KF #27. Resourcefulness Archives - Page 2 of 4 - How to be Awesome at Your Job

Pete Mockaitis
Steve, welcome back to the How to be Awesome at Your Job podcast.

Steve Dalton
It is great to be back.

Pete Mockaitis
Well, I’m so glad to have you. And I realized one thing that I neglected to mention last time and ask about was you have done, is this true, 87 Escape Rooms?

Steve Dalton
It is. It is true. Absolutely. I traveled around a bunch to talk about my books and it’s a great way to meet people in whatever city you’re going to, and to just have a really interesting time, find a good part of town.

Pete Mockaitis
Yeah, that’s cool. I’ve had some really fun adventures and memories there. And so, do you have a favorite room or company?

Steve Dalton
I really got my start with Escape Rooms in Nashville, and so my heart goes out to The Escape Game. I’ve done almost all of their games, and Gold Rush is my absolute favorite. So, all my friends out at The Escape Game, thank you so much for the wonderful times. You’re my favorite. All-time favorite out of all 87.

Pete Mockaitis
That’s where I went in Chicago again and again, and each time was a blast whether it’s with all people I know or a blend. I’ve had it fun both ways.

Steve Dalton
I think I’ve accidentally joined a team girls birthday party in the past, and it still was an excellent time. But it’s really random and incredibly fun.

Pete Mockaitis
That’s cool. That’s cool. Well, we’re not talking about Escape Games. We’re talking about your latest The Job Closer: Time-Saving Techniques for Acing Resumes, Interviews, Negotiations, and More. So, could you maybe distinguish between this book and your previous that we talked about last time for us?

Steve Dalton
Absolutely. So, last time we talked about The 2-Hour Job Search which provided an extended recipe for the squishy middle of the job search. And by squishy middle, I mean that period after you figure out what you want to do, but before you get into that first interview because that’s where people seem to get stuck most frequently. With the The Job Closer, my follow-up book, it gives similar style recipes. It’s more in a cookbook style for all the steps that precede that and follow that. So, it skips over network and networking and focuses on choosing what you want to do, getting your resume together, getting a cover letter drafted on the frontend, and how to interview well, and negotiate, and get off to the best possible start on the backend of the process.

Pete Mockaitis
That’s great. And recipe is the word. That interview, it’s really memorable for me. If you haven’t checked it out, and if you are seeking interviews to appear in your life, like I’ve never seen a more clear, prescriptive, detailed, like, “This is roughly the word count you’re shooting for. This is when you follow up.” It was excellent. So, no pressure, Steve, but I want more of that from you.

Steve Dalton
It only took me nine years to write a follow-up book so I’ve had plenty of time to think about it and I’m really excited to have these concepts out of my head and onto paper finally so other people can discuss them and give them a test themselves.

Pete Mockaitis
Cool. Well, I’m tempted to dig, to jump right into the particulars. But, maybe, if you can kick us off with an inspiring story who used some of these approaches and had some transformative results?

Steve Dalton
Honestly, I see this on a daily basis during my busy season and on a weekly basis, but it’s every time I see somebody embrace the FIT model for answering “Tell me about yourself.” I think, historically, we’ve all been bludgeoned with this concept of selling yourself. And what I’ll see is my job seekers will come in to do a mock interview, and you’ll ask them, “Tell me about yourself,” and you’ll have been talking, you’ll warm up any interview with a small talk, the, “How is your day going so far?” “How is your day going so far?” “Where are you from?” “Oh, I was up watching the basketball game. Did you catch it?”

And then they’ll say, “Tell me about yourself” signaling the interview is about to start, and people will go from that fun person who has hobbies directly into a robot who is like, “Okay, I’ve got the next two minutes memorized completely word for word,” and it’s very jarring when it goes from, “Here are the three reasons why you should hire me.” It’s all the goodwill and rapport that you’ve built during the first three minutes of small talk is suddenly wiped out. Like, “Now, I’m uncomfortable. You’re a completely different person.” And that’s how I see so many of my job seekers that I start to work with.

But when they embrace this FIT model, which is FIT. F is for your favorite part, I is for the insight that you gained, and T is for the transition you made. It’s just a pattern, a lather-rinse-repeat pattern that you take through each stage of your career. So, “My favorite part about being a chemical engineer was breaking difficult problems down in smaller pieces, but the insight that I had was that I wanted to apply that rigorous logic to a wider variety of challenges, so upon graduation, I made the transition to strategy consulting.”

