone draws what he or she draws and it is all good.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

A presentation packet is an 81/2- by 11-inch folder with a pocket on the inside of each cover. It need not be expensive—just neat, clean, unstapled, and uncreased. The color doesn’t matter. Make copies beforehand of everything inside because you’ll be giving the packet and its contents away to the interviewer for him to keep and review. Your packet should contain the following:

1. Left side. Three letters of recommendation (not stapled). Place the most impressive one on top.
2. Right side. Your list of references (under the résumé— not stapled) and a fresh copy of your résumé (on top— staples are OK).

Present this packet to the interviewer after you’ve introduced yourself. Open it up so that the writing is facing in such a way  that the interviewer can see it. Say, “I’ve brought an extra copy of my résumé and some other materials I thought might be of interest to you,” and set it down with both hands in front of the interviewer. He may choose to read it later, or he may leaf
through it right away and comment on it. Give the interviewer time to read it by not talking until he looks up at you and asks you a question or makes a comment.

Taken from : Fearless Interviewing - How To Win The Job

Procedure:
Choose 1 word at random from each of the columns on the Story Words Page. Select words in order by column (i.e., one word from column 1, then a word from column 2, and so forth).
Make up a story that speaks to all the words in order.

Example:
Mother - Singing - Hair - Fishing

John’s mother was sure that he had gone fishing when she called home. She went to the fishing pond just outside town. There she found John’s hair on the dock. She was sure something terrible had happened to John when she heard him singing. Sure enough, there he was, in a boat, floating along on the pond, his singing voice drifting across the water like driftwood. She sighed a sigh of relief as she turned toward home. She would go home and wash her hair with a song in her heart.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

You might also try the following:
• Ask someone you know who has a solid reputation in the community to act as a reference to your honesty, your integrity, and your dependability.
• Ask a former teacher or professor to write a letter about your ability to solve problems, learn quickly, and meet deadlines.
• Ask a member of a club, volunteer, or sports group to which you belong to attest to your skills and character.

Most people are glad to act as a reference and/or provide a  commendation
it makes them feel respected and important. They would genuinely like to be of help, and they would probably feel honored to be asked. Think about it—wouldn’t you be flattered if someone used you as a reference? Just make sure each and every person you talk with also knows that you are beginning
a job search and that a prospective employer at some point will most likely call him or her.

When preparing for an interview, you’ll want to collect all the vital information about your three references together on one neat page. Type a document as shown in the following form.

Taken from : Fearless Interviewing - How To Win The Job

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

To get someone to act as a reference for you, I suggest asking very simply, “Would you feel comfortable acting as a reference for me?”

If the person says yes, that’s great. Tell her a little bit about the types of jobs you are aiming for, then write a thank-you note. Send your résumé with it. Sometimes when you ask someone to act as a reference, she says no. This can happen for a number of reasons; most likely, she will tell you she “doesn’t know your work well enough.” Don’t insist—move along to your next prospect. The first person probably wouldn’t have given you a particularly good reference anyway.

Bear in mind that many companies, especially large corporations, do not allow managers, supervisors, or any member of their staff to recommend an employee, either in written or verbal form. If it happens that you can’t get verbal references or written recommendations from someone in your last company, try the company before that one. And then, the ones before those.

Taken from : Fearless Interviewing - How To Win The Job

Trusting Myself

(A simplified exercise in seeing beyond form)
People often experience things and then doubt what they experience. These people will often seek others to give them reality through agreement. That is to say, they will believe what they experience if someone else can substantiate it with them. For example, one person may “see” the human energy field, yet they will doubt that it is so unless someone else tells them they also “saw” the phenomenon. This exercise is designed to give you an experience in intuitive process that can be used anywhere, anytime. As you practice this exercise, you will gain trust in your intuitive ability, including Light-Speed Reading (otherwise known as Intuitive Reading).

Equipment Required:
A suitable background: a wall of solid color (off-white or tan is great) or you can construct a large solid color backdrop the size of a person (about 6 feet tall and about 3 feet wide). You may instead use a cream colored or white sheet pulled tight so there are no wrinkles or waves in the material.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

If your employer is writing a letter of recommendation for you and is wondering what to include, tell him or her to outline the following:

1. Some of your most valuable skills
2. A few of your personal traits
3. Any of your outstanding accomplishments or contributions to the company                                                                                                         4. Things you may have done as a volunteer
5. Any awards or special recognition you were given
6. A sentiment that the company regrets to see you go
7. A statement that recommends you to future employers
8. An offer that he or she may be contacted in the future regarding your time at the company

Often, the manager or supervisor at your current company is willing to write you a recommendation . . . but he is so busy that it’s difficult for him to finish the task. Ask if you can write your own letter of recommendation and have him edit and sign it.

If you can, include letters of recommendation from three different people, along with a fresh copy of your résumé, when you go to the interview. Do not send these letters to the employer before the interview unless you’re explicitly asked to do so.

Employers have only 7 to 90 seconds to spend reading materials you send before the interview. Don’t overburden them with letters at this point. Since letters of recommendation are optional, and for “average” interviewers, rather rare, why not save the letters for a surprise bonus at the interview just to tip those scales even further in your direction when the time comes?

Be sure that the people who signed or wrote these letters know that you are applying for new positions so that they will be prepared if a prospective employer calls them. We don’t want the busy people who supported you with a letter to say “Ellen who?” when it comes time for a prospective employer to check on yourrecommendations.

Taken from : Fearless Interviewing - How To Win The Job

Sometimes reading can be made very fun and portable by looking at road signs as they pass by. This is an exercise in quick identification for children and anyone desiring to improve their native intuitive skills. Road signs can be like “Flash Cards” for children or adults learning to identify words with meanings. Seeing things quickly at the periphery of awareness will increase your perception of things at the periphery of consciousness, like intuition. This exercise is for a passenger or passengers of a vehicle or bus.

Procedure:
???? While riding in a vehicle as a passenger, look far out in front of the vehicle.
???? Notice road signs out of the corner of your eyes
???? Read them as they pass by, keeping your eyes fixed to the front
???? Notice how easy it is to read the signs of the road as you focus ahead
???? For children and new readers, large single word signs can be identified with practice
???? More advanced readers may want to identify longer phrases
Remember to trust yourself
???? Whatever is read is correct (resist the temptation to correct the reader - just notice)

Praise goes far!

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Even if you were fired, an employer would rather give you a positive-sounding letter and bid you luck on your way out the door than have you feel so disgruntled that you may take some negative action toward the company like suing it, or going to the media with a distasteful story. Although it’s unlikely you’ll receive a letter under these circumstances, a recommendation on company letterhead can help you enormously.

There are three sources of information a prospective employer can use to judge the character of a job applicant:
1. What the applicant says himself or herself, either in the résumé or the interview
2. What others say about the applicant in letters of recommendation and references
3. The applicant’s own actions, which is an area an employer will know the least about until an applicant is actually hired

Naturally, the employer wants to know as much information as possible about you before making an investment in hiring you. A new hire, no matter how adept he or she is, usually means an initial loss of money for an employer while the person is being trained and getting “up to speed.” It’s usually months before the new employer starts to make his or her return on the investment in hiring someone.

If you don’t feel comfortable asking your immediate supervisor for a letter, try approaching someone above that person, or someone even closer to the top. A letter from a coworker can also speak well for your character.

Taken from : Fearless Interviewing - How To Win The Job

I offer a variety of Mind Machines that present several built-in programs so you don’t have to be a genius to operate them. I suggest that you select a different program each night. Explore which programs energize you and which relax you. If the MM bothers you, you can do the Emotional First Aid if you feel that it bothers you or gets in the way of what you want to do. You can find a better explanation and synopsis at www.jbennette.com.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

So, if you care about your parents or your grandparent’s health, you better tell them about the benefits of this insurance.  There are 4 part of this health insurance; part A to D. You can choose the most suitable insurance that fit with your health need after read the information. If you want to apply for Medicare Part A, you need to read the qualification first.

You need to contact Medicare office online or call some number that available in the site for more information. This is a good way to get financial help for medical and hospital bills. You can also get complete information about Medicare part B in this site. Receive Social security is one of the most important qualification here.  Check also the other part of Medicare supplemental insurance in this site; perhaps you really need it for now.

I bet by this point you’re ready to grab your briefcase and run to your next interview. That’s great! And your enthusiasm will help you in interviews too, but before you dash off, there are a few small (but important!) matters to attend to—those extra touches that will make you feel totally prepared and give you the confidence to stride into your interview like a champion.

1. You need to assemble some references and recommendations. (Don’t worry—they don’t have to be from the Secretary of State or Donald Trump.)
2. Next, you need to prepare a neat and classy presentation packet. A presentation packet is a simple paper folder with one “pocket” on the inside of each flap where you’ll place some essential documents needed in the
interview, like letters of recommendation, a list of references, and an extra copy of your résumé. (It’ll cost you about 69 cents!)
3. Finally, you need to be absolutely sure that come wind, rain, or fire, you get to the interview on time.

Recommendations
If you are like most professionals working today, you’ll probably hold several jobs between now and the time you retire. In fact, according to statistics compiled by the U.S. Department of Labor, most adults will hold over five jobs in a lifetime.

People leave jobs for many reasons: a better offer, a less demanding commute, a desire to change industries or cities, a discovery that they’d like to pursue another interest or dream, a feeling they’ve reached a “dead end” for advancement, or a better personality fit with their boss or coworkers.

Taken from : Fearless Interviewing - How To Win The Job

Tapping Points Locations
1 Inside edge of the eyebrow
2 On bone outside the eye
3 On bone under the eye
4 Under the nose
5 Between mouth and chin
6 About one inch down and out from top of sternum
7 Tender spot about 4 inches below armpit (bra line)

Note: The order of tapping is insignificant. The order presented here is so you will more likely remember them all.

1 SUD = Subjective Units of Disturbance or Distress (0 - 10 scale)
2 Alternative Setup statement: “Even though I have this problem, I really want to accept myself.”
3 Sore spot - Place your hand over your heart. Where your fingers fall is the “sore spot”.
Adapted with permission from Gary Craig’s Emotional Freedom Techniques® www.emofree.com

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Practical joke will seem to be cleverer than dirty jokes. You don’t have to be impolite to be a funny person, and lotsofjokes.com will provide you with a lot of clever jokes stock.

Read the political jokes as reference and see if you can impress people with your smart jokes.

Well, I know you were founded in 1977 in Boston, Massachusetts, by Steven Gibbs, and that your current CEO is Karen Solomon. I believe that you first started with the production of only televisions and radios, but today the company is currently number 702 in the Fortune 1000 and has expanded
its product line to a very wide array of electronic products that includes a launch of a wireless telephone device next month. I know that you have been voted as one of the top 20 companies to work for, according to Forbes magazine, and that all of those things would make me very proud to be a part of your team.

A little research beforehand and you’ll be in command of all this data! You’ll sound like you’ve been researching all night. Not only is it flattering to the employer that you know so much about his or her company, but it also says a lot about you. One would imagine that a person with this much relevant information under his or her belt would not only be well prepared but also intelligent, persistent, diligent, proactive, and persuasive—just to name a few qualities. Tell me one employer who wouldn’t want an employee like that!

Use Your Library Card as a Job Search Tool If you prefer to search for books and periodicals at the library, go directly to the reference desk and tell the reference librarian exactly what you’re trying to do. Reference librarians, in my experience, are even more valuable than a good career coach when it comes to guiding people to exactly the kind of information they are looking for at this stage. He or she will expertly  guide you to databases of newspapers, reports, reference books, and other written material that you can peruse until you find the information that seems most critical to the interview.

In most libraries, you can also use a database with valuable information on more than 12 million U.S. companies and 1.3 million Canadian organizations called Reference USA. If you want to arm yourself with even more facts, check out Dow Jones Interactive, Net Advantage, Dun and Bradstreet’s Million Dollar Database, Edgar-Online, CareerJournal.com, or the Riches’ Guide. You can even log on to these storehouses of information at home if
you have a library card and a personal identification number.

