Get a Job
“What stories should I develop before I go for an interview?
You need at least three stories walking in. Have a “who I am” story that says a lot about who you are and who you are not.
You also want ready answers to the highly predictable “Tell me a strength and a weakness” request. Make your answers value in actions stories. Both are a time you shined but one is a unquestioned value, and the second is a value that can be a weakness in certain situations.
How do I come up with a story like that?
What qualities do you bring above and beyond your resume? Why will they be glad they hired you two years down the track? Once you have discerned your best qualities you can look for a story that showcases those qualities. This website has “how-to” guides for all six kinds of story.
What if they don’t ask that question?
Listen to a politician on TV or radio – no matter what question is asked they turn it around to what they want to say. You can do that too. Most questions are just probes anyway – if you tell a story of substance they will be engaged.
If someone asks me a direct question –won’t they get irritated if I launch into a story?
People get irritated when you waste their time. If the story feels like a waste of time they should be irritated. The truth is an interviewer is more irritated with monosyllabic answers. If asked a direct question: “Have you worked overseas?” And your answer is “no” – for heaven’s sake add a story that tells a more complete and informative picture: “When I was growing up we lived in Germany and Japan. I remember the move to Japan. On the first day of school…”
What about people who want me to cut to the chase?
Impatient people want fast results – make sure your story delivers. If a picture is worth a thousand words a story can be worth ten minutes of interviewing. Impatient people will appreciate a brief example. Anyone who says, “Give me an example is really asking for a story.”
Still matching the person’s pace makes them comfortable. In this case you can use a teaser so they ask for your story. For example: “I prefer to lead in a collaborative manner. But if a group needs it I can be directive enough to go fast. Like the time my group’s budget was cut 30% and we had one day to decide how to deal with it.”
What if I’m only given five minutes to make a presentation? How could I fit in a story?
You can’t fit in more than one maybe two very short stories. Find the right story and then edit it down. I have a one hour performance length version of Joan of Arc that I can tell in three sentences. “Joan of Arc’s biggest mistake was embarrassing her boss. He looked like a wimp when she’s beating the hell out of the English and he’s too scared to travel for his coronation. When it was time for him to ransom her – he left her hanging.” And then I might talk about customer service figures and how our technical support might be making customers feel dumb. Or leadership training – and the flexibility to train an introvert and an extrovert. Or telling the truth and the three ways to help others save face.
Do I need to test a story before I use it?
It is very important to test your stories. Not so you hear someone’s critique (which will kill a baby story) but so you can hear yourself. You need a “sounding board” because you can’t really hear your own story without looking the eyes of a delighted listener. Looking into the eyes of a critical listener causes you the hear only the bad parts of your story.
When should I be asking my interviewer to tell me a story?
It’s a good idea to work the interviewer around to telling you a story when you:
• aren’t connecting
• want guidance
• want to know what is expected
• what might get you into trouble
• need time to think
How do I get them to tell me story?
Ask an open ended question and if they give a one word answer, encourage them “Can you tell me more about that?” Ask about a detail. “What happened when…X did X?” Who, what when where…ask for specific details to help them remember an the experience so they can narrate it for you. If they push back, stop. Some interviewers feel dumb if they can’t answer your questions. Never make an interviewer feel dumb. Instead tell a story/example and ask “is that the kind of thing you mean? Your story will help their brain shift to story-thinking and they will be more likely to remember a story in response.
Where does story fit into career planning?
Your career is a result of the story you tell yourself about who you are, why you are here, what you have to offer, etc. If you career is planned simply on goals (a salary of $100,000) it doesn’t tell you want to do in ambiguous situations. Your “who I am” story helps you make decisions that consistently keep to your values as well as your goals. When you are clear you are a person of integrity for instance you may not take a particular job for $100,000 because the industry violates your ethics. My career story: I learn as much as I can and give it all away so I earn the right to learn more, means I don’t withhold info from people who can’t pay. I decided “generosity” would be my competitive advantage. When an acquaintance phoned and asked I ended up faxing my intellectual property to him before I’d published or presented it myself. He presented it at his toastmasters club. Someone there heard it, asked to speak to me, hired me to speak at a regional conference that lead to my speaking at a national conference. That story helps me remember who I am and how I act – because it can feel stupid to share intellectual property when everyone else licenses and trademarks everything they do. “
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“Okay, on three, everyone take two steps to the right.”
“If they can’t tell us apart, no one gets in trouble.” If you’re afraid to stand alone, you’ll never stand out. A cohesive team can move quickly, but a scared team isn’t going anywhere fast.
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“Concrete wall.. Dam.”
