INTERVIEW TIPS
The 3 Components to Successful Interviewing
“Building Magic” — Communicate Value · Prove Fit · Be Likeable
When we crunch down the interview process, success really comes from three core components: Communicating Value, Establishing Fit, and Promoting the Likeability Factor. The goal: show the measurable return on compensation you deliver.
The 3 Components
1) Communicating Value
Build a compelling case that you produce measurable results worthy of your compensation—your ROC.
- Increase revenue, profit, or market share
- Reduce costs / improve efficiency
- Elevate CX / retention / quality
2) Establishing Fit
Show you align with the company’s values, leadership expectations, and ways of working.
- Culture and values resonance
- Role expectations and scope
- Decision-making and collaboration style
3) Likeability Factor
People hire (and refer) people they like—be the colleague they want to work with.
- Warmth + competence balance
- Clear, concise communication
- Collaborative, no-ego posture
The Organizational Message Chart (OMC©)
The OMC© is a systematic way to define value. There are about 6–8 messages that make 90% of the difference in getting an offer. Identify them, master them, and use them to anchor your interview.
“You don’t need 100 points—just the right 6–8, delivered with evidence.”
Examples of Value Signals
- Increase sales/market share
- Improve efficiency/productivity
- Reduce costs via tech/process
- Accelerate collections/cash flow
- Deliver projects on time/on budget
- Elevate CX & retention
A Hierarchy of Messages
Presidential Message
Why hire you? What do we get in return? Your #1 value promise—the outcomes you reliably deliver.
Vice Presidential Messages
The 6–8 skills/qualifications/traits that enable the presidential results (the “means to the end”).
Skills vs. Qualifications vs. Traits
- Skills — things you can do that produce results (e.g., analyze data, collect invoices, lead teams).
- Qualifications — credentials/experience that enable results (e.g., degree, license, years exp.).
- Traits — who you are that helps produce results (e.g., accountable, motivated, dependable).
Value-Added / Differential
Above-and-beyond strengths not in the job description that tip the scale in your favor (e.g., extra languages, book of business, cross-functional expertise).
Behavioral Questions
Past performance predicts future performance. Expect prompts like “Tell me about a time…” to elicit proof stories.
- Describe a time you didn’t get along with a colleague—what did you do?
- Tell me about your biggest professional challenge. How did you overcome it?
- Share a time you failed but turned it into success.
Situational Questions
Future-focused “what would you do” hypotheticals—great for new grads or career changers with less direct history.
Example: “Your boss is traveling and a report is due in 2 days, but info is missing. What do you do?”
Performance Storytelling (STAR)
Use Situation, Task, Actions, Results to turn experience into compelling, quantified stories.
Open a full STAR example (Warehouse Manager)
Situation: Sought grants to fund warehouse training to lift efficiency, accuracy, CSAT.
Task: Navigate deadlines/criteria; commit to 10% hiring lift for community benefit.
Actions: Built a 4-person team, created a tracking db, cultivated foundation contacts, sequenced apps.
Results: Won two grants totaling $125K; efficiency 67%→92%, accuracy to 98.2%, CSAT 96%; ROI in < 3 months.
Principles of Performance Storytelling
- Advance a clear value concept tied to future results.
- Make it actionable, relevant, and significant to the role.
- Support with metrics, data, or quantified outcomes.
- Deliver with confident, concise storytelling.
- Offer insight or perspective that tips the scale in your favor.
“There are ~6–8 messages that move the needle. Build them. Prove them. Repeat them.”
Answering Common Interview Questions
“Tell me about yourself.”
Avoid autobiography. Lead with your Presidential Message, then 2–3 VP messages + proof.
- Now: role/scale/impact in one line.
- Cred: 2–3 skills that drive results.
- Proof: one quant or quick STAR.
- Fit: why this team/mission now.
“What are your weaknesses?”
Reframe as “areas to improve” and pair with your plan.
- Pick a role-safe, fixable example.
- Show the concrete action you’re taking (course, system, coaching).
- Underline that it does not impede performance.
Use these sections to draft your 6–8 messages, then practice 3–4 STAR stories that prove them.