So, the nice thing about that is it’s completely authentic. You’re just saying what your favorite part was. The funny thing about saying the word favorite though, it’s so powerful because I can give you three statements, only one is true. Can you guess which one? “I really enjoy cleaning the toilet.” “I’m passionate about cleaning the toilet.” “My favorite chore is cleaning the toilet.” Only one of those is true. Which one is it?

Pete Mockaitis
Well, I guess it’s the favorite because among the less competitive arena of chores. And if you’ve got some of those tools, it’s actually quite satisfying. It’s called the pumice, I think. Boy, you really scrape that stuff off. I’m in an Escape Room game, we’re getting shoutouts already.

Steve Dalton
For me, it is absolutely my favorite chore because minimal time investment, maximum impact of cleanliness. But to say I enjoy cleaning the toilet, that’s a lie. To say I’m passionate about cleaning the toilet, that’s definitely a lie. So, I can say something is my favorite, have it be an absolutely true statement so it’s authentic, deliver a neutral energy which is accurate, and not lose the goodwill of my interviewer who thinks I’m lying to them.

But I see so many people, it’s actually a safer statement than saying that you’re passionate about something, to say that something is your favorite and you don’t laundry list that way so it focuses attention. But when I see people, like the light switch goes off and they actually try FIT, and for each promotion that they’ve had through their career, each stage of their life, they go from this memorized robot into a person who’s just helping you catch up on their life like you would help a long-lost uncle you never knew you had catch up on your life. Being authentic and real and meaningful, and seeing that light bulb go off never gets old for me.

Pete Mockaitis
And so, that FIT model sounds perfect for “Tell me about yourself” because you’re telling them about yourself and in a professional context and “Why are we here?” which is kind of sometimes the subtext really of “Tell me about yourself.” So, is that FIT model primarily for that question or for a broader array of questions?

Steve Dalton
It’s to a job seeker’s advantage to treat “Tell me about yourself” or “Walk me through your resume” in identical fashion. I consider those to be identical simply because the job seeker, you want to provide novel content. And where people go wrong with “Tell me about yourself” or “Walk me through your resume” is they do what I call the transcript where they basically read their resume out loud to you.

Pete Mockaitis
“I know that. I read this.”

Steve Dalton
Yeah, it doesn’t add value. You’re just saying these words out loud that they’ve hopefully already glanced at, but probably haven’t. Either way, it’s not interesting. It doesn’t help me get to know you any better. The why, why you did what you did, why you made the career change when you made that. That’s not in your resume. That’s far more interesting. It makes you a stickier candidate in terms of memorability.

So, getting away from what you did and more into why you did what you did, that’s really helpful. The nice thing about favorite is it’s a great humble-brag. If you say something is your favorite, you’re going to get credit for being good at it. If you say you did it a bunch, you don’t get credit at it the same way from an interviewer.

Pete Mockaitis
Right. And it really is true. As I think about my own transition from strategy consulting to, I guess, podcasting is that my favorite part of strategy consulting really was making a discovery in terms of it’s like my heart would start thumping. It’s like, “Okay, we finally got all the data. We got it all cleaned. I’m about to push the button that pastes it into the chart, which will reveal ‘What is the primary reason for customer loss?’ or whatever the question is.”

Like, I would get fired up, like an adrenaline rush in that moment before discovery. And then I could say, “Oh, it’s really fun to dig in.” And so, as a podcaster, it’s like I get to do that in rapid fire. It’s just like new guests, new questions, new discoveries. I didn’t have to spend three weeks cleaning the data before I got there.

Steve Dalton
Cleaning data. Your energy for it is palpable though. I absolutely 100% believe you. And that’s so critical, is maintaining that authenticity and trust with your interviewer because so much of interviewing is back-solving, “Do I like this person or not?” and then finding the data that justifies why I do or don’t like you. So, keeping their goodwill is huge. So, “Tell me about yourself” to me is like a spoon when every other interview question is like a fork. It serves to transition you away from small talk into the content of your interviewer. So, it’s a general transition question away from chitchat to sell yourself. It’s a nice easy introduction to you making an argument for yourself.

Pete Mockaitis
That’s cool. Okay. Well, we jumped right into the “Tell me about yourself” question. Maybe let’s rewind a bit to let’s hear resumes.

Steve Dalton
Oh, my gosh.

Pete Mockaitis
How do we think about them? How much time should we put into the resume, and the cover letter? And let’s just start from square one.

Steve Dalton
If you’ve read the book, you’re familiar with Ed’s 3-hour rule and I can’t stress this enough. It’s so neat and tidy. So, Ed’s 3-hour rule is this, and this is after my boss, Ed Bernier, he says that, “Assume your job search is going to take you a hundred hours of time. Don’t spend any more than three of them on your resume. Any more is too much. Any less is probably not enough,” but it signals how unimportant in the grand scheme your resume is. People so badly want to believe that if they put in enough work on their resume, they may not have to do this networking thing, which is really what I wrote The Job Closer to do, to help people get back to the more meaningful activity, which is networking as quickly as possible.

