Receiving an offer as Chief Communications Officer, head of Investor Relations or any “C” level job means you have sold the leadership team on fit. This is after you’ve demonstrated that you can do the job the hiring team “thinks” it wants done (more on what I mean by “thinks” later). Here’s how to navigate the interviewing process and leave a winning impression.
In my previous newsletter, I wrote about what the resume of a “C” level or aspiring “C” level executive should emphasize and it is not what you have done. It is not about tactics. It is about problem solving, strategy, demonstrating innovative thinking and results. The resume is action oriented and “reeks” of energy and impact.
Assuming you conveyed that message, and you are now moving through a series of interviews with a consultant/headhunter like me and then the corporate team, here is how to continue to compete.
First, here is a story of what not to do.
My client created a new position to head up the communications function. The company had been conservative and was carefully moving in a new direction by creating the position. While a job description talked about a relationship approximately three levels away from the Chairman, this job was critical to him and the leadership team. The unsaid but understood criteria were: could this hire be “blessed” by the leadership team and would the Chairman want to work with this person?
Like many “C” level jobs today, titles do not mean the incumbent orchestrates the work of others. These are “working” jobs and making sure the finalists are “hands on” is part of the screening process. At the same time, this organization would only hire an individual with the sophistication to be in a room with the Chairman and add value to the conversation (yet know his/her place and be appropriately deferential).
The resume of the candidate was excellent. His experience and the industries he was familiar with would make for an easy transition to this new organization. He was interested in the position and also saw the connection between his prior experience and this new opportunity, which was career enhancing.
I spent about an hour talking to this candidate and determined that he met our base line: he had done the work we were interested in. He was a “hands on” performer. This is the threshold to begin seriously evaluating a potential finalist.
There are two schools of thought about what I did next. Let me explain them and tell you why I made my decision.
In companies where finalists are invited for a series of meetings, some organizations will not interview candidates over a meal. They feel it is too distracting and unfair to the candidate. In some cases, the hiring manager finds it awkward to meet for breakfast or lunch and will only schedule formal interviews.
For “C” level jobs, while the job description will not explicitly say so, it is imperative that the new hire be seen as a peer who can interact in the various working situations he will find himself. His social skills are part of the job requirement and it is critical to know how he will behave in an informal setting at a luncheon or reception. I need to be able to assure my client a finalist will behave appropriately. That is why for senior level searches, a personal meeting over a meal is essential, in my opinion.
Back to our candidate – I offered to take him to lunch after our phone interview. We had already had our in-depth discussion about the details of his work experience and our lunch would not become a “formal” interview. Instead, we could talk about a variety of work and non-work experiences.
He had been alerted that my client believed its employees should dress professionally. He took that information seriously and came in a suit, formal business shirt and tie. Alas, it went down-hill from there.
The restaurant we selected was a favorite of his and he was really looking forward to the meal itself. The food he ordered was what he liked, but it was messy and hard to eat. He immediately tucked a napkin under his chin, spread it out and dug in.
During the conversation, I talked about the challenges of the position and his work experience. It was a very pleasant discussion where I also mentioned the rigor of the interviewing process. He continued to emphasize his achievements and ability to turn out award winning work. He thought he had a lot to offer. It wasn’t until we were ready to leave the table that he remembered to remove his napkin which obviously protected a tie he liked.
I reported all of these details back to my client and raised a cautionary note about how the luncheon had proceeded. The HR team had already screened him and decided, nevertheless, to bring him in for a lunch with several members of the leadership team.
The candidate was very pleased to know he was being invited back. He considered this an excellent opportunity. He had a busy schedule but was able to arrange a meeting within a week. During this process, he had received background information about the company and the position. There was also a webcast available to him.
When he joined the group for lunch, the focus of their questions was not on his achievements or work record. They wanted to know how he reacted to the information about the company and how his experience prepared him to help the organization. They knew he was qualified. Now the discussion was about problem solving and how effectively he could establish a rapport with them.