Initially, research will lower your anxiety level because you know with whom you’re dealing.

Finally, spouting off facts and educated opinions about a company are some of the surest ways to win over an interviewer!

Taken from : Fearless Interviewing - How To Win The Job

What do major magazines and newspapers and financial and business analysts have to say about these organizations—their stability, their treatment of employees, their place among their competitors, or their outlook for the future? Here are a few things you might look for in others’ assessment of a company:

• Is this a company that is in a major union dispute?
• Does this company have a reputation for receiving many employee complaints or even lawsuits?
• Is the CEO just about to resign?
• Is management trying to delay a layoff that appears to be inevitable?
• How does the public view this company—as a philanthropic community hero or as a greed-driven monster?

All of these things have a great deal to do with both your shortterm satisfaction and long-term stability at a company. How do you find out about these things? My favorite places are either on www.hoovers.com or at the reference desk of my friendly neighborhood library. Both sources are free, and both have more information on company stability, image and “culture” than you can imagine.

Let’s pick a medium-sized hypothetical company from hoovers.com. We enter the company name, and we are immediately greeted by a great deal of useful information, including the following:                                                     • The location of company headquarters and subsidiaries                              • The names of executives and vice presidents                                              • The names and information of the company’s main competitors                 • The scope of the company’s products and services                                     • A brief history of the company                                                                     • Some views on its further development• Its ranking on a number of financial and business lists, including the Fortune 500 list.
• Archived press releases sent out by the company as well as recent (even same day) media reports on the corporation

Taken from : Fearless Interviewing - How To Win The Job

“Even though I have this pain in my arm, I deeply and completely accept myself”
Step 4 - Using one or two fingers, rapidly tap each of the points 7-10 times, starting from point 1 (eyebrow) and ending with point 7 (under arm), then back to point 6 (collar bone); while tapping each point, speak out loud, once at each point, a keyword or phrase that assists you in keeping focus on the problem:
Keyword Example: “pain”
Step 5 - Check SUD level. If significant progress has been made, yet some remains, go on to step 6. If no progress has been made (SUD remains high), return to step 1 and explore what other problem may be under this one. (example: “I did something stupid and hurt my arm.” setup: “Even though I did something stupid and hurt my arm I deeply and completely accept myself.” Keyword: “Hurt” or “Stupid”).
Step 6 - While rubbing the sore spot, change the Setup to:
“Even though there is still some of this problem [pain] remaining, I deeply and completely accept myself.”
Return to step 4 using keyword: “remaining” _ meaning “remaining [problem or pain]”.
Step 7 - If, after using the new Setup in step 6, the SUD level is not yet down to 0-1, rub the sore spot using this new setup:

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

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So get the best auto insurance for your car by visiting this website. And make your car have the best protection from the bad thing that may happen.

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Should you are interested to the offers, you are very welcome to visit the site to learn more about the company’s profile, the tools and direct T V benefits offered in this website. The customer support should be very happy to assist once you have questions regarding the product or service range given. This site it truly offers an opportunity for more enjoyments delivered by the television in your home.

When you’ve gotten to the corporate Web page of a company you’d like to explore, have a look at the section of the Web site that is announcing current job openings. Is your job there? What kinds of specific words are used to describe the job title and its responsibilities as well as the requirements for skills and education,and especially personal traits and competencies?

Now look back at your skills summary page in Chapter 2. Are your skills a good fit with this company, or do you think that you might need to pick out some other skills from your arsenal to emphasize to this particular employer?

After exploring the whole Web site, what are the personal traits and competencies that appear to be called for by this company and this job?

Is the company looking for loyalty or risk taking? Does it prefer the use of time-tested conventional methods or innovation? Is the company looking for highly independent or more team oriented people? Do they expect you to come in and “hit the ground running” or learn more slowly as you go?

Researching a company from information that they supply in print or on the Web can obviously put you way ahead of the competition— and more at ease in the interview, because you know whom you’re talking to.

Taken from : Fearless Interviewing - How To Win The Job

There are some powerful steps you can take to relieve emotional upset or trauma at the time you experience it. The following are simple techniques you can use to quickly regain your composure, get through a difficult time, or enhance performance.

1.Identify something that is stressing you. Keep it simple _ maybe something recent. For more stressful material, or to do more than this simple process, go to www.rapideye.org or call 503-399-1181 to find a therapist in your area to work with.
2.While thinking about what is stressing you, gage how much you feel it on a scale of 0_10 with 0 meaning not at all and 10 meaning totally stressed out.
3.Cast your eyes back and forth in a zigzag pattern while moving the zigzag up and down as long as you can before you either can’t or you want to blink a lot.
4.Blink hard 3_4 times
5.Take three deep breaths, letting each out all at once in a sigh.
6.Gage again how you feel on the same 0_10 scale and notice the difference in the way you feel.
7.Repeat the process to de_stress more or to process another issue.
This quick process is intended for simple stress and is not intended to replace competent medical or psychological assistance. If you are dealing with physical problems or an emergency, seek qualified medical attention.

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

It may include perks like free food or beverages on site, free drycleaning
pickup, recreation rooms, health club memberships, or fitness classes.

Company culture information can often be gleaned from a company’s Web site. One tech company, for example, uses its Web site to describe the company culture in the following way:
• All the snacks you can eat
• Free gourmet lunches served daily
• Free massage therapy
• Roller hockey
• Game room
• Gym

Now I bet half of you reading this book would like to pack up and work for this company right now! (It must be the roller hockey!) But what about those of you who don’t necessarily believe in mixing work with play and who wouldn’t mind bringing a bag lunch to an environment that’s a bit less stressful? (Free food usually means long hours.) And maybe you’d prefer to work for a company in which the pace was a bit slower instead of  igh-energy, and highly demanding.

I wouldn’t suggest that you decline an interview there just because of what the Web site says, but it might be one component of your final decision about whether or not to accept a job offer from that company (something we’ll discuss in depth in Chapter 10).

Taken from : Fearless Interviewing - How To Win The Job

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

What you might experience after eye patching:
• Some physical discomfort - nausea, headache
• Physical cleansing - diarrhea, nausea, sweating, cold symptoms
• A change in visual acuity - you may want to have your eyes checked by a qualified optometrist if you notice a change
• A clarity or clouding of thought - usually a clouding or confusion will arise before a clarity
• Lessening of mental clutter after a period of increased mental chatter
• Lessening of overall stress after a period of increased stress

Taken From: A Course in Light Speed Reading
A Return to Natural Intuitive Reading

Here’s an actual mission statement from a leading Internet company that clearly spells out some of the competencies it expects from its employees. This mission statement was plainly written on their Web site.

It is our goal to foster an environment of creativity and cooperation, where each employee can participate in the company mission: to create, and continue to improve upon, a product that serves the community and the world as a leader in the pursuit of knowledge and information.

Remember our list of personal traits in Chapter 2? This company is telling you right here in its mission statement what it is looking for.

Having read and absorbed the mission statement, you might want to emphasize the following qualities (and others you have that seem to match their values) if you were seeking employment there:
• Creative
• Self-motivated
• Innovative
• Team oriented
• Experienced in handling interpersonal communication
• Inventive
• Experienced in problem solving

Taken from : Fearless Interviewing - How To Win The Job

Some companies will have Web sites with initials that stand for the name such as www.abc.com standing for “American Business Center.” Instead of guessing, though, I suggest that you save time and go to a major search engine like Google (www.google.com) and enter the company name (in full) as your search term. This will bring you directly to a link you can click on
to go to the company Web site.

Explore the site. Notice both the content and the “feel” of the site. Is it leaning toward a traditional type of design or toward a bold modern design? This alone may tell you a little bit about the personality of the company. What is the company message or mission? Does it have a slogan or catch phrase that reveals its philosophy? What products or services does it offer? How large is the company, and when was it founded? Who is the CEO or some of the other executive members?

Are there any names of women in those ranks? Is it very, or not at all, important to you that women be leaders of a company this size? Where does the company appear to be moving? Is it announcing any new product or service lines? What is the general feeling or attitude it seems to project regarding its customers? How about its employees?

Taken from : Fearless Interviewing - How To Win The Job

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Because they are founded and maintained by government funding, you have to call first to see if you qualify for services. Don’t count yourself out! I’ve seen everyone from secretaries to CEOs to writers and actors utilizing one-stop career centers. If you need to use a computer for research or wish to further investigate their offerings, go to the Internet address provided below.

If you were laid off from your last position, you definitely qualify to use these career centers. You may also be qualified for other reasons, such as income, family situation, veteran’s status, age, disability, substance abuse history, and many more.

Keep in mind that one-stops are not only a place to use a free computer —they are also a terrific resource and source of support for just about every job seeker.

You can get in touch with one of the many thousands of one-stop career centers around the United States to see if you are qualified to
use their services.
1. On a computer, go to the following: http://www.usworkforce.org/onestop.
2. On the first page, click on the link “one-stop Web sites.”
3. You’ll be taken to a page that displays a map of the United States.
Click on your state.
4. This will bring up a new Web site dedicated to your state.
5. Continue to click on: “one-stop sites,” “one-stop locations,” “local one-stop centers,” “one-stop maps,” or “one-stop directions” until you find the names, phone numbers, and other contact information for centers
near you.

I bet you’re in front of a computer just about now and ready to launch the hunt! Let’s pick a relatively easy company to research first, such as a large Fortune 500 company.

Taken from : Fearless Interviewing - How To Win The Job

You can locate facts and opinions about companies in a number of ways:
• From company Web sites
• Through other research on the Internet
• From proprietary, or “for-fee,” databases
• From public, or “free,” databases
• From one-stop job centers around the country
• In public libraries, from their books, periodicals, and computer databases
• From the interviewer, during the interview itself!

Can you think of any others? When you put your mind to it, there seem to be countless ways to gather information if you have just a couple of hours and the inclination to hunt for it.

How to Get Your Hands on a Computer
If you own a computer, you’re in luck, but if you don’t, you can easily locate one you can use for free or for a small fee at one of the following spots:
• At a computer café that charges low fees by the minute or hour
• At a public library—for free!
• At a copy center, like Kinko’s
• At a local one-stop career center, if you qualify for services

Taken from : Fearless Interviewing - How To Win The Job

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An Interview Is Like a First Date
Have you ever been on a first date with a guy who talked only about himself? With a woman who never asked you any questions about your life or your interests? This person just blabbed on about himself or herself until the end of the evening, when you were relieved that it was finally O-V-E-R. Unless you were interested in getting to know an egomaniac, it’s likely that the first
date was probably the last.

An interview is a lot like a first date, in that displaying interest in the other person (in this case, the company) actually makes you more attractive to the person. It’s flattering if you ask the person questions that allow them to “brag” a little bit. It’s a pleasant surprise to the other person if you show that you actually know a little bit about some of the things that are important to him or her.

Why Research a Company? This chapter will present a deep well of resources from which to plumb information on just about any company, large or small.
Besides enabling you to “flatter” the interviewer, there are at least six central reasons to research a company before you step into the interview:
1. To find out whether or not it’s a place you want to work
2. To discover what skills the job or the company most values
3. To ferret out as much as you can about the company culture and mission in order to align some of your competencies to fit the company’s style and goals                                                                                                              4. To impress the employer when he or she asks: “Tell me, what do you know about our company, and why would you like to work here?”                 5. So you can make intelligent queries when the employer asks you: “So, do you have any questions about our company?”
6. To give you an advantage because your competitors for this job are not researching the company to the degree that you’re going to

Taken from : Fearless Interviewing - How To Win The Job

Q Statements for Your Gift
Refer again to your skills summary page and see if you can be even more specific about how you’ve used your gift. Again, it’s not necessary that you used this skill in a work setting, only that you can demonstrate it through some concrete example.

Excellent work! Believe it or not, you are almost ready for your interview. The next chapter will give you a few more helpful hints on preparation before you stride into the interviewer’s office.

