Career Compass Anthology

108 Pages·2016·1.26 MB·English

CAREER COMPASS
ANTHOLOGY
Articles from ICMA focused
on career issues for local
government professional staff
Volume II
By Dr. Frank Benest
About The Author
Career Compass is a monthly column from ICMA focused on career issues for local
government professional staff, and appears in ICMA’s JOB newsletter and online.
Dr. Frank Benest is ICMA’s senior advisor for Next Generation Initiatives
and resides in Palo Alto, California. If you have a career question you would like
addressed in a future Career Compass, e-mail [email protected] or contact Frank
directly at [email protected].
ICMA is the premier local government leadership and management organization. Its mission
is to create excellence in local governance by developing and advocating professional
management of local government worldwide. ICMA provides member support; publications,
data, and information; peer and results-oriented assistance; and training and professional
development to more than 9,000 city, town, and county experts and other individuals
throughout the world.
Copyright © 2012 by the International City/County Management Association. All rights
reserved, including rights of reproduction and use in any form or by any means, including
the making of copies by any photographic process, or by any electrical or mechanical device,
printed, written, or oral or recording for sound or visual reproduction, or for use in any
knowledge or retrieval system or device, unless permission in writing is obtained from the
copyright proprietor.
CONTENTS
26 The Art of the Interview 1
27 CreatingaSafeEnvironmentforaCourageousConversation 5
28 MyTeamMemberIsaSlacker! 9
29 ForgetWork-LifeBalance...Re-EnergizeatWorkandatHome! 13
30 BuildingaPowerfulNetwork 17
31 PoliticalSavviness 21
32 ThePowerofVulnerability 27
33 MakingtheMoveUpandOut—What’stheFit? 31
34 MakingPresentationsLikeaPro 35
35 LeadershipLessonsfromMyTeenageDaughter 39
36 CreatingaLeadershipPresence 43
37 EngagingEmployeesforSuccess 45
38 YourStaffMeetingsDon'tHaveToBeDreary 49
39 TheCouragetoDotheRightThing 53
40 “WhyCan'tWeJustGetAlong?” 57
41 ThePost-HeroicLeader 63
42 TrustMe! 67
43 MyTeamisOverwhelmed(andsoamI)! 71
44 RookieMistakesofaFirst-TimeDepartmentHead 75
45 CityManagersNeedCoachesToo 79
46 LeadingByLettingGo 85
47 LeadershipMythsDebunked 89
48 HowDoIBenefitfromaCoach? 93
49 BuildingHigh-PerformanceTeams—What’stheMagic? 97
50 Storytelling—APowerfulWaytoLeadandCommunicate 101

26
The Art of the Interview
In this issue of Career Compass,
Dr. Benest offers his sage advice on
being your best in the job interview.
I am looking to advance in my local government career
and have been applying for mid-manager positions in
other local governments in my state. I have seven years
of solid experience, I am qualified for the jobs, and I have
gotten several interviews based on my resume. However,
I have not done well in the initial interviews and therefore
have not been called back for any final interviews with the
hiring manager. Do you have some suggestions on how I
can improve my interview skills?
Many professionals do not perform well in an inter-
view. Some common mistakes include: 13TIPS
• A lack of apparent knowledge about the require-
Here are some tips to enhance your interview skills:
ments or demands of the position
• Talking on and on
1.Practice,practice,practice
• Not providing concrete examples
Interviewing is like any other skill—you get better with
• Nervousness practice. While you do not want to apply for positions
• Telling jokes that don’t interest you (wasting your time and the time
• Appearing “cold.” of the agency), you do want to get some real-world
practice. The more interviews and therefore the more
The good news is that you seem to have the
practice, the better you will become.
appropriate experience, your resume adequately
reflects your background, and you have been selected
2.Thepurposeofconductingresearchpriortothe
for the initial interviews. Resume writing is an art (see
interviewisfour-fold:
Career Compass No. 11: Frank’s Rules for Resume
Writing) and so is interviewing. • To identify if there is a “fit” between your skills,
capabilities, and interests and the specific
demands of the position, as well as the culture
Originally published on Governing.com July 9, 2012. of the organization.
1
2 The Art of the Interview
During the interview, you want to respond to the
interview questions in such a way to assert these
It is a good idea to develop and keep competitive advantages. At the very end of the inter-
view, you may want to summarize by briefly listing
updated a list of accomplishments. You
what you uniquely offer.
can then weave the achievements into
your responses to the interview questions.
