You're merging onto the highway. Looking over your left shoulder, you judge the pace of the traffic. You can't crawl along at twenty miles per hour, nor can you punch the accelerator and speed up to eighty. How fast or slow you proceed does not depend on you, but on everyone else on the road. To merge safely, you must literally go with the flow.

The same applies to your interview. No matter how much you prepare, you must adjust to the content and tempo set by the interviewer, and do it in real time. You may meet with an experienced and skilled interviewer who is very good at asking questions. Or you may find yourself across the desk from an incompetent interviewer who is disorganized and distracted. You can't plan for this. You have to go with the flow.

The Five Interviewers

Interviewing is a little like the Wild West: Everybody does things his or her own way. Some people stick by a standard Q&A script. Others do most of the talking. And some like to throw in an oddball question to see how you'll react. But the real wild card is the interviewer. Some hiring managers are very skilled at interviewing. Some do okay, and some are downright awful. In general, they fall into five categories based on their style and approach. You'll find these types of interviewers at every level and in every industry and company.

THE GENERAL

This interviewer takes a no-nonsense approach. The General will probably sit across from you, keeping something—his or her desk, the conference table—between the two of you. That puts the General automatically in a power position, which may feel challenging to you. Direct, professional, and somewhat impersonal, the General is more interested in what you would bring to the job than in your personality. The General is likely to be an intimidating interviewer, asking concise questions and expecting concise answers.

Although you probably won't get much small talk from this interviewer at first, you should still look around the General's neat and well-organized office for possible connecting points. It could be a photograph, a piece of art—even the view out the window. The General may prefer succinct, results-oriented responses, but don't forget your “visitor behavior”—smiling, friendly, respectful. As you would be with any interviewer, you're prepared to relate brief anecdotes and examples that effectively translate how your experience meets the company's needs. And don't forget to ask the General questions. This is a conversation, not a stand-and-deliver examination.

THE TALK SHOW HOST

This interviewer is all about making sure people like each other—and like him or her. The Talk Show Host will greet you warmly, go out of his or her way to make you comfortable, and will spend a lot of time in small talk. You'll most likely meet in an office that reveals this interviewer's style and personality: photos, art, mementos, and other glimpses into his or her personal life. The Talk Show Host will probably sit next to you, which can be disarming—and that's the whole point. You're more likely to let your guard down when you're sitting beside your interviewer. It's probably easiest to discuss personal interests as you forge a connection with the Talk Show Host, especially if you share common ground.

The Talk Show Host is less concerned with the details of your experience and focuses more on how well you fit in with the company's culture and environment. This interviewer will speak of “we” and will emphasize commitment to the company. Respond in kind. Emphasize your people skills.

THE SCIENTIST

This analytical interviewer wants to know how you intend to contribute and is less interested in what you're doing now or have done. The Scientist appreciates lengthy, detailed answers and will probably be frustrated by answers that are too short or lacking specifics.

The Scientist is generally more personable than the General, but he or she is more direct than the Talk Show Host. (But don't forget your ACT. It is always your guide!) The Scientist is an effective decision-maker who makes an assessment from many facts; therefore, this interviewer responds particularly well to answers that include specific examples. He or she wants to determine how well you would do in the job, the kinds of skills and experiences you would apply to problems, and the kind of results you can deliver.

THE BUMBLER

This incompetent interviewer will likely ramble, appear disorganized, and may be unclear about the position you're interviewing for. Your best hope here is to take charge and provide structure for the meeting. In fact, as the “gracious visitor” in this interview, you share more of the “hosting” duties by volunteering information and directing the questions as best you can. As you proactively offer a summary of your skills and accomplishments, you can help the Bumbler ascertain the necessary information about you and your skill set.

THE CLUELESS

This interviewer admits right away to not having read your resume and may not even know what position you're interviewing for. When you hear “What job are you here for?” your heart may sink. But the Clueless manager isn't doing anything different from all the other interviewers. He or she is just more transparent about it. As stated earlier in the book, hiring managers spend only seconds in their initial screening of your resume. And even if they “study” resumes more closely, it likely involves less than five minutes of their time (and probably much less). For that reason alone, you should go into every interview with any type of interviewer assuming that he or she has not really read your resume.

Don't be frustrated. Just go with it. Stay grounded in your ACT, and seek to make a connection and establish an open and relaxed conversation. With this approach, even an interview with a Clueless manager can be a success. And you'll likely distinguish yourself for how you made the interviewer feel.

Going with the Flow

An interview normally follows a certain flow through three basic stages: opening, mid-stage, and close. Let's look at each of these three stages and how they can enhance your ACT.