But Ed’s 3-hour rule, basically, in three hours, you can get to what I call good resume status, error-free and have some accomplishments. Basically, bullet points that serve as a cheat sheet for your interview. These are the stories you’re prepared to tell because they are your greatest hits. And if it’s intuitive to you, you can add results and quantify them. But if not, error-free is going to be okay.

The Ladders did a study where they found that, on average, hiring managers were spending six seconds per resume. They hook their eyes up to eye-tracking software, and the shocking thing was when they looked at what these hiring managers were looking at, they found what they were looking at were where you went to school, where you worked, what your job titles were, what your dates of employment were.

The unifying theme between all those items, they are things you can’t change but that’s not the stuff that people stress about when they do their resumes. They stress over the bullet points, they need a wordsmith, “Should it be managed or supervised?”, and that doesn’t really matter. They only spend 1.2 seconds, on average, reading all of your bullet points combined. So, really focusing on getting it error-free and objectively correct is going to be good enough for most job seekers most of the time and save you hours and hours of anguish, and hundreds, if not thousands, of dollars of hiring coaches to disagree on what a perfect resume looks like.

Pete Mockaitis
Okay. Certainly. So, let’s just say we’re spending three hours there, and so that’s enough to collect the facts and make it true and accurate and error-free. Anything else we should be doing with those three hours in particular for our focus?

Steve Dalton
I think the best way to look at it, again, is as these greatest hits or a cheat sheet for your interview. In your interview, you’ll be asked a lot of what I call behavioral interview questions, which tend to begin with “Tell me about a time when you did something, led a team, failed, collaborated with others.” And you’ll need to have a two-minute story, a CAR story, for challenge-action-results. There are a few different formulations of that. I like CAR, it’s the simplest one.

So, each of these bullet points should represent one of those CAR stories, those two-minutes stories you’re ready to tell that demonstrate why you were better at the job than the person who had that job before you were. It’s not about listing responsibilities. It’s about talking, it’s about highlighting what you did with those responsibilities, and why it was uniquely good. That’s really the bright way. You’re going to have to do that before an interview anyway, come up with those stories.

My recommendation for maximum efficiency is think of those stories while you’re writing your resume so it is a cheat sheet for you. You don’t have to do double work. If you make special bullet points just for your resume, usually people list out their responsibilities, “I’m responsible for…” is a giveaway sign that it’s a terrible bullet point that anyone else who had that job could list, so it’s not a differentiator.

But you’re going to have to go back and think of those two-minute stories later. If you just put responsibilities in your resume, might as well get that work done upfront. Think about those kernels of experience, that one week, or that one month, where you did something excellent, and that should be your bullet point, not your overall responsibilities.

Pete Mockaitis
Okay. Well, that’s the resume. And cover letters, do they matter? And how should we do them?

Steve Dalton
Oh, cover letters sometimes matter a lot and they sometimes don’t matter at all, and you never know for whom they matter. So, my recommendation is acquire that skill, learn to write them well, that way you don’t have to worry about what a particular employer considers their importance. So, the technique that I recommend for this one is called RAC, for reason-anecdote-connection. It’s the same technique I actually recommend for answering the why questions that you’ll get in your interview, “Why do you want to work for our company? Why do you want this role? Why do you want to work in our sector?”

That same technique can be ported over to a cover letter because, ultimately, that why question is, “Why should we interview you?” So, the best way to treat that cover letter is to keep it short. So, I demonstrate that it can be done easily and under 300 words. What they’re looking for is a candidate that is authentic, specific, and informed. So, you can quickly convey that with this RAC model.

You have an introductory paragraph about the role you’re applying for, any referrals that you might have from current employees, and then you say, “I think I’d make a great candidate for the following three reasons.” Then you list reason number one. You cite a personal anecdote. It could be an experience you had, a conversation that you had with a current employee, an article that you read, something personal that can’t be used by any other person that’s applying. So, unique to you is always authentic and meaningful to you, that’s what counts.

But then, to finish that bullet point, connect it back to why the company should care. So, a lot of people will say, “I’m a great communicator. Here’s an example of when I communicated well,” as their reason. But then to connect it back to the employer, “This communication ability will help me quickly align my cross-functional teams towards a common goal to get my work done on time and effectively.” So, you’re demonstrating, “Okay, I understand this role. It involves managing cross-functional teams.” So, that’s where you get that informed piece.

