Facing the Promotional Interview – Part 8
Written by John on October 17th, 2008
CONCEPTS
4. ORAL BOARDS ARE LOOKING FOR CANDIDATES WHO WILL RELATE THEIR QUALIFICATIONS
It is a fact that every candidate competing for a promotion is the most qualified candidate on this planet! It is also a fact that every candidate has done something worth mentioning. So, when a candidate is in front of an interview board expounding on their numerous qualifications, what gives those qualifications any credibility? The answer to that important question is understanding and using the concept of “relating and demonstrated performance.” To demonstrate this concept, let’s look at two different responses to the trait of leadership (which is a prime ingredient in every position within the fire service, including the position of firefighter).
A statement such as “leadership is one of my strengths and an important trait for the position of Captain” sounds good, but what gives that statement credibility to the interview board? To dramatically emphasize the inherent vagueness of this perspective, take the opportunity to listen to some practice interviews and notice how often candidates will offer numerous traits that are supposed to qualify the candidate for the position being sought. Additionally, also notice the general lack of credibility for these types of statements. Without any supporting evidence, qualification statements can be automatically placed under the heading of inference. In other words, you are inferring that your statements automatically qualify you for the new position, which they do not! Therefore, giving examples of what you have done AND learned in related areas gives your qualifications the necessary credibility!
The definition of RELATE is “to connect or join two things together.” Candidates who fail to connect or join what they have done to what they have learned, will fail to sell their qualifications. Every candidate who appears before an interview board has done something, and has various qualifications that are commendable. However, the candidate who can list applicable qualifications, tie those qualifications to what has been learned, AND relate how that will help the candidate qualify for the new position WILL sell their product. Additionally, specific examples of what you have learned will demonstrate your performance capability in the particular area you are trying to justify. This is combining the principle of “demonstrated performance” with relating and will be expanded in a later article.
Now, let’s look at a second response to the trait of leadership and bring together the principle of relating and demonstrated performance: “leadership is one of my strengths and an important trait for the position of Captain. Prior to my career in this fire department, I commanded an infantry platoon in the U.S. Army. Since I have been a member of this department, I have had the opportunity to be an acting Captain. These two specific areas of responsibility have allowed me to make decisions, analyze my actions, understand the importance of time management, training, discipline, and successfully motivate people to accomplish necessary goals.” The difference between the two preceding presentations is the first presentation operated on the principle of inference, and the second presentation operated on the principle of relating and demonstrated performance.
It can also be noted that the second presentation justified the candidates qualification of leadership.
SUMMARY
The three main portions of an interview are the opening, body, and closing.
Interview boards are diligently looking for candidates who understand the position they are applying for.
Interview boards are also diligently looking for candidates who can and will do the job they are seeking.
Interview boards are looking for candidates who will relate their applicable qualifications and what they have learned to the job they are seeking.
Always put yourself in the position you are interviewing for.
The concept of demonstrated performance gives credibility to the area you are trying to sell and justify.
Know your weaknesses and what you are doing to overcome them. Additionally, do not discuss a weakness without turning it into a positive attribute.
Interview boards form an opinion of a candidate in a short period of time.
Interview boards must ask the following three basic questions:
1) What are your qualifications?
2) What is the job you are interviewing for?
3) Is there anything else you would like to say?