THE OPENING: AN INSTANT CONNECTION
Most candidates assume that their interview begins when the hiring manager comes out to the reception area to greet them, or when another staff member escorts them to the manager's office or a conference room. Guess again.

Your interview starts the minute you enter the corporate campus or building. That's why you must make it a point to be nice to everyone: the parking lot attendant, the security guard, the receptionist, the maintenance crew. Not only is it polite, but you are “on” every step of the way.

Smile and greet people in a friendly manner as you walk in the door, check in with security, and make your way to the reception desk. Understand that everyone you interact with, no matter how briefly or tangentially, is part of your “interview.” No, they're not “plants” who are spying on you. But hiring managers frequently will ask the staff, “How many of you interacted with so-and-so today? What did you think?”

I've heard many stories of candidates who were rude to the receptionist and for that reason alone were not asked back for a second interview. I also know of a candidate who was polite and respectful as she chatted with a custodian adjusting a vent in the waiting room near the CEO's office. When the custodian saw the CEO a few hours later, he remarked, “The woman who came in this morning was so nice—very interesting and easy to talk to.” The CEO took that “recommendation” seriously.

Once your interview gets underway, an initial period is typically devoted to establishing rapport. This lasts longer than the first seven seconds of the interviewer's snap judgments about you. An interviewer may take from two to five minutes to establish rapport, often by engaging in small talk. For example, if you had to travel any distance, the interviewer may ask about your drive or your flight. Or the interviewer may make a comment about the weather. Respond in kind—again, just like you would if you were a guest in someone's home for the first time. This is an opportunity for you to show your authenticity through your confidence, poise, and professional presence. In actions and words, you demonstrate that you are genuinely interested in getting to know the other person—even more interested than “selling” your skill set, experience, and accomplishments for this job.

Also during this initial period, notice your surroundings. Something you see could be a perfect icebreaker to start the conversation. Let's say the hiring manager displays a piece of sports memorabilia that catches your eye. If you're a fan of that sport, it's an easy, good-natured connection to make. By the end of the initial phase, as the serious questions begin, you should feel a connection with your interviewer. If so, the feeling is probably mutual.

THE MID-STAGE: A TASTE OF YOUR CONTRIBUTION
The mid-stage of your interview is the main event: the exchange of information about the way your background fits the company's needs as defined by the available opportunity. You and the interviewer engage in a give-and-take conversation in which you learn about each other. You demonstrate how you can contribute to the achievement of the organization's goals, while you also find out more about the position.

How Can You Stand Out?

Another way to add value during the mid-stage of the interview is to think more strategically about what distinguishes you for this role. Clearly you have the right qualifications; otherwise, the hiring manager would not have invited you in for an interview. But the competition is tough, so you have to assume that everyone you're up against is similarly qualified. Some perhaps are even more qualified.

Be aware of perceptions or assumptions that people may have about you because of your profession or background.

You need to stand out in interviewers' minds as they get a taste of what it would be like to have you on their team and in their organization. One way is to pick up on perceptions or assumptions that people may have about you because of your profession or background. I'm not talking about negative perceptions. But even positive assumptions can be limiting if people think that's all you possess.

A perfect example is military leaders, who are known for being disciplined, loyal, and mission-oriented—all great traits valued by organizations. In an interview, a military veteran who showcases these expected qualities but also discusses and demonstrates something unexpected—being a creative, out-of-the-box thinker, for example—would really stand out.

Or consider the example of someone who has a Harvard MBA—a very impressive credential. A smart candidate might balance that distinction with a show of genuine humility and a willingness to learn. He or she could do that by saying something like, “I'm always learning from everyone.”

This concept also applies to other background/resume perceptions, such as the impression that you have been at a company for a long time, that you're a “job-hopper,” that you have too many gaps in your employment history, etc. Be prepared to address such notions proactively—and authentically. Don't let someone else's perception become your reality.

Ultimately, the best way you can stand out is to show the hiring manager how you would add value to the organization. The manager has specific goals that must be achieved. Your objective in the interview is to show exactly how you can help achieve them—and make your new boss look good.

Answering the Unexpected

As part of the interview, you may be asked some unexpected questions. The interviewer isn't looking for a correct answer. Instead, he or she wants to probe your reactions, to see how you adapt to the unexpected. Most important, the interviewer wants to find out more about how you think.

How would you respond to the following questions?

Have you ever stolen anything from a hotel room? If so, what? (Is taking a pen from the nightstand considered stealing?)

