Things may seem a lot friendlier when you start interviewing for jobs in the top echelons, but don't be fooled. The congenial atmosphere and extensive socializing may disguise the fact that you're being judged on how well you'll fit in and represent the company in public.
When being screened for mid-level positions, candidates typically visit a company two or three times, possibly receiving an offer during the last meeting. Interview discussions likely revolve around skills and abilities, on the premise that past performance predicts the future.
At the senior management level, the interview focus changes: Hiring managers and peers are more interested in what you will do for an organization and whether you can support its goals and vision. "They're looking for a person who can create and communicate the vision for the organization. You have to be very self-aware. If you don't know what you're looking for, it will really show at the senior level," says Terry Harlow, a corporate vice president in New York.
Interview protocol is also likely to differ at higher levels. The initial interview may take place over two to three days. You may meet more people and interact with them in group settings, such as at dinner parties. Your spouse may be involved in subsequent visits. Some companies will fly candidates and their spouses to tour the area and socialize with executives. If the company is based in another country, you may fly there for interviews. If you receive an offer, you or your recruiter may be involved in lengthy negotiations over the details of your compensation package, which could include performance and sign-on bonuses, stock options and real-estate perks.
Due to the travel, time-zone changes and interaction with company officials from breakfast through dinner, you may find the pace of interviewing exhausting. To alleviate the stress of all-day interviewing on top-level candidates, Marketswitch, a marketing optimization software company in Dulles, Va., provides them with amenities during breaks between meetings.
"We always have a conference room available. It has a pitcher of water or soft drinks, note pads and a phone," says Lisa Bettinger, Marketswitch's chief talent officer. "Typically, each interview is an hour, so they have a 10-minute break." Ten minutes can seem like a spa experience during a stressful day of interviews.
The following tips can help you master senior-level interviews and move into the higher echelons of a company successfully and smoothly:
Think of yourself as already there. You must exude the confidence that comes from success. "You have to go to an interview as though you're already there. Everything you do must speak of that. If you act as though you're stepping up, that's how you're perceived." says Janet Jones-Parker, managing director of Jones-Parker/Star, a retained recruiting firm in Chapel Hill, N.C.
Dave Opton, chief executive officer of ExecuNet Inc., a networking group for executives based in Norwalk, Conn., agrees. "You have to look and play the role," he says. "You must carry yourself as a leader."
Part of fitting well is being able to represent the company and socialize well at high-level functions. Poor etiquette is a red flag. Andrea Eisenberg, New York region managing principal for Right Management Consultants, a Philadelphia outplacement firm, says the firm was concerned when a client who lacked good table manners was expected to socialize at high levels in upcoming interviews. To help him fit in, the firm bought videos and books on etiquette for him to study. His improved social skills helped him land an executive post.
A meal after interviewing all day is no time to relax, says Mr. Opton. This isn't a "confirmation dinner," he says. "It's still an interview." He knows of candidates who lit up cigars after dinner without asking company officials for permission. One was eliminated from consideration after blowing smoke into the eyes of the CEO's wife.
Not making rookie mistakes is another facet of acting the part. For instance, forcing written credentials, such as a resume or recommendation letters, on interviewers shows a lack of sophistication. Wait until you're asked for them. "People who begin the interview with a resume, portfolio, deal sheets or financial statements don't understand that the interview is already over," says Ms. Eisenberg.
Your spouse must also think in terms of being there. The career move should be viewed as an important family investment, and he or she should reflect this during conversations with executive recruiters, company personnel and real-estate agents, says Ms. Bettinger. Spouses should seem eager, excited, flexible and positive.
At the same time, spouses must view everyone they talk with as a company representative and be circumspect. If a relocation is involved, any negative comments about the area might be seen as possible barriers to a deal.
"As part of every senior-level interview there's a high level of social interaction," says Bernadette Kenny, executive vice president of Lee Hecht Harrison, an outplacement firm based in Woodcliff Lake, N.J. "The way you speak or write a thank-you letter, your spouse's behavior, all are important. The challenge for [you and your] spouse is to understand that you're playing in a different league."
