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There is plenty of advice out there concerning what to say (and do) during an employment interview. However, there is little written about how to sort out the jumbled mess of emotions and observations that you are left with.  Even with the best of intentions and lists of smartly designed questions — interviewing is not (and never will be) a perfect process.

In some situations, you are not really sure what has actually transpired. In fact, you may leave feeling you know less about your potential future there, than when you began.

Over the years, I’ve sat in many job interviews. Interestingly, even with my background, I was a poor bet to predict the outcome. However, looking back I could have nailed down the “gestalt” of the interview. This might have offered a clue as to what was about to transpire next.

To be blunt, many organizations still do not have a clear structured interview process — and even if they do — the conversation could ramble “off the grid”. Paying close attention to these moments may offer needed clarity. I’m like to share a few of my interview experiences; including what was said and how I felt after initially reflecting on the interview. I’ll also let you know if I landed the role.

#1 – The Interview as a “Call for Help”
In many situations, organizations are not really sure what they need. You may have responded to a specific job posting, however when you arrive it’s clear the situation is quite fluid. Ultimately, their actual needs become cloudier as the conversation continues. My read: They are in flux — but at the same time the prospect of challenge and growth increases. Truth: If the interview smacks of this, inquire about what they likely need to accomplish right now. Size up whether or not you fill that need — and if you’d still like to pursue the relationship. Assess alignment and evaluate your chances from there. My scorecard with this scenario: Interviews 2; Adequate fit 0; Job Offers 0. (Quite satisfied with this outcome.)

#2 – Playing Close to the Cuff
Many interviewers present as so professional, it is difficult to get a read on them as a “human-being”. There is little feedback or emotion and you have absolutely no idea where you stand. My read: This a no-nonsense interaction. Chances are you wouldn’t be there if you were not qualified. If this is your potential boss, you’ll likely need to be a self-starter. Truth: You won’t know, until you know. (I left the interview thinking this, “I’m never going to step foot in here again.”) My scorecard with this scenario: Interviews 1; Job Offers 1. (Surprise.)

#3 – The Passive Aggressive Interview
These interviews feel like a boxing match. The interviewer seems determined to show you every “wart” of the organization and wait to see if you will call their bluff. It’s almost as if you are running a race — and with each successive hurdle you sustain an injury. Truth: I feel the interviewer(s) want you to be willing to endure, what they have endured. My read: The organization is likely unhealthy — so figure this into any decision. My scorecard: Interviews 3; Invitations to return for follow-up interviews 2 (Both respectfully declined.); Job Offers 0.

#4 – The “Non-Interview”
This is really an endorsement for considering shorter-term projects, that may set you up nicely to land a longer-term role. There have been times during my path that could have been described as either “in transition”, tied to a particular geographic location or faced with a job market that was simply very challenging. My read: Part-time or project-based roles are great realistic job previews for you and the employer. Every workplace situation is essentially an interview, so gather as much information as possible. Truth: Your built network is vital to finding these gems. My scorecard: “Interviews” 3 ; Job Offers 2 (Both a great fit).

What scenarios have you encountered? What were your strategies to “decode” the interview? Share them here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Organizational Development at Allied Talent. A charter member of the LinkedIn Influencer Program, her posts on workplace topics have also appeared in Forbes, The Huffington Post, US News & World Report and The World Economic Forum.

 

Author’s Note: I have written this post in partnership with Toyota. The opinions that lie within are my own.

Taming the chaos of everyday work life can sometimes feel impossible. “Re-mastering” how we work is often indicated. Yet, to make forward progress we must pause to listen to the heartbeat of the organization —  then speak about its problems openly. What is impeding the completion of your mission? What is standing in the way? Are you deploying the needed changes to make that mission a reality?

In may cases, increased transparency can improve the strength of an organization’s processes. Ultimately, the success of this dynamic is dependent on one vital skill: listening.

In the examination rooms at the Harbor-UCLA eye clinic — an organization serving the under-served — time was a precious commodity that couldn’t be tamed. Backlogs of patients in dire need of surgical intervention were growing and doctors were spending more time in the hallways of the hospital sifting through paperwork, than with the patients requiring their help.

Patients were literally losing their sight, awaiting intervention. For many, it would seem that the help would arrive too late. (See the story here: http://toyota.us/1JAs28d.)