What's the last book you read?

Who's your favorite musician?

What do you think about when you're driving?

Who's your role model?

When I've used this questioning strategy with interviewees, I'm often surprised by the reaction. Some people take out a piece of paper and do a few calculations to come up with an answer. Others puzzle it out and then make an educated guess. Some use a quirky question—“If you wrote a song, what would the title be?” or “How do you make a tuna fish sandwich?”—as an opportunity to tell a little story about themselves.

But some don't even try. They just stare or even complain, “Why would you ask me that?” They've completely missed the point: These oddball questions are about handling the unexpected, thinking creatively, and adjusting in the moment. These questions just might be the ticket to showcasing who you are and how well you'd fit in with the culture.

Interviewers are looking for your ability to be groomed for a leadership position one day.

The Interview Close

At the end of the scheduled time, you will probably get the sense that the discussion is winding down. Your interviewer will start summarizing or could volunteer a little information about “next steps”—for example, coming in to meet other team members.

At this point, don't try to drag it on. Sure, the interview may have crucial stakes for you, but not for the hiring manager, who has others to see or needs to get back to work. At the same time, it's very important to restate, in short fashion, your interest in and enthusiasm for the job and establish the ground rules for what will follow. Summarize why you think you're a good fit for the organization. Ask the interviewer if there is anything else he or she would like to know about you or that you can elaborate on. Is there anything from the conversation that you can clarify? Does he or she have any questions about anything you said that you can answer now?

Finish strong by showing your interest in the position and your enthusiasm for the company, in your tone and with your body language. And then, to put it bluntly, get out.

Next Steps

If you are going to be called back for additional interviews, you'll find out soon. It will probably take the hiring manager a week or more to meet with other candidates and decide who among you will advance to the next round. The tough truth is that the longer you don't hear, the less likely you will. Don't put your life on hold. The competition is stiff, and no matter how much you might want the job, a great deal of the process is beyond your control. Continue your networking; keep pursuing other opportunities and talking to other companies.

If you are called back, you will likely meet with other members of the team—and be prepared for multiple rounds of interviews, even for a junior position. As the selection process continues, you may be given an assignment. For example, you could be asked to provide your thoughts about the role or the strategy. You may have to present a written document, make a presentation, or both.

At some point in the process, you may be given an assessment to determine your strengths and areas of development. Sophisticated companies may use the assessment results to tailor questions in follow-up interviews.

Don't be surprised if as part of your interviews with the team, you meet with a team member who is more junior than you are. Sometimes this surprises more-experienced individuals who don't understand why they are meeting with someone who could be reporting to them. Often this is a way to probe culture fit. No matter the reason, keep up your ACT and interact with this person as if he or she is more senior than you. This is golden-rule time: Treat everyone the way you wish to be treated and you'll never go wrong.

One of the biggest challenges of multiple interviews is keeping things fresh for yourself. It's natural to begin to wonder, Didn't I say that already?

One of the biggest challenges of multiple interviews is keeping things fresh for yourself. It's natural to begin to wonder, Didn't I say that already? I remember this feeling from my days in investment banking, when I was part of a road-show team doing investor presentations. Sometimes we'd meet with eight different investment groups in one day, fly at night to the next city, and start all over again in the morning. No matter that it was repetitive for us, we had to make each presentation seem as if it was the one and only.

The same applies to you when you're in the third or fourth (or more) round of interviews. Don't think you can skip the preamble because the various interviewers have already traded notes. When interviewer No. 6 asks you, “So, tell me about yourself,” remember your ACT and answer the question like it's the first time you've heard it.

Meeting with Senior Leaders

Depending on the level of the position you're interviewing for and the size of the company, you may meet with the CEO and/or other senior leaders.

In a small company, it would not be uncommon to meet with the CEO, even if you're interviewing for a junior position.

In larger companies, finalists for executive positions one and two steps down from the C level would likely be brought in to meet with the CEO.

Interviewees who would be direct reports to the CEO would likely meet with one or two members of the board of directors, in addition to the CEO.

Meeting with senior executives can be intimidating, especially if it's your first time. Just remember your ACT—especially being authentic. Over the years, I've had the opportunity to meet with presidents and prime ministers, celebrities and entertainers, CEOs of every size and type of company—all very impressive people. And I can remember my early days of meeting with executives much more senior than I was. My advice from all these experiences is to keep perspective. These individuals are not simply functions or titles; they're not gods, nor are they omnipotent. They are human beings with the same interests and stresses as everyone else. They have families; they want to be loved. Most are genuinely interested in others. Show respect. Be authentic. And don't forget, when you're brought in to meet a senior leader, it's just one person speaking to another.

