Following bindings supports the streaming in WCF:

1. basicHttpBinding
2. netTcpBinding
3. netNamedPipeBinding

In WCF, instancing mode is set at service level. For ex.

//Setting PerSession instance mode
[ServiceBehavior(InstanceContextMode = InstanceContextMode.PerSession)]
class MyService : IMyService
{
//Implementation goes there
}

Help him see the qualifications that only you can offer.

Example: “In general, I think it’s a good policy to hire from within – to look outside probably means you’re not completely

comfortable choosing someone from inside.

“Naturally, you want this department to be as strong as it possibly can be, so you want the strongest candidate. I feel that

I can fill that bill because…(then recap your strongest qualifications that match up with his greatest needs).”

Tell me something negative you’ve heard about our company…
Just remember the rule – never be negative – and you’ll handle this one just fine.

On a scale of one to ten, rate me as an interviewer.
Once again, never be negative. The interviewer will only resent criticism coming from you. This is the time to show your

positivism.

However, don’t give a numerical rating. Simply praise whatever interview style he’s been using.

If he’s been tough, say “You have been thorough and tough-minded, the very qualities needed to conduct a good interview.”

If he’s been methodical, say, “You have been very methodical and analytical, and I’m sure that approach results in excellent

hires for your firm.”

In other words, pay him a sincere compliment that he can believe because it’s anchored in the behavior you’ve just seen.

Give a well-accepted definition of success that leads right into your own stellar collection of achievements.

Example: “The best definition I’ve come across is that success is the progressive realization of a worthy goal.”

“As to how I would measure up to that definition, I would consider myself both successful and fortunate…”(Then summarize your

career goals and how your achievements have indeed represented a progressive path toward realization of your goals.)

“The Opinion Question” – What do you think about …Abortion…The President…The Death Penalty…(or any other controversial

subject)?
In all of these instances, just remember the tale about student and the wise old rabbi. The scene is a seminary, where an

overly serious student is pressing the rabbi to answer the ultimate questions of suffering, life and death. But no matter how

hard he presses, the wise old rabbi will only answer each difficult question with a question of his own.

In exasperation, the seminary student demands, “Why, rabbi, do you always answer a question with another question?” To which

the rabbi responds, “And why not?”

If you are ever uncomfortable with any question, asking a question in return is the greatest escape hatch ever invented. It

throws the onus back on the other person, sidetracks the discussion from going into an area of risk to you, and gives you

time to think of your answer or, even better, your next question!

In response to any of the “opinion” questions cited above, merely responding, “Why do you ask?” will usually be enough to

dissipate any pressure to give your opinion. But if your interviewer again presses you for an opinion, you can ask another

question.

Or you could assert a generality that almost everyone would agree with. For example, if your interviewer is complaining about

politicians then suddenly turns to you and asks if you’re a Republican or Democrat, you could respond by saying, “Actually,

I’m finding it hard to find any politicians I like these days.”

(Of course, your best question of all may be whether you want to work for someone opinionated.)

If you won $10 million lottery, would you still work?
This type of question is aimed at getting at your bedrock attitude about work and how you feel about what you do. Your best

answer will focus on your positive feelings.

Example: “After I floated down from cloud nine, I think I would still hold my basic belief that achievement and purposeful

work are essential to a happy, productive life. After all, if money alone bought happiness, then all rich people would be all

happy, and that’s not true.

“I love the work I do, and I think I’d always want to be involved in my career in some fashion. Winning the lottery would

make it more fun because it would mean having more flexibility, more options...who knows?”

“Of course, since I can’t count on winning, I’d just as soon create my own destiny by sticking with what’s worked for me,

meaning good old reliable hard work and a desire to achieve. I think those qualities have built many more fortunes that all

the lotteries put together.”

Looking back on your last position, have you done your best work?
To cover both possible paths this question can take, your answer should state that you always try to do your best, and the

best of your career is right now. Like an athlete at the top of his game, you are just hitting your career stride thanks to

several factors. Then, recap those factors, highlighting your strongest qualifications.

Speak your own thoughts here, but for the best answer weave them around the three most important qualifications for any

position.

Can the person do the work (qualifications)?

Will the person do the work (motivation)?

Will the person fit in (“our kind of team player”)?

Sell me this stapler…(this pencil…this clock…or some other object on interviewer’s desk).
Of course, you already know the most important secret of all great salesmanship – “find out what people want, then show them

how to get it.”

If your interviewer picks up his stapler and asks, “sell this to me,” you are going to demonstrate this proven master

principle. Here’s how:

“Well, a good salesman must know both his product and his prospect before he sells anything. If I were selling this, I’d

first get to know everything I could about it, all its features and benefits.”