Harbor-UCLA partnered with Toyota to help them listen more closely to their own environment (and employees) to identify solutions. Toyota’s process, called the Toyota Production System (TPS), empowers employees who work in a specific environment to identify problems and quickly work towards solutions, so improvement is within their grasp.

In essence, employees can serve as the innovators — unlocking needed potential.

Developed in the 1940s, Toyota’s socio-technical system involves harnessing small, continuous improvements to shape high quality work. It works with what is already “right” within an organization — and involves employees to refine how the work is completed. It is a process that allows built foundations to be respected, yet allows for needed change. In my career, I began to notice that active listening often held the key to helping organizations improve. As a consultant, I was required to pay close attention to what was happening on a daily basis.

However it was vital that the organization also listened to their own environment. In this way, employees with their depth of expertise could help unlock untapped potential. I’ve found many organizations were already on board with this, listening to employees concerning both customers and processes — and acting swiftly regarding what they heard.

Those that didn’t place value on this knowledge base, would likely continue to struggle.

Listening to the pulse of your own environment is critical — including its daily processes and the ultimate effect upon the clients you serve. Does the way the work unfolds maximize talent or hand-cuff progress? Are obstacles being thrown in the path of employees attempting to contribute?

Here are a few things to keep in mind:

• Value an open, multi-functional conversation. There isn’t a single team that works in a vacuum. The quality of your work depends on the quality of communication among the teams that serve your clients, patients or customers. Ensure that the channels are wide-open.
• Watch “hand-offs”. Delivery success often rests at the point where customers or processes move on or are served by another function. Examine how your team can make these transitions smoother. The strength of a relay rests on these moments.
• LBWA. (Leadership by walking around) I’ve found that leadership can often inadvertently undermine progress once changes are instituted. The more leaders are removed from the work, the slower the progress & recovery. So — leaders must stay connected to employees and offer support.

Harbor-UCLA worked with Toyota and tamed time. They implemented simple, yet practical systems to help the clinic improve dramatically, allowing their dedicated staff to help more patients.

They made the commitment to listen to their own environment and improve.

With that, something precious has been saved.

Want to learn more about The Toyota Effect? Check out other videos in the Toyota Effect series here: http://toyota.us/1JAs28d. The stories they tell are quite remarkable. Toyota works with all kinds of organizations, including non-profits — see the  TSSC site for more information.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Organizational Development at Allied Talent.  Their new tool, The Alliance Diagnostic examines how organizational culture supports entrepreneurial thinking and career growth.

I’m deep into the current season of The Voice. It is the only television show that I watch on an actual television. (NetFlix and my computer screen usually win my attention. See one my favorite Voice contestants perform below.)

What fascinates me most about The Voice is how these individuals have managed to invest their energy toward a path that emphasizes their strengths. It’s a risky road for sure — especially in the capricious entertainment industry. However, the rewards are there. The most common outcome, especially in younger participants, seems to be an increased level of confidence in their own skills as a performer. (Winning is not the only valued outcome that emerges.) The mentoring relationship, critical to The Voice, of course — hones the strengths these individuals possess.

Ultimately, however, they must recognize their own gifts and seek a path to pursue those gifts. In the case of budding performers, it may have translated into seeking mentors in an established choir or building skills in a focused training experience of some kind. (Camps, singing at smaller events.)

Without this step, the journey cannot begin. As we are learning, developing “soft skills” can be a game changer for both work and career. Self-development ranks up there with a “chosen few”.

When we educate students or less established employees about the world of work, techniques to stoke self-development strategies are commonly neglected. Yet, another “soft skill” that could change the course of an individual’s career.

Becoming your own advocate — and owning this process — can be a huge advantage.

Here are a few ideas to rectify this situation:

• Encourage Self-Discovery. This involves reflecting on key experiences to unearth perceived strengths, as they complete their courses or begin to amass organizational experiences. Often the signs of an emerging strength are subtle and overlooked.
• Teach “conversation”. Handling important, yet difficult, conversations is a needed workplace skill. When broaching development needs/desires, less established employees may feel insecure to move forward and open the channel.
• Discuss the range of options. Ultimately, taking responsibility for development is personal. However, if you are unaware of the range of development possibilities, this all becomes moot.
• Encourage balance. We must balance our need to drive self development with the needs of the organizations. However, both are vital to a healthy career.

