1. Anne Marie Segal, AM ’96
May 24, 2017
Master the Interview:
Effective Strategy and Execution

2. Presenter
Anne Marie Segal, JD, CCMC, CPRW
Executive Coach, Career Strategist and Resume Writer
Author of Master the Interview: A Guide for Working Professionals
Background: 15 years as a practicing attorney prior to coaching
White & Case LLP, Wexford Capital LP and other firms
Education: J.D., NYU Law School; A.M., University of Chicago; and
B.A., Loyola University of Chicago
Contact: Six Landmark Square, 4th Floor, Stamford, CT
Phone: +203-274-7734
Email: asegal@segalcoaching.com
Web: www.annemariesegal.com
LinkedIn: https://www.linkedin.com/in/annemariesegal

3. Interview Strategy:
Before, During and After Your Interview
A winning interview strategy starts well before
the interview day and continues after it, including:
Intention | Organization | Interview Performance | Follow-Through
At all points in the process, focus on:
1) the needs of the organization and role
2) your unique offer (and your own needs)

4. Five Components to Successful Interviewing
1) Pre-Interview Contacts; Securing an Interview
Online Presence, Resume, Networking & Info Interviewing
2) Company Research and Connections
Know the Company, Prep for Q&A, etc.
3) Self-Preparation
Develop Your Personal Value Proposition
4) Interview Performance
5) Follow-Through

5. Pre-Interview Presence: Online and On Paper
You may be vetted initially
and repeatedly (for
professionalism, fit,
consistency, etc.) based on
information gathered in an
Internet search and review of
your resume.
Revisit LinkedIn and all
other aspects of your online
presence (social media and
otherwise) before embarking
on a job search. (Note: if you
have no online presence, that
can also be a negative in
some roles.)

6. Networking Your Way to Interviews
Most interviews (and job offers)
are obtained through networking.
To be effective, networking
should start with a goal. What are
you trying to achieve and who
can help you get there?
Networking is not about a
TRANSACTION (getting from
Point A to B) but about creating a
MEANINGFUL RELATIONSHIP
with another person.
Rather than hitting random cocktail
parties, start with your end goal and
determine your networking strategy
from there.

7. Informational Interviewing
• Learn specifics of a certain role/industry
• Decide among different occupations or
choose a specialty
• Have a chance to move out of your
comfort zone
• Focus/decide on your career goals
• Develop your value proposition
• Discover roles you did not know existed
• Ask questions that can help you prepare
for interviews
• Possibly arrange an opportunity to visit an
employer and see people “in action”
• Polish your interviewing skills
• IF the contact is keen and a role is
available, secure a job interview
Use informational interviewing to
make transitions, keep current with
trends, network with industry players
and stay at the top of your game.

8. The Capstone Interview Question
- Ask targeted, thoughtful questions to guide your research.
- If you need to know something about a company before an interview, where can
you best find that information? Online? Info Interview, short call or email?
- No single source of information is enough: synthesize different points of view and
find what “sticks” (put that UChicago education to work!)
- Why is the role for which you are interviewing actually needed at the company?
How would you benefit the company by joining?
Why Do You Want to Work Here?
Too many candidates underestimate the importance of this question,
especially as they get overwhelmed in the rush of job search.

9. More on Pre-Interview Due Diligence
Your research should include both basic and more nuanced points, as applicable to
the type of company/organization, such as:
How do they brand themselves? What goods or services do they offer?
If they own different brands or lines of business, do you recognize them?
What are their revenues, net sales and/or assets under management?
Have they had any really good (or bad) press lately? If they have had bad press, how
did they handle it?
What are their expected greatest drivers of growth in the short and long term?
Threats? Opportunities?
Do they have any helpful webcasts or other information online?
Please see the handouts for more examples of due diligence questions.