Taken from : Fearless Interviewing - How To Win The Job

Let’s say that one of your personal traits is that you’re dependable. That’s an important attribute, but it’s difficult to quantify. However, you may have an anecdote or short story thatdemonstrates that you are dependable. To express the quality of dependability, you might say something like this:
I’m very dependable. Every time the boss left the plant to go out on business, he left the operations of the plant and responsibility for the crew up to me.

You might also say: I’m very dependable. In 2 years of working for this company, I haven’t once been late for an appointment with a customer.

As is true when talking about your general skills, it’s not wise to make a claim about your personal traits without having some evidence to support it.
Try to find at least one story, fact, example, or anecdote that proves you have that trait.

Please return to your skills summary page in Chapter 2, and find the list of your three to four personal traits. Write at least one example of when you demonstrated that trait or used that skill. Use the following pages to keep a record.

Taken from : Fearless Interviewing - How To Win The Job

Great! You now have some powerful statements to use as real-life examples of how you can contribute to the bottom-line profits of a company. You can prove to the interviewer that you can produce results—because if you have done it once, it’s a good bet that you can do it again.

Q Statements for Job-Specific Skills Now that you’ve made your general skills “leap off the page,” I’d like you to do the same for your job-specific skills. If you can’t quantify them, try just thinking of an example, story, or situation in which you used the skill.

The more vivid the story, the more credible it will seem to the interviewer!

Taken from : Fearless Interviewing - How To Win The Job

Other statements that do not need to be quantified to convey the weight of accomplishment would be the following:
• I won an award for being the employee of the year.
• I’m president of the Society for Historical Research.
• I graduated with highest honors.
• My customers have described me as dependable, honest, and fair.
• My last boss would describe me as dynamic, innovative, and creative. • I created a new curriculum for self-esteem in secondary schools.
• I invented a new type of kitchen sponge.

Let’s Get Specific
We’ll talk more about qualitative statements later in this chapter, but for now we’ll stick with learning more about Q statements. Now that you’ve read quite a few Q statements, let’s move on to creating some of your own. It’s time to look back at the list of your general skills in Chapter 2. Let’s say “organize” is at the top of your list. An unspecific statement might look like this: I am very organized.

A more specific statement would look like this: I organized meetings for top international executives in New York, Washington, D.C., and Hong Kong.
The quantified version of this statement would look like this: I organized up to 40 meetings a week for over 15 international executives in New York, Washington, D.C., and Hong Kong.

Taken from : Fearless Interviewing - How To Win The Job

The “formula” for a Q statement would look something like this:
Verb + (who, what, when, where, how) + Result = Q statement

Notice that the results are specific, concrete, and measurable. And notice that, they all, at the bottom line, lead to some sort of direct benefit or monetary profit to the company.

There are five ways to quantify your accomplishments:
1. By numbers of people, places, things, units, or actions, such as “handled 200 telephone calls per day.”
2. By amounts of money saved or earned, such as “$300,000 savings” or “$100,000 in profits.”
3. In percentages (or fractions), such as “70 percent decrease in waste”, or “33 percent increase in production.”
4. By time saved, which usually means money saved.
5. By a subjective or objective scale or rank, such as “4.8 on a scale of 1 to 5 for increased customer satisfaction” or “moving from number 360 to number 121 on the Fortune 500 list.”

Taken from : Fearless Interviewing - How To Win The Job

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Taken from : Fearless Interviewing - How To Win The Job

Statement B is more descriptive and more concrete. It does not simply make a claim or advance a personal opinion. Statement B uses actual facts and numbers to specifically demonstrate the skills. This kind of clarification gives the listener evidence of the skill and a good idea of the scope of it.

Let’s take another example:
STATEMENT A: I’m an excellent manager.
STATEMENT B: I have managed 135 people on projects budgeted for over $2.1 million.

If you really do have an accomplishment of such magnitude as the one above, which statement would serve you better? Which statement would help the interviewer to make the best decision about your qualifications? While “I’m an excellent manager” is a fine thing to say, it would be a lot stronger if it were supported by statement B.

Interviewers these days want to hear specific data. If you don’t provide the interviewer with concrete, quantified examples of what you did, the interviewer will very likely ask you to. It’s much more impressive to be prepared to offer them yourself, without prompting. And in the opposite direction, it is most troubling if the employer asks for examples of your skills and you can’t think of any. To prevent being caught off guard this way, you’ll want to prepare several Q statements (targeted to each specific
job) before every interview. If you can learn how to quantify your skills now, it will become an ingrained habit, at your command whenever you need to use it.

Taken from : Fearless Interviewing - How To Win The Job

In the last chapter, you identified your skills, personal traits, competencies,
and gifts—a task that’s surprisingly difficult for most job seekers. In fact, this crucial bit of “homework” puts you well ahead of most other job applicants. It’s an essential step toward your ultimate goal—being able to clearly describe your skills and qualifications to an interviewer. The next step will be to use these skills to create pithy, memorable, quantifiable “sound bytes” about yourself, assertions we’ll call Q statements.

What Is a Q Statement?
A Q statement is a sentence (or group of sentences) that expresses a numerical measurement of some action or accomplishment you have performed. It is quantitative. A Q statement is not vague; it’s exact. For example, rather than saying you “increased productivity,” using a Q statement, you would say that you “increased productivity by 25 percent.”

Why quantify a skill? Let’s take a look at the following statements and see which of them bears the most weight and leaves the longest-lasting impression:

STATEMENT A: I am a good communicator.
STATEMENT B: I have lectured to more than 12,000 people worldwide
on the topic of personal financial planning, and I have worked individually with clients from 19 to 90 years old.

Taken from : Fearless Interviewing - How To Win The Job

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What’s important about knowing your gift is that, consciously or not, it’s the most compelling thing about you. It’s like the sun around which all the other stars and planets of your skills revolve. Your interviewer may not be able to give it a name, but he or she will feel it when you are relaxed, easy, and natural, which is what this book is preparing you to be. Do you have a hunch what your gift may be?                                                                                    • What is the thing that people most often compliment you for? Is it your wit or intelligence? Is it the ability to find humor in any situation?
• What is a quality that you would never, under any circumstances, give up? Is it your passion or intensity? Is it your rationality? Your devotion?               • What quality would you like to be remembered for after your death? Is it your perseverance against all odds? Is it your ability to inspire others? Your brilliance? Your compassion? Your technical expertise? Your leadership?
• Is your gift . . . Your kindness? Your refined artistic taste? Your vision? Your generosity?

Take a while and think about your gift. Along with all these externally
oriented skills you have identified in this chapter, see if you can also bring some of this gift in to the interview. Your gift makes up some of what we call your chemistry with another person. If it’s worth having (which it is), it’s worth sharing.

Taken from : Fearless Interviewing - How To Win The Job

Having a propensity to pursue outside sources of formal and informal education, and taking personal responsibility to remain abreast of advances in one’s field or occupation. I once had the CEO of a high-tech company tell me that, he personally considered adaptability to be the most important quality any of his employees could possess and that he would not hire
(and would even fire) those who could not demonstrate it! Employers are very unlikely to ask you directly whether or not you possess these skills, yet they will be looking for them in your demeanor, in the stories you tell, and in the way you tell them.

You’ll be taking an inventory of your competencies in the next chapter, where I’ll ask you to provide an example or “story” about how you’ve used each of them. In Chapter 4, you’ll learn how you can adjust your competencies to match those most valued by the company by aligning them with the company mission and company culture.

Taken from : Fearless Interviewing - How To Win The Job

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The first is a group of skills called competencies. Competencies are actually clusters of skills, and they are rapidly becoming the criteria upon which all employees and potential employees are judged. They can make the difference between being promoted or passed over. They can and definitely do carve out the space between people who are hired and those who are not.
More and more, interviewers are trained to look at competencies as well
as skills.

The Occupational Outlook Handbook, a useful source for career information, is updated and published yearly by the U.S. Department of Labor. It lists the job descriptions, qualifications, job market expectancies, and salaries for more than 6000 jobs, and it is published both nationally and regionally. Accessing it on the Internet at www.bls.gov/oco/ or in hard copy at your local library is a top-notch way to find vast information on what kinds
of skills, education, personal traits, and competencies employers
are looking for to fulfill certain positions. Increasingly, the hand book is listing competencies as well as skills to draw a well-rounded picture of what employers actually demand.

For example, the handbook notes that for the position of “financial and securities advisor,” such competencies and personal traits as “a desire to succeed,” “ability to handle rejection,” and “self-confidence” may actually be of more value to the employer than traditional skills like numerical ability or formal education.

Even in positions involving a very high level of technical skill, competencies still come strongly into play. In a Web site job description of skills necessary for a computer hardware engineer, “willingness to constantly update knowledge” is a competency that ranks as high in importance as other skills that are more technology oriented.

Taken from : Fearless Interviewing - How To Win The Job

Personal Traits
Great! Now we’re ready to move on to another set of skills called personal traits. They are every bit as important as your general skills, and they usually make up a set of personal characteristics that you possess. These skills have more to do with who you are than what you do, and they bear heavily upon your attitude, your work habits, your ethics, and the way you relate
to other people.

When the employer asks a question like “What would your former boss have to say about you?” or “What did your former coworkers think of you?” it’s very useful to be able to describe yourself using three or four of the adjectives in the next exercise.

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Scan the lines below for some examples of job-specific skills for different occupations. You may not see your occupation listed, but you’ll get an idea of the difference between these skills and the general skills we talked about before. Your job specific skills are usually listed on your résumé, but remember the key to interviewing: It’s not enough just to possess a skill or even have it written on your résumé. You have to be able to verbally express it.

Please take a look at the following list of some job-specific skills areas in which proficiency is necessary in these selected occupations. I think you’ll see how they differ from general skills:

Occupation                       Selected Job-Specific Skills
Accountant : Accounts payable Accounts receivable Payroll
Marketing specialist : Press release writing Trade-show coordinating
Forecasting
Financial advisor : Series 7 license Knowledge of stocks, bonds, mutual
funds Knowledge of retirement planning and living trusts
Football player : Understanding football strategy Staying in shape off season Playing the position (quarterback, linebacker, tight end)
Environmental planner : Knowledge of geology and biology Knowledge of causes and treatments for pollutants Knowledge of the ecology of a given
geographic area                                                                                    Semiconductor assembler : Component parts of a wafer Clean-room and safety procedures Superior fine-motor control
Psychotherapist : Diagnosis of a client’s health Knowledge of nonverbal behavior Cognitive-behavioral therapy techniques
Publisher : Exceptional literacy The publishing process from “pitching” to marketing How to evaluate books for publication
Computer programmer : Computer languages Computer platforms C, SQL, Perl, Java, JavaScript
Surgeon : Knowledge of human anatomy and physiology How to make a diagnosis and prognosis Ability to perform surgery
Office manager : Order office supplies within a budget Microsoft Office, Lotus, Peachtree software Operation of multi-line phone system Now I’d like you to try your hand at identifying some of the job-specific skills you possess.

Taken from : Fearless Interviewing - How To Win The Job

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Would you have been enticed to purchase the car if the advertisement or the salesperson had just said “This car has all features” and did nothing to explain specifically what the most important features of the car were?

Wouldn’t it have been more engaging if the advertisement or salesperson had mentioned six or seven special features that you were actually looking for, like air-conditioning, an audio system with six speakers, or a 5-year unconditional factory warranty?

The “special features” on this car are like the selected skills you bring with you to the interview.

By mentioning the “features” you know you have and you know the employer wants, you show the employer that you’re equipped to solve the kinds of problems inherent in the job. (We’ll learn some easy ways to determine which skills are important to the employer in Chapter 4 on the topic of research.)

Taken from : Fearless Interviewing - How To Win The Job

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General Skills Inventory Now it’s time for you to take a look at the general skills you possess:
1. Scan the following list of general skills.
2. Make a checkmark next to those skills you have used reasonably well. It’s possible that you have used a skill only once but are still reasonably proficient with it so that you could use it again if you had the chance.          3. Now, go back over the list again from beginning to end. This time around, circle those skills that are checked off and that you want to continue to use in your next job.
4. Now you have a list in which some of the skills have both a checkmark and a circle, which means the following:                                                          a. You can use them.
b. You like to use them.
c. You would like to continue to use them in your next job.
5. There is one more step, and this is the most challenging one yet. Pick out six of the skills that you have on the your list that are circled and  checkmarked.

