Earlier in my HR career, I was interviewing for my first leadership position and it was down to me and one other candidate. In the last round we presented to a panel, which included the CFO (my prospective future boss).

As a former instructor, I was sure I had this one in the bag! My presentation was highly visual and full of relatable anecdotes guaranteed to hold their attention.

After a few minutes into the presentation, I noticed that the CFO was “less than charmed” by my creative attempts to engage the panel. He later asked questions about my research and lack of quantified data.

• I didn’t end up getting the job. Here’s why…

 
I lacked the ability adjust my delivery for all members in the panel, especially the CFO who was focused on facts and results. As a result, I was unable to earn his respect, much less prove my value in his organization.

I was the perfect example of being highly qualified, experienced and prepared. Yet, I ultimately failed to communicate my value by not speaking the same “language” of my interviewer.

Here’s how to learn the language of your interviewer and leverage it to your advantage!


There are 4 primary behavioral languages.
 
We are a mix of all four behavioral styles, however we each have one that stands out above the others. That is called our primary behavioral style.
 
There are many assessments out there to measure the behavioral analytics of a person. However, the one I prefer for this approach is DISC. It’s simple, easy to use and perfect in a quick assessment situation.
 
The key is to quickly assess your interviewer and determine which style is primary for them. Then adjust your communication responses to their style so you can deepen their understanding and connection.

The following is a breakdown of the general population and how they fall into the four behavioral styles.
 
As you read through consider which one also describes you!
 
 
D | Dominance –
10% of the population are drivers who like to take charge, have power, are bold and focused on the bottom line.
 
The “D” Personal Motto:
“Some people want things to happen, others wish they would happen, but I make things happen.”
 
How to pick them out in an interview:

• BEHAVIOR – highly focused, take charge of the interview and work quickly through the process.
• BODY LANGUAGE – head up, and use linear motions while pointing with one hand when talking.
• QUESTIONS ASKED – focused on business acumen, leadership, and stress management.

What they really want to know:

• How you will make things happen. They are not interested in hearing about problems unless you already have the solution ready to fix it.

Best way to answer their questions:

1. Be brief, bright, sharp, honest, to the point and avoid small talk.
2. Have your facts ready to go and be prepared to deliver a compelling response instantly.
3. Showcase your accomplishments and quantify your achievements with metrics.

Thank you note should include:

• An email shorter in length that uses bullets to highlight key points.

 

I | Influencing –
25% of the population are expressive, good talkers, outgoing, entertaining and impulsive.
 
The “I” Personal Motto:
“Live like someone left the gate open.”
 
How to pick them out in an interview:

• BEHAVIOR – energized by people and will talk primarily about their relationships with others.
• BODY LANGUAGE – talk emphatically with their hands in circular motions with constant eye contact.
• QUESTIONS ASKED – focused on relationship management, consultation, mentoring, coaching, communication and flexibility.

What they really want to know:

• How well you collaborate with others. They will want to better understand your strategies to effectively contribute and serve others on a team.

Best way to answer their questions:

1. Maintain eye contact, lean forward and be warm in your responses.
2. Focus on others and follow a servant leadership model when discussing the engagement and performance of those reporting to you.
3. Have a story prepared to showcase how you went the extra mile in a previous role to help someone and the value it brought to their work experience.

Thank you note should include:

• A specific area that you have in common with them and why you enjoyed the interview.

 

S | Stable –
40% of the population are amiable, steady, loyal, calm and understanding.
 
The “S” Personal Motto:
“You can’t live a perfect day without doing something for someone who will never be able to repay you.”
 
How to pick them out in an interview:

• BEHAVIOR – may seem shy or quiet and let others take the control of the questioning.
• BODY LANGUAGE – will not use their hands much or keep them in their lap with their legs crossed.
• QUESTIONS ASKED – focused on tenure, process, time management, and project management.

What they really want to know:

1. How well you plan your work and manage projects, process, operations, etc.

Best way to answer their questions:

1. Avoid showcasing academic accomplishments, awards, or getting too excited.
2. Stay steady, even tempered, calm and thorough in your answers; but keep it relevant.
3. Be prepared to show your value through data, specific facts, evidence, experience and consistency.

Thank you note should include:

• Your desire for a long-term commitment with their organization.

 

C | Compliance –
25% of the population are analytical, detailed, logical and factual.
 
Personal Motto:
“If anything can go wrong, it will."