“Then, if my goal were to sell it you, I would do some research on how you might use a fine stapler like this. The best way

to do that is by asking some questions. May I ask you a few questions?”

Then ask a few questions such as, “Just out of curiosity, if you didn’t already have a stapler like this, why would you want

one? And in addition to that? Any other reason? Anything else?”

“And would you want such a stapler to be reliable?...Hold a good supply of staples?” (Ask more questions that point to the

features this stapler has.)

Once you’ve asked these questions, make your presentation citing all the features and benefits of this stapler and why it’s

exactly what the interviewer just told you he’s looking for.

Then close with, “Just out of curiosity, what would you consider a reasonable price for a quality stapler like this…a stapler

you could have right now and would (then repeat all the problems the stapler would solve for him)? Whatever he says, (unless

it’s zero), say, “Okay, we’ve got a deal.”

NOTE: If your interviewer tests you by fighting every step of the way, denying that he even wants such an item, don’t fight

him. Take the product away from him by saying, “Mr. Prospect, I’m delighted you’ve told me right upfront that there’s no way

you’d ever want this stapler. As you well know, the first rule of the most productive salespeople in any field is to meet the

needs of people who really need and want our products, and it just wastes everyone’s time if we try to force it on those who

don’t. And I certainly wouldn’t want to waste your time. But we sell many items. Is there any product on this desk you would

very much like to own…just one item?” When he points something out, repeat the process above. If he knows anything about

selling, he may give you a standing ovation.

“The Salary Question” – How much money do you want ?
For maximum salary negotiating power, remember these five guidelines
Never bring up salary. Let the interviewer do it first. Good salespeople sell their products thoroughly before talking price.

So should you. Make the interviewer want you first, and your bargaining position will be much stronger.

If your interviewer raises the salary question too early, before you’ve had a chance to create desire for your

qualifications, postpone the question, saying something like, “Money is important to me, but is not my main concern.

Opportunity and growth are far more important. What I’d rather do, if you don’t mind, is explore if I’m right for the

position, and then talk about money. Would that be okay?”

The #1 rule of any negotiation is: the side with more information wins. After you’ve done a thorough job of selling the

interviewer and it’s time to talk salary, the secret is to get the employer talking about what he’s willing to pay before you

reveal what you’re willing to accept. So, when asked about salary, respond by asking, “I’m sure the company has already

established a salary range for this position. Could you tell me what that is?” Or, “I want an income commensurate with my

ability and qualifications. I trust you’ll be fair with me. What does the position pay?” Or, more simply, “What does this

position pay?”

Know beforehand what you’d accept. To know what’s reasonable, research the job market and this position for any relevant

salary information. Remember that most executives look for a 20-25%$ pay boost when they switch jobs. If you’re grossly

underpaid, you may want more.

Never lie about what you currently make, but feel free to include the estimated cost of all your fringes, which could well

tack on 25-50% more to your present “cash-only” salary.

The Illegal Question
Illegal questions include any regarding your age…number and ages of your children or other dependents…marital status…maiden

name…religion…political affiliation…ancestry…national origin…birthplace…naturalization of your parents, spouse or

children…diseases…disabilities…clubs…or spouse’s occupation…unless any of the above are directly related to your performance

of the job. You can’t even be asked about arrests, though you can be asked about convictions.

ANSWER: Under the ever-present threat of lawsuits, most interviewers are well aware of these taboos. Yet you may encounter,

usually on a second or third interview, a senior executive who doesn’t interview much and forgets he can’t ask such

questions.

You can handle an illegal question in several ways. First, you can assert your legal right not to answer. But this will

frighten or embarrass your interviewer and destroy any rapport you had.

Second, you could swallow your concerns over privacy and answer the question straight forwardly if you feel the answer could

help you. For example, your interviewer, a devout Baptist, recognizes you from church and mentions it. Here, you could gain

by talking about your church.

Third, if you don’t want your privacy invaded, you can diplomatically answer the concern behind the question without

answering the question itself.

Example: If you are over 50 and are asked, “How old are you?” you can answer with a friendly, smiling question of your own on

whether there’s a concern that your age my affect your performance. Follow this up by reassuring the interviewer that there’s

nothing in this job you can’t do and, in fact, your age and experience are the most important advantages you offer the

employer for the following reasons…

Another example: If asked, “Do you plan to have children?” you could answer, “I am wholeheartedly dedicated to my career“,

perhaps adding, “I have no plans regarding children.” (You needn’t fear you’ve pledged eternal childlessness. You have every

right to change your plans later. Get the job first and then enjoy all your options.)