Taken from : Fearless Interviewing - How To Win The Job

If an interviewer were to ask you, “What are your strengths?” you might choose to answer in the following way, introducing your three most salient strengths and then elaborating on one of the strengths, such as in the answer cited below:

QUESTION: What are your greatest strengths?                                               ANSWER: Well, some of my greatest strengths lie in the areas of counseling, reporting, and organization. An example of an experience in which my organizational skills were very important is a position I had with Ford Human Services in Richmond, Virginia. I was responsible for a caseload of over 75 clients, which meant that I had to keep careful notes and records, and, of course, I had to review these notes before each meeting with a client. I was commended for the attention to detail in my reports, which I was
able to provide because I had kept such well-organized files on my clients. I am proud that because of my organizational skills, I was able to handle such a large client base. I’m confident I will give your clients the same level of respect and detailed, indepth attention.

Taken from : Fearless Interviewing - How To Win The Job

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When the human resources director asked her how she thought she could apply her teaching skills to training, Holly said something like this:

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Taken from : Fearless Interviewing - How To Win The Job

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Using General Skills in an Interview for a Career Change “Managing” is one example of a general skill. It is called a “general skill” because it can be found in almost every industry— sports, computers, retail, manufacturing, health care, and even entertainment. And occupations like sales manager, department manager, production manager, project manager, program manager, office manager, and accounts manager require the use of
management skills.

One exciting outcome of taking stock of your general skills is that it will enable you to link the set of skills you have developed in one career to the set of skills required in a different career. Someone who has managed budgets, inventory, and teams of people in the computer hardware field might find that he or she can apply those skills in another industry such as manufacturing.

In other words, if you wanted to make a jump from being a project manager in engineering to being a production manager in the film industry, you would not be at a loss for some of the most important general skills required for that kind of change. In the process, however, you would probably be required to answer an interviewer’s questions about your abilities to make that kind of change. Your answer might look something like this:

Although I have not had direct experience in the film industry yet, I do have management skills. I have managed budgets of up to $1 million, teams of up to 48 engineers and technicians, and schedules involving up to three different projects, each on different deadlines. Through creative scheduling and careful allocation of resources, I was able to bring one project in 18
days ahead of the deadline, thereby saving my company over $147,000. That’s exactly the kind of savings I’d like to bring to your film company.

Taken from : Fearless Interviewing - How To Win The Job

When you’ve finished the exercises in the next two chapters, you’ll have built the foundation for an enormous constellation of personal skills and accomplishments that I call your “skills arsenal.” In this chapter, we’ll take an inventory of your skills. What are your general skills? Your job-specific skills? Your personal traits that add value? Your areas of exceptional competency? Your special gifts and talents that make you unique?

Building those “stories” from your list of skills is something we’ll tackle together in Chapter 3, where you will learn the most concise and powerful way to verbally express your skills—the Q statement. No question will be able to catch you off guard because you will always be prepared to offer stories about accomplishments that will impress and maybe even dazzle the
interviewer.

In this chapter we’ll be discussing five types of skills:
• General skills
• Job-specific skills
• Personal traits
• Competencies
• Gifts
Identifying your skills in each of these categories is the first step in crafting stories and examples that will help you explain your skills and experience to interviewers clearly in a convincing (and interesting) way.

Taken from : Fearless Interviewing - How To Win The Job

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Could she tell me about some presentations she had made that won accounts?
Had she engaged in negotiations that resulted in the favor of her company? When? With whom? How much money was involved?
Perhaps she meant she was good at resolving conflicts through communication.

It was hard to know exactly what Marie meant since she didn’t really have the specific data to back up her assertions. This kind of crucial data is exactly the kind of ammunition we’ll be gathering in the next two chapters. You don’t have to make the same mistakes that Marie made. You will know your skills and exactly how they can make a positive impact on whatever
organization you’re applying to. Unlike Marie you won’t do the following:
• Think your résumé will speak for you.
• Speak in generalities and expect the interviewer to “connect the dots” for you.

No wonder. Marie kept getting turned down for jobs in spite of her friendly and businesslike demeanor. Employers want proof of your abilities! The reality is that, before an employer pays Marie over $100,000 per year to act as his or her sales director, the employer will want to have some specific examples of where and how Marie had used those skills to produce positive results for another company. Marie cannot expect her résumé to “do the
talking” for her. Instead, she has to learn to clearly and succinctly verbalize those results.

In the next two chapters you will learn how you can easily avoid the pitfall of sounding too vague simply by knowing your skills and knowing how
to communicate them with confidence. Let’s move on to the good stuff!

Taken from : Fearless Interviewing - How To Win The Job

What evidence did I have that she was, in fact, a top performer? How did she plan to apply her skills to make profits for my company?

Marie’s answers to my questions, though technically correct, were fraught with generalities and gave only a vague impression  of what she actually could offer as a marketing director. Had I been an employer, I might have had questions and doubts as to whether she could really perform as well as she said she could. How, specifically, could she prove her skills?
• For example, what did she mean when she said she was
“extremely experienced”?
Did she mean 2 years’ experience? 5 years’? Perhaps 20?
• And she says she has an “exceptional record of service.”
What exactly is it that made her service exceptional?
Did she mean she had exceeded her quotas?
Did she mean she had handled accounts with an unusually high monetary value?
• What about her comment that she has “an outstanding sense of the needs of the marketplace”?
Was she adept at market research?
Could she give me a specific example of being able to understand the needs of a customer?

Taken from : Fearless Interviewing - How To Win The Job

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The road to happiness lies in two simple principles: Find what it is that interests you and that you can do well, and put your whole soul into it—every bit of energy and ambition and natural ability that you have. —John D. Rockefeller Copyright 2003 by Marky Stein. Click Here for Terms of Use.

Marie first telephoned me on a Wednesday sounding upset and confused. “I’ve blown the seventh interview in 2 months. I think I need an interview coach.”

“I just can’t understand it,” she continued. “I had my résumé done professionally. You should see it. It can’t have to do with my appearance. Every time before I go to an interview, I get my hair done, I have a manicure, and I always wear my best suits. I really don’t know what to think. It makes me wonder if I’m in the wrong profession! If another person with less experience gets the job instead of me again, I’m literally going to scream!”
Marie faxed me her résumé the day before our appointment together. On paper, she looked terrific. It was clear from her résumé that she had a 10-year background in sales, had managed over 75 people, and had handled some formidable accounts of up to several million dollars each. Given the right presentation at an interview, Marie could probably have her pick of a number of sales positions in the tech industry.

She came for her coaching appointment on a Friday. In the first few seconds, it was clear to me that she had excellent social skills. Her greeting was professional, and she had a winning smile and a firm businesslike handshake. She looked me straight in the eye and stood tall, appearing to have a lot of confidence. She was dressed and accessorized impeccably. There certainly was nothing not to like about her. It was clear to me from the outset that first impressions were not her problem.

Taken from : Fearless Interviewing - How To Win The Job

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Once you do an inventory of your skills (which we will do in the next chapter), you will see that the interview is merely a forum for you to enjoy talking about what you do best and love doing most. Imagine that! A job interview that’s fun!

Learning how to interview fearlessly is like learning how to dance. There are some basic steps to master. At first you learn and practice each step slowly, but before long you find yourself gliding across the floor. You’ve picked up the right book to help you learn those steps, and with just a little bit of practice, you’ll be flying. Let’s go for it!

Taken from : Fearless Interviewing - How To Win The Job

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You won’t be memorizing endless pages of interview questions, and I won’t be telling you the exact words to say. You won’t have to memorize anything that doesn’t come naturally to you. Instead, we’ll be learning strategies—basic principles that leave you free to express yourself in the most comfortable way possible.

You’ll learn how to divide questions into four major categories and develop an overall plan for answering each type of question. For example, the questions “What are your strengths?” and “What are your weaknesses?” actually belong to two entirely different categories. The first is what I call a straightforward question, and the second is what I call a stress question. Each requires a different, almost opposite, strategy to answer successfully.
You’ll learn the most advantageous approach for each of these questions, and many more, in the following pages!

With fearless interviewing techniques, you’ll have to keep track of only four categories instead of hundreds of questions.

Taken from : Fearless Interviewing - How To Win The Job

What should I do if an interviewer asks me an intrusive or illegal question? Some topics, such as disabilities, marital status, or sexual orientation, are off-limits during an interview. We’ll talk about how to avoid these incriminating and illegal questions.

I don’t know what to do with my hands during an interview. This is a very common worry. Once you know the one most potent secret of nonverbal behavior in an interview, you’ll find your hands will just fall into place, and
you won’t even have to think about them!

I fear I will just “freeze up” in the interview. You’ll learn the technique of “stalling and accessing,” which is a convincing and comfortable way out of this one. It will seem very natural, once you learn it. An Assault against Anxiety

I had to answer technical questions. They were easy, and I knew I had answered them right. The interviewer said I answered them wrong. What do I do in a situation like that? Sound familiar? If you’re an engineer or scientist,
you’ve very likely faced this type of scenario. It can be unnerving! We’ll teach you how to answer the question and keep your cool in Chapter 5, in the section on “stress questions.”

Do I have to reveal how much money I made at my last job? How and when should I bring up the issue of salary? We’ll discuss every nuance of salary negotiations in Chapter 7. Not only will you be able to handle salary discussions, you’ll be able to master them.

How do I explain that I was laid off? There’s a simple way to phrase information about a layoff that leaves you blameless and dignified. It’s contained in Chapter 5. In addition to helping you float with ease in the sharkinfested waters of these common fears, the fearless interviewing
approach will do for you what most other books on the subject fail to do, and that is to focus on mastering four categories of questions and answers. Being prepared this way will enable you to answer questions with ease and authority.

Taken from : Fearless Interviewing - How To Win The Job

I’m afraid I’ll sound like I’m bragging. Many of us learned in childhood or later that “blowing your own horn” is a sign of being on an ego trip. But providing information about the nature of work you have done is not doing
that. In Chapter 3, you’ll see the difference between bragging and simply stating the facts.

Do I have to say I was fired from my last job? Can they find out? There are laws that protect you from potential employers’ prying into your past in ways that are inappropriate. We’ll discuss those laws as well as how best
to deal with questions that pertain to past employment situations.

Everyone says I am under/overqualified. What should I do? Usually the employer who says he or she is worried about either of these issues actually has a hidden agenda. We’ll find out exactly how to address and defuse that
agenda in Chapter 5 when we talk about “questions behind questions.”

Taken from : Fearless Interviewing - How To Win The Job

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With no binding family ties or other obligations, he packed up his pickup truck and headed for Hollywood. It was 4 months before he landed his first interview, a meeting with the director of photography for a network movie-of-the-week. He was willing to start at the bottom, but unfortunately, the interview failed to yield the chance to do even that.

“It was like an interrogation,” he protested when he called me. “I never expected to have to tell my life story just to get a job on a movie! Their questions were impossible. I’m not a brain surgeon.”

“I don’t know what happened,” he reflected. “When they asked those questions about my weaknesses and my failures, my mouth went dry, and it was like my jaw couldn’t move. I just sat there and totally froze! They must have thought I was a moron! I walked out of there shaking inside, feeling like I was a total idiot. There’s no way I’m ever going to go through anything like that again!”

You’re certainly not alone if you have some negative feelings about interviewing. Most people consider interviews to be somewhere between mildly unpleasant and absolutely terrifying. This book will give you specific strategies for conquering that anxiety and quieting those negative voices.

Taken from : Fearless Interviewing - How To Win The Job

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Taken from : Secrets From The Innovation Room

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Return with me to where this story began: with me, the ‘not creative’ one, painting a mural on the basement wall, trying to keep up with my sister.