How to pick them out in an interview:

• BEHAVIOR – extremely accurate, observant and follow the rules of the interview without exception.
• BODY LANGUAGE – sit cross-armed or somewhat sideways in an effort to not be fully open to you.
• QUESTIONS ASKED – focused on policy, procedures, compliance, and regulations.

What they really want to know:

1. How well you understand the core functions of the role and if your skills align.

Best way to answer their questions:

1. Your answers need to be factual with a keen attention to accuracy.
2. Lots of details are appreciated so long as they are relevant and help to create a complete picture.
3. Leaving answers in the gray or undecided will not sit well. Instead, bring 100% conviction.

Thank you note should include:

• A quick summary on what makes you the most qualified for the position.

 
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“Seek first to understand, then to be understood.” Steven Covey

True communication occurs when you know your audience and can adapt to meet them where they are first.

A great way to do this before an interview is to use the personality tool Crystal. It can identify the behavioral style of a person from their LinkedIn profile by using a Chrome Extension.
 
Just look up the LinkedIn profiles of those on the interview panel using Crystal. Then prepare answers to potential questions so they align with their behavioral style by using this article as a quick guide.
 
This is also a great strategy in preparing specific questions to ask each interviewer to ensure you are discussing the areas that matter the most to them!
 

Try looking at it this way -

How long do you think it should take to transition into that next level position? It actually depends on many variables. However, on the average it typically takes 1 month to find a job for every $10K you earn annually.

• For higher positions, the sooner you start the process - the better. Ideally, you should always be looking, developing your network and brand.

For my clients who have been recently laid off due to an acquisition, merger, etc., this is where the true panic sets in and this article is for you.

The best way to understand how to navigate the executive recruiting landscape is to get a clear vision on how and why companies hire their top talent.

In other words, you need to look through the lens of your prospective employer first.
There are typically only two ways companies recruit their executive talent; internally and externally. When you understand the drivers for each, it will help you know which companies to target and when.
 
Statistically, HR knows that -

Executives hired externally will be lower performing over time compared to those promoted within.

For example, in 2006 alone - 55% of the executives externally recruited outside of an organization in North America, and 70% in Europe, were forced to resign due to poor performance.

• Why? It ultimately comes down to a lack of knowledge about the hiring company.

HR traditionally knows that relying on in-house postings, referrals from current employees or even rehiring former employees results in higher performance. However, we don’t always have the ability to hire from within, due to the needs and current state of the organization.
 
Here’s how to determine if a hiring company is recruiting their leadership internally or externally.
You will need to ask the following 5 questions.
 
1.  Are they currently a high performing organization?

• If they are a thriving company, and profitable, then they will be less inclined to take the risk of bringing in an external candidate.

A great resource for finding business information on funding, mergers, acquisitions, as well as the competitive landscape for private and public companies is Crunchbase.
 
2.  Are there a high number of inside executives on the board of directors?

• This indicates that the company has a bounty of strong internal candidates to select from and will be less inclined to look externally for executive leadership.

One way to research this information is by going to the company website and reading the core leadership bios on the “About Us” page. You can further your research by also looking them up on LinkedIn.
 
3.  Does the company have a strong leadership succession or development program in place?

• HR knows there is a higher ROI by developing the current talent pool of an organization and if this function is strong they won’t have to look externally for specific skill sets.

Great Place To Work is an excellent resource to better understand a company’s benefits as are Indeed and Glassdoor for providing employee experience data.
 
4.  Are they looking to change their strategic direction?

• If their current direction is ineffective, or they need a fresh perspective, then they might be on the lookout for new talent and ideas. Otherwise, they are likely to stay the course.

One way to vet this out is to check the company’s social footprint or recent headlines in the news, trade publications, business journals, forums, or blogs. You can also try the Better Business Bureau.
A new CEO may be looking to make significant changes or chart a new direction. Look for major events like layoffs, mergers, buyouts, etc. as a sign that they might be looking to shake things up.
 
5.  What is the size of the organization?

• Most companies hire about 30% of their executive positions from external sources. However small companies, or those in the private nonprofit sector, hire up to 90% of their leadership externally.

The leadership of a smaller company is typically less qualified, forcing them to look outside of the organization for specific skills or top talent.
 
The Nutshell?
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Companies that are doing well, have a large pooling of internal leadership, and are not positioned to make any big changes will typically not hire externally.
 
The opposite is true for companies who are not performing well, have poor leadership and need a new direction. They are the ones positioned to bring in external executive talent.
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In an ideal world, all executives have updated and perfected resumes, clearly defined branding, a robust and warm network and ample opportunities knocking down their door.

