Being prepared is half the battle.

If you are one of those executive types unhappy at your present post and embarking on a New Year’s resolution to find a new one, here’s a helping hand. The job interview is considered to be the most critical aspect of every expedition that brings you face-to-face with the future boss. One must prepare for it with the same tenacity and quickness as one does for a fencing tournament or a chess match.  

This article has been excerpted from “PARTING COMPANY:
  How to Survive the Loss of a Job and Find Another Successfully”
  by William J. Morin and James C. Cabrera. Copyright by Drake Beam Morin, inc. Publised by Harcourt Brace Jovanovich.

Morin is chairman and Cabrera is president of New York-based
  Drake Beam Morin, nation’s major outplacement firm, which has opened offices in Philadelphia.

1. Tell me about yourself.

Since this is often the opening question in an interview, be extra careful
  that you don’t run off at the mouth. Keep your answer to a minute or
  two at most. Cover four topics: early years, education, work history,
  and recent career experience. Emphasize this last subject. Remember
  that this is likely to be a warm-up question. Don’t waste your best
  points on it.

2. What do you know about our organization?

You should be able to discuss products or services, revenues, reputation,
  image, goals, problems, management style, people, history and philosophy.
  But don’t act as if you know everything about the place. Let your answer
  show that you have taken the time to do some research, but don’t overwhelm
  the interviewer, and make it clear that you wish to learn more.

You might start your answer in this manner: “In my job search,
  I’ve investigated a number of companies.

Yours is one of the few that interests me, for these reasons…”

Give your answer a positive tone. Don’t say, “Well, everyone tells
  me that you’re in all sorts of trouble, and that’s why I’m here”,
  even if that is why you’re there.

3. Why do you want to work for us?

The deadliest answer you can give is “Because I like people.”
  What else would you like-animals?

Here, and throughout the interview, a good answer comes from having
  done your homework so that you can speak in terms of the company’s needs.
  You might say that your research has shown that the company is doing
  things you would like to be involved with, and that it’s doing them
  in ways that greatly interest you. For example, if the organization
  is known for strong management, your answer should mention that fact
  and show that you would like to be a part of that team. If the company
  places a great deal of emphasis on research and development, emphasize
  the fact that you want to create new things and that you know this is
  a place in which such activity is encouraged. If the organization stresses
  financial controls, your answer should mention a reverence for numbers.  

If you feel that you have to concoct an answer to this question - if,
  for example, the company stresses research, and you feel that you should
  mention it even though it really doesn’t interest you- then you probably
  should not be taking that interview, because you probably shouldn’t
  be considering a job with that organization.

Your homework should include learning enough about the company to avoid
  approaching places where you wouldn’t be able -or wouldn’t want- to
  function. Since most of us are poor liars, it’s difficult to con anyone
  in an interview. But even if you should succeed at it, your prize is
  a job you don’t really want.

4. What can you do for us that someone else can’t?

Here you have every right, and perhaps an obligation, to toot your
  own horn and be a bit egotistical. Talk about your record of getting
  things done, and mention specifics from your resume or list of career
  accomplishments. Say that your skills and interests, combined with this
  history of getting results, make you valuable. Mention your ability
  to set priorities, identify problems, and use your experience and energy
  to solve them.

5. What do you find most attractive about this position? What seems least attractive about it?

List three or four attractive factors of the job, and mention a single,
  minor, unattractive item.

6. Why should we hire you?

Create your answer by thinking in terms of your ability, your experience,
  and your energy. (See question 4.)

7. What do you look for in a job?

Keep your answer oriented to opportunities at this organization. Talk
  about your desire to perform and be recognized for your contributions.
  Make your answer oriented toward opportunity rather than personal security.

8. Please give me your defintion of [the position for which you are
  being interviewed].

Keep your answer brief and taskoriented. Think in in terms of responsibilities
  and accountability. Make sure that you really do understand what the
  position involves before you attempt an answer. If you are not certain.
  ask the interviewer; he or she may answer the question for you.

9. How long would it take you to make a meaningful contribution to our firm?

Be realistic. Say that, while you would expect to meet pressing demands
  and pull your own weight from the first day, it might take six months
  to a year before you could expect to know the organization and its needs
  well enough to make a major contribution.

10. How long would you stay with us?

Say that you are interested in a career with the organization, but
  admit that you would have to continue to feel challenged to remain with
  any organization. Think in terms of, “As long as we both feel achievement-oriented.”