There are always going to be times when each of us is put into a similar situation, whether we believe ourselves to be creative or not. You’re handed a brush, put in front of a cement wall, and told to ‘do something new,’ when all around you it seems as if everyone else has better ideas than you do. Substitute a PowerPoint presentation and a client’s conference room for the brush and the basement wall, and I’m sure the setup sounds all too familiar.

I wrote this book to give you a process that you can rely on in those situations. The thing to remember is that this is a process, a series of actions that can lead you to a solution. Every time I work with a new client, I get nervous, because I have no idea what the winning idea is. But the answer always comes, in one way or another, when my clients and I go through the process together.

When we go through the process, we have to momentarily set aside logic, face our fears, and try to think in a new way, to connect with a different part of ourselves. The concepts that the exercises are based on can be very disconcerting when you’re used to thinking in an orderly, sequential way; the way you feel is unfamiliar, different, unquantifiable. You may think, how can I get anything out of this if the end result isn’t predetermined? Where are the answers at the back of the book?

Remember that you’re not abandoning your left brain; you’re just putting it on hold for a moment. The feeling is a bit like swinging out into the void on a trapeze or stepping off the high dive. There are no guardrails. It’s a rush of adrenaline-an invigorating or terrifying feeling, depending on your point of view.

But if you go through the process often enough, the feeling will become familiar. You can develop your intuitive side along with your analytical side. You can become used to the idea that although there is a reliable method that you can use, the outcome is different every time. What I hope happens is that you surprise yourself.

The last thing I’ll leave you with is to remember the Copernican Shift. Too often, I get the feeling that books on topics like this by ‘experts’ and ‘authorities’ are at the center of their own little universes, flinging out their pronouncements and rules to all the readers who are orbiting them like an asteroid belt.

I’d like you to think of it in the opposite way: You, of course, are at the center. This book is one of the many things orbiting you, to be useful at the right time and place: when you are blocked by the enemies of ideas; when you need to ask new questions; when you need the jolt of a high-voltage idea.

Exercise

Three-Panel Cartoon

You didn’t think you were going to get away so easily, did you? There’s one more exercise, and it’s my favorite.

Draw a three-panel (before-during-after) cartoon of your experience with this book as a whole, especially considering the shift in your feelings about your creativity. Include your thought bubbles and a title for each panel.

What’s Going On Here ¿

You’ve made it through this journey, and now you’re free! Creatively free, that is. I hope your experience was a great one, and that the ‘after’ panel depicts a new confidence in your innate creative skills. Add a ‘future’ panel, if you like, showing the way your career success (and personal success) can only increase when you apply these new ways of thinking.

Taken from : Secrets From The Innovation Room

Idea Name: _____________________ Group #: ________

I’d say this idea is right for:

( ) when I was growing up

( ) my family and my kids

( ) when my kids have kids

My kid would say this idea is:

( ) lame

( ) cool

( ) crazy

This idea is:

( ) creative for creativity’s sake

( ) same old, same old

( ) fresh and interesting

This idea seems:

( ) like it would add variety to my routine

( ) boring and mainstream

( ) too far out

Compared to other products I see, this idea is:

( ) way too wacky

( ) same stuff, new name

( ) something different that I actually think I’d like

This makes me think of the manufacturer:

( ) in the same way I always have

( ) as out of its mind

( ) in a fresh, interesting way

Taken from : Secrets From The Innovation Room

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Idea Name: _____________________ Group #: ________

I’d say this idea is exciting for:

( ) little kids

( ) me

( ) older kids

This idea is:

( ) boring

( ) cool

( ) wacko

The kind of store that would have a program like this is:

( ) nowhere I want to go

( ) where I gotta go

( ) where I’d go if I had to

If I saw this idea on TV, I’d:

( ) pay attention

( ) mute it

( ) change the channel

I could understand this idea:

( ) right away

( ) after I saw the drawings

( ) I still don’t get it

Taken from : Secrets From The Innovation Room

So, there you are, surrounded by all the ideas that you and your team have generated. The usual post-brainstorming process of going around the room and voting thumbs-up or thumbs-down on each new idea (or dissecting and discussing the life out of each one) puts you in danger of falling back into the logic-versus-energy trap: ‘That seems like a good idea, but

I know the VP won’t see it that way. You had to have been here . . . ‘

Instead, pinpoint where each idea falls on the voltage graph. On a scale of 1 to 10, how unique or new is the idea? On a scale of 1 to 10, how relevant is it? Does it address the consumer conflict? Is it bringing resolution to a paradox? Then graph your results. Those in the upper left area of the grid will typically be the ideas with the most zing!

When you see the ideas arranged on the graph, it will be clear which ones fall into the zone and which fall by the wayside.

Ask The Experts

When I’m going through this process, I then take the new concepts back to the experts: consumers like the ones I interviewed at the beginning. I give them questionnaires that basically ask, ‘Is this idea new, or is it the same old thing?’ ‘Would you use this every day, or is it ‘just good for camping’?’

This works with moms, with kids, with teens, with ‘tweens-anyone you could possibly want to ask. They can tell you, ‘Well, my mom would use it, but it’s not cool enough for me and my friends,’ or, ‘My kids would go crazy for it, but it’s kind of far out for me.’ ‘That’s interesting.’ ‘That’s wild.’ ‘That’s cool.’ ‘I’ve seen that before.’ ‘BORING!’ ‘Lame!’

When you’ve hit the zone, you’ll know it. With a high-voltage idea, there’s no indifference. ‘Oh, well’ is banished. There’s real excitement as potential energy is released.

With this kind of evaluation, remember that you’re dealing with human beings, not with a Geiger counter. It’s best not to overload your experts with too many variations on an idea. You want to see how one idea stands or falls on its own merits. Don’t fall into the trap of conducting a popularity poll: ‘Which of these five ideas is the best?’ Comparing ideas is not the same as learning about each one in depth.

Also, don’t be too quick to discard ideas that get initial bad responses. Remember the concept of ‘never say no.’ Your respondent might just be in his or her own analytical mode, telling you that ‘that could never work’ rather than actually having a personal response (’I hate everything that’s lemon- scented, because I’m allergic.’) You always want to ask the question, why? A forcefully negative response at least has energy, in contrast to a tepid ‘Yeah, it’s okay, I guess’ response.

Taken from : Secrets From The Innovation Room

Overview

You’ve made the leap, taken the chances, put yourself out there . . . and now you’re reaching the end of the journey of getting in touch with your innate creativity. And yet, it’s not so much a journey as a cycle, an experience that you’ll have again and again now that you know how. As you generate high-voltage ideas during these cycles of creativity, you need some way to gauge those ideas, to choose among them, to measure their effectiveness before you send them out into the world. That’s what this chapter is about.

So, you’ve been through the journey toward creating a high-voltage idea. You’ve avoided the enemies of ideas; you’ve asked questions, identified areas of potential energy, shifted your viewpoint, and generated possible solutions.

Now what?

Now it’s time to assess the power of the ideas you’ve come up with-which of them are high-voltage ideas, and which barely have enough juice to fire up a 40-watt bulb?

In the first chapter, we talked about the zing, the electric charge that a good idea has that springs from a combination of relevance and difference. How do you measure the zing?

Optimal Experience

In my exploration of creativity and the creative process, I’ve studied the work of Mihaly Csikszentmihaly (pronounced ‘chik-SENT-me-high’), especially his theories of optimal experience.

He describes the state of ‘flow’: the state we are in when we are completely absorbed in what we’re doing, when we are unaware of the passage of time, when our abilities are perfectly matched to the task at hand. He created a graph that measures the difficulty of the activity along the x axis and personal skill along the y axis. When difficulty is high and skills are low, frustration results; when skills are high and difficulty is low, you see boredom. But when both skills and ability are high, the subject experiences flow.

I discussed this method of quantifying experience with Professor Csikszentmihaly. I was curious to see if a similar approach could be used to measure the ‘voltage’ of an idea or a concept.

Instead of skill level and difficulty, I created a graph in which the axes measure the uniqueness of an idea and its relevance. If an idea is very relevant, but doesn’t rate very high in uniqueness or difference, then you have consumer boredom: ‘I can use it, but so what; it’s the same old thing.’ If the opposite is true-an idea is distinctive, but it doesn’t have a clear application to real life-then we’re in ‘too crazy for me’ territory.

But when an idea is highly relevant and fresh, then the consumer response reaches the high-voltage zone.

Taken from : Secrets From The Innovation Room

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I’d like you to experiment with sitting and paying attention to your breath for two minutes upon waking and before sleeping every day for a week.

Sit with your feet flat on the floor, either cross-legged on the floor or on an armless chair. Sit straight, with your ears over your shoulders over your hips. Feel the area about two inches below your navel. Inhale into this place. When you inhale, your belly should expand. When you exhale, your belly should contract.

(Keep your belly soft and pliable. This is not the time to ‘hold it in.’ No one’s looking.)

Count ‘one’ as you breathe in; count ‘two’ as you breathe out. Then count ‘three’ as you breathe in and ‘four’ as you breathe out. Keep going up to ten, then start over at one. If your mind wanders and you find yourself thinking about something else, gently start over at one. If you realize suddenly that you’re on thirty-six, gently start over at one.

When a thought comes, thank it for showing up, then let it go. Thoughts should appear and disappear like clouds on a blue sky. Always bring your attention back to rest lightly on your breath.

Record in your journal what you experience. It may be nothing at first. You may be resistant in the beginning. Just keep at it, learn heuristically, and see what unfolds in front of you.

Beyond Meditation

There are many ways to engage your spiritual self beyond simple meditation and dreams. You have to follow your instinct in choosing a path that is right for you.

You might try a guided meditation: Meet your older, wiser self on a trail, and ask for guidance in your current situation.

Or ask your Higher Power for help. Prayer is another form of meditation.

Or go to a spiritual service of some kind.

Or help someone else for an hour or two. Tutor a kid. Feed the homeless. Get outside of yourself and your concerns. Making a Copernican Shift in your own life can be a step toward releasing the flow of creative energy.

Taken From : Secrets from The Innovation Room

Other activities that I’ve had groups engage in include building fanciful prototypes of a magical music machine out of Styrofoam and Play-Doh, assembling a complete Mr. Potato Head when each participant was handed a random box of parts, and constructing towers out of Tinker Toys.

In each case, all the participants knew what they were supposed to ‘learn’ (’Ahh, we’re cooperating and working as a team!’), yet the act of physically building something by hand affected the group in a much deeper way than simply talking about the issue.

Use your hands. Build something. Make something. Break something.

The last domain, where body, emotion, and language intersect, is the spiritual.

Gut feelings, instinct, a natural radar-we have all had times when we paid attention to the part of ourselves that wasn’t operating on a conscious, intellectual level. It was deeper, more grounded, more certain. It’s difficult to always be plugged in to this part of ourselves-our essential selves-but when the connection is there, it’s strong and sure.

I believe that meditation and dreaming are the keys to unlocking what our essential self knows in a way that we cannot do through our normal, waking intellect.

If you think back to the enemies of innovation, the common element of all of them was some form of fear. When we strengthen ourselves, becoming more connected and in tune with who we really are and what our goals are, we are less likely to fall prey to paralyzing fear. We think more clearly; we are more open and perceptive. We can really see.

Taken From : Secrets from The Innovation Room

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When you’ve cut out the pictures, spend some time playing with them-moving them around and putting them together in different ways.

After you make the collage, put it away for a day or two, then look at it again. Sometimes you’ll be surprised at what you see-something that you didn’t notice when you were making it.

Show the collage to other people who don’t know what inspired it. Ask them to describe their first impression-what’s the first thing they think of when they see it?

What’s Going On Here ¿

Defining a problem in purely visual terms can help to clarify the issues, revealing possible solutions or new ways to approach the problem.

You’re facing a deadline; you’ve been working all day and all night. You’ve thought and thought and thought. Your brain is on overload; your mind is swimming with details and possibilities; and you swear you can actually feel your circuits melting down.