Ahhh, the frustration of working in large organizations. If you don’t have a sense of humor you’re miserable and chances are you just make everyone else miserable.
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“What do you mean I’m not approachable? I AM smiling.”
Your face tells employees a story. They wonder do I tell the truth? Or do I let some other sucker do it…later?
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“Have I ever told you the one about the time I grew back from just one arm?”
There are some stories that get old. Yes, they were amazing the first time we heard them. Fifteen years later, not so much.
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“Personal space? What do you mean I’m in your personal space?”
Revisiting the original vision story can soothe petty frustrations brought on my late hours, too much caffeine and purported refrigerator thefts.
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“So I know I’m the new guy, but I have some really great ideas. Seriously, they are great ideas!”
Enthusiasm is often viewed as naivete’. Slow down! Tell a story that builds your credibility. Let your ideas reveal themselves to your listeners.
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“What I could teach you, my dear. Come closer and sit awhile.”
Wasps match some human behaviors: dominance, deceipt, and opportunism. All queens start alone, and manage the hive as a hierarchy. Everyone has a story, don’t be afraid to ask.
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“Call in the sharks. That new fish is getting on my nerves.”
People (and fish apparently) will “kill the messenger.” Wrap the truth in story and avoid the sharks.
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Most. Boring. Powerpoint. Ever.
No one will ever complain if you replace a powerpoint slide with a good story.
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“Here are the chocolate candy samples. Maybe a lighter brown?”
Not flattering, but we remember “ick” details. Disgust is one of the original emotions. Just don’t overdo it.
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“When they talked about transferring us I really expected we’d have a desk and everything.”
If you want to improve morale it takes more than telling a new story. The story needs to be true.
“When they talked about transferring us I really expected we’d have a desk and everything.” -
“HQ promoted me to be team leader. Correct me if I’m wrong…but do you see a team here?”
Before you get mad, consider explaining your frustration with a story to put your listener in your chair and see what you see.
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Please just look at the new budget. Pretty please?
Some stories last a day. If you asked for too much money, you could plaster this little guy’s face all over the office. Do your own campaign on frugality. Wear old clothes. Tell a story.
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“Fine. I’ll go to your two day retreat. But I’m not hugging anybody!”
Story feels too touchy-feely for some. Don’t force it. They might cry and get snot on your shoulder.
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You want me to what? I don’t know any stories!
Most everyone says this when you ask them to tell a story. Keep prompting, what happened when…? Last big crisis…?
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“I’ve heard it all before, you little monkey. Try again.”
New. Original. Unique. Products? Yes. Human needs? Nope. You can still use old stories to understand human needs.
“Yeah right, like a guy with a blue and red nose could possibly get promoted around here.”
Turf wars are just another form of discrimination. Whether people discriminate on the basis of status, occupation, geography, or industry the ten territorial games are the same. The idea is to fight all forms of discrimination.
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“We didn’t have any problems until you arrived. A little sand in our faces, but no problems.”
Big stories rewrite reality. Welcome fear, it means people care.
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WILL YOU PLEASE SHUT UP?
Keep yelling…or ask to hear the story behind that constant suggestion? Listen it out of them and they will see the error in their thinking or you learn something.
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“Hey, you can implement any policy you like….it doesn’t mean it’s going to happen.”
There are ten territorial games people can play to block implementation. All are driven by the story they tell themselves.
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“I’m your new boss. Allow me to demonstrate the parade rest I expect when I enter the room.”
Military style management can alienate staff and kill creativity. Obedience is the lowest form of cooperation.
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“One more bite and we won’t ask again….promise”
Some people are never happy no matter how much you give them. The trick is to teach them to fly and find answers by themselves.
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“Tony, give up already. If they really wanted us to fly…they would have given us wings that work.”
Doing more with less makes sense as long as you give staff the tools they need. Give your staff the tools of self awareness, storytelling, and dialogue.
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“Having a positive attitude won’t make you more successful…but it will irritate your enemies enough to make it worthwhile.”
Sometimes the most valuable thing a group can do is lighten up a little. Creativity is more accessible when people are relaxed and having fun.
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“Statistics say one in every four people suffer from mental illness. Look around. If the three people closest to you seem okay, it’s you.”
Sometimes a work group needs some good ol’ fashioned therapy. Telling the truth, hearing the truth, venting emotion. Afterwards everyone is exhausted, incredibly relieved that it’s over, and ready to get back to work.
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“The entire team had our hair done just like the boss’s. It’s your turn.”
There is more than one right way to accomplish goals. Diversity isn’t just driven from the top down. All staff play a part in rewarding diversity.
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