HANDLING OBJECTIONS AND DIFFICULT QUESTIONS
                              
                          Part One
                              
                                          By Richard W. Van Doren, Ed.D.
                                                                        

Everyone who has gone through the interview process while on a job
search has, sooner or later, been confronted by an objection or a
difficult question.  How you react at that time can spell the difference
between success and failure as a prospective candidate.  If your
immediate response is to become defensive, flustered, or aggressive, you
may have just lost out on the best job of your career.  If, on the other
hand, you remain poised, thoughtful and take control of the situation,
you may have come out the winner.

The difference in response can mainly occur in how you perceive the role
of the interviewer and the nature of the question.  If you perceive the
interviewer to just be doing his or her job, you are half-way to being
in charge of yourself and the situation.  When you think about it, the
role of the interviewer is to test and verify the information on the
resume, validate the appearance and mannerisms noted in the process so
far, define the person's style and probe for flaws in all the above.  In
summary, it is to get to know you as you really are and not be taken in
by the courtship of the process which could potentially result in a "bad
hire" situation.

On the other hand, it is your job to present yourself well -- being the
best "you" that you can be so that you are evaluated fairly.  In as much
as there is no such thing as a perfect candidate for any job, there are
bound to be trade-offs on either side of the match equation.  Not adding
confusion and emotion to those trade-offs is the name of the game as far
as the candidate -- you -- are concerned.  Therefore, it is your job to
screen yourself in where there is a good fit of background and style.
The more you can depressurize yourself through preparation, the better
you will be able to present yourself.  Anticipation of how you will
respond to logical questions about your background and preparation and
practice of the responses are the keys to being successful.

The title of this two-part article is a clue to the fact that there are
differences between "objections" and "difficult questions".  A clear
understanding of the difference is helpful in learning how to handle
each one.  For our purposes here, we will define an objection as "any
statement about your background that appears to be of concern or
deficiency to the interviewer -- and that happens to be true".  [I will
define the difficult questions in Part Two of this article]  Examples of
objections could be as follows:

u    lack of a college degree or a particular major,
  advanced degree, etc.
u    lack of a certification
u    lack of multiple languages
u    insufficient number of years of experience to that
which was advertised
u    having only worked for one company
u    having worked for too many companies in too short a
time period
u    not being from a particular industry
u    not having worked in that kind of position before
u    lack of a particular skill.

There are probably as many objections as there are situations and
positions and candidates combined.  However, you can most likely see
that there are some in your background which you can anticipate an
interviewer asking about.  Now is the time to prepare and practice for
them.  Waiting to be in the situation and "winging" it is NOT a good
idea.

"But", you say, "I can't memorize answers -- it'll sound too canned and
rehearsed".  If that is the case -- AND you have recorded your answers
on tape at least 10 times each, I suggest that you at least memorize the
bulleted outline for each objection or question so that you are truly
prepared and can relax in the situation knowing that you are as ready as
you can be to deal with it.  Now that you are ready to prepare for the
main event, let's talk about how to handle the situation when it arises.

As we indicated above, the first step is to realize what the job of the
interviewer is -- and to realize that he/she is just doing a good job by
raising the objection.  The next step is to think like an interviewer
and outline what the possible objections to your background could be.
To get help in this area makes sense.  One of the things that you should
be asking about in your networking or informational interviews is what
the possible objections to your background might be.  That will give you
a head start.  You might also run it by a spouse, best friend,
colleague, mentor, etc. to see what they could come up with.  Armed with
this information, ask them how they would answer it.  Look for all the
logical facts that could support your candidacy in spite of the fact
that the objection has stated something about you that is true and that,
to this point, doesn't fit with their "ideal person".  Now you are ready
to handle the moment.  The following are some practical tips to assist
you:

u    DO NOT react negatively or show your frustration,
  anger, disgust, irritation, disappointment, panic, or any of
  the other things that whip through your mind at the time.
u    DO take a moment to collect your thoughts before you
  begin.  Contrary to popular thought and feeling, no
  interviewer has keeled over in a feint when the candidate
  paused to frame a good answer.
u    Try the following sequence of responses:
1.   "I appreciate your concern" -- this is just the
  opposite response that most people attempt.  Most people try
  to immediately argue the person out of their point of view.
  To do that just intensifies the resistance and you then
  fight up-hill all the way.  Start by agreeing with the
  person.  Your both on the same side.  In fact, you can even
  build it higher by adding, "In fact, if I were you, I'd be
  wondering the same thing myself and I'm glad that you've
  brought it up".  This honors the point even more and also
  says that you are afraid of it.
2.   "As I understand your requirements for this job, you
  are looking for a person that has A, B, C, etc., is that
  correct?"  Here you have identified and outlined your
  logical reasons, so far as you could, that will support your
  position.  you have also gotten clarification about the job
  and its' requirements so that you don't miss anything in
  your response.
3.   "If I could show you that I can do A,B,C, etc., would
  that affect how you view my candidacy?"  If the answer is
  "yes", you are then home free.  All that you do next is
  proceed to give the information about your background that
  fits the outline and ask if he/she is satisfied at the end
  of it.  If the answer is "No", then you must ask the
  critical question, "what's missing".  If the important
  aspect of that response is something that you can't provide
  a suitable response, move to the number 4.
4.   "How important is that fact.  Could I expect the
company to help me to grow in this area?"  This show s the
interviewer that you recognize the importance and are
willing to do something about it.  The something might be
formal schooling or training [Do they give you time or
financial support in this area?] or is there an opportunity
to be coached on-the-job or via a mentor, etc.  "Perhaps we
can make that a priority in my goals and objectives for next
year."
5.   "Does that help you with your concern about
  __________________?"  You've done the best that you can with
  that area and it's time to move on an not dwell on it.

You may wish to reinforce your response to this objection in the
thankyou letter that follows the interview.  You will have to use your
own judgment about how well you think you handled it or how important it
was to the interviewer.

The most important objection, however, is the one that you know should
come up -- and never does.  This is the "silent objection" that doesn't
get raised and you haven't had a chance to handle and present your side
of the case.  If you think that this is happening, you had better get
you word in NOW -- there will probably never be another chance.  They
will sit with their perception and it will stay with you through the
evaluation process.  When it comes time for a decision -- you'll be
handicapped if you did nothing to dissuade them.  In the case of a
silent objection, you must do the following when they ask you, "Do you
have any other questions that I might answer?":
u    "I've wondered why you haven't asked me about something
  that I thought would be important to you." [Here pause to
  let them ask what it is -- or for dramatic effect.]  "What
  about ___________________.  Is that something that concerns
  you?"
u    If it is, proceed to attack it as above, remembering to
  start with an agreeing statement.
u    If "no"  you must again use judgment about how much
  importance or what kind of disadvantage vis-a-vis your
  competition this objection places you in.

NOTE: contrary to popular belief [and wishful thinking], -- bringing up
a silent objection will not plant the idea in their mind to be held
against you in the future.  Rather, it will show that you have prepared
yourself for the interview.  AND, it will also present yourself in the
best light possible to compete with the other candidates who may or may
not have the same objection in their background.

Remember, as in answering any question, use the following tips to
present yourself well:
u    Be certain that you heard the question correctly and
  understand it.
u    Be BRIEF and don't ramble.
u    Use positive language wherever possible.
u    Illustrate your points with a short "war story" for
good effect.
u    Ask if that satisfies the interviewer; clarify if it
doesn't.
u    If you can't speak to the objection say so.  Answer
later through the thankyou if necessary.

Next Month:  Part Two of this article will deal with handling Difficult
Questions -- unless you have a series of specific objections that you'd
like help with.  If that is the case, please forward the scenario and
objection and the author will give some possible responses next month.
See the end-note for the address.

                             ***

Dr. Van Doren is a Vice President with Manchester Partners
International, MC Division, in Princeton, NJ.  He has been working as a
consultant to business and industry since 1980 providing expertise on
issues in outplacement and career development.  With a doctorate in
Counseling Psychology from Ball State University, he is currently
devoting most of his time to the areas of organizational & management
development and executive coaching & performance.

IF YOU HAVE QUESTIONS OR TOPICS OF INTEREST  that you would like Dr. Van
Doren to address in future articles, please forward them to Manchester
Partners International, 5 Independence Way, Princeton, NJ 08540 or
email: rich_vandoren%manchester@notes.worldcom.com

----------
           HANDLING OBJECTIONS AND DIFFICULT QUESTIONS
                                
                            Part Two
                                
                                               By Richard W. Van Doren, Ed.D.
                                                                             
In Part One of this article, we dealt with the basics of handling objections
during interviews.  As we noted, one of the primary concepts was to
understand that the interviewer's job was to uncover both the strengths of
the candidate as well as the areas for improvement.  In that manner, the best
possible hire would take place.  As the interviewee, however, you want to
make certain that you do the best possible job in presenting your strengths
while minimizing the effects of shortcomings.  In particular, you wish to
avoid making serious blunders that are unfair to you.  Understanding this
scenario will go a long way to breaking the cycle of becoming defensive over
objections.