11. Your resume suggests that you may be over-qualified or too experienced for this position. What’s Your opinion?

Emphasize your interest in establishing a long-term association with
  the organization, and say that you assume that if you perform well in
  his job, new opportunities will open up for you. Mention that a strong
  company needs a strong staff. Observe that experienced executives are
  always at a premium. Suggest that since you are so wellqualified, the
  employer will get a fast return on his investment. Say that a growing,
  energetic company can never have too much talent.

12. What is your management style?

You should know enough about the company’s style to know that your
  management style will complement it. Possible styles include: task oriented
  (I’ll enjoy problem-solving identifying what’s wrong, choosing a solution
  and implementing it”), results-oriented (”Every management
  decision I make is determined by how it will affect the bottom line”),
  or even paternalistic (”I’m committed to taking care of my subordinates
  and pointing them in the right direction”).

A participative style is currently quite popular: an open-door method
  of managing in which you get things done by motivating people and delegating
  responsibility.

As you consider this question, think about whether your style will
  let you work hatppily and effectively within the organization.

13. Are you a good manager? Can you give me some examples? Do you feel that you have top managerial potential?

Keep your answer achievementand ask-oriented. Rely on examples from
  your career to buttress your argument. Stress your experience and your
  energy.

14. What do you look for when You hire people?

Think in terms of skills. initiative, and the adaptability to be able
  to work comfortably and effectively with others. Mention that you like
  to hire people who appear capable of moving up in the organization.

15. Have you ever had to fire people? What were the reasons, and how did you handle the situation?

Admit that the situation was not easy, but say that it worked out well,
  both for the company and, you think, for the individual. Show that,
  like anyone else, you don’t enjoy unpleasant tasks but that you can
  resolve them efficiently and -in the case of firing someone- humanely.

16. What do you think is the most difficult thing about being a manager or executive?

Mention planning, execution, and cost-control. The most difficult task
  is to motivate and manage employess to get something planned and completed
  on time and within the budget.

17. What important trends do you see in our industry?

Be prepared with two or three trends that illustrate how well you understand
  your industry. You might consider technological challenges or opportunities,
  economic conditions, or even regulatory demands as you collect your
  thoughts about the direction in which your business is heading.

18. Why are you leaving (did you leave) your present (last) job?

Be brief, to the point, and as honest as you can without hurting yourself.
  Refer back to the planning phase of your job search. where you considered
  this topic as you set your reference statements. If you were laid off
  in an across-the-board cutback, say so; otherwise, indicate that the
  move was your decision, the result of your action. Do not mention personality
  conflicts.

The interviewer may spend some time probing you on this issue, particularly
  if it is clear that you were terminated. The “We agreed to disagree”
  approach may be useful. Remember hat your references are likely to be
  checked, so don’t concoct a story for an interview.

19. How do you feel about leaving all your benefits to find a new job?

Mention that you are concerned, naturally, but not panicked. You are
  willing to accept some risk to find the right job for yourself. Don’t
  suggest that security might interest you more than getting the job done
  successfully.

20. In your current (last) position, what features do (did) you like the most? The least?

Be careful and be positive. Describe more features that you liked than
  disliked. Don’t cite personality problems. If you make your last job
  sound terrible, an interviewer may wonder why you remained there until
  now.

21. What do you think of your boss?

Be as positive as you can. A potential boss is likely to wonder if
  you might talk about him in similar terms at some point in the future.

22. Why aren’t you earning more at your age?

Say that this is one reason that you are conducting this job search.
  Don’t be defensive.

23. What do you feel this position should pay?

Salary is a delicate topic. We suggest that you defer tying yourself
  to a precise figure for as long as you can do so politely. You might
  say, “I understand that the range for this job is between $______
  and $______. That seems appropriate for the job as I understand it.”
  You might answer the question with a question: “Perhaps you can
  help me on this one. Can you tell me if there is a range for similar
  jobs in the organization?”

If you are asked the question during an initial screening interview,
  you might say that you feel you need to know more about the position’s
  responsibilities before you could give a meaningful answer to that question.
  Here, too, either by asking the interviewer or search executive (if
  one is involved), or in research done as part of your homework, you
  can try to find out whether there is a salary grade attached to the
  job. If there is, and if you can live with it, say that the range seems
  right to you.

If the interviewer continues to probe, you might say, “You know
  that I’m making $______ now. Like everyone else, I’d like to improve
  on that figure, but my major interest is with the job itself.”
  Remember that the act of taking a new job does not, in and of itself,
  make you worth more money.