A lot of people will forget that connection piece, connecting it back to why the employer should care. So, demonstrate an understanding. It’s a missed opportunity if you don’t do that, and you’ve done some networking and you actually understand what the role is. But the idea is we want to keep these minimalist, 300 words. So, know what each sentence is trying to accomplish. If you are repeating a sentence, or you don’t know where it’s headed, it can probably be cut. But I love cover letters. Personally, it gives me a preview of what this person will be, what getting an update email will be like if I hire this person. Are they going to tell me what I need to know or are they going to tell me all the work they took to get there? And I’d much rather the first option and not the second.

Pete Mockaitis
Certainly. Okay. Well, so then you mentioned that much of the heart of it is networking, and we talked a lot about that last time. Is there more that we should talk about here and now?

Steve Dalton
I think, in the book, one of the topics that I cover is the weekly manager meeting. So, this is after you get the job, you’re just starting out, or maybe you’ve gotten an internship because a lot of my students are looking for internships. I think people think that the networking stops. And, in reality, the networking is what gets you the full-time offer, or it’s what gets you promoted at the head of your class, so the networking shouldn’t stop. And the first person whose allegiance you need is your manager. You need to give them the tools required to advocate for you at promotion time. You need to let them know that you’ve taken their feedback, you’ve made progress this past week, and here’s what you’re going to be working on in the coming week so that you don’t make any mistakes or you don’t have misaligned priorities.

So, the networking never really stops. It’s just a matter of keeping people’s trust in you. So, the weekly manager meeting is just a simple format when you meet your manager. Walk them through the updates you have since your last meeting, so key accomplishments that you’ve hit, any progress that you’ve made, and then give them in order, your top priorities for the coming week, and list out any additional priorities that you have that you aren’t going to get to this week so they know they’re still captured.

And then, my assistant, Dave Soloway, he highlighted this wonderful piece, ask some questions that help you deepen your understanding of the role, or maybe the help of how to handle a tricky situation at work, or maybe just different approaches that you’ve identified for tackling a problem to get your manager’s feedback on which they think the best approach is.

Asking for mentorship is an incredibly likable behavior, when you want people to give you advice, it’s back to that Ben Franklin effect. You can build a relationship more quickly if you’ll allow people to help you multiple times instead of if you try to repay favors. And the weekly manager meeting is just a different spin on the networking that we focused on so deeply last time.

Pete Mockaitis
And so then, I think part of it is then is making sure that you get that weekly manager meeting and that it appears that it’s on the calendar and it doesn’t get pushed, pushed, pushed. So, any pro tips there?

Steve Dalton
Absolutely. And I’ll see this a lot with my interns because, often, it’ll be new managers that take them on for the summer, so they aren’t getting necessarily great managers and you still are responsible for making that relationship work. If they’re going to go on vacation, ask them to pair you with a peer manager to kind of help you in the ensuing week so you can at least broaden your network. My intern manager, when I was in business school, he actually left the company shortly after I finished my internship, so he’s kind of looking for his way out and I still had to find a way to get enough people to say my name in that room when they made decisions on who got offers at the end of the summer.

Thankfully it worked out, but it’s terrifying when you think that your manager knows what you’re working on and is engaged. And if they are canceling your weekly manager meetings, that’s a reason to sit them down, ask them, “Are these meetings too frequent? Would you like to meet less frequently? Is there another way I can keep in touch, keep you up to date on what I’m working on?” but, really, you want to start broadening your network outside of just your immediate manager so you’re not beholden to a single person to advocate for you when you can’t be ever be certain that anyone will.

Pete Mockaitis
Yeah, that makes a lot of great sense. So, then any pro tips on how to have those conversations with other folks within the organization?

Steve Dalton
Absolutely. That ties back to one of the topics we discussed last time called the tiara framework. So, setting up coffee chats and getting to know them. These are going to be a little bit more personal, whereas tiara framework informational meetings were a bit more rigorous and methodical. These will be a little bit more casual. But invite people who are peers to your manager. Let your manager knows you’re going to meet some other people in the organization, you’ll get their blessing. That way, they won’t think you’re doing anything weird. You’re just trying to learn more about your role in the group and the broader team.

And then extend that to any other people that you meet whose work impresses you or whose work you find interesting. Not everybody will take you up on your offer and that’s totally fine, but the people who do take you up on the offer will appreciate your proactivity. It’s just so hard to demonize someone that you’ve shared a meal with or you’ve shared a coffee with. It’s hard to kind of not look out for that person who humanize yourself in their eyes. You learn from them. You use that time not to sell yourself but to extract as much knowledge out of them as you can while also establishing that rapport.

