Getting in front of the client is an achievement in itself! Once there, you need to get the assignment. The first and most important decision for you to reach as soon as possible is whether this assignment is for you - can you do it and can you do it well. If you get it and turn out not to be successful, you are the loser - along with the Interim provider who introduced you. Also, although we head this section "Interview Guidelines", think of it for what it really is - as an Interim Manager/ Independent Consultant, you are an experienced and skilled professional - you are "interviewing" the client just as much as they are "interviewing" you. Be confident and professional - never presumptive or arrogant!
In our experience, there are a number of characteristics that always seem to be part of a winning pitch - and preparation and chemistry are the two leaders. If they see you as the best fit and they like you you'll get the assignment.
We are continuously developing and amending them in the light of comments received and experience. We would be delighted to have your comments - please email glyn@russam-gms.co.uk.
Before The Meeting
1. Prepare as fully as you can for the meeting - give as much prior thought to the organisation, the actual client, the assignment as you can with the resources and time available.
2. Assess your suitability for it. Where you are short, can this be overcome or compensated for? Often this is possible but if not, you should withdraw before wasting anyone's time. Study their website, their Sector and any Associations they are members of, their Accounts and any Press Comments (e.g. www.ft.com) you can find.
3. Make a mental list of things you want to say and questions you want to ask. Let the Client see that you have done this. Russam GMS mantra is that you need six questions.
4. Produce a Presentation if you think it will help. Certainly, if you are called back for a second Interview, Presentations invariably go down well - but you need to acknowledge that your thoughts are made ahead of detailed knowledge of the task.
5. Make sure you know where you are going and whom you are seeing - get there on time!.
6. Think hard about your appearance. Without turning your personality upside down - which would be a professional deceit, you need to be professionally attractive to the client and conform to their image and corporate values culture - at least for the task in hand. Perception is all - certainly in those vital first twenty seconds.
7. Excellent preparation is vital. The client must see what you have done. It also saves valuable time.
Don't
1. Waffle - if you don't know say so - but always offer something by way of compensation.
2. Monopolise the conversation. Easy to do when you are anxious to please. An interview is a two-way exchange of information. Listening and understanding impresses.
3. Worry if you make a bad start - research shows that "final" impressions count.
4. Criticise past employers/clients.
5. Be late.
Do
1. Listen carefully to questions and answer them fully but succinctly.
2. Give examples (verbally or written) to illustrate how you tackled a particular task or to illustrate a strength, using references and case studies - but with discretion.
3. Highlight transferable skills - when you have not had specific experience.
4. If you are asked a closed question - open it up by giving examples.
5. Smile.
6. If you conclude that you want the assignment, you are suitable and you like the client, ask for it.
7. Taking notes is a balanced process. You need to take notes because you won't be able to remember everything. But you need to concentrate on the conversation and maintain eye contact as much as possible. Hiding behind a laptop will kill you off immediately
Diversity and Legal issues
Current and developing legislation and fashion focuses on competences. Quite right. In practical terms, equality issues rule out talking about (personal) aspects that might be construed as connected with any form of discrimination. However, we all know that people like to know about people. Without some knowledge, "fit" - however defined - is difficult to assess. Probably, on both sides. You need to make your own mind up - as more the "object" in the meeting as opposed to the "subject" - how to handle this and the levels of modern management circumlocution. Selective volunteering is in your gift.
After the Meeting
As soon as possible note down anything you think went well or badly - this will help in the client follow up. Write to or email (personal style choice) the client - with an open copy to Russam GMS, thanking them for their time, confirming strong interest in working with them (if this is how you feel!) and highlighting relevant key features that you think important and/or which might give you the edge. If you want the assignment you MUST say so. The letter should show that Russam GMS have been sent a copy. If we are able to set up an assignment between yourself and our client the contract will be based on our Standard Agreement with your limited company and you will find this - and also the Standard Agreement with the Client on our website. A copy is already in the possession of our client and in accordance with which the interviews are being conducted. Any contract that results from the discussions will be negotiated by and set up by Russam GMS and so you should not talk money with the client.