Despite the information provided to him, he did not come prepared to engage in a meaningful discussion about the company and admitted that he had not had the time to listen to the latest webcast or read the transcript. When we debriefed, he said that he did not expect the conversation to be about the company. He expected them to ask him about his background. Needless to say, he did not receive an offer.
Here is what a candidate for a leadership position should do to get the process right.
If there is a search professional involved, the focus of the initial interview is on qualifications. That is where you have to present yourself as stronger than a Director and ready to take on a “C” level role, if you do not already have that title. Balance the discussion between mastery of the Director-level job and strategic contributions. If you are already the head of a function, be prepared to talk about how you solved business problems, reorganized a function, or innovated in some way for the organization through communications.
Prepare for that first conversation by asking for a job description, non-published material (if not confidential) and reading about the company. Adjust the direction of your achievements to relate to the issues you believe the company is facing. Do not assume. Confirm these issues are relevant before you launch into a story about how you helped your organization. Also, ask how much time has been allocated for the conversation. If you tend to tell long stories, put a clock in front of you (if this is a phone interview) and discipline yourself to keep your answers brief. Ask the interviewer about the company, his/her observations about the culture and what working with the organization is like.
If you need help staying on topic, jot notes before the conversation and take notes as you proceed. Do not “wing” this interview because you assume it will be easy and because you have an excellent track record. It takes practice to be relevant, succinct and focused.
About those “informal” luncheon meetings – remember you are “on.” Every detail is important. Allow enough time to arrive so you don’t feel rushed. Know the dress code of the company and dress as though you worked there or one level up if the code is informal. Know the company story and that means checking the web site or other sources right up to the last minute. A press release that is only a day old could be relevant to the luncheon conversation.
One rule is: never go hungry to an interview over lunch. This meeting is a test of your social skills. Do not concentrate on the food. Eat ahead and follow the lead of your hosts and how they order. Do not select a salad course if they skip it. Chose something easy to eat that won’t stain a shirt or tie or distract from the conversation. Avoid sandwiches or anything you eat by hand. Do not order alcohol at lunch. Over dinner if your hosts order alcohol before you do, you can follow suit but never more than one drink.
These rules apply to the interview with the HR team or recruiter and they apply as well to a meeting with the executive team.
Here is additional advice about how to prepare specifically for a meeting with the executive team. Most importantly, these are not communications people and assume they do not understand communications terms. Practice telling a story about how you solved a problem that relates to the company so that you remove all the jargon. Translate communications speak to business speak.
Know their business issues based on what your research about the company tells you and broach these topics. Be thoroughly briefed so you are confident of your information and deferential – say that these are observations as an outsider and invite comments. Relate their issues to your work experience and tell stories about how you solved problems for your organization. After you describe how you see issues that might be relevant, ask them (without sharing confidential information, of course) what they see as issues where communications can be valuable.
Here is where my comment about what the hiring team “thinks” it needs is relevant. My experience has been that the client (if no one on the team is in communications or IR) rarely knows beyond a basic “headline” what the job consists of. I have seen job descriptions for one position outline a list of departmental activities that can only be accomplished with a staff of three professionals, at a minimum. Here is where you can demonstrate your knowledge and leadership by politely probing for the key priorities of the position and then discussing expectations for achieving their most important objectives.
I also think it is important to ask about the mission and culture and listen to the various viewpoints expressed. Are they aligned? At this point in the conversation, either you are having a free flowing discussion or the chemistry hasn’t clicked.
BTW, the same guidelines apply in a one-to-one discussion with the CEO. In addition, research and study his/her biography to find out about hobbies, awards, favorite charities, etc. This will help to establish a personal rapport.
If after all this preparation and effort, the chemistry is not there, graciously end the process. You have done your best.
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By Judith Cushman, The Cushman Report April 2008. To subscribe: Email info@jc-a.com with “SUBSCRIBE” in the Subject line.