Most importantly, remember that illegal questions arise from fear that you won’t perform well. The best answer of all is to

get the job and perform brilliantly. All concerns and fears will then varnish, replaced by respect and appreciation for your

work.

The “Secret” Illegal Question
Much more frequent than the Illegal question (see Question 55) is the secret illegal question. It’s secret because it’s asked

only in the interviewer’s mind. Since it’s not even expressed to you, you have no way to respond to it, and it can there be

most damaging.

Example: You’re physically challenged, or a single mother returning to your professional career, or over 50, or a member of

an ethnic minority, or fit any of a dozen other categories that do not strictly conform to the majority in a given company.

Your interviewer wonders, “Is this person really able to handle the job?”…”Is he or she a ‘good fit’ at a place like

ours?”…”Will the chemistry ever be right with someone like this?” But the interviewer never raises such questions because

they’re illegal. So what can you do?
ANSWER: Remember that just because the interviewer doesn’t ask an illegal question doesn’t mean he doesn’t have it. More than

likely, he is going to come up with his own answer. So you might as well help him out.

How? Well, you obviously can’t respond to an illegal question if he hasn’t even asked. This may well offend him. And there’s

always the chance he wasn’t even concerned about the issue until you brought it up, and only then begins to wonder.

So you can’t address “secret” illegal questions head-on. But what you can do is make sure there’s enough counterbalancing

information to more than reassure him that there’s no problem in the area he may be doubtful about.

For example, let’s say you’re a sales rep who had polio as a child and you need a cane to walk. You know your condition has

never impeded your performance, yet you’re concerned that your interviewer may secretly be wondering about your stamina or

ability to travel. Well, make sure that you hit these abilities very hard, leaving no doubt about your capacity to handle

them well.

So, too, if you’re in any different from what passes for “normal”. Make sure, without in any way seeming defensive about

yourself that you mention strengths, accomplishments, preferences and affiliations that strongly counterbalance any unspoken

concern your interviewer may have.

What was the toughest part of your last job?
State that there was nothing in your prior position that you found overly difficult, and let your answer go at that. If

pressed to expand your answer, you could describe the aspects of the position you enjoyed more than others, making sure that

you express maximum enjoyment for those tasks most important to the open position, and you enjoyed least those tasks that are

unimportant to the position at hand.

Many executives in a position to hire you are strong believers in goal-setting. (It’s one of the reason they’ve achieved so

much). They like to hire in kind.

If you’re vague about your career and personal goals, it could be a big turnoff to may people you will encounter in your job

search.

Be ready to discuss your goals for each major area of your life: career, personal development and learning, family, physical

(health), community service and (if your interviewer is clearly a religious person) you could briefly and generally allude to

your spiritual goals (showing you are a well-rounded individual with your values in the right order).

Be prepared to describe each goal in terms of specific milestones you wish to accomplish along the way, time periods you’re

allotting for accomplishment, why the goal is important to you, and the specific steps you’re taking to bring it about. But

do this concisely, as you never want to talk more than two minutes straight before letting your interviewer back into the

conversation.

Again it’s best to:

Gauge this company’s corporate culture before answering and…

Be honest (which doesn’t mean you have to vividly share your fantasy of the franchise or bed-and-breakfast you someday plan

to open).

In general, if the corporate culture is that of a large, formal, military-style structure, minimize any indication that you’d

love to have your own business. You might say, “Oh, I may have given it a thought once or twice, but my whole career has been

in larger organizations. That’s where I have excelled and where I want to be.”

If the corporate culture is closer to the free-wheeling, everybody’s-a-deal-maker variety, then emphasize that in a firm like

this, you can virtually get the best of all worlds, the excitement of seeing your own ideas and plans take shape…combined

with the resources and stability of a well-established organization. Sounds like the perfect environment to you.

In any case, no matter what the corporate culture, be sure to indicate that any desires about running your own show are part

of your past, not your present or future.

The last thing you want to project is an image of either a dreamer who failed and is now settling for the corporate cocoon…or

the restless maverick who will fly out the door with key accounts, contacts and trade secrets under his arms just as soon as

his bankroll has gotten rebuilt.

Always remember: Match what you want with what the position offers. The more information you’ve uncovered about the position,

the more believable you can make your case.

This is an easy question if you’re prepared. Have a recent example ready that demonstrates either:

A quality most important to the job at hand; or

A quality that is always in demand, such as leadership, initiative, managerial skill, persuasiveness, courage, persistence,

intelligence, etc.

First, redefine “difficult” to be “challenging” which is more positive. Then, identify an area everyone in your profession

considers challenging and in which you excel. Describe the process you follow that enables you to get splendid results…and be

specific about those results.

Example: “I think every sales manager finds it challenging to motivate the troops in a recession. But that’s probably the

strongest test of a top sales manager. I feel this is one area where I excel.”