4.Prepareresponsesfortheclassicquestions
During my numerous interviews to become a first-time
city manager, I became adept at anticipating some of
the classic questions. In advance of the interview, you,
• To craft your responses so they correspond to the
too, should identify any number of traditional ques-
requirements and challenges of the position and
tions and prepare bullet point responses. Then practice
therefore resonate with the interview panel or the
your responses.
hiring manage.
Some classic interview questions can be found at:
• To formulate questions to ask of the hiring author-
• http://jobsearch.about.com/od/
ity that will determine if you want the position.
interviewquestionsanswers
• To demonstrate to the interviewers that you have
• http://www.jobinterviewquestions.org.
in fact researched the position and the agency, thus
Here is my list of traditional questions:
indicating that you truly care about the opportunity.
• Could you tell us about yourself?
To adequately prepare for the interview, you
• Could you give us a quick overview of your profes-
should research the following: the position, its duties
sional experience?
and demands; the local government organization; the
• Could you describe a particularly difficult personnel
person to whom you will report; and the key chal-
or discipline situation that you had to address as
lenges facing the department, the organization, and
a supervisor?
the community. The initial source of information is the
• Have you led a diverse team? What were the
job announcement, which typically includes the “ideal
circumstances and results?
candidate” profile.
• What is your budgeting experience?
3.Identifyyourcompetitiveadvantages • What is your experience in engaging the commu-
nity in a difficult or controversial issue? How did
To help you prepare, it is a good idea to develop and
you go about it? What were the outcomes?
keep updated a list of accomplishments. You can then
• How would a subordinate or peer describe your
weave the achievements into your responses to the
leadership or management style?
interview questions. However, it is not sufficient to
• Could you tell us about a situation in which you
simply promote your achievements. You need to also
engaged members of another department in solving
highlight your competitive advantages.
a difficult problem?
After you do your research, you should be able
to identify what you have to offer the agency, the • Could you give us a specific example of a failure
department, and the larger organization. In other and how you dealt with it? What were the lessons
words, what are your competitive advantages? Given that you learned?
the needs of the agency, you want to select no more • Can you give us a specific example of how you
than three advantages. For example, do you offer: have tried to improve your communication and
• A wide array of technical or administrative skills or interaction with a difficult supervisor or peer?
project experience After an interview or two, you can revise your
• A diverse background in public, private and/or own list of key interview questions and fine-tune
nonprofit sectors your responses.
• Experience in managing different kinds of people
5.Giveconciseresponsesyetfullyrespond
• Budget skills
In responding to a question, you should not ramble
• Ability to build an effective team
on and on (a common mistake especially if you are
• Learning agility
nervous). Give a general response to the question but
• Leadership capabilities, even if you do not have also provide one specific example from your experi-
formal authority. ence that supports your general response. The specific
The Art of the Interview 3
example or experience should showcase how you 10.Getfeedbackfromtheinterviewerorthe
produced or helped produce a positive result. executiverecruiter
To enhance your performance in future interviews, it
6.Conveyaprofessionalyetfriendlydemeanor
is very helpful to get feedback from someone on the
You want to portray a professional demeanor yet come interview panel or from either an HR representative or
off in a friendly and personable way. A little humor is the executive recruiter who sat in but did not partici-
acceptable but stay away from any jokes. pate in the interview. Phrase your request for feed-
Your goal is not only to demonstrate your pro- back in the following manner—“So that I can do better
fessional knowledge and skills, but to also create in future interviews, could you give me any specific
a connection with the interviewers. Try to connect feedback on how I could improve my interview skills or
with people by firmly shaking hands (don’t break any better respond to the questions posed by the interview
fingers), looking from one person to another as you panel?” Or, “I felt that I rambled on too much. What did
answer questions, and smiling as appropriate. Connect- you perceive?”
ing on a personal level is even more important when
you get a second interview with the hiring manager. 11.Alwaysthankthehiringmanager
If you get to meet the hiring manager, always send a
7.Betruthfulandauthentic
personal note thanking the person for the opportunity
Do not try to be someone you are not. For example, to interview for the position. In this electronic age,
if you do not have direct supervisory experience, you a personal hand-written note will help you make an
need to acknowledge it when asked. However, you can impression and perhaps be a way to connect in the
also provide an example of leading a group over whom future even if you did not get the position.
you did not have formal authority or provide a situa-
tion in which you exerted a volunteer leadership role in 12.Askafewquestionsyourself
your non-work life.
