On-Boarding Starts In The Job Interview

There can be little argument with the idea that the relationship you have with your boss in a new job is one of the most important factors in your future success. This relationship starts not when you start the job, but rather when you first meet during the interview process. Getting off to a good start will not only help you should you get the job, but it is also a key component in getting the job in the first place.

So what can you do to start building a great relationship with your prospective new boss from the first meeting?

In his very excellent book, “The First 90 Days”, Michael D. Watkins talks about how to set up a successful start to your new job. I think that you can readily take some key points and use them to significantly enhance your performance in Job Interviews.

Watkins discusses five key conversations which lie at the heart of building and negotiating the relationship with your new boss. Most of them are subjects that can be broached in interviews, before you get to the point where the firm extends an offer to you, should that be the case. Happily, all the subjects will also position you as a strong candidate.

Some words of caution

Before we get into those five subjects, there are a three of words of caution regarding this style and how to broach these subjects effectively:

1. First is that these subjects need to be raised in a diplomatic manner. Normally at the end of an interview, you will be given the opportunity to ask questions. This is your chance. You may also be able to ask questions during the needs exploration part of the interview (if there is one). It is important to be clear that it is the interviewer’s interview - they must feel that they are in charge. They must also hold the frame and it will not work to your benefit if they feel that you are trying to wrest control of the conversation. You can, however, gently guide the direction of the interview towards these subjects without being seen to be taking over.
2. Second, in discussing the future, make sure you are not making any presumptions that you will be the chosen candidate. This relies on the tone and style with which you raise and discuss these subject. Again it will not serve you if you are seen to be making the assumption that you have already got the job. So prefer ‘should I’ to ‘ when I’.
3. Third, it is unlikely that any of these five subjects will be fully resolved after one or a couple of conversations in your job interviews. Some of them will take weeks, perhaps months, to fully evolve and come to workable solutions. Rather, we only seek to flag these issues up for future exploration as the foundation stones of the future relationship.

So, what are these 5 key elements? :

1. A diagnosis of the current business situation. Is the business in the start-up, turn around, growth, re-alignment or continued success phase? Each one of those business situations will clearly have a profound impact on what will be required to improve the firm and will set the tone and priorities for the other elements to be discussed.
2. Discuss what expectations your future boss has of you. What will be the short and medium-term results that they want from you? What does that look like and how will those results be measured?
3. Understand that you can begin to explore what resources you will be given for the achievement of those targets. It is also possible to negotiate here. For example, I once coached a client who was going to take on a substantial job, but the firm suggested that my client would only have an untrained intern at their disposal, despite the significant cost-savings the firm was due to be making. Seeking clarity on this issue is also key to understanding whether the job is a good match for you and your priorities.
4. Have open channels of communication with your boss - this is foundational in establishing a great working relationship. Understanding method, frequency and structure of communication is key.
5. The fifth point mentioned by Watkins is one that I think needs to be approached carefully, depending on the context, or perhaps not at all - personal development. I am including it here for the sake of completeness and because it affords me the opportunity to offer a further distinction.
6. During the interview process, you need to gain a clear idea about how working for this firm, boss and in this role matches with your criteria. This needs to be an environment within which you can flourish and give your best. So, you absolutely need to ensure that this is the case and that you have a clear idea of what situation you are getting yourself into - hence the emphasis that I place on due diligence with my coaching clients. That said, the interviewers are, naturally, more interested in finding the right candidate for their needs. It therefore makes sense that most of your efforts in the job interview need to be about helping them to come to the conclusion that you are a very strong fit for the firm (if indeed you are). Happily, they will find it reassuring that you want to discuss these five elements because it shows how carefully you are considering the job and the firm, thus positioning you as a thorough, considered and inquisitive candidate.

A final note…

1. This is not one of Michael’s but I think it is worth adding here: Reporting. Some organisations - especially larger, international firms - can be complex in their reporting structure. It would be valuable to gain an understanding about who in particular you will be reporting to. That may well be more than one person. If so, ask who will be setting your objectives, who will be writing your appraisal, whose P&L you would fall into, and who will be deciding your pay and bonus (if there is such a scheme in the organisation). Furthermore, don’t be surprised if they are unsure or simply don’t know the answer. This can happen sometimes, but don’t let that stop you from seeking some clarity on this point.

As you move through the interview process beyond the initial screening and competency interviews, it will be as well to have a series of questions for them as they relate to these elements. They will become even more of a feature as it becomes clear that the process is drawing to a close, and that the firm has moved into selling mode before the negotiations and offer stages start.

Are you preparing for an upcoming job interview? If so, feel free to book an Introductory Call to discuss how you can maximise your changes of success: https://calendly.com/careermentoruk/introductorycall