“When I see the first sign that sales may slip or that sales force motivation is flagging because of a downturn in the

economy, here’s the plan I put into action immediately…” (followed by a description of each step in the process…and most

importantly, the exceptional results you’ve achieved.).

The “Hypothetical Problem”

Instead, describe the rational, methodical process you would follow in analyzing this problem, who you would consult with,

generating possible solutions, choosing the best course of action, and monitoring the results.

Remember, in all such, “What would you do?” questions, always describe your process or working methods, and you’ll never go

wrong.

If you are in fact a workaholic and you sense this company would like that: Say you are a confirmed workaholic, that you

often work nights and weekends. Your family accepts this because it makes you fulfilled.

If you are not a workaholic: Say you have always worked hard and put in long hours. It goes with the territory. It one sense,

it’s hard to keep track of the hours because your work is a labor of love, you enjoy nothing more than solving problems. So

you’re almost always thinking about your work, including times when you’re home, while shaving in the morning, while

commuting, etc.

You, of course, will want to take a good hard look at everything the company is doing before making any recommendations.

Example: “Well, I wouldn’t be a very good doctor if I gave my diagnosis before the examination. Should you hire me, as I hope

you will, I’d want to take a good hard look at everything you’re doing and understand why it’s being done that way. I’d like

to have in-depth meetings with you and the other key people to get a deeper grasp of what you feel you’re doing right and

what could be improved.

“From what you’ve told me so far, the areas of greatest concern to you are…” (name them. Then do two things. First, ask if

these are in fact his major concerns. If so then reaffirm how your experience in meeting similar needs elsewhere might prove

very helpful).

If you have had no problem, emphasize your excellent and consistent attendance record throughout your career.

Also describe how important you believe such consistent attendance is for a key executive…why it’s up to you to set an

example of dedication…and why there’s just no substitute for being there with your people to keep the operation running

smoothly, answer questions and handle problems and crises as they arise.

If you do have a past attendance problem, you want to minimize it, making it clear that it was an exceptional circumstance

and that it’s cause has been corrected.

To do this, give the same answer as above but preface it with something like, “Other that being out last year (or whenever)

because of (your reason, which is now in the past), I have never had a problem and have enjoyed an excellent attendance

record throughout my career. Furthermore, I believe, consistent attendance is important because…” (Pick up the rest of the

answer as outlined above.).

Be prepared with a good example, explaining why the decision was difficult…the process you followed in reaching it…the

courageous or effective way you carried it out…and the beneficial results.

Tell me about the most boring job you’ve ever had.

You have never allowed yourself to grow bored with a job and you can’t understand it when others let themselves fall into

that rut.

Example: “Perhaps I’ve been fortunate, but that I’ve never found myself bored with any job I have ever held. I’ve always

enjoyed hard work. As with actors who feel there are no small parts, I also believe that in every company or department there

are exciting challenges and intriguing problems crying out for energetic and enthusiastic solutions. If you’re bored, it’s

probably because you’re not challenging yourself to tackle those problems right under your nose.”

Have a few heroes in mind, from your mental “Board of Directors” – Leaders in your industry, from history or anyone else who

has been your mentor.

Be prepared to give examples of how their words, actions or teachings have helped inspire your achievements. As always,

prepare an answer which highlights qualities that would be highly valuable in the position you are seeking.

You like to make money, but other factors are even more important.

Example: “Making money is very important to me, and one reason I’m here is because I’m looking to make more. Throughout my

career, what’s been even more important to me is doing work I really like to do at the kind of company I like and respect.

(Then be prepared to be specific about what your ideal position and company would be like, matching them as closely as

possible to the opportunity at hand.

Give an answer that’s suited to both your personality and the management style of the firm. Here, the homework you’ve done

about the company and its style can help in your choice of words.

Examples: If you are a reserved person and/or the corporate culture is coolly professional:

“I’m an even-tempered and positive person by nature, and I believe this helps me a great deal in keeping my department

running smoothly, harmoniously and with a genuine esprit de corps. I believe in communicating clearly what’s expected,

getting people’s commitment to those goals, and then following up continuously to check progress.”

“If anyone or anything is going off track, I want to know about it early. If, after that kind of open communication and

follow up, someone isn’t getting the job done, I’ll want to know why. If there’s no good reason, then I’ll get impatient and

angry…and take appropriate steps from there. But if you hire good people, motivate them to strive for excellence and then

follow up constantly, it almost never gets to that state.”

If you are feisty by nature and/or the position calls for a tough straw boss.

“You know what makes me angry? People who (the fill in the blanks with the most objectionable traits for this type of

position)…people who don’t pull their own weight, who are negative, people who lie…etc.”