When your brain is frying and you’ve hit the wall, you need to take the pressure off your mind and let your body take over.

Rhythmic, repetitive motion of your body distracts your left brain and frees your right brain to percolate and generate new ideas. Beethoven used to do his best composing while he was walking. It’s thinking while not thinking.

If you’ve ever had a massage, you have experienced how your mind seems to empty out; you aren’t controlling it, but instead you are letting the thoughts flow by uninterrupted. It’s a step toward uncorking the blockage and getting back to a freer creative flow.

Taken from : Secrets from the innovation room

Now write every related thought or idea around the circle, like moons orbiting a planet.

Don’t edit yourself. Jot down your ideas as fast as they come, in any order.

By laying out your ideas like this, you can often see common elements or links between concepts that you wouldn’t see if you had written down your ideas in a linear, list-like way.

The mind map is a good place to begin. Your ideas are all in front of you. As with any map, you first need to know where you are.

What’s Going On Here ¿
This is a way to get all your thoughts about a subject down on paper and to perceive new patterns or connections between disparate ideas.

Taken From : Secrets from The Innovation Room

Is a competitor’s brand like an unnoticed kid who wants tons of attention? How would you deal with that behavior in real life? What works when you’re dealing with your two-year-old niece? How could you apply that knowledge to your business situation?

What’s Going On Here ¿
Many business issues become so abstract that they are difficult to connect with on a visceral level. You can get a stronger grasp on a problem if you can redefine it in human terms.

If you want your product or concept to really strike a chord or make a connection with someone, then it has to have an emotional, visceral quality to it. Our left brains aren’t going to help us here.

We want to find a way to get around the filters that our logical left brains have put in place and tap into the creative energy of the right side of the brain. We can do this by using visual images rather than words to process information-both information coming in and information going out.

Information in: Pictures evoke emotional responses in us in a way that words can’t. We respond to images viscerally, not logically. Think of photojournalism: All the words in the world can’t capture the joy of a soldier kissing a girl in Times Square or the terror of a naked girl running from a napalm attack.

Information out: We’re used to communicating with words, but when we speak or write, our logical left brains are in charge. We fall into established patterns. When we have to draw, most of us aren’t as skilled-we don’t have as many barriers getting in the way.

An important element in stimulating creativity through emotional, visual means is preparing the right environment. In other words, you need a place to play.

Get out some colored paper, markers, crayons, toys-anything that’s silly, crazy, fun, and anti-’business as usual.’ Put on some Mozart or Bach. Change the lighting. Sit on the floor.

If you change what you’re doing and how you’re doing it, your thinking will change as well.

Taken From : Secrets from The Innovation Room

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One person writes the beginning of a sentence and passes it to the next person. He or she adds a few words, then the next person adds a few more, and so on. (The sentence doesn’t need to specifically address the problem you’re working on. In fact, using a sentence that begins ‘Our brand personality is . . . ‘ would defeat the spirit of the exercise.)

During the exercise, no spoken communication is allowed-let the ideas pop out in your writing. Don’t restrain yourself, and don’t try to push the writing in any particular direction. You’ll be surprised at how quickly the group starts to think on the same wavelength.

Depending on the size of your group, you might let the page go around the circle three or four times; surprisingly enough, the writing will often come to its own natural conclusion.

What’s Going On Here ¿
Discontinuous problem solving, in which each team member contributes to the outcome, establishes a group dynamic that is conducive to effective brainstorming and idea generation.

Taken From : Secrets from The Innovation Room

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Now write as many associations as you can think of between those things and the issue at hand.

‘What does a stapler have to do with my problem?’ What are the qualities of a stapler? It binds things together, it opens up, it’s something that you can use gently or you can bang your fist on, it’s something that can hide in your drawer, it’s an object of envy (how often do staplers get ‘borrowed’ permanently?), it’s something that hasn’t changed much over the last 50 years . . . and so on and so on.

As you go through this exercise with each of the 10 objects, you may stumble upon the ‘aha!’ moment: You see your problem in a new way.

What’s Going On Here ¿
Making connections between seemingly unrelated things pushes us to think about an issue in some very unexpected ways.

Taken From : Secrets from The Innovation Room

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You can’t build muscle by just reading about exercising. You have to get your butt into the gym and really sweat. Think of these exercises as weight lifting for your creative muscles. We all have these muscles-but a lot of us have allowed them to get slack and loose.

Each of these exercises assumes that you have a problem, project, or assignment for which you need to generate new ideas. These exercises are goal-oriented in the sense that they can help you free your mind and gain a new perspective, even though, at first glance, the exercise may not deal directly with the issue at hand. With each of these exercises, think about the process, not the result.

Remember: Go through each of the steps. Don’t leap ahead. Don’t push to find ‘the right answer.’

These exercises ask you to change your patterns of behavior-to allow yourself to relax, to play, to loosen up, to be silly. Changing your established way of thinking is the only way to allow those flashes of inspiration to come-we’re flying kites in a storm and hoping to attract lightning.

As you’re working with markers, scissors, glue, and crayons, you may wonder, ‘Why am I doing this?’ I’ll explain as we go along, but trust me, there’s a method to this madness. If you commit fully, you will get results.

Pay attention to where the energy lies in the work you create. That is where the nugget of the idea that will solve your problem lies. Look for the energy, and even if the full idea isn’t obvious to you, keep wondering about it, dreaming about it, writing about it, working it. An idea with energy can be fully developed . . . it’s the programs without that spark of energy that are DOA.

Above all, I demand your passion.

On the following page, create a list of everything that you feel is holding you back from your creative self. This can include the enemies of innovation from the second chapter, something about the way your brain works, and any physical, environmental, or preferential constraints. Take all the time you need, and don’t continue on to the rest of the chapter until you’ve finished this exercise.

Once you have written down everything that you feel is holding you back, study the list carefully. How many of these items are manufactured excuses? How many can you eliminate by thinking in a different way?

Taken From : Secrets from The Innovation Room

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Reading about this, it might seem obvious (’Oh, yes, I get it; we’re breaking through the barriers’), but the physical rush that each participant feels is undeniable. Again, this is why reading the exercises in this book is not a substitute for actually doing them; one provides an intellectual understanding, while the other provides a visceral understanding. Board breakers say that it requires belief, energy, and focus to break the board with their bare hands after only two or three minutes of training. It is not physical force. It is, in truth, the combination of faith, energy, and focus. That’s it. Imagine what would happen if you applied that same intensity to the opportunities that are at hand for you.

After we’ve had our karate session, I ask everyone to go through the three-panel cartoon exercise, describing her thoughts before, during, and after the moment when she broke the board. It’s interesting to see how the experience changes each person, even when that person thought she knew what to expect.

I recommend that, when you try some of the exercises in this chapter, you evaluate them by doing that same three- panel cartoon exercise: What did you think before, during, and after?

Now you are ready to move on to specific exercises, to indulge in a ‘wild and crazy time.’ These exercises can open the floodgates and stimulate the flow of new ideas and concepts.

Taken From : Secrets from The Innovation Room

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If someone has a personality characteristic, it shows up in each domain. This is a coherency-a way in which a particular trait manifests itself in physicality, language, and emotion.

For instance, if a person is outgoing and friendly in personality, you would expect her to have a relaxed stance, a friendly way of speaking (’Hey! How’s it going? How can I be helpful to you? What are you doing this weekend?’), and an upbeat emotional state. If, however, the person has the proverbial ‘chip on his shoulder,’ you’d expect his chin to jut out, his conversational tone to be challenging, and his emotional state to be angry and turbulent. Think of someone who is arrogant, someone who is kind, someone who is diligent. You would expect these traits to be reflected in each domain.

In order to grow, a person must expand the boundaries of his or her personality. The only way to do that is to break an existing coherency. If someone is shy, she can begin to change her entire personality by adopting a strong physical stance. If someone has a chip on his shoulder, he can modify his personality by tapping into his feelings of gratitude and empathy.

We tend to be creatures of language, thinking primarily in words, and we can use our verbal facility to defend our inner selves. The concepts of ‘lip service’ and ‘talking the talk’ point up the fact that it’s easy for us to change our words without changing our behavior. However, if we modify our body language or our emotional state, true growth is more likely to happen.

I believe that the same three-domain model holds true for creativity: Creative thinking can be stimulated through techniques that are language-based, emotion-based, or movement based.

Taken From : Secrets from The Innovation Room

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We’ve come quite a way on our journey. We’ve discussed how to overcome the enemies of ideas, how to ask questions, ways to tap into the potential energy in a situation, and the power of making the Copernican Shift in your point of view.

Now it’s time to have some new ideas.

After all the assessments have been made, the situation analyzed, and the conflicts understood, it’s time to go into a brainstorming session and see what innovations you can create.

I have some exercises that I use over and over again in ideation sessions. I never know going in just what exactly is going to emerge, but something always does. These exercises are extensions of those that I’ve presented in earlier chapters, but this time, you have to focus on your own product or situation.

A reminder to those who remain convinced that they’re better at analyzing and number crunching than at thinking up new things: This process is a skill that can be developed like any other. To use a classic metaphor, when you first climb onto a bicycle, you have to consciously shift your weight and learn to refine your sense of balance. Soon, it’s second nature-then you can move on to scooters, unicycles, Rollerblades, and leaping the Grand Canyon on a motorbike.

And for those of you who come up with piles of new ideas every day, these exercises can help refresh you when you start thinking, ‘The well is dry-I don’t have a fresh idea left in me anywhere.’

Rather than just offering a list of exercises, I also want to discuss why and how these techniques can help to change the way you think and conceptualize. This is similar to the ‘Asking Questions’ chapter: It’s as important to think about how to be as it is to think about what to do. Understanding the underlying theory can help you approach any problem in a more creative way.

Taken From : Secrets from The Innovation Room

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You have to do the exercises. You can’t just read them and nod your head knowingly. You have to jump in with both feet and really give each exercise your best shot. Ideas will come, but only if you direct all your energy toward creating the right conditions.

You can’t build muscle by just reading about exercising. You have to get your butt into the gym and really sweat. Think of these exercises as weight lifting for your creative muscles. We all have these muscles-but a lot of us have allowed them to get slack and loose.

Each of these exercises assumes that you have a problem, project, or assignment for which you need to generate new ideas. These exercises are goal-oriented in the sense that they can help you free your mind and gain a new perspective, even though, at first glance, the exercise may not deal directly with the issue at hand. With each of these exercises, think about the process, not the result.

Remember: Go through each of the steps. Don’t leap ahead. Don’t push to find ‘the right answer.’

These exercises ask you to change your patterns of behavior-to allow yourself to relax, to play, to loosen up, to be silly. Changing your established way of thinking is the only way to allow those flashes of inspiration to come-we’re flying kites in a storm and hoping to attract lightning.

As you’re working with markers, scissors, glue, and crayons, you may wonder, ‘Why am I doing this?’ I’ll explain as we go along, but trust me, there’s a method to this madness. If you commit fully, you will get results.

Pay attention to where the energy lies in the work you create. That is where the nugget of the idea that will solve your problem lies. Look for the energy, and even if the full idea isn’t obvious to you, keep wondering about it, dreaming about it, writing about it, working it. An idea with energy can be fully developed . . . it’s the programs without that spark of energy that are DOA.

Above all, I demand your passion.

On the following page, create a list of everything that you feel is holding you back from your creative self. This can include the enemies of innovation from the second chapter, something about the way your brain works, and any physical, environmental, or preferential constraints. Take all the time you need, and don’t continue on to the rest of the chapter until you’ve finished this exercise.

Once you have written down everything that you feel is holding you back, study the list carefully. How many of these items are manufactured excuses? How many can you eliminate by thinking in a different way?

Reading about this, it might seem obvious (’Oh, yes, I get it; we’re breaking through the barriers’), but the physical rush that each participant feels is undeniable. Again, this is why reading the exercises in this book is not a substitute for actually doing them; one provides an intellectual understanding, while the other provides a visceral understanding. Board breakers say that it requires belief, energy, and focus to break the board with their bare hands after only two or three minutes of training. It is not physical force. It is, in truth, the combination of faith, energy, and focus. That’s it. Imagine what would happen if you applied that same intensity to the opportunities that are at hand for you.