In like manner, the same scenario applies to handling difficult questions.
The interviewer should be doing his or her job properly by delving into all
facets of your background which are job related and which do not violate EEO
and Affirmative Action guidelines.  In addition, the same practical advice
applies to both handling objections and difficult questions with regard to
anticipation of what questions are most likely to be asked:  BE PREPARED!

Questions of most interviews will fall into categories.  The categories
include your present circumstances, what your skills are, what you are
looking for, what kind of contribution you can make, what you are like as a
person and co-worker, and the things that motivate you or present you with
learning potential.  If you are a manager, the interview should also
investigate how you develop your people and what your management style is
about as well as how effective you've been.  Let's take a look at some of
the most common questions that you should prepare for.

What is prompting you to leave?

There are several variations of this basic question, but what the
interviewer is driving at is the circumstances of changing jobs.
Responses should NOT be seen as an opportunity to give a litany
of the past wrongs or the current bad news.  As an interviewer, I
don't care about past wrongs and I am concerned at how well you
would talk about me should you choose to leave my employment site
as well.  On the other hand, this is not a case in which you wish
to lie or fabricate an answer.  As with every question during an
interview, the answer must therefore be both honest and positive.

A few examples:

[Downsized termination]: "As you may have read in the media, my
company has gone through a number of restructurings.  This was
probably necessary in terms of the business, but it caught me
along with a number of other good people in this last go around.
On the other hand, it may well be a blessing in disguise because
I really would like to focus on _____________________ in the next
assignment.  That's why I am here.  In what way could I use more
of my skills in _________________________ to help your company?"

[Boss and you don't get along]  "Well the job and company have
been great.  I've really learned a lot about ______________ and
have made some significant contributions.  Specifically, I have
______________________ .  However, over the course of my tenure
there, my boss and I have come to see things differently and to
honestly disagree over the direction the [company, department,
etc.] should be taking.  We have decided to part amicably and I
am now looking for a chance to use my abilities and skills in the
area of _________________.  That's why I'm here.  I'd like to
hear about where your company is headed and specifically how they
would like to utilize a person with my skills in ______________.

[Blocked for advancement]  I have enjoyed working at ___________,
but I believe that I have learned as much as I can in the area of
_________________________.  I would like to be able to grow and
develop in my job, but that doesn't appear to be the situation
for the foreseeable future.  I thought that this would be a good
time to explore the opportunities in expanding my use of ________
skills and to make a contribution with the things that I have
developed in the area of _____________________.  Tell me about
the possibilities in this job/company?

Note that each response is short and to the point;.  It is also
unapologetic about the circumstances and the candidate uses the
opportunity to focus on where he/she is going and what he/she can
contribute.  The answers also end with a question back to the
interviewer to redirect the course of the interview and to begin
to develop more information about how the candidate can make a
contribution.

Why are you interested in this company/job/etc.?

Again, this is a common question that allows the candidate to
demonstrate some forethought and preparation.  If you have done
your homework, you should know something about the strategic
direction of the organization, its marketing niche, the skills
needed for this particular job, etc.  All of these should fit in
some way with your background.

"All of the things that I have read indicate that your company is
expanding by acquisition of small entrepreneurs.  That is an area
with which I have a great deal of interest and quite a bit of
experience.  I am an expert at merging systems and upgrading
those that are behind in the technological curve.  I also know
that there are considerable savings that can occur through the
integration of common support bases.  In my last role, I was able
to save the company ________________________ millions of dollars
through such an upgrade."

"My network meeting with _____________________ was a great chance
to hear about how your company was repositioning its
______________ product line.  When I worked for ______________, I
had the opportunity to reposition a similar line with the result
of expanding the revenue base by _$______________ million."

In each of the above examples, the candidate uses the question as
a platform for demonstrating that he/she has done a good job of
preparation.  It is also a good platform for demonstrating how
the person contributed some concrete results in their past
positions.

What are you looking for?

This is a chance to design the ideal job for you -- or the
opportunity to talk yourself out of an offer.  In other words,
this is no different than most of the standard questions.  If
done properly, it can be a springboard for getting ahead of your
competition and standing out as unique.