Again never be negative.

Example: “I suppose with the benefit of hindsight you can always find things to do better, of course, but off the top of my

head, I can’t think of anything of major consequence.”

(If more explanation seems necessary)

Describer a situation that didn’t suffer because of you but from external conditions beyond your control ?
For example, describe the disappointment you felt with a test campaign, new product launch, merger, etc., which looked

promising at first, but led to underwhelming results. “I wish we could have known at the start what we later found out (about

the economy turning, the marketplace changing, etc.), but since we couldn’t, we just had to go for it. And we did learn from

it…”

Indicate that you are a happy, fulfilled, optimistic person and that, in general, you wouldn’t change a thing.

Example: “It’s been a good life, rich in learning and experience, and the best it yet to come. Every experience in life is a

lesson it its own way. I wouldn’t change a thing.”

Try to avoid choosing between two values, giving a positive statement which covers all bases instead.

Example: “I would never do anything to hurt the company..”

If aggressively pressed to choose between two competing values, always choose personal integrity. It is the most prized of

all values.

First, before you even get to the interview stage, you should try to minimize your image as job hopper. If there are several

entries on your resume of less than one year, consider eliminating the less important ones. Perhaps you can specify the time

you spent at previous positions in rounded years not in months and years.
Example: Instead of showing three positions this way:
6/1982 – 3/1983, Position A;
4/1983 – 12/1983, Position B;
1/1984 – 8/1987, Position C;
…it would be better to show simply:
1982 – 1983, Position A;
1984 – 1987 Position C.
In other words, you would drop Position B altogether. Notice what a difference this makes in reducing your image as a job

hopper.
Once in front of the interviewer and this question comes up, you must try to reassure him. Describe each position as part of

an overall pattern of growth and career destination.
Be careful not to blame other people for your frequent changes. But you can and should attribute certain changes to

conditions beyond your control.
Example: Thanks to an upcoming merger, you wanted to avoid an ensuing bloodbath, so you made a good, upward career move

before your department came under the axe of the new owners.
If possible, also show that your job changes were more frequent in your younger days, while you were establishing yourself,

rounding out your skills and looking for the right career path. At this stage in your career, you’re certainly much more

interested in the best long-term opportunity.
You might also cite the job where you stayed the longest and describe that this type of situation is what you’re looking for

now.

What do you see as the proper role/mission of…
…a good (job title you’re seeking);
…a good manager;
…an executive in serving the community;
…a leading company in our industry; etc.

Think of the most essential ingredients of success for each category above – your job title, your role as manager, your

firm’s role, etc.
Identify at least three but no more than six qualities you feel are most important to success in each role. Then commit your

response to memory.
Here, again, the more information you’ve already drawn out about the greatest wants and needs of the interviewer, and the

more homework you’ve done to identify the culture of the firm, the more on-target your answer will be.

Describe the rational and sensible management process you follow in both hiring and firing.

Example: “My whole management approach is to hire the best people I can find, train them thoroughly and well, get them

excited and proud to be part of our team, and then work with them to achieve our goals together. If you do all of that right,

especially hiring the right people, I’ve found you don’t have to fire very often.
“So with me, firing is a last resort. But when it’s got to be done, it’s got to be done, and the faster and cleaner, the

better. A poor employee can wreak terrible damage in undermining the morale of an entire team of good people. When there’s no

other way, I’ve found it’s better for all concerned to act decisively in getting rid of offenders who won’t change their

ways.”

First find out where you may have to relocate and how much travel may be involved. Then respond to the question.
If there’s no problem, say so enthusiastically.
If you do have a reservation, there are two schools of thought on how to handle it.
One advises you to keep your options open and your reservations to yourself in the early going, by saying, “no problem”. You

strategy here is to get the best offer you can, then make a judgment whether it’s worth it to you to relocate or travel.
Also, by the time the offer comes through, you may have other offers and can make a more informed decision. Why kill of this

opportunity before it has chance to blossom into something really special? And if you’re a little more desperate three months

from now, you might wish you hadn’t slammed the door on relocating or traveling.
The second way to handle this question is to voice a reservation, but assert that you’d be open to relocating (or traveling)

for the right opportunity.
The answering strategy you choose depends on how eager you are for the job. If you want to take no chances, choose the first

approach.
If you want to play a little harder-to-get in hopes of generating a more enticing offer, choose the second.

If the hours still sound unrealistic for you, ask, “Do you have any top people who perform exceptionally for you, but who

also have families and like to get home in time to see them at night?” Chances are this company does, and this associates you

with this other “top-performers-who-leave-not-later-than-six” group.