If a search firm is involved, your contact there may be able to help
  with the salary question. He or she may even be able to run interference
  for you. If, for instance, he tells you what the position pays, and
  you tell him that you are earning that amount now and would Like to
  do a bit better, he might go back to the employer and propose that you
  be offered an additional 10%.

If no price range is attached to the job, and the interviewer continues
  to press the subject, then you will have to restpond with a number.
  You cannot leave the impression that it does not really matter, that
  you’ll accept whatever is offered. If you’ve been making $80,000 a year,
  you can’t say that a $35,000 figure would be fine without sounding as
  if you’ve given up on yourself. (If you are making a radical career
  change, however, this kind of disparity may be more reasonable and understandable.)

Don’t sell yourself short, but continue to stress the fact that the
  job itself is the most important thing in your mind. The interviewer
  may be trying to determine just how much you want the job. Don’t leave
  the impression that money is the only thing that is important to you.
  Link questions of salary to the work itself.

But whenever possible, say as little as you can about salary until
  you reach the “final” stage of the interview process. At that
  point, you know that the company is genuinely interested in you and
  that it is likely to be flexible in salary negotiations.

24. What are your long-range goals?

Refer back to the planning phase of your job search. Don’t answer,
  “I want the job you’ve advertised.” Relate your goals to the
  company you are interviewing: ‘in a firm like yours, I would like to…”

25. How successful do you think you’ve been so far?

Say that, all-in-all, you’re happy with the way your career has progressed
  so far. Given the normal ups and downs of life, you feel that you’ve
  done quite well and have no complaints.

Present a positive and confident picture of yourself, but don’t overstate your case. An answer like, “Everything’s wonderful! I can’t think of a time when things were going better! I’m overjoyed!” is likely to make an interviewer wonder whether you’re trying to fool him … or yourself. The most convincing confidence is usually quiet confidence.

<blockquote>The MBTI identifies four different preferences that affect the ways people develop and act.  We’ll discuss them in detail in a moment, but first let’s look at the term “preferences.” 
 

To better understand the concept of preferences, clasp your hands together, noticing which thumb is on top. Then clasp them together again, putting the opposite thumb on top. Most people find that they are most comfortable or prefer to have either the left or right thumb on top. While they can certainly do it the opposite way, it is not as natural or comfortable. 

It is the same way with personality preferences. While we can, for example, get and use energy from both ends of the preference continuum, one way feels more natural and comfortable than the other. So the first concept to remember is that: 

The MBTI measures our personality preferences–those ways that we naturally and comfortably prefer to handle life. </blockquote>

Careers for Artisans:  Finding Freedom and Action

The most difficult to pigeonhole is the Composer (ISFP). They are driven by their values and usually have a strong aesthetic sense. If they have a driving force to do good, you may find them in medical or veterinary occupations or in social services or education. If they need to express their artistic talents, they may be a painter, a potter, a jeweler, a fashion designer, a carpenter, or a chef. Some are called to more technical occupations such as surveyor, botanist, or chemist. Still others are in the service industry as wait-people, beauticians, or retail clerks. Some do a variety of clerical services and may be bookkeepers or legal secretaries. Says Lorenzo, “Being a chef is more than making a good meal. The taste, aroma and presentation of the food must be perfect –like creating a great symphony.”

Series: Understanding Personality Type

The 16 types and their career skill-set preferences

Simple career tests: Look at the expression of different dominant functions below and ask yourself, which one describes what I do best in life?

In this series I will be describing each pair of preferences in some detail, including:

1. The main characteristics of people with each preference
2. Their special contributions in the workplace and their challenges
3. The problems that can arise from difference
4. How to maximise your contribution at work and minimise your stress

Part 1. Introduction.

The principles behind the MBTI are:

Part 2. Extraversion or Introversion.

In the second article in our series, Anita Houghton asks you to consider where you focus your attention–inside or out.

Part 3. How do you like to take in information? Sensing and intuition.

In the third article of her series, Anita Houghton explains the two different ways in which people take in information and how both kinds of information processing can complement each other.

Part 4. How do you make decisions? Thinking and feeling.

How people prefer to make decisions either on the basis of logical analysis (thinking) or what matters to the people involved (feeling), and how both approaches are needed for good decision making.

Part 5. How do you like to live your life? Judging and perceiving.

Shedding light on how we like to live our lives in the external world, whether organised and scheduled, or spontaneous and flexible.

Part 6. How personality type relates to job satisfaction.

In the sixth article of her series, Anita Houghton explains how your overall personality type can dictate what you enjoy and what you’re good at in work.

Part 7. What do type dynamics tell us about life stages and stress reactions?

