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Many resources exist about how to perform well in a formal job interview, but what\u2019s talked about less is how to manage an informal conversation about a job opportunity where the format and success criteria are more ambiguous. The conversation is typically held away from the office over coffee, or even drinks and the \u2018interviewer\u2019 may not be taking any notes. These informal discussions most commonly occur at the start and end of a process. However, as headhunter Basil Leroux told me \u2018nothing is ever really informal, as opinions and judgements are always being formed.\u2019<\/p>\n<\/div>\n
In my work as an Executive Career Coach, I often see leaders fail to maximize an \u2018informal chat\u2019 as part of a hiring process \u2013 allowing the label it\u2019s been given to detract from its importance. As a result, they miss the opportunity to land with impact and showcase themselves at their best. Here are four strategies to help you plan and succeed if you find yourself invited to an informal discussion about a job opportunity.<\/p>\n
Get clear on the purpose<\/strong> of the conversation by asking for some context. Find out how many other individuals are having a similar conversation and what the next step in the process is. Informal chats are used for a range of reasons: information gathering before entering into a formal selection process, to learn more about your circumstances and \u2018sell\u2019 an opportunity, talent pooling for future openings, seeking input from a stakeholder, drawing on a technical expert\u2019s opinion, a formality at the end of a process when the position is \u2018yours to lose\u2019, and \u2013 less positively, but all too common \u2013 when they have no intention of giving you the job, but need to include you in the process for \u2018political\u2019 reasons.<\/p>\n In advance, research the individual<\/strong>(s) you\u2019ll be meeting by searching online, LinkedIn and the company website. Look for things you have in common \u2013 mutual contacts, past employers, academic institutions and wider interests \u2013 which you can draw on during the conversation. Gauge their decision-making power in the hiring process by finding out their relationship to the potential job opportunity. Typically, those with higher power would include the direct line manager or a significant stakeholder whose opinion could immediately rule you out. Other important, but potentially lower power interactions, would include peers, direct reports or the existing role holder. Never underestimate anyone\u2019s opinion, however.<\/p>\n<\/div>\n Find out what you can about the format<\/strong> of the meeting. A Chief Technology Officer \u2013 Paul \u2013 shared that he has recently had three separate interactions referred to as \u2018informal chats\u2019: the first was over a video call, following a structured set of interview questions (so arguably not informal at all), the second was in the office and positioned as an exploration of his technical experience, yet no technical questions were asked. The third was over dinner with a former colleague, introducing him to a CEO who was hiring, to explore their fit for a potential opportunity.<\/p>\n Whilst you want to come over as having a relaxed conversation, the secret to success is to prepare well, as you would for a formal structured interview, so you have relevant impactful content front of mind, and then deliver it in a different way.<\/p>\n In formal selection processes, earlier in your career you may have come across the STAR<\/a> interview model which captures the Situation, Task, Actions and Results. In an informal chat about a senior leadership role, it\u2019s unlikely you\u2019ll be asked structured competency-based questions, but the principle of knowing your measurable results \u2013 the \u2018R\u2019 of the STAR \u2013 stands. Have your most impressive career highlights front-of-mind and be prepared to subtly weave them into the conversation, even when you aren\u2019t directly asked.<\/p>\n<\/div>\n2. Prepare your professional inventory<\/h2>\n