Depending on the answer, be honest about how you would fit into the picture. If all those extra hours make you uncomfortable,

say so, but phrase your response positively.

Example: “I love my work and do it exceptionally well. I think the results speak for themselves, especially in …(mention your

two or three qualifications of greater interest to the employer. Remember, this is what he wants most, not a workaholic with

weak credentials). Not only would I bring these qualities, but I’ve built my whole career on working not just hard, but

smart. I think you’ll find me one of the most productive people here.

I do have a family who likes to see me after work and on weekends. They add balance and richness to my life, which in turn

helps me be happy and productive at work. If I could handle some of the extra work at home in the evenings or on weekends,

that would be ideal. You’d be getting a person of exceptional productivity who meets your needs with strong credentials. And

I’d be able to handle some of the heavy workload at home where I can be under the same roof as my family. Everybody would

win.”

First, if you’re a confirmed workaholic, this question is a softball lob. Whack it out of the park on the first swing by

saying this kind of schedule is just your style. Add that your family understands it. Indeed, they’re happy for you, as they

know you get your greatest satisfaction from your work.

Redefine the word ‘worry’ so that it does not reflect negatively on you.

Example: “I wouldn’t call it worry, but I am a strongly goal-oriented person. So I keep turning over in my mind anything that

seems to be keeping me from achieving those goals, until I find a solution. That’s part of my tenacity, I suppose.”

didates unmercifully for confidential information. If he doesn’t get it, he grows visibly annoyed, relentlessly inquisitive,

It’s all an act. He couldn’t care less about the information. This is his way of testing the candidate’s moral fiber. Only

those who hold fast are hired.

Keep this answer, like all your answers, positive. A good way to answer this question is to identify a cutting-edge branch of

your profession (one that’s not essential to your employer’s needs) as an area you’re very excited about and want to explore

more fully over the next six months.

Express your concern that you’d like to keep your job search private, but that in time, it will be perfectly okay.

Example: “My present employer is not aware of my job search and, for obvious reasons; I’d prefer to keep it that way. I’d be

most appreciative if we kept our discussion confidential right now. Of course, when we both agree the time is right, then by

all means you should contact them. I’m very proud of my record there.

Give me an example of your creativity (analytical skill…managing ability, etc.)

Remember from Question 2 that you should commit to memory a list of your greatest and most recent achievements, ever ready on

the tip of your tongue.

If you have such a list, it’s easy to present any of your achievements in light of the quality the interviewer is asking

about. For example, the smashing success you orchestrated at last year’s trade show could be used as an example of

creativity, or analytical ability, or your ability to manage.

You’re generally quite happy with your career progress. Maybe, if you had known something earlier in life (impossible to know

at the time, such as the booming growth in a branch in your industry…or the corporate downsizing that would phase out your

last job), you might have moved in a certain direction sooner.

But all things considered, you take responsibility for where you are, how you’ve gotten there, where you are going…and you

harbor no regrets.

You greatly admire a company that hires and promotes on merit alone and you couldn’t agree more with that philosophy. The age

(gender, race, etc.) of the person you report to would certainly make no difference to you.

Whoever has that position has obviously earned it and knows their job well. Both the person and the position are fully

deserving of respect. You believe that all people in a company, from the receptionist to the Chairman, work best when their

abilities, efforts and feelings are respected and rewarded fairly, and that includes you. That’s the best type of work

environment you can hope to find.

On confidential matters…
Your interviewer may press you for this information for two reasons.

First, many companies use interviews to research the competition. It’s a perfect set-up. Here in their own lair, is an

insider from the enemy camp who can reveal prized information on the competition’s plans, research, financial condition, etc.

Second, the company may be testing your integrity to see if you can be cajoled or bullied into revealing confidential data.

What to do? The answer here is easy. Never reveal anything truly confidential about a present or former employer. By all

means, explain your reticence diplomatically. For example, “I certainly want to be as open as I can about that. But I also

wish to respect the rights of those who have trusted me with their most sensitive information, just as you would hope to be

able to trust any of your key people when talking with a competitor…”

And certainly you can allude to your finest achievements in specific ways that don’t reveal the combination to the company

safe.

But be guided by the golden rule. If you were the owner of your present company, would you feel it ethically wrong for the

information to be given to your competitors? If so, steadfastly refuse to reveal it.

Remember that this question pits your desire to be cooperative against your integrity. Faced with any such choice, always

choose integrity. It is a far more valuable commodity than whatever information the company may pry from you. Moreover, once

you surrender the information, your stock goes down. They will surely lose respect for you.

One President we know always presses canWhat would you say to your boss if he’s crazy about an idea, but you think it stinks

?