What are you doing to develop your own career? Share your ideas here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and coach. She serves as Director of Organizational Development at Allied Talent, bringing the principles of The Alliance to organizations worldwide.

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Confidence. One very tough customer to master.

If you’ve ever stood tentatively in front of an audience — or felt like an impostor after being praised or promoted — I’d wager those nagging feelings were rooted in your level of confidence.

When you consider confidence in the workplace there are so many platitudes, but few offer honest guidance. How do you truly “believe” in yourself when faced with the career moments that matter most? The situations simply cannot be scaled by rehearsed advice. They cannot be met by memes or empty platitudes.

How do we truly build confidence? Well, I’ve stumbled upon one perspective that may hit a relevant nerve (it stopped me cold).

I don’t often find time for magazines. Yet, when I visit the hair salon, I leave my phone at home and unplug. I thumb through Glamour, Vogue, Allure and they all seem offer their own brand of career advice. One column in particular, shared at Glamour was authored by Mindy Kaling. Granted, she is not a traditional career writer as she’s an actress. However, she has managed to accomplish career-wise what few have in her industry, which I find noteworthy.

Here is her thoughtful (second) response to this question, originally posed by a nervous young girl at a speaking engagement, which she admittedly got all wrong the first time around:

“How did you build your confidence?” Her revised response was direct and unapologetic.It went something like this (I apologize for the choice of words, they were hers and would lose something with an edit).

Work very hard. Know your $hit. Show your $hit. Then feel entitled.

I agree 100% that confidence is rooted in mastery. In experiences. Investing in our core stability. In owning what you bring to the table. Confidence comes from building feelings of self-efficacy. It requires challenge, a fair amount of balanced exploration and failure — mentorship, guidance and exposure.

True confidence includes the notion that we are not entitled to rewards, simply because we desire them. Rewards come with time and hard work.

• Confidence comes from learning from those around you.
• It requires patience and the belief that you can learn something from every person and every scenario.
• It requires adequate feedback and reflection.
• It is the deeper realization that you can handle the problems (and people) that stand before you.
• Confidence is earned.

When you practice your craft — confidence is your entitlement.

So try the following:

• Seek broad experiences and “challenge assignments”.
• Develop a deep knowledge of your industry and its current experts.
• Push yourself. Get up when you fall. Alter your course. Rebound.
• Find a mentor who helps you recognize and invest in your talent.
• Be aware of the competencies you may require ahead of the “disruption curve”.
• Continue to learn.
• Grow.

And then, yes — feel entitled to some measure of success.

Through all this, I suspect that confidence arrives unannounced with little fanfare. It takes hold, then lives in your workplace soul — and cannot be measured by the sum of your individual experiences.

It’s more akin to letting a gorgeous, glistening wave roll over you.

Thanks Mindy.

That clears things up.

What are your thoughts about building confidence? Share them.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, advisor and coach. Learn more about Core Stability & The Core Training Intensive here.

Are you facing a tough workplace problem that you just cannot seem to solve?

Frustrated?

Quickly reaching the “burnout” plateau?

You might think that increased perseverance always pays off. But in fact, this doesn’t always do the trick. In many cases, we need to change the game plan to make progress.

Here are 5 strategies that you can utilize to power through tough work-related dilemmas:

• Watch comedy. Getting the current issue off your mind and breaking the “tension cycle” is key. Personally, I’ve found a great sitcom or stand-up routine works quite well. We’ve all heard of the benefits of a good laugh in regard to stress and overall mood. Laughing can offer a refreshing boost to your work life as well.
• Listen to a TED Talk. I find listening to great speakers inspirational. Somehow — when their ideas start to flow, my brain wants to follow suit. (I’ve probably started 10 outlines on various topics applying this method.) Start with the best of TED right here.
• Talk. Discuss the problem with someone you do not work with. In many cases, those not in the midst of our worries, can draw parallels to issues they have already solved in the past — and you can be the lucky beneficiary. (Keep the details to yourself if they are sensitive, but share the gist of the problem.)
• Walk. Last year, I vowed to walk every day.  (For the most part, I’ve kept that promise. Although I’m working on winter options. ) Even a brief stroll around the block, can clear your head and help you change gears. Get out there.
• Rest. Yep. Sleep on it. We require rest to resolve all sorts of issues during REM sleep — and your current problem may end up on the docket. Take advantage of your body’s natural defenses against chaos — and turn in early.

