Como você pode treinar executivos através da preparação para entrevistas durante uma transição de carreira?

Understand whether they are running towards something or running away from something. This is important for them to be clear so that sound decision can be made.

We should continually assess the purpose of our clients. Why do they want to change? What is their plan A and plan B? Are they looking for more responsibility, to earn more money, or for prestige? By answering those questions, we can help the exec move to his next challenge. Changes without a clear purpose or alignment to this purpose, might not be successful.

Versetzen sie sich in die Lage des Interviewers, hinterfragen sie die Kultur, die Organisation, die Probleme und die Ziele des Unternehmens bevor Sie - ohne diese zu kennen - ihre Gedanken / Erfahrungen und Stärke benennen, die zu den wahren - oft noch nicht genannten - Anforderungen des Unternehmens passen sollten. Haben Sie viele Fragen parat, die Ihnen helfen o. g. zu verstehen, aber dem Interviewer zeigen, wie klar klar Ihnen die Prozesse und Probleme im Unternehmen durch ihre Fragen geworden sind. Gewinnen Sie Vertrauen, lassen sie den Interviewer durch ihre Fragen und Authentizität erkennen, wie gut und passend sie nicht nur als Manager, sondern als Leader für das Unternehmen sind.

As well as discovering what's happing with your clients, to enable you to help them build their future discover what they really want, what's important, what isn't, and help them to identify their skills.

Cuando estamos ante un cliente que desea realizar cambios en su vida profesional, lo primero es contextualizar su situación, de manera que sea consciente de la información que necesita tener para enfrentarse a cualquier tipo de entrevista. Sería apropiado, para ello, utilizar el método GROW, que le ayudaría a encontrar respuestas concretas. Después sería importante que tuviera información sobre cuáles son las competencias (hard y soft) que se requieren para el puesto para el que se quiere optar. Conocer también los valores de la compañía. Con toda esa información se podrá ver si se alinea con sus competencias, sus intereses y sus valores. De esta manera podrá ir más preparado a la entrevista.

Understanding the context of the client's thoughts on career transition will help formulate the right strategy. I often get to the CLARITY of the career roadmap ahead before we come back into the detail of this particular interview.

With more and more c-level executives facing transition events, each provides an opportune time to recalibrate what specifically they want to see happen over the next three to five years. In addition to having an open conversation about this, many of my clients have used assessments to help them better understand themselves and their current leadership acumen, which helps them identify gaps that can be filled prior to beginning their next career phase.

Researching the market is the key to helping them to understand if that's the market/company/type of role they want to work in, and also do their research on individuals. How are they contributing? What are they saying about the place? What kind of activities happen, where they could network?

The best way I can add value to an executive who has asked me to coach them through interview preparation during a career transition is to help them REFRAME their accomplishments into stories that resonate outside of their last company. Often, executives make assumptions that others understand what an accomplishment means. Often, though, they use the internal lingo of the past company. I partner with the executive to co-create the stories that highlight their key accomplishments and impact in ways that speak to a broader audience.

Was macht gute Leader aus? Diese Eigenschaften sind es: Leader sind empathisch, gerecht und Initiativ - sie agieren leidenschaftlich, beseitigen Ängste und erzielen Ergebnisse - sie sind zielorientiert und besser keine Fachspezialisten - sind eher „leise als laut - hören gut zu, sind authentisch, geben Freiraum und schaffen positive (Fehler)-Kulturen - sie gewinnen Vertrauen, coachen, fordern, fördern und motivieren ihre Teams - vor allem erkennen und entwickeln sie Talente und haben eine Vision, sehen das große Ganze und beseitigen Silodenken

I've helped clients build their story and pitch using a particular method. This starts with understand the skills, strengths and abilities - then working out if they love using these. If they don't, then what is it that they have loved? This is a very important place to start.

This can be a key challenge for many executives. I've learned that an effective way to help them (in addition to the suggested STAR method) is to quantify their accomplishments using available metrics. For example, one of my C-level client implemented some innovative retention strategies. Rather than simply list this, we quantified what she delivered. What appeared on her resume and social profiles was "As a result of understanding why our employee turnover averaged a twelve percent increase over the three COVID years, we created a retention strategy that delivered a sixty percent reduction in voluntary turnover, saving our company more than $17M in operating expense." She was able to highlight many skills with this single statement.

This is an important aspect of showcasing tranferable skills and I may add Attitude as well Practice and preparation is the key. Executives must stress how they can add tangible value through their transferable skills. They should also link as to how their previous experience/projects have contributed to financials of the organization viz.. Cost, Revenue, Growth, Margin and Cash which are common elements across any business..