Remember the rule stated earlier: In any conflict between values, always choose integrity.

Example: I believe that when evaluating anything, it’s important to emphasize the positive. What do I like about this idea?”

“Then, if you have reservations, I certainly want to point them out, as specifically, objectively and factually as I can.”

“After all, the most important thing I owe my boss is honesty. If he can’t count on me for that, then everything else I may

do or say could be questionable in his eyes.”

“But I also want to express my thoughts in a constructive way. So my goal in this case would be to see if my boss and I could

make his idea even stronger and more appealing, so that it effectively overcomes any initial reservation I or others may have

about it.”

“Of course, if he overrules me and says, ‘no, let’s do it my way,’ then I owe him my full and enthusiastic support to make it

work as best it can.”

Try to gauge how this company’s culture would look upon your favorite outside activities and be guided accordingly.

You can also use this question to shatter any stereotypes that could limit your chances. If you’re over 50, for example,

describe your activities that demonstrate physical stamina. If you’re young, mention an activity that connotes wisdom and

institutional trust, such as serving on the board of a popular charity.

But above all, remember that your employer is hiring your for what you can do for him, not your family, yourself or outside

organizations, no matter how admirable those activities may be.

The “Fatal Flaw” question
As every master salesperson knows, you will encounter objections (whether stated or merely thought) in every sale. They’re

part and parcel of the buyer’s anxiety. The key is not to exacerbate the buyer’s anxiety but diminish it. Here’s how…

Whenever you come up against a fatal flaw question:

Be completely honest, open and straightforward about admitting the shortcoming. (Showing you have nothing to hide diminishes

the buyer’s anxiety.)

Do not apologize or try to explain it away. You know that this supposed flaw is nothing to be concerned about, and this is

the attitude you want your interviewer to adopt as well.

Add that as desirable as such a qualification might be, its lack has made you work all the harder throughout your career and

has not prevented you from compiling an outstanding tack record of achievements. You might even give examples of how, through

a relentless commitment to excellence, you have consistently outperformed those who do have this qualification.

Of course, the ultimate way to handle “fatal flaw” questions is to prevent them from arising in the first place. You will do

that by following the master strategy described in Question 1, i.e., uncovering the employers needs and them matching your

qualifications to those needs.

Once you’ve gotten the employer to start talking about his most urgently-felt wants and goals for the position, and then help

him see in step-by-step fashion how perfectly your background and achievements match up with those needs, you’re going to

have one very enthusiastic interviewer on your hands, one who is no longer looking for “fatal flaws”.

Begin by emphasizing the extremely positive feedback you’ve gotten throughout your career and (if it’s true) that your

performance reviews have been uniformly excellent.

Of course, no one is perfect and you always welcome suggestions on how to improve your performance. Then, give an example of

a not-too-damaging learning experience from early in your career and relate the ways this lesson has since helped you. This

demonstrates that you learned from the experience and the lesson is now one of the strongest breastplates in your suit of

armor.

If you are pressed for a criticism from a recent position, choose something fairly trivial that in no way is essential to

your successful performance. Add that you’ve learned from this, too, and over the past several years/months, it’s no longer

an area of concern because you now make it a regular practice to…etc.

Another way to answer this question would be to describe your intention to broaden your master of an area of growing

importance in your field. For example, this might be a computer program you’ve been meaning to sit down and learn… a new

management technique you’ve read about…or perhaps attending a seminar on some cutting-edge branch of your profession.

Again, the key is to focus on something not essential to your brilliant performance but which adds yet another dimension to

your already impressive knowledge base.

Unless you’re up for a position in academia or as book critic for The New York Times, you’re not expected to be a literary

lion. But it wouldn’t hurt to have read a handful of the most recent and influential books in your profession and on

management.

Consider it part of the work of your job search to read up on a few of these leading books. But make sure they are quality

books that reflect favorably upon you, nothing that could even remotely be considered superficial. Finally, add a recently

published bestselling work of fiction by a world-class author and you’ll pass this question with flying colors.

You want to emphasize factors which have prolonged your job search by your own choice.

Example: “After my job was terminated, I made a conscious decision not to jump on the first opportunities to come along. In

my life, I’ve found out that you can always turn a negative into a positive IF you try hard enough. This is what I determined

to do. I decided to take whatever time I needed to think through what I do best, what I most want to do, where I’d like to do

it…and then identify those companies that could offer such an opportunity.”

“Also, in all honesty, you have to factor in the recession (consolidation, stabilization, etc.) in the (banking, financial

services, manufacturing, advertising, etc.) industry.”

“So between my being selective and the companies in our industry downsizing, the process has taken time. But in the end, I’m

convinced that when I do find the right match, all that careful evaluation from both sides of the desk will have been well

worthwhile for both the company that hires me and myself.