Based on your research, you may wish to ask—if time
While the focus is on your professional qualifica-
permits—one or two selected questions at the end of
tions, you want to convey who you are as a person.
the interview. Sometimes, the interview panel will ask
Let the interview panel get a glimpse of your human
you if you have any questions. If there is not an oppor-
side. If the questions allow, you can briefly mention to
tunity to do so in the first interview, your questions are
the panel something about your family or key inter-
certainly appropriate in the second or final interview.
ests. Sharing some personal information may be more
Therefore, take some care in selecting one or two
appropriate in a second or final interview.
questions in order to demonstrate that you have done
your homework. For example, you may ask:
8.Practicewithacoachorcolleague
• “The county has a structural deficit of $35 million.
To practice your responses and get feedback in order
How will budget reductions affect your department
to enhance your performance, you may wish to sched-
and how do you plan to redesign your services?”
ule a mock interview with a coach, colleague or friend
• “Some members of the development community
who acts as an interviewer. Or you can videotape your
seem to have complaints about the development
responses and a coach or colleague can critique your
review process. How will this position be involved
answers as well as general demeanor.
in resolving any valid concerns?”
• There apparently has been discussion about consol-
9.Debriefimmediatelyaftertheinterview
idating Finance and Human Resources into a single
Immediately following an interview, you should jot
Administrative Services Department. How likely is a
down the questions asked and outline how you
merger and what are some opportunities posed by
responded. Then critique your responses and note per-
such a restructuring?”
haps a better way to respond or a different example. A
Some of these questions may be more appropriate
coach or colleague may help you craft a better answer
for a second interview.
to a troublesome or difficult question.
Oftentimes, the same basic questions asked in
13.Createaclosingstatement
a different way will be posed to you in a follow-up
interview. You want to be ready to respond in the best Always end with a brief closing statement. In the
way possible. closing statement, you can underscore your interest in
4 The Art of the Interview
the position and why, succinctly identify your competi- this case, starting salary) that must be resolved if you
tive advantages, and thank the panel. are to accept any offer. Third, you should indicate that
you want to work with the hiring manager (typically
NEGOTIATINGANYKEYDEALPOINTS the division head or department director) in order to
resolve the issue. Finally, if the hiring manager cannot
• If you have any critical issues or deal points, you seem to say “yes” or solve the problem, you may wish
should pose them in the final interview (not before). to suggest a “Plan B” that provides another way to
Some typical issues may include a minimal start- address your issue. For instance, in this case, you may
ing salary; some flexibility in your schedule so you suggest an added week of vacation upon starting the
can complete your master's program or attend to position or the opportunity to receive a 5% increase
an important family responsibility; or a commitment after you pass your probationary period in six months.
from the manager that you can finish a committee or
officer assignment with your professional association.
PRACTICEMAKESPERFECT
Let’s say that you want a minimal starting salary. In
asking the hiring manager to help resolve your con- To get selected for my first city manager job, I went
cern, you can try the following sequence. First, you through 75 different recruitments. By that time, I
should reiterate that you are excited about the posi- could anticipate approximately three-quarters of the
tion and energized about the challenges. Second, you questions that any interview panel would ask. And I
should state that you need to identify a key issue (in had honed my responses. Practice does make perfect.
27
Creating a Safe Environment
for a Courageous Conversation
In this issue of Career Compass,
Dr. Benest helps us "get to yes!"
I am a hard-working and newly promoted project
manager in the Public Works Department of a mid-sized
city. Things are pretty dreary in the organization—we’ve
experienced budget cuts even lay-offs and everybody
feels overwhelmed. Like others, I am dealing with quite a
number of projects.
I would like to enroll in a well-regarded certificate program
for project management but of course our Director
has gutted the training budget in the department. I’m
afraid that my manager would not be sympathetic to my
request that she find the training dollars and the time off.
To create a safe environment for a difficult conver-
However, I think the certificate program would strengthen
sation, I would suggest a number of related approaches:
my project management skills and energize me.