10. Self-Preparation: Value Proposition
Talents + Interests + Skills
+ Marketplace = Value Prop
Where do all four elements intersect?
This is your value proposition, and it
includes:
• Core Competencies
• Substantive (Hard) and Soft Skills
• Your Edge
• Benefits You Can Bring
Tailor Your Value Proposition to a
Specific Role – how can you create a
solid match?
To develop your personal value
proposition, see the handouts or
visit annemariesegal.com/
worksheets.html.

11. Preparing for Q&A
“Q&A Prep” with Stock Answers is Helpful but Limited
Think thematically. Have versatile examples ready.
What does the interviewer wish to learn by asking the question?
How can your answer demonstrate your value proposition?
Ques%ons May Be Asked to Uncover Your:
Character
Personality
Emo2onal Intelligence
Work and/or Management Style
Ability to Think on Your Feet
Value to the Company
Readiness to Do the Job
Leadership Abili2es
Career Goals
Credibility
And More

12. “Stock” Questions and Curve Balls
You can prepare for stock questions:
“What are your weaknesses?”
“Why did you leave your last job?”
“What compensation are you expecting?”
“Tell me about yourself….”
But not for all the curve balls:
“If you had 29 days left to live, what would you do with your time?”
(How does this uncover your ability to do the job? See slide above.)

13. Hypotheticals and Other Types of
Interview Questions and Tests
Find out what is standard for the industry/company, so you are prepared. Often
a recruiter will share this information if available, or you can ask your network.
Hypotheticals: “What would you do if you were asked to work on something
you found ethically objectionable…?”
Behavioral Questions: “Describe a time that a detail you thought to be
unimportant turned out to be very important….”
Have some clear examples in mind of pivotal projects in your career, so that you
can quickly adapt them to match the question.
Case Studies: McKinsey’s website and others have good examples.
Personality Tests: Answers will be scored for results and consistency.

14. Performing in the Interview
- Every person you meet, from the security guard to the CEO, is part of the
“interview team.”
- Consider it a meeting of colleagues – even if not of equals.
- Your clothes, body language, etc., should match your brand.
- Connect with the interviewer. Make eye contact. Don’t talk too much, get
off point or overshare. Answer questions asked (if not illegal questions).
Break your answers into “digestible” parts.
Question: “How would you approach [X] problem?”
Answer: “There are three steps I would take. First, I would...”
- Have a “get unstuck” plan if you become tongue-tied.
- Be ready for different interview formats (Skype, phone, panel, etc.)

15. Your Questions for the Interviewer
“Do you have any questions for me?”
Your questions for the interviewer are extremely important and
can make or break an interview. They should demonstrate:
- interest and curiosity,
- sufficient diligence completed on the company and role,
- appropriate timing and deference, and
- a logical thought process.
Plan at least 2-3 follow up questions.

16. More on Interviewing Strategy and Execution
- Don’t be afraid to raise concerns, but pose them thoughtfully.
Example: I just advised a candidate on how to delicately pose upfront the question of
compensation adjustments for a job in a “hot” real estate market.
- Think about your leverage for questions and negotiations – Are you
employed/unemployed? What are demand and supply in your field
and for someone with your skills? What are your alternatives?
- What does your gut tell you about the job? Do you need to speak
with others to understand the employer or role? Are there red flags?
- Negativity is the greatest interview killer. Get it out beforehand.

17. Follow-Through
- Ask in the interview about next steps and expected timing.
- Follow up with the right person. You may also, if appropriate,
follow up with your contact on the inside.
- If there is no guidance on next steps, you may follow up after
2 weeks, and then incrementally thereafter. At some point,
these can be “updates” that do not require a response.
- Have your interview debrief handy (see handouts) in case
you hear back from the company at an unexpected time.
- Keep interviewing elsewhere until the deal is sealed.

18. Master the Interview
For more on the topics covered today, presented in an interactive workbook format, see
Master the Interview: A Guide for Working Professionals, available on Amazon.com.
Presenta)on © 2017 Anne Marie Segal. All rights reserved.
Stock images credit: Adobe Images.

19. Thank you for joining today’s
broadcast
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previous webinar recordings, visit
www.careers.uchicagoalumni.org