Two things Ive found helpful in this process are: 1) Have a list of specific stories that demonstrate the skill in action - don’t make it theory - show the interviewer how this skill played out 2) Have examples of other executives that have made transitions and how you will mirror/learn from them

When prepping the executives to showcase their personality at the interview I also try to draw their attention to how they come across with their body language. One particular "body behaviour" I see often in my clients is when they have had a number of unsuccessful interviews, their bodies collapse and start shrinking, not owning the space. If this is the case I usually offer exercises to use their body to power their mind up. The TED talk I often send them to is Fake It Till You Become It by Amy Cuddy.

Bereiten Sie immer einen Fragenkatalog vor, der Ihnen hilft frühere, aktuelle und zukünftige Probleme zu erkennen. Konzentrieren Sie Ihre Fragestellungen eher auf Menschen als auf fachliche Aspekte. Bestenfalls können Sie Lösungen aus ihrem Erfahrungshintergrund anbieten, wichtiger ist jedoch gut und genau zu hinterfragen.

One important thing to remember that you may not know everything for every answer in the interview. Learn to highlights your good side. Also learn to ask questions. Answering a question with a question.

One of the easiest and most overlooked tools in the interview process is the "thank you." An interview at any level should never take place without a thank you after the fact, but especially at the executive level. However, in this day and age, it's a surefire way to stand out in a positive way. If sending to multiple individuals in the same organization, be sure to personalize with conversation or stand out comments from the interview. And speak affirmatively that you're either looking forward to continuing in the interview process, the impact you can have on the company or the prospect of working together. An email is sufficient, but no one would scoff at a hand written thank you card.

Its critical in the follow up to own the strengths you bring to the table AND to own what gaps you have. Within the gaps, show a clear plan on how you will learn and practice to build the gaps into skills. The follow up is your chance to show you were present in the interview and you will create a clear strategy if hired! It also shows interviewers you really want the role!

Helping clients to getting the job and then transitioning into the role is all about how they continue the focus they have put in with the research. Sometimes clients are so relieved to get a role, or their dream job, that they become absorbed into the organisation so quickly, they forget why they are there. I know many people who absolutely believed that it was the organisation they wanted to work in, or that they were sold on the opportunity, only to find six months later, it wasn't right. You can love your life and work, and also retained a focus on it - this enables work/life integration.

Esta es una parte importante porque en situaciones de cambios la incertidumbre es de los factores que más estrés genera. El coach debe estar preparado para dar herramientas a su cliente para gestionar las emociones que pudieran surgir. Otro elemento a trabajar con el coachee es un ajuste de sus expectativas, de manera que no se conviertan en una amenaza que derive en un estado de frustración.

When a woman in leadership can put herself at ease knowing that her experience is highly valuable, she puts interviewers at ease. When a woman in leadership can CLEARLY articulate who she is (not her achievements) and the problems she can solve for an organization, it puts her in the top 5% of candidates. When a woman in leadership can ASK for her full value and negotiate her real worth instead of lowering her value to play safe, that's the faith that can move mountains. Being a better interviewee begins with being clear and harmonious with self. People want someone like that on their team.

With 15-20 years of working and leadership experience, you have every right to be yourself and be confident in any interview. See if this is the company you would like to spend your time on for your next chapter. Don't try to impress the CEO. Be curious. See how you can help them. Ask questions. Good luck out there.

In addition to the above steps . Networking Support: Assist in building and leveraging professional connections. Many times execs are in roles for long and need help Skill Development: Identify and address gaps, offering resources for skill enhancement.Resume and Branding: Guide in crafting a compelling resume and online presence.Interview Preparation: Conduct mock interviews and offer insights for success.Emotional Support: Acknowledge and address the emotional aspects of the transition.Continuous Feedback: Maintain ongoing communication to adapt and refine the approach.Celebrating Success: Acknowledge milestones and successes throughout the process.

As a prequel to the steps outlined above, the coach should work with the executive to determine the reasons behind the change. Does the executive want a new challenge? Were they let go for cause, downsized, etc? Answering these questions can help you identify the gaps between transferable skills and areas of growth for the client. Going through feedback they’ve gotten from supervisors and colleagues is also essential. The coach’s job is to help the client gain new insights and transform as they embark on a new career path. It includes ensuring they are targeting roles that they have the skills for and will stretch them enough so they don’t get bored.

Adding to all that is mentioned I may consider helping executives to: Connect authentically through elevating emotional intelligence. Practice active listening and adaptive communication to tailor responses. Instill confidence by anticipating challenging questions. Foster resilience, emphasizing that interviews are mutual assessments. Prioritize executive presence, refining body language and tone. Cultivate a growth mindset, turning setbacks into learning opportunities and emphasize continuous learning, encouraging executives to adapt strategies based on feedback. This ensures executives navigate interviews with strategic agility and authenticity.