I do not have much of a relationship yet with my manager 1.DEMONSTRATEVALUE
and she seems a bit gruff. How do I create a safe
First and foremost, you must demonstrate that you
environment so I can propose the certificate program
are a reliable and productive team member. As staff-
without being thrown out of her office?
ing has been reduced, those who perform well and can
To be successful over time, we often must conduct dif- be counted on to become very valuable commodities.
ficult and even courageous conversations with super- Since you are newly promoted, you need to spend the
visors or peers. Such a difficult conversation may be next 4-6 months showing everyone, especially your
about a colleague not carrying one’s weight, or a con- manager, that you are a key and valuable staff mem-
flict with a peer, or the desire to be given more room ber who produces tangible results. Of course, as you
to operate by your supervisor. In any case, you need to perform in your assignments and volunteer for new
create some “safety” so you can confront the situation. projects, you must ensure that your manager is aware of
To have a productive exchange, it needs to be safe for your efforts and the results produced. (See Career Com-
you and for the other person. pass No. 17: The Subtle Art of Promoting Your Value.)
Over time, you should go out of your way to help the
Originally published on the ICMA website September 29, 2012. manager with her priorities and projects and take prob-
5
6 Creating a Safe Environment for a Courageous Conversation
lems off her plate. She will be more open to assisting you 5.PREPAREFORTHECONVERSATION
as you become helpful to her and more indispensable. Preparing for the conversation makes it easier. In your
mind, or on paper, you may wish to:
2.CREATERAPPORT
• Identify your goals, which are hopefully aligned with
As you interact with your new manager, you can work those of your manager (for example, becoming a
to slowly create rapport. To do that, take some time to more productive and effective project manager);
get to know who she is and what is important to her.
• Acknowledge possible concerns of the manager;
Ask questions and listen intently.
• State the “facts” (see below);
To find out something about your manager’s family
• Propose specifically what you want;
and non-work- related interests, you can disclose a
little bit about your family and/or leisure pursuits and • Be prepared to respond to the concerns raised;
see if that encourages your manager to disclose any • Develop a back-up or Plan B proposal.
of her interests. Don’t give the third degree. Take cues You may wish to practice the conversation with
from her about what she is comfortable in discussing. a trusted colleague or coach or friend, especially in
Over time, you can have conversations not just respect to keeping the conversation even-toned and
about work but about some non-work topics which responding to any objections.
help build rapport and connections.
6.SELECTAGOODTIMEANDASAFEORNEUTRAL
3.UNDERSTANDTHECONCERNSOF LOCATION
YOURMANAGER
Depending on your manager, it may be helpful to hold
As you develop “positive regard” for your manager, you a difficult conversation at the beginning of the day (if
will identify her concerns. Even if you do not agree your manager arrives early) or end of the day (if she
with her concerns and issues, you must acknowledge stays late). To avoid distractions and create some pri-
them because they are “real” to your manager. For vacy, it may also be a good idea to invite your manager
instance, your manager may feel that a certificate for a cup of coffee at a nearby café.
program may cost too much given that training mon-
ies have been stripped from the budget; the training 7.USE“I”LANGUAGE
program will take you away from work and there is not
To minimize defensiveness from the other party, you
coverage; and/or there is simply too much work.
should use “I” language:
Before you can develop responses to the con-
“I believe. . .”
cerns, you must identify and acknowledge them.
“I feel. . .”
As Steven Covey said, “seek to understand before
“I hope. . .”
being understood.”
“I am concerned that. . .”
4.CONFRONTYOURFEARSABOUT
8.FOCUSONTHE“FACTS”
THECONVERSATION
To help create a safe environment for any difficult con-
Many of us do not like confrontations and certainly do
versation, you should start the conversation by identi-
not like the feeling of being turned down. So we avoid
fying some facts or making statements that the other
the conversation.
party will not generally dispute. For instance, using “I”
To minimize the fear, acknowledge it. Your manager
language, you could state the following:
may say “no.” The manager may say that you must be
• “I am a new project manager trying to become a
aware of the reduced training budget. She may say
better project manager.”
that you would be further burdening others. She may
• “I know that we have less staffing and demands
outright reject your request. Are these the worst con-
have not diminished.”
sequences that can happen? How likely are the feared
consequences? Can you live with any and all of these • “I am committed to the team and to helping produce
possibilities? If so, you can proceed. tangible team results even with reduced resources.”
Everyone is fearful of something. Courageous • “I would like to improve my project management skills
people confront their fears but still take action. in order to enhance my value to the department.”