Think, speak and act strategically. When interviewing at upper levels, companies often will reveal negative financial information to gauge whether candidates can help solve their problems. "When you get to these levels, you aren't really looked at because of your experience and background," says Buster Houchins, managing director of mid-Atlantic operations for Christian & Timbers, an executive search firm based in Cleveland. "That's only your ticket to the interview. They're looking for leadership. It's all about getting people excited about a vision that's bigger than your own personal vision or goal."
If asked to comment, senior job candidates shouldn't be afraid to express their views, says Mr. Opton. "A lot of your value to the organization comes from your ability to communicate your point of view effectively even if it's contrary to their own," he says. "That's part of why they're considering you for the role. They're usually looking for someone who isn't afraid to take a risk."
Before speaking, however, evaluate the effect your remarks may have on interviewers. At all costs, avoid making patronizing comments or criticism that can be construed as personal.
Ms. Kenny advises asking about the strengths and weaknesses of company strategy. Candidates then should ask about and evaluate any opportunity they might have to contribute to those strategies. "Mirror the challenges that the company is facing with strategic examples of your own," she suggests.
When interviewing for her current position as vice president of professional development for a risk-management company, Ms. Harlow says she asked senior-level business managers "What's important to you?" The question helped her to learn if their perception of the company's vision matched the company's version and whether she could support it. Consistent answers can reveal common strategic goals, while inconsistent replies may be a warning sign of unfocused goals, or worse.
Jean-Claude Noel, chief operating officer of Christie's, a New York auction house, believes in being well prepared and asking a lot of questions. Although the interviewer may be judging you on fit, you're on a fact-finding mission, he says.
Show that you're a team player with everyone you meet. Think of yourself as part of the team and treat everyone equally from the outset. Adopt a "we" mentality instead of focusing on your needs, wants and desires.
A candidate who did well during interviews yelled at a subordinate on his cell phone during a ride to the airport in a company limousine, says Mr. Houchins. After the driver reported the candidate's tone, language and attitude to company higher-ups, he was eliminated from consideration.
"It's dangerous to assume that the person you're meeting with matters a lot or doesn't matter at all," says Ms. Eisenberg. "That's the landmine. Be certain to engage every person at his or her level. What matters most is fit."
Mr. Houchins says it's important to know who you are and stay in character. "Whoever interviews you will be asking 'Could I work for this person?' " he says. "Don't try to be someone you aren't. Be comfortable with your strengths and weaknesses. People who can't demonstrate that kind of humility normally don't get to take the next step up."
Don't be deceived by the casual atmosphere. Spending long periods of time with hiring managers and breaking bread with them often makes candidates feel very at home. After a day of meeting with 10 people, it's natural for candidates to get comfortable, says Paul Villella, president and CEO of Hire Strategy, a Reston, Va.-based executive-recruiting firm. Be careful of letting your guard down, he says.
"You have to be most cautious with the most casual," he says. "You don't want to treat them as though you have known them for years. You must manage your relationships."
Led by firms in the technology sector, company environments have become more casual. When interviewing, err on the formal side and come prepared. "[An interview] is an occasion to be a little more conservative and professional" in both dress and style, says Mr. Villella. "Most tech executives are used to winging it. They rarely had to go through planning. I recommend preparing bullet-point notes for your interviews."
Adapt to the culture of the company. Understand the basis for the company's culture and try to complement it. This is especially important if a firm is headquartered overseas.
As a dual citizen of France and the U.S., Mr. Noel is attuned to cultural differences. You "need to understand the culture of the country you're interviewing in even if you aren't going to live there," he says.
German companies, for instance, are more formal than U.S.-based firms and an interviewer would always be called Mr., Mrs. or Miss, never by a first name. When interviewing at one company, Mr. Noel had to juggle cultural differences of three countries. He met with the company in the U.S., and then flew to meet managers in Madrid and London. At global firms, he says, "you must reflect the ability to understand the global business."
Whether you're jet setting or spending a day locally, interviewing at high levels offers unique challenges. As Mr. Opton says, "Ability to adapt helps to make a good leader."