After we’ve had our karate session, I ask everyone to go through the three-panel cartoon exercise, describing her thoughts before, during, and after the moment when she broke the board. It’s interesting to see how the experience changes each person, even when that person thought she knew what to expect.

I recommend that, when you try some of the exercises in this chapter, you evaluate them by doing that same three- panel cartoon exercise: What did you think before, during, and after?

Now you are ready to move on to specific exercises, to indulge in a ‘wild and crazy time.’ These exercises can open the floodgates and stimulate the flow of new ideas and concepts.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

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Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

Now it’s time to make your own Copernican Shift. In the center of the universe, write or draw the name of a person or group of people that you’re trying to connect with, either interpersonally or through a company, product, or service.

Then put yourself in the place of that person or group. Draw in the orbits of the things you imagine that he, she, or they have to deal with on a regular basis. Put in everything you can think of-and don’t forget to put yourself in there.

When you’re done, study the drawing and imagine how you relate to the center of this particular universe- and to everything else that’s in orbit around it.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

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What goes into these empathy boards? You want these boards to be teeming with imagery-photographs, drawings, and quotations-that gives context to the life of the person you’re trying to understand. What are the conflicts? What things resolve those conflicts?

Think about every step this person takes throughout his or her day. What sorts of things might he or she come in contact with?

Where does he go? What kinds of outdoor spaces does he visit? Urban, rural, or suburban? Gardens? Cityscapes? What kind of indoor spaces? Cluttered? Open? Dull? Overstimulating? What passes in front of his eyes?

What is she reading? Newspapers? Magazines? The back of a cereal box? The latest Harry Potter?

What technology or machines does she interact with every day? Video games? Cell phones? Tools? Kitchen appliances? A car? A scooter? A Palm Pilot? A computer?

Who else inhabits his world? Parents? A spouse or life partner? Friends?

Think of the empathy board as a ‘flash-forward’ montage through the day, a series of snapshots of the places and things surrounding the path this person takes every day. What are the dimensions of her world?

It’s important that you reach into as many different disciplines as you can think of to find inspirational images. What inspiration can you find in the arts: architecture, painting, drawing, sculpture, folk art, photography?

Look for imagery in the sciences: botany, zoology, archaeology, paleontology, mathematics, physics, chemistry, astronomy.

Looking at Brancusi sculptures or at the graph of an algebraic equation isn’t the obvious answer when you’re thinking about how to reach, say, college-age boys or over-40 executive women. Answers may not always leap out instantly, but the technique of forcing connections between seemingly unrelated things can give rise to some surprising and unique ideas.

We will explore this and other idea-generating techniques further in the next chapter, ‘Break the Board.’

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

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Think about the way the forensic investigators on primetime detective television shows go about solving the crime: They lay out each piece of the evidence and see what the picture that is created then tells them-which is often different from the hypothesis that they had at the beginning. What you’re really doing is forensic reconstruction of a person’s daily life.

To really empathize with the people you want to reach, you need to understand the visceral emotion underlying the part of their world that you are exploring. I’ve conducted groups with people from every age group, diving under the surface to see what drives their world, what fuels their passion.

When I take a group through guided imagery exercises, I’ve found that it doesn’t take long before strong emotional responses pour out from the people in the group, with the intensity of their feelings often surprising them (and me). A woman who was raising three children described how she saw her family literally growing like a garden as she watered and tended it; preteen girls described the gray anxiety and loneliness that they felt between the hours when they saw their friends; and a group of men who were interested in home improvement (normally not the most expressive guys) were overwhelmed with memories of working with their dads when they were young-the smell of sawdust, paint, and glue was still vivid and clear.

Once you’ve dug your way down to the place where the emotion is glowing like some sort of radioactive ore, how do you maintain the strength and power of that energy?

I like to create collages, or ‘empathy boards.’ This is a technique that I use to try to capture the texture of someone’s life and experience in a way that can be communicated to someone else visually-a way to try to hang on to the elemental drives that you’ve uncovered in the people you’re trying to reach. It keeps you from getting lost in typical marketing jargon-it keeps the juice in your concept and stops that concept from drying out into something flat and unexciting.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

Many companies that still see themselves as the center of the universe want to increase their gravitational pull, so to speak, and draw their consumers in closer. A company that has made the Copernican Shift understands that it is a moon circling its consumer-she is the center of her own world. The company can increase the brightness and the clarity with which it shines in the sky, making itself stand out from the starry background, but it isn’t at the center of things.

I remember the words of a philosophy instructor I had. He said that the energy in a conversation really happened inside the listener, not inside the speaker. This is exactly what happens with the Copernican Shift-it’s where your message lands and what the listener does with it that are really important.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

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Then leave the store and go to the zoo, or out into nature. Look at the animals and plants. Which of them act as if they were the center of their own universe, and which seem to have adapted to fit in with the grander scheme of things.

Now look at popular entertainment (music, books, television shows, movies), government policies, and even the other people in your life, and evaluate them by the same criteria.

Begin to arrange your lists into groups.

What do you notice?

What’s Going On Here ¿

What it all comes down to is this: Are the things you encounter inwardly focused or outwardly focused? If they are inwardly focused, they may present themselves as if they were the center of the universe. If they are outwardly focused, they happily coexist in orbit. As you do this exercise, keep this question in mind: Which approach appears to be more successful?

L’eggs had come out with its cute packaging and sexy advertising using the rock tune ‘She’s Got Legs,’ by ZZ Top. Its support hose were called ‘Sheer Energy,’ while No Nonsense’s were called ‘Light Support.’ No Nonsense was seen as being just that: down-to-earth, pragmatic, and not very sexy.

The team went and looked at the research for clues. Like Freud, we wondered: What did women want? More specifically, what did they want in a pair of pantyhose? Durability was a key answer, as well as making legs look attractive. But there had to be more . . . what was special about No Nonsense pantyhose?

We enthusiastically went on factory tours in North Carolina, searching for answers. We saw the nylon pellets; we learned about denier; we learned about how waistbands were produced and how the pantyhose were finished (boarded or not, pressed or crumpled); we watched the packaging assembly line. Again I looked for clues: What was the magic ingredient? Was there a magic kind of thread or way of melting the nylon or something unique about the knitting machines?

We had done research, of course, but the research that we had gave us only a narrow picture of the women who wore pantyhose. It asked them what they wanted in pantyhose, then asked them to rate different brands of pantyhose against those desirable attributes. Later in the questionnaire, the women’s age, income, employment status, marital status, and so on, would be asked for. We never got a picture of the complete woman; we saw her only in relation to what she wore on her legs. But looking at all of the information together, we found that what working women wanted most in their pantyhose was durability (and looks).

This was the Copernican Shift: Instead of looking at women from the perspective of the client, we turned the telescope around and looked at the client from the perspective of the women. What did working women want? What were their lives like? What role did their appearance play in their lives? What role did pantyhose play in their overall appearance- both positively and negatively?

There was the answer. Working women at that time wanted to look put together-color-coordinated and stylish in an appropriate way, a way that would neither attract inappropriate attention nor detract from a professional image. Their jobs were a big part of how they saw themselves, and their physical appearance was an important part of their career success. They might not have been dressed out of the Dress for Success manual of the early 1980s, but they were definitely conscious of the impact that their appearance had on their image and their perceived competence. Anything that detracted-poor grooming, a too-revealing outfit, scuffed shoes, tarnished silver jewelry, snagged pantyhose-compromised their polished appearance and the way they felt about their competence.

We started by empathizing with the woman the client was trying to reach. We tried first to see her as a whole person, then to understand how the client’s product fit within her world. Using this as the strategy, we wrote ads that portrayed this empathetic understanding of working women-and kept the business.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

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On the next page, draw a circle with the name of your company, product, or service, or even your own name, in the center.

In orbit around it, write the names of the different critical factors that the company, product, or service (or you) interacts with. You can model this on the pre- Copernican worldview on the previous page.

For example, if you write a company’s name in the center, the orbiting objects could possibly be competitors, employees, customers, Wall Street, and so on. If you write your own name, the orbiting objects could be your spouse, your children, your friends, your career, and your volunteer organization.

You’ll find the second part of this exercise later in the chapter.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

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When you are looking at any problem situation, keep Copernicus in mind. What assumptions are you making? Are you (and your product) in the center of the universe? Really?

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

Overview

Who is your target audience? What do you know about those people? Most marketing efforts include consumer research, but too often that research provides a narrow, limited view of consumers, seeing them only as consumers rather than as three-dimensional human beings. By ‘opening the aperture’ and taking a broader view of the people you’re trying to reach, with a fuller sense of who they are, you can transform the way you approach your marketing.

‘So, tell me,’ I begin, looking at the eight people gathered around the overpolished conference table, blinking in the fluorescent lights. The group has been selected because they all have something in common: They are all devoted users of my client’s product. They’ve come here to share their insight, to give me the insider’s view on-

‘Cream cheese. Let’s talk about cream cheese. Now, how exactly do you go about spreading cream cheese on your bagel? Let’s start with this end of the table . . . ‘

Absurd? Absolutely. Yet serious, intense discussions of how exactly you spread cream cheese-or squeeze toothpaste, or sprinkle carpet deodorizer-go on every day.

Everyone knows that businesses are supposed to do consumer-led research, but in fact they look at people through a narrow perspective: How do they interact with My Product? We know these people only in terms of their behavior within a category: We know them as heavy users of cotton balls or car wax. This (naturally) provides you with only a tiny piece of who these people are-it doesn’t give you enough juice to understand how to reinvent the whole brand.

When there is only narrow research and understanding, the brand itself appears narrow. You have to widen the aperture, to see the user in a broader context. Brands that do this take on a fuller dimension themselves. Take a look at Ben & Jerry’s-it assumes that its consumers care about other things besides ice cream. The VW Bug has a sense of wit about it-it was designed to evoke a smile, not just mimic every other streamlined box on wheels.

How do you go about opening your aperture and seeing the consumer in a fuller way? First, you need to make the Copernican Shift in your point of view.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

If our target consumers are women entering midlife, the conflict might be:

Just as my inner self is becoming visible, my outer self renders me invisible.

As a woman is leaving the intensive years of child rearing and is finally done with dirty diapers and trips to the baseball field, she is coming into herself. Perhaps she is getting to pursue her own interests-writing her own poetry, becoming a Pilates instructor, spending more time on herself in any number of ways. At the same time, when she walks down a street, where she used to garner a fair amount of attention (if only from appreciative construction workers), she now passes unnoticed. When she goes into a clothing store, the saleswomen flock to her teenage daughter and ignore her completely.

In my approach, the first step is to create boards filled with images that bring each side of the conflict to life. (See Chapter 5.) Then we gather things from different categories that resolve that paradox. In this case, it might be pictures of Susan Sarandon, Madonna, a Wonderbra, and a self-published volume of poetry. Our work is to translate their features into our client’s category.

Stand back and look at elements that might cross over to whatever you’re trying to develop, whether it be a hair-care product or a fast-food dinner. What could you adopt? What’s inspiring? What’s grist for the mill?

Let’s consider another consumer group: 10- to 12-year-old boys. I know this group well, as I live with one of these delightful creatures. A conflict for this group might be:

Treat me like a grown-up, but tuck me in at night.

My son wants to be grown up: He has a phone extension in his room, but if a call comes after nine-thirty, which is his bedtime, I am supposed to say that he’s ‘not available,’ rather than that he’s ‘in bed’).

He goes to Starbucks, but he orders hot chocolate (or sometimes coffee with five sugars and a gallon of milk).

He still has his teddy bear, but Mr. Bear has a special bed in the closet.

He’s slowly making the transition from one stage to the next, wanting the grown-up things but not wanting to let go of the boy things yet.