What are your strategies? Share them here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and coach.

Does your heart pound at the mention of “constructive feedback”? Do you ruminate over the smallest bit of criticism? Are you convinced that you need to become more open to opinions “from the field?

We needn’t debate the power of feedback to enhance both work and career. However, its benefits are not always realized. One obvious reason? We are individuals.

Some of us are naturally more receptive. For others, feedback poses a far greater challenge.

I’ve worked with clients who were completely open to feedback and absorbed the content effortlessly. Others experienced great difficulty processing its content and applying it to their work lives. The differences that exist among us concerning feedback are not often acknowledged or addressed. As such, much of value that we might gain from feedback is left on the table.

We cannot deny that our predisposition toward feedback — what we bring to the equation — is critical.

So, how might we understand differences in how we approach feedback? Researchers have been examining a multifaceted construct, aptly named Feedback Orientation which captures a number of key elements that collectively influence our receptiveness. These elements include, perceived Utility (Our beliefs concerning the usefulness of feedback to help us reach desired goals or outcomes), Accountability (The belief that we should respond to given feedback), Social Awareness (The tendency to utilize feedback to gain a picture of our performance through others, and Feedback Self-Efficacy (An individual’s perceived competence to interpret and respond to feedback appropriately.)

Where we fall on the continuum has broad implications for performance development. Those of us with high feedback orientation, are more likely to seek feedback, perceive its value, process it effectively and find avenues to apply the information to their work. Those lower in feedback orientation, are not as likely to embrace the elements of the feedback cycle.

While Feedback Orientation may be stable in the shorter-term, it can be enhanced longer-term by addressing its components. We can learn how to process and apply feedback more effectively. With this, we might then view the entire process more favorably.

A few things to keep in mind.

As a manager:

• Acknowledge individual differences. Feedback is indeed valuable — however, we do vary in terms of our receptiveness. Get a read from your staff on how they feel about feedback, their past experiences and what they find valuable. Discuss what needs to be communicated and how it is shared.
• Develop a culture of feedback. Employees are more likely to be open to feedback when the environment consistently supports feedback-seeking behavior. But, first and foremost model this. (Seek feedback from your direct reports and act on it.) In return, offer honest feedback accompanied by coaching whenever possible. This should be on-going, frequent and not reserved for formal appraisals. A supportive climate is critical.
• Offer time to process. Everyone deserves the opportunity to think about feedback — whether positive or negative — before they respond to it. We’re more likely to utilize the feedback, if this is built in to the process. Organizations that value continuous learning are ripe to gain the most.
• Facilitate application. Once work-related feedback is delivered, offer help for employees to process and apply it to their work lives. Develop solutions to keep your employee moving forward. Feedback should enhance development — not derail it. Don’t ever “drop the bomb” and retreat.

As a contributor:

• Be mindful of your individual orientation. Pause and examine your overall attitude toward feedback. Do you believe that feedback can help you reach desired outcomes? Many of us under-value feedback for a variety of reasons. As a result, we can’t take full advantage of its merits. Be mindful of your preconceived attitudes toward it. Ask yourself — are you a “doubter” or “supporter” of feedback.
• Monitor your resistance to change. Feedback sets the stage for needed change, including how we work. This can be difficult to process and affect, as we become attached to our patterns of behavior. Attempt to open your mind and realize that change can help your progress. Approaching your work in a new way, can lead to a positive outcomes.
• View it as another tool. Feedback can allow you to assess your “invisible resume” and help gain a read on the impression you leave with others. Although this can be a challenge to process, it can allow you to capture information not picked up through other channels.
• Seek a feedback “mentor”. Formulate a plan to respond to feedback effectively — and seek out help to make this happen. This will help build self-efficacy and the overall feeling that the information is useful. This “translation” step, is often overlooked.
• Overall, strive to give feedback a chance. This does not come naturally to us — as we can perceive feedback as a threat. However, try not to abandon ship. Remind yourself that learning to receive feedback effectively, is a worthy skill that can be honed over time.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and coach.

As time goes on, we can develop perspectives clouded in convention and negative experiences. Things can seem very complicated, when in fact they are not.

If you desire a fresh solution — seek someone with a fresh perspective. In this case, a recent college graduate.