"Ideally, the job that I am looking for would offer the chance to
do __________________________.  As I understand the skills needed
for this job, it sounded like a good fit.  Is that on target?
[If not and you still would like the opportunity]:  Well, the
trade-off with my ideal would be the chance to do
_________________.  That still sounds like a great fit to me.

What traits would you look for if you were the employer for this
job?

Allows you to demonstrate your understanding of the job
requirements and how they align with your skills and personality
traits.  Be sure to end the answer with a check on how it played.
That is, with a return question like, "Does that make sense?"
"Is that how you see it, too?"  "Have I left anything out?"

What kind of money are you looking for?

If you don't have some kind of realistic range for this question,
you probably shouldn't be interviewing yet.  You should be
gathering this kind of information through reading surveys,
networking meetings, grilling the head hunter, etc.  Make it wide
enough to give some negotiating room.  Start at a realistic level
for your needs and then question in return what the employer had
in mind.  Two Cautions: One, if this is coming at the very early
stages, it tells you that the employer is probably looking to
screen on price more than other factors.  You want to stay in the
running -- as long as the ballpark is correct, don't try to
settle on any particular figure.  When the complete job is laid
out, you will be able to come to some fair exchange -- or you
won't want to work there anyhow.  If the question doesn't come up
in the first or second interview -- don't worry about it unless
the job description sounds as though it is way off target for the
amount that you would expect to be paid.  The second caution: once
you begin to discuss money and negotiate around a salary, NEVER
shut off the discussion until you have come to an agreement.  If
needs be, agree to both think about the matter and meet again in
a day or two to discuss it further.

Describe your last/best/worst boss?

Whatever you do here, you also want to be honest and positive.
In my experience, there is no person that hasn't at least one
good point about them.  Even the "Boss from Hell" has provided a
role model to learn from -- even if it is what NOT to do.  In
that scenario [which I have yet to discover] the following is a
possible response:

"I learned allot from __________________.  I think the most
beneficial learning was how important it is to treat all people
with fairness and respect [which perhaps he/she didn't].  I have
worked very hard to incorporate that aspect into my own dealings
with bosses, peers, and subordinates alike.  It is doubly
important when dealing with customers.  Wouldn't you agree?"

How do you develop/treat subordinates?

This is a chance to let the employer know how you also wish to be
treated.  Be honest about how you deal with performance issues,
appraisals, when people make errors, giving them learning
opportunities, giving credit to subordinates, etc.

There are so many questions that have to be answered that it is
impossible to cover them all here.  I hope that you have gotten
the principle of HONEST AND POSITIVE from the examples.  I would
recommend that you get a copy of Martin Yate's book, "Knock "em
Dead".  He lists many questions and possible answers and does an
excellent job of anticipating potential interview landmines. Each
of the questions should be reviewed and MODIFIED to honestly
reflect your situation.

Remember, there are going to be many chances to "sell" your
expertise to a potential employer.  If you approach the interview
with honesty, a positive outlook, and enthusiasm, you will be
going a long way to becoming an attractive candidate.  Try not to
succumb to the temptation to look like someone that you are not.
If that happens, just as when employers sell something that they
are not, the marriage will not last long.  Sooner or later one
side or the other will be left with the feeling that they have
been had -- and trouble starts from there.  If there is really
not a good fit, the best thing that you can do is say so -- and
end on a note of making a friend out of the person.  The least
that can happen is that you now have a good networking
opportunity.  The most that can happen is that it could lead to a
new job designed for you.  That has happened more than you might
suspect.

The final interview act is the Thankyou note.  We may use that as
an item for discussion in a future article.  Meanwhile, get going
on preparing for your interviews -- and you CAN learn to handle
those objections and difficult questions.  Prepare a script that
is right for you -- then PRACTICE!  Best wishes to you all.

                               ***

Dr. Van Doren is a Vice President with Manchester Partners International, MC
Division, in Princeton, NJ.  He has been working as a consultant to business
and industry since 1980 providing expertise on issues in outplacement and
career development.  With a doctorate in Counseling Psychology from Ball
State University, he is currently devoting most of his time to the areas of
organizational & management development and executive coaching & performance.

IF YOU HAVE QUESTIONS OR TOPICS OF INTEREST  that you would like Dr. Van
Doren to address in future articles, please forward them to Manchester
Partners International, 5 Independence Way, Princeton, NJ 08540 or email:
INTERNET: VanDorenR@ManchesterUS.co