Tell me honestly about the strong points and weak points of your boss (company, management team, etc.)
Remember the rule: Never be negative. Stress only the good points, no matter how charmingly you’re invited to be critical.

Your interviewer doesn’t care a whit about your previous boss. He wants to find out how loyal and positive you are, and

whether you’ll criticize him behind his back if pressed to do so by someone in this own company. This question is your

opportunity to demonstrate your loyalty to those you work with.

Prepare for this question by thinking of how you can position yourself as a desired commodity. If you are still working,

describe the possibilities at your present firm and why, though you’re greatly appreciated there, you’re looking for

something more (challenge, money, responsibility, etc.). Also mention that you’re seriously exploring opportunities with one

or two other firms.

If you’re not working, you can talk about other employment possibilities you’re actually exploring. But do this with a light

touch, speak only in general terms. You don’t want to seem manipulative or copy.

This question is your opportunity to hit the ball out of the park, thanks to the in-depth research you should do before any

interview.

Best sources for researching your target company: annual reports, the corporate newsletter, contacts you know at the company

or its suppliers, advertisements, articles about the company in the trade press.

Reassure your interviewer that you’re looking to make a long-term commitment…that this position entails exactly what you’re

looking to do and what you do extremely well. As for your future, you believe that if you perform each job at hand with

excellence, future opportunities will take care of themselves.

Example: “I am definitely interested in making a long-term commitment to my next position. Judging by what you’ve told me

about this position, it’s exactly what I’m looking for and what I am very well qualified to do. In terms of my future career

path, I’m confident that if I do my work with excellence, opportunities will inevitable open up for me. It’s always been that

way in my career, and I’m confident I’ll have similar opportunities here.”

Describe your ideal company, location and job.

The only right answer is to describe what this company is offering, being sure to make your answer believable with specific

reasons, stated with sincerity, why each quality represented by this opportunity is attractive to you.

Remember that if you’re coming from a company that’s the leader in its field or from a glamorous or much admired company,

industry, city or position, your interviewer and his company may well have an “Avis” complex. That is, they may feel a bit

defensive about being “second best” to the place you’re coming from, worried that you may consider them bush league.

This anxiety could well be there even though you’ve done nothing to inspire it. You must go out of your way to assuage such

anxiety, even if it’s not expressed, by putting their virtues high on the list of exactly what you’re looking for, providing

credible reason for wanting these qualities.

If you do not express genuine enthusiasm for the firm, its culture, location, industry, etc., you may fail to answer this

“Avis” complex objection and, as a result, leave the interviewer suspecting that a hot shot like you, coming from a Fortune

500 company in New York, just wouldn’t be happy at an unknown manufacturer based in Topeka, Kansas.

As with any objection, don’t view this as a sign of imminent defeat. It’s an invitation to teach the interviewer a new way to

think about this situation, seeing advantages instead of drawbacks.

Example: “I recognize the job market for what it is – a marketplace. Like any marketplace, it’s subject to the laws of supply

and demand. So ‘overqualified’ can be a relative term, depending on how tight the job market is. And right now, it’s very

tight. I understand and accept that.”

“I also believe that there could be very positive benefits for both of us in this match.”

“Because of my unusually strong experience in ________________ , I could start to contribute right away, perhaps much faster

than someone who’d have to be brought along more slowly.”

“There’s also the value of all the training and years of experience that other companies have invested tens of thousands of

dollars to give me. You’d be getting all the value of that without having to pay an extra dime for it. With someone who has

yet to acquire that experience, he’d have to gain it on your nickel.”

“I could also help you in many things they don’t teach at the Harvard Business School. For example…(how to hire, train,

motivate, etc.) When it comes to knowing how to work well with people and getting the most out of them, there’s just no

substitute for what you learn over many years of front-line experience. You company would gain all this, too.”

“From my side, there are strong benefits, as well. Right now, I am unemployed. I want to work, very much, and the position

you have here is exactly what I love to do and am best at. I’ll be happy doing this work and that’s what matters most to me,

a lot more that money or title.”

“Most important, I’m looking to make a long term commitment in my career now. I’ve had enough of job-hunting and want a

permanent spot at this point in my career. I also know that if I perform this job with excellence, other opportunities cannot

help but open up for me right here. In time, I’ll find many other ways to help this company and in so doing, help myself. I

really am looking to make a long-term commitment.”

NOTE: The main concern behind the “overqualified” question is that you will leave your new employer as soon as something

better comes your way. Anything you can say to demonstrate the sincerity of your commitment to the employer and reassure him

that you’re looking to stay for the long-term will help you overcome this objection.