The Offer

Now the moment has come—a job offer! It's a life-changing moment for you. The day may stick in mind for years to come. But don't be disappointed if the HR person or hiring manager seems only mildly excited. He or she is most likely focused on agreeing to a salary, duties, and a start date. If the job has been open for a long time, the HR person may well be under a lot of pressure to lock all this in quickly. It's usually easy to find out if this is true, and if it is, it can increase your leverage. What else should be running through your mind?

MAKE SURE YOU HAVE THE OFFER IN HAND
Don't negotiate against yourself by starting to ask for things before the company has made an offer. And don't respond to part of a verbal offer: “What do you think about X salary?” Instead, you can give a response such as, “I would like to see that in the context of the overall employment offer. That way I don't keep coming back with questions and take up your time.” Only respond to the company's formal written offer or, at a minimum, a term sheet.

PUT EVERYTHING ON THE TABLE AT ONCE
You don't want to discuss the elements piecemeal. If you keep coming back with “one more thing” to discuss, you'll frustrate the other party—and you may undermine the offer.

UNDERSTAND THE LEVERAGE YOU HAVE BEFORE YOU START
The company wants you and may very well be open to negotiating at least some elements of your compensation and employment terms and conditions. You might be able to get more money, more vacation time, or other benefits. With senior positions, much more is negotiable, including sign-on bonuses (customary for positions paying low six figures and up), additional nonmonetary benefits, and make-whole payments to compensate for bonuses and other incentives being left behind at the soon-to-be-former employer.

With junior positions, you may have some leverage with pay, additional paid time off, or flexible work arrangements. Do not try to change your work arrangement after you've started working; negotiate up front to find out what's possible and acceptable to you and the employer. You will never have as much leverage as you do when the company makes the offer and wants you to join!

DO YOUR HOMEWORK AND KNOW THE VALUE OF THE JOB
Reasearch the market in which you are interviewing, as well as any premiums or bonuses that are applicable for someone at your level and experience. One of my colleagues gave the example of her daughter, an engineer and an Ivy League graduate who was negotiating an offer with an employer in Boston. The competitive regional job market and the young woman's pedigree resulted in a starting salary and bonus that were 30 percent higher than the original offer.

UNDERSTAND THAT COMPANIES HAVE COMPENSATION PHILOSOPHIES AND STRATEGIES
For a mid-level or senior position, a company may decide to pay a competitive salary—known as paying “at the median.” Or a company may offer a lower salary—for example, at the twenty-fifth percentile of the range of comparable salaries for the same position across similar companies—and then offer more performance-based incentives. Conversely, the company may decide it needs to “pay up” for talent, particularly to recruit experienced external talent, and pay at the seventy-fifth percentile or even higher. Whatever the pay package, companies generally have a talent strategy that explains their compensation.

If you work in a city and state that allow a prospective employer to ask how much you're making now, don't inflate the figure. Telling the truth brings honesty, candor, and trust into the process.

GO INTO THE NEGOTIATION PROCESS WITH A VALUE MINDSET
Focus on the value you bring to helping the team, department, and/or company achieve its goals. The value mindset can keep you from coming off as arrogant or greedy, and it will prevent you from underselling yourself.

BE AWARE OF NON-COMPETE AGREEMENTS
Hopefully, you know about any limitations before you get this far into the process. But people sometimes discover, to their shock and dismay, that years ago they signed a non-compete agreement with their current employer that prohibits them from taking a position with a competitor. If this becomes an issue, you will probably need the services of an employment lawyer.

In addition, if your new employer wants you to sign a non-compete agreement, make sure you understand the terms and implications. The technology industry, in particular, has strict agreements. I recently met a Stanford engineering graduate who, in accepting a job with a leading technology firm right out of college, was required to sign a six-year contract with heavy non-compete and non-solicitation clauses. Don't just sign without understanding what the terms mean for your new job and your career going forward.

Remembering your ACT at every step played a huge role in landing this job.

But the bottom line, of course, is you now have what you want: a job. The hard work, I hope, was all worth it. Your friends and family are excited for you. You're going to give notice if you are working. If you're not working, maybe you're going to take one last vacation before you start. Job- and career-wise, is that it? Game, set, and match? Well, the short answer is no. Or let's hope not. Sure, having a job versus looking for one puts you in a totally different world and frame of mind. But if you noticed, remembering your ACT at every step of each phase played a huge role in landing this job. Now it must continue.