Now on to the larger topic: The need to impart needed career information to college students. As you know, most college students will never pass through the doors of their University’s career center. Many will land in career paths unsuited to them. Even more may end up in a very quick career dead-end.

Why? They didn’t have the required facts to make an informed decision.

So why the hesitation to inform them? (It’s not that.) Colleges and universities want to inform their students and go to great lengths to do so. The glaring problem is securing their attention. So — my recent grad offered a brilliant solution: At the start of each and every semester in survey classes in Psychology, History, Chemistry…etc, tell them.

Yes, simply tell them.

Spend a half an hour addressing career paths, work settings and how they can make that content area work as a career. Share insights concerning the highs and lows. Discuss educational requirements. Don’t wait for that timid Freshman to rally the nerve to speak to the professor after class, about a decision that will affect the rest of their working life.

Inform them. Right alongside the review of the syllabus.

You already have a captive audience. Take advantage of the opportunity.

Makes sense, doesn’t it?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and coach. She holds the role of Senior Consultant at Allied Talent, bringing the principles of The Alliance to organizations worldwide.

I hate it when people “improve” things for no apparent reason.

Especially, things that really do not need improving.

It’s much like looking forward to that perfect blend of coffee at your local shop and it’s been discontinued for something new and “exotic”.

I hate that — don’t you? (I’m sure you have your own list of offenders.)

Change for the sake of change, really isn’t justified. Sometimes elements truly work well. (Maybe you aren’t aware of that, but they do.) So, take a moment to reflect upon that.

Rest a bit and enjoy your success.

It is really alright to be still for just a moment.

Disruption has its costs. It’s the sanity of your users.

If you find you don’t have time for that process, because you are so busy changing things, at least be responsible. Ask customers what works for them. You may be completely surprised at what you might hear.

I know, I’m usually surprised. It’s rarely what you expect.

So, stop showing off.

I already think you are great.

You can stop proving it.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and coach.

If you’ve ever been micro-managed, you fully understand the aggravating confidence-busting results that can occur. Fear of impending failure, decreased motivation and complete disengagement from your work. When your supervisor doesn’t seem to understand the levity of the potential consequences — work life can become quite miserable.

However, if you are that individual doing the managing — and worry that you tend toward micromanaging — there is little advice to actually help “save you” from yourself. In many cases, it may feel that the root of micromanaging begins with the behavior of a struggling employee. However, there is another perspective to consider.

Setting personality characteristics aside — your need to micro-manage could be the result of neglecting a few, very necessary best practices.

So, let’s explore a few ideas to help curb a tendency to micromanage:

• Become mindful of the potential consequences. Pause and consider that you need to support an employee, not badger them. Ultimately, you cannot control every individual action — and if you try do so you — you squelch autonomy, independent thought and growth. However, the worst outcomes are yet to come: the damage you will wreak upon trust and self-confidence.
• Evaluate employee strengths in relation to assignments. If performance seems under par, have a conversation with the employee about the scope of his work in relation to his or her skill set. Sometimes an employee is simply not a fit for the work at hand, and this must be addressed in short shrift. If it becomes evident that this was a selection mistake — take actions to re-assign them.
• Commit to communicating fully. Many performance issues have much to do with unclear performance expectations about the role or how the work should be completed (Organizational style and mores come into play). So, don’t skimp on communicating job-related information during on-boarding and the initial months of employment. Furthermore, review best practices at the start of key assignments. If you invest more time in your employee, there will be far fewer issues to potentially micromanage down the line.
• Discuss feedback mechanisms. Individual differences reign here. While we all must be accountable, what may completely suffocating to one employee “check-in wise”, may be perfectly acceptable to another. Be sure to agree upon the level of day to day supervision, that works for both you and your employee. If possible, consider utilizing technology (Trello and Basecamp, for example) to dampen your desire to look in too frequently.
• Emphasize on-going learning & development. It seems that our work lives become more challenging by the day. As a  result, your staff may require on-going training to stay prepared. If someone’s skills begin to lag behind, it is up to you ensure they have the opportunity to seek the training that they require.

Are you a recovering micro-manager? How did you stop the cycle?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and coach. She holds the role of Senior Consultant at Allied Talent and also serves as the Director of Thought Leadership at Kilberry Leadership Advisors.