• But in reality, it doesn’t always work out that way. Many are caught up working long hours, have poor work/life balance, or extended tenure in one organization and then find themselves unexpectedly looking for work due to circumstances outside of their control.

If you end up falling in the latter camp at any point in your career, then you will want to use this article to look through the “buyer’s lens” first when vetting out prospective new employers.

Everyone should get paid what they are worth. So, it only makes sense to ask for what you want and give employers the opportunity to meet your expectations. Right? 

Before you dive too deep into this mindset, you will want to look at this from the other side of the table first. Otherwise, you might lose the offer altogether or leave a poor impression with your prospective employer. 

How do you ensure that the offer negotiation process is a win/win and leaves everyone excited for the future? Easy, know the limits on both sides and meet them at the top of their offerings with justified concrete data.

What are you really worth?
 
First you need to understand your market value. 
 
You might be truly exceptional in many areas, but those personal differentiators won’t impact the local market and how you compare with the average compensation for similar roles.

• To better understand your value in the market, use a tool like Glassdoor’s “Know Your Worth”. This will show what others in your field, industry and region are being paid in similar jobs.

 
Once you know how you stack up to the competition you can see how your worth aligns to the position in question. It’s crucial to understand where your personalized range sits in comparison to the market. Here’s why:
 
HR knows your value in the market and if you counter too far out of range it may send the wrong message.

For example, let’s say the compensation range for similar jobs in that area is $95,000 - $142,000 and your personalized estimate is $103,000. 
 
Even though the market range goes up to $142,000, that doesn’t mean you should adopt that range for yourself since your experience, education, etc. will differ. 

• Use a 10K span. If your personalized estimate is $103,000, then a realistic salary range for you would be $98,000 to $108,000.

 
If their offer is within this range then you will be limited in your negotiation options and may need to exercise some creativity if you decide to counter so you don’t come across uninformed or too cocky.
 
What will the employer pay for the role?
 
Once you understand your market value then you need to research the pay grade or banding for the role with that employer. Most large companies are restricted by these ranges to maintain compliance with employment law and avoid litigation. 

• Employers will often not extend an offer outside of a pay grade or banding because of wage compression or discrimination.

 
Let’s face it, people talk and that includes co-workers and the topic of salary. Disgruntled employees are often created when they are not being compensated fairly in comparison to others performing similar work. See Adam’s Equity Theory
 
HR is very sensitive to unequal pay and will not approve an offer creating high levels of pay disparity.
 
How do you find out a position’s pay range for a specific employer? There are a lot of great tools out there to compare salaries with specific companies, but the one I like best is Paysa. Within a few clicks you can clearly see all the direct compensation metrics for each company along with other indirect benefits.
 
After all, it’s not all about the base pay. Often there are other benefits that you can negotiate which becomes a valuable strategy if your personal market worth is sitting below the 25thor above the 75thpercentiles. 
 
What else can you negotiate?
 
Once you have vetted out the direct compensation piece then you will want to consider all the other areas that will bring you value in your work-life balance and career development.

• When an employer can’t budge on base pay it gives you an opportunity to leverage other indirect compensation pieces that can be just as valuable.

 
For those who are wanting to continue their education, negotiating University Tuition Reimbursement can be highly appealing. Or, you might have your eye on a specific training, a professional development course or certification that you can factor into the negotiation.
 
Childcare is another huge expense for many and often companies can be more flexible to better working arrangements regarding travel and remote offices. In addition, certain health or fitness stipends can bring additional value to your bottom line.
 
Perhaps a sign on bonus or relocation package would be enough to bridge the gap financially?

Get creative on what is most important to you, but remember that if it involves going against company policy it will likely not be considered to avoid discrimination.
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Because of this paid leave, vacation time, medical insurance, 401(k) contributions, etc. can be a bit trickier to negotiate as opposed to education, training, moving expenses, contingency bonuses etc.
 
The next time you ask yourself, “Should I counter?”
 
Think first about the data. Do your research and approach the negotiation process without opinion or emotion. Be fully prepared to justify your response!
 
Express gratitude for the offer and be gracious in your communication. You can come to the table with all the right information but present it in an unprofessional way and loose an offer just as fast.
 
In a nutshell, always counter when it makes sense. Employers will expect you to not leave anything on the table and will respect you when you go through the process, especially when you keep the above in mind.