In addition, he’s going through all the bodily changes that boys his age go through, so add an extra level of anxiety on top of everything else. He and his peers deal with the tension by making fun of it-witness the success of the ‘Grossology’ exhibit that toured science museums across the country, delving into the science behind every bodily function and excretion you’d ever (or never) want to know about.

So, what things resolve these conflicts? Gap Kids and Abercrombie (the younger version of Abercrombie & Fitch) provide smaller-size versions of hip grown-up clothes. Computer games touch on this tension as well-it’s still playing games, but with high-level technology.

But what about the bodily changes aspect of the situation? Again, think back to my son staring at the hundreds of choices of deodorant on the shelf. If we were developing a deodorant for this age group, we’d look at the perpendicular arrows of ‘I want to have what the adults have, but made for me’ and ‘I’m grossed out by what’s happening to my body, but I can make fun of it.’

At the point where those arrows collide and the potential energy lies, you’d be likely to find something like a smaller version of Arrid Extra Dry or Right Guard, with a Sweat- ology game that you could download from the Web site and play.

‘Swiping your credit card right at the gas pump? Why didn’t someone think of this before?’

Of course, being ahead of the curve technologically is no guarantee of success. The Apple Newton didn’t catch on, but the Palm Pilot became ubiquitous. It’s all about striking the societal psyche at the right moment.

Once, the idea that people would pay for water seemed absurd; enter the fitness boom and concerns about municipal water. Before the ascendancy of Starbucks, a four-dollar cup of coffee was a ridiculous notion. When ATMs were introduced, the prevailing wisdom said that people wouldn’t trust a machine to do their banking.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

A ‘benefit ladder’ is a diagram of the ordinary innovation process, beginning with the new formulation that R&D came up with and connecting it with the benefit to consumers. Benefit ladders were considered to be innovative 20-odd years ago, but they have led us to a point where we’re grasping at straws to give brands an impact.

If you’ve never seen one, a benefit ladder is a diagram with three boxes, with arrows leading up from the bottom to the top. The idea is that you begin with the product in the bottom box, move up to the immediate, tangible benefit in the next box (’tastes great’ or ‘more absorbent’ or ‘less mess’), and then move up to a broader emotional benefit in the top box. Unfortunately, the top box always seemed to be ‘be a better mom,’ ‘achieve world peace,’ or ‘have better (or more) sex.’

Well, so far, I’ve managed to keep my kids in one piece as I’ve raised them, and which brand of paper towels I used doesn’t seem to have mattered. The rungs at the top of the benefit ladder don’t seem to be connected to the others, at least when you’re climbing up from below. Getting to the top rung is a real stretch.

I have advised my clients to think about climbing downward. In the top box, put a consumer conflict that needs resolution: ‘I want to have a clean house, but cleaning is a pain in the neck, it’s messy, and it’s no fun.’ Then think about what is going to resolve this tension-what tangible attributes can a product have that address this conflict in more than one direction, in a fresh way? Then you move to the bottom box, and voilà, you have Swiffer, or Scrubbing Bubbles, or a wind- tunnel vacuum cleaner.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

I want it fast, but I want it to be exactly right for me.

I want to be in control, even when someone else is the expert.

I love my best self, but I’m afraid it’s not enough.

The common element in these paradoxes is that they are emotional; they deal with our vulnerabilities and anxieties. As we go through the day, we make choices based on instincts and feelings that we may barely understand; we aren’t aware of these paradoxes on a conscious level, but they still hold us in their grip.

Again, this harks back to listening for logic versus listening for energy. Logic dictates that consumers will always buy the most efficient product-the product that is the most nutritious, that cleans windows without streaking, that gets the best gas mileage. All things being equal, they will purchase the least expensive alternative.

But of course, transactions (dynamic ones) aren’t based only on logical reasons. If they were, we’d all make our coffee at home, we’d wear sensible shoes, and the generic black-and- white-label brands from the 1970s would be the only things sold on supermarket shelves.

A successful product has something more, something that satisfies a buyer emotionally, fulfilling more than one need. The consumer won’t necessarily be able to put her finger on just what led her to make her choice, but the magnetic attraction is there just the same.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

‘I want to be happy and comfortable in my home, but I’m very concerned about the environmental effects of manufacturing and using certain products.’

‘I want to be able to enjoy popular culture with my children, but I’m afraid of exposing them to violent images.’

‘I want to do work away from the office, but I don’t want to sit home all day, either.’

‘I want to start my own business, but I don’t have enough money to hire a support staff.’

‘I want to be able to eat at restaurants with my friends, but I’m limited by my dietary restrictions.’

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Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

Target: I want to be stylish and hip, but I don’t want to spend a lot of money.

Before Target reinvigorated its image, shopping at a discount retailer wasn’t something to be ashamed of, perhaps, but it certainly wasn’t anything to draw attention to. Many stores radiated an air of ‘you don’t want to be here, and we don’t either, but at least you’re saving a couple of bucks.’ Target identified this conflict and removed the inferiority complex from its stores and its product lines.

Nike: Participating in sports is exhilarating, but I’m out of shape and tired, so I’ll watch somebody else do it on TV.

Nike has taken on the challenge of making the difficulty of exercise its selling point: ‘Just do it,’ even though it’s tough.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

The vending machines on campus stock only candy and chips, but what the students need and want are fresh fruits and veggies and low-cal protein. Oh, well.

Babies scream on airplanes when business travelers want peace. Oh, well.

A challenging career demands the investment of time, as does a satisfying home and family life. Oh, well.

Paradox exists at many levels, from the product-focused (’I want a shiny, waxed floor, but I don’t want to spend the time and energy to remove the old wax first’) to the spiritual/psychological (’I want to be passively entertained, and I want to be spiritually nourished’-thank you, Oprah Winfrey).

In other words, it is the intersection of needs that creates potential energy and the possibility of creating an interesting resolution to a problem. If you simply identify a need as a flat statement (’People want to be healthy’)-well, that leaves a thousand directions open and has little energy. There is no particular option to home in on, and there is not enough grist for the idea mill.

However, if you think of the issue as ‘People want to be healthy, but they don’t want to change any of their habits,’ that ripens and focuses the challenge. If you imagine these desires as arrows moving perpendicular to each other, the point of intersection is where the potential energy lies. Starting there, you can begin thinking of a solution that solves the problem in each direction.

Consumers are dealing with perpendicular arrows in every area of life-holding onto conflicting desires or expectations or demands simultaneously. Products that make a real impact on the marketplace don’t just resolve tensions and conflicts, they resolve those tensions and conflicts in a unique way. A high-voltage idea releases the potential energy, and there are sparks, light, and heat.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

But how do you know where exactly to begin? This is trickier than it sounds. In order to work, the imagery needs to resonate with consumers. It needs to touch them in a way that is meaningful to them and in a way that is fresh and interesting.

The key here is to tap into the potential energy of a situation. That energy comes from the tension created by the conflicts-the paradoxes-that are part of everyone’s daily life.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

Then the marketing department would describe those product features by writing a sentence or two about each and printing that information on a card. The marketing research people would bring a bunch of those cards to consumers and record which features they liked the most and which they said they would be most likely to buy.

Finally, the marketing people would take the winning concept and give it to the ad agency, which would figure out the appropriate brand voice, personality, and world.

The problem with this process is that in today’s marketplace, it is inadequate to the task. It generates ideas that consumers will say are ‘great for camping’-in other words, things that seem clever but are not really relevant to everyday life (which is the Kiss of Death Assessment for any new idea).

In today’s marketplace, where there are literally dozens of kinds of OJ to choose from, a product innovation that begins in the lab is unlikely to make enough of a difference to succeed. Back to my son in the drugstore eyeing the deodorant choices. A fancy new formula that keeps him 20 percent drier just isn’t going to be enough to get him. Something that’s cool, a brand name that conjures up an attitude he aspires to, a graphic that evokes a world of imagery that captures his imagination . . . those things will be. Of course, the product has to work, too. Image alone is also not enough.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

What made you buy what you bought, compared to the alternatives that you could have bought?

What was it about that brand of juice, that style of sneakers, those headphones, that kind of perfume or cologne?

How much of your selection had to do with a formulation or some technical feature or a discount price, and how much had to do with an image or an idea?

Sometimes the rational reason is the intellectual alibi for the emotional satisfaction. Pick one of the products you bought and imagine: If that brand were a world, what would that world be like? Where would it be located? What time of day would it be? Who would inhabit it? Then ask yourself, is that world a place you’d like to live? To visit? If so, maybe there’s more to your brand choice than meets the eye.

What’s Going On Here ¿

Everyone selects the products he buys for different reasons, but it’s interesting to note what those reasons are, when there is so much to choose from . . . especially if cost is not a factor.

In the marketing of products, it’s easy to forget that consumers are more interested in how a product makes them feel than in what a product does (and how it does it).

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

We have a huge proliferation of choices in every category. When I took my adolescent son shopping for deodorant for the first time, his eyes bugged out of his head when he looked at the hundreds of choices. Antiperspirant? Deodorant? Roll- on or gel or stick? Which scent? Which brand? In the end, he’ll choose the brand that his classmates say is cool. Or the one that has the funny ad on MTV and the graphics that grab him.

Unfortunately, the brand teams that create those products focus the majority of their innovative efforts on creating superior formulations for their products.

What they don’t realize is, their target audience is looking for that and for something more.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

Overview

Every situation in our lives has some sort of potential energy that is waiting to be discovered and tapped into. This can take the form of tension or unresolved conflict: ‘I want this, but I also want that.’ Merely focusing on the ‘this’ or the ‘that’ does not make for very exciting possibilities. But discovering and releasing that potential energy can lead to some very high-voltage results indeed. This chapter is about finding the hidden conflicts that motivate us all.

In physics, ‘potential energy’ is stored energy, energy that is waiting to be released. A tensely coiled spring is just waiting to explode outward and transform its potential energy into kinetic energy.

We all innately long for the resolution of tension. Seeing a coiled spring, you know that it will eventually burst forth; in a suspenseful movie, you know in a quiet scene that something or someone will pop out and scare the life out of you; the last chords of a symphony lead inevitably to the tonic chord, to provide a satisfying conclusion. (Try singing ’shave and a haircut’ without topping it off with ‘-two bits.’ Leaving the musical phrase hanging unresolved is almost painful.)

Malachy Walsh, my mentor and friend, teaches that the energy arising from tension is the force that moves society forward. All of us have needs, appetites, duties, and responsibilities that drive us through each day-from short-range issues (’What will I have for lunch?’) to long-range ones (’How can I make my family’s life better?’). These needs often pull us in a number of directions at once: I want to buy groceries for my family according to my own personal standards, and yet I’d like someone else to do the grunt work so that I can spend my time elsewhere. It seems that you can’t have it both ways-you have to either invest a substantial amount of time in grocery expeditions or turn over the responsibility to someone else and take the risk that the task won’t be completed in a way that satisfies you.

We’ll come back to the idea of potential energy and how to release it, but first, let’s take a broader view. You’ll see how Thomas Edison’s ‘turn it upside down’ motto applies to the world of brand development.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition

Well, everyone.

Interestingly, when I present these exercises in a matter-of- fact way, I find that people just dive in and do them, whether I have an audience of CFOs or of 12-year-old girls. That broad willingness to respond just proves the effectiveness of having an open and curious attitude. The process is about the person you’re questioning, not about you. You hold the space, you introduce the questions and the exercises, but it’s the people you’re listening to who take you below the chop, who reveal what’s in the world below the surface.

I invite you to share the dis-coherencies you uncover with us on our Web site, www.energyinfuser.com. We’ll create a virtual ‘warehouse’ of these dis-coherencies, and if you’re ever stuck for an idea, you can visit the site, pick up a couple of ripe dis-coherencies, and use them as the source of natural idea- creating energy.

It becomes your task, then, to listen for the energy, to look for associations, to find connections that other people might not have made before. By doing this, you can proceed to the next step: releasing potential energy.

Taken From : Secrets from the Innovation Room: How to Create High-Voltage Ideas That Make Money, Win Business, and Outwit the Competition