Common sources of stress for different character types:

Extraverts: Too much time alone, solitary tasks
Introverts: Too many new people, not enough time alone
Intuitives: Too many details, lack of autonomy
Sensors: Uncertainty, lack of clarity, too much change, complexity, need to make long term plans
Thinkers: Emotional situations, disregard of logic, poor results from careful planning, hurting others’ feelings while in pursuit of goals
Feelers: Conflict, giving too much, violation of core values, perception that a problem is their fault, hurting someone despite best intentions
Judgers: Unexpected events disrupting careful plans, disorganisation, overwork
Perceivers: Tight deadlines or too much structure, situations where all options are closed

Part 8. Type and teams.

How your personality type affects how you work in a team.

Part 9. The importance of having all types in a workforce.

Just as damaging as choosing one preference over another is the expectation that individuals can excel in all the preferences. The ideal culture is one where there is a good understanding of personal preferences at all levels of the organisation, where all types are valued for what they do best, and where different kinds of people can work together in ways that are complementary. A diverse culture will attract a wide range of types, capitalise on all their talents, and provide a more congenial and productive working environment—and, of course, better service for clients.

Values in health care: a spiritual approach

The spirituality component of holistic health is difficult to define, qualify, and quantify; and how does one practise “spirituality” in health care? To help answer these issues, a group of healthcare professionals has developed a programme that aims to address these issues.

Consultant psychiatrist and programme director Sarah Eagger explains, “A group of us started meeting together in 2000 to explore how a spiritual dimension of whole person medicine could be integrated into the current healthcare system. We explored how best to help others and ourselves identify and apply core values in health care.” Four years of effort has culminated in the launch of “Values in Healthcare: a Spiritual Approach”—a spiritual development programme for all healthcare disciplines.

Core values

Values can be described as our core beliefs or the principles by which we live, or how we aspire to live. Who has inspired you and influenced your life and work? What values or qualities did they demonstrate? Compassion, kindness, practicality, dependability, integrity, humour, and honesty may be some of them. The BMA has identified a number of doctors’ core values, including: “competence, integrity, confidentiality, caring, compassion, commitment, responsibility, advocacy, and a spirit of enquiry.”[6]

Values affect how we live and work. One cause of NHS stress is when we are unable to honour values because of constraints or demands. For example, if you value listening to people but do not have the time to listen in the way you would like, or if you value family time but find your workload is too great to allow the time or energy you need. The Values in Healthcare programme aims to help healthcare workers identify their values and develop ways of reflecting them in their professional and personal lives.

Experiential, supportive, and inclusive

“Spiritual skills don’t necessarily come automatically,” explains Sarah Eagger. “So we decided we would detail a series of workshops in the programme, with the aim of “experiential” learning. Values in Healthcare focuses on the provision of spiritual tools, such as visualisation, appreciation, meditation, listening, reflection, creativity, and play.”

An underlying principle of the programme is “physician heal thyself.” General practitioner and programme contributor, Craig Brown, explains, “By supporting and helping healthcare professionals enhance their spiritual health, patient care naturally improves.” As well as addressing personal values like peace and compassion, the programme aims to equip healthcare workers with skills relevant for the workplace including cooperation, listening, respect, calmness, and humour.

Although focused on spirituality, the programme has not been directed at any particular “religion.” Sarah Eagger says, “We’ve kept the whole spirituality extremely broad so that it will appeal across the board. People from different religions have looked at it and found it inclusive.”

What’s the verdict?

The programme has received input from a variety of individuals drawn from healthcare professions and settings worldwide. A recent pilot involving a small number of healthcare workers in the United Kingdom showed a self reported reduction in stress and anxiety and improved self worth and wellbeing following the programme.

Compassion versus targets

A lack of whole person health care and spirituality may have contributed to some current healthcare problems. Certainly, this idea is supported by increasing numbers of patients using complementary therapy. Professor David Peters thinks it’s affecting healthcare professionals too: “Compassion and imagination are too often forced to give way to targets and performance measures. So doctors and nurses are losing the confidence they once had that they made a difference to their patients. Some are even leaving the professions.”

As with all aspects of medicine, when it comes to whole person medicine and “spiritual health,” we must seek, explore, and carefully examine the evidence. Spiritual health is difficult to measure but we could all benefit from taking a moment to reflect on values that drew us to, and continue to keep us in, medicine. Whatever values you hold, make sure they are your own. As for me, I’ve always found the principle of do as you would be done by a good place to start.

Full article: Whole Person Healthcare