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I. The Purpose of Interviewing
D. SELLING YOURSELF FOR THE LONG HAUL The best way we know of to reassure people about your long-term potential is to present yourself with confidence and poise, demonstrating as many of the characteristics we all associate with successful general managers as is appropriate. You want to come across as an expert in your discipline, and as a well-developed "big picture" business person. We're sure you have seen some good role models of general managers, so you have a good idea of what many of the traits of a good general manager are. We've pulled together a list of some just as a "quick reference" starting point: Good general managers are, in a nutshell: Leaders, who are technically proficient, effective managers, and have good judgment. Some of those traits include: 1) LEADERS -- are the people who set the goals and motivate the organization to achieve them. Leaders share certain characteristics: - MISSION -- A significant goal, a practical plan to achieve it, and the intense desire and commitment to see it through. - RESULTS ORIENTATION -- managing the business, not just the process. - DECISIVENESS -- the willingness and ability to accept responsibility and accountability for providing direction and taking action. - COURAGE -- of your convictions, standing up for what's right for your business. - CHARISMA -- exciting those around you -- instilling the same sense of enthusiasm in them that you have. - INNOVATIVENESS -- the intellectual curiosity and insatiable commitment to progress that has you continuously seeking, and finding, a better way. "Good enough is never good enough." 2) TECHNICALLY PROFICIENT -- possessing the breadth and depth of individual skills and knowledge to understand truly the complex business issues you deal with: - MARKETING -- advertising, copy and media, promotion, packaging, pricing, product development, research, analysis, etc. - SALES -- retail and headquarters program and practice. - MANUFACTURING -- how do we make our goods, how can we make them better, and how can we lower costs? - FINANCE & ACCOUNTING -- how profitable are we? How do the decisions I make impact profit? - HIGH WORK STANDARDS -- what is worth doing, is worth doing well. 3) EFFECTIVE MANAGERS -- treat people like people: - TEAM ORIENTATION -- get everyone working together towards the same goal. - LISTEN -- get their point of view, understand it, respect it and them, and respond to them -- especially if you decide not to implement their recommendation. - PEOPLE DEVELOPMENT -- what you do as a manager to increase your subordinate's ability to contribute to the business is important. - GROWTH ORIENTATION -- a commitment to developing your business, your people, and yourself. - EFFECTIVE DELEGATION -- meaningful responsibility and authority, not just grunt work. - CAPACITY -- the ability to handle a large volume of work consistently and well. - SOPHISTICATION -- a Class Act. 4. GOOD BUSINESS JUDGMENT -- the intangible that eventually separates the winners. Much of this comes from experience, but there are some things you can do consistently to make more of the learning experience positive: - BIG PICTURE ORIENTATION -- strategic thinking -- the proverbial forest for the trees. - OBJECTIVITY -- seeing the world as it really is, not as we wish it were. - PROFIT MOTIVATION -- the goal is clear -- make money. - PRACTICAL VS. UTOPIAN -- the modest but achievable idea well executed is infinitely better than the unexecuted dream. - PRUDENT RISK MANAGEMENT -- understanding the risk: reward ratio and managing it to the company's advantage. Obviously no one has all of these traits in full measure. But the more of this overall poise and self-confidence you instill in yourself, and include in the in-depth answers you give to specific questions, the more likely you'll favorably impress your interviewer. |
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