But the only thing you need to do, really, is loop your manager in that you’re going to be setting up coffee chats for other people. Usually, they’ll be happy to hear that because it’ll only make you smarter at your job.

Pete Mockaitis
That’s cool. All right. Well, let’s talk about interviews then. We’ve hit the first question nicely, “Tell me about yourself,” and we’ve got a bit of a framework with the CAR, the challenge, the action, and the results. So, can you share with us, are there some nuances, extra tips, or key questions that you could demonstrate this in action?

Steve Dalton
I mentioned that the same template that I use for cover letters is the one that I recommend for answering “Why this company?” So, let’s jump into that one because I call a subset of questions the big four. Those are “Tell me about yourself” or “Walk me through your resume,” same question in my opinion. They’ll only ask you one or the other.

That usually comes first in most interviews. It’s usually followed immediately by, “Why do you want to work for us?” or, “Why do you want this particular role?” The other flavor of that that you might receive is “Why do you want to work in consulting?” or, “Why do you find the autonomous vehicle space interesting?” So, “Why this sector?” is the fourth question of the big four.

You can use the same RAC model for any of those three variances of the why question. And where I see it helps people is, typically when I am interviewing job seekers and I’ll ask them, “Why do you want to work for this company that you’re about to interview with?” one of the reasons they’ll invariably bring up will be, “You’re the market leader in blank, and everybody looks up to you. You’re the most well-regarded company,” and they’ll just kind of restate that point three or four different ways, and then move on to their next point without actually saying anything of value, and without actually helping me understand, like, “What do I get out of this?” I’m, as the company and the ultimate customer in the room, so is this a win-win? It sounds like it’s just really good for you, the job seeker.

So, the way that I would recommend attacking this would be have a reason, “You are market leadership position.” So, now we need an anecdote to substantiate why that’s a true statement or why it’s meaningful. So, for me, it might be, “I’ve worked at a variety of companies from tiny startups to larger Fortune 100 organizations. And I found, when I was working at larger Fortune 100 organizations, I loved taking advantage of their infrastructure for professional development, for mentorship, for programming to help me to get to know my start class so I could just deepen my bonds with the organization easily. I thrive when there’s infrastructure provided so I could bring this appreciation of all the great world-class infrastructure that you have for developing excellent people to your organization, meaning that I’ll grow faster and add value to your organization more quickly.”

So, taking that kind of clichéd point of, “You’re the market leader,” which tends not to lead anywhere, and if you’re going to use a point like that that could be perceived as cliché, add an anecdote to it, “My best work has come when I have the resources of a large company,” connect it back to why it’s a win-win, “This means I’ll get up to speed faster and grow more quickly.”

Pete Mockaitis
And maybe, as you’ve done your research, that you’ve got something even more compelling than, “You’re the market leader,” because being a market leader tends to correlate with a lot of other good things in terms of if you’re growing, then you’re exploring new cool opportunities, or you’re innovating, or just fill in the blank. There’s profit available to fund great things as opposed to we’re pinching every penny.

Steve Dalton
Exactly right. I think another kind of sibling answer I’ll hear a lot is, “It’s the people. Your people are amazing,” but then that never gets developed, “Who specifically did you talk to?” or that’s such a clichéd point. If you’re going to say a clichéd point like that, put it into the words of someone specific, “I was talking to Rachel Franklin, and she mentioned that she worked for a lot of companies who called themselves family but, at your company, she actually believed it. That was the first time she actually felt that family vibe. That really resonated with me because I’ve had the pleasure of working with an organization where we weren’t focused on our individual goals. We’re focused more on the company’s overall goals. We’re in it together. So, this will allow me to more quickly develop the trust with my cross-functional teammates or my immediate work team so that I can be integrated more quickly.”

As long as you make an attempt to frame it as a win-win instead of just why it’s good for you, and demonstrate that you’ve done a little research, you know who Rachel Franklin is, you’ve chatted with her, it differentiates the serious candidates from the ones who just prepped for this at 11:00 p.m. last night.

Pete Mockaitis
That’s cool. Okay. Well, any other thoughts then on the interview? It seems like we’ve kind of got that covered?

Steve Dalton
If I could add one more, the CAR matrix. A lot of people really like the CAR matrix. So, where the CAR matrix is on the Y-axis, on the vertical, you list all the stories that you’re prepared to tell in the interview, and on the X-axis, the horizontal, you list all of the questions that you expect to be asked or the genres of questions that you expect to be asked, and you match up which stories would apply to which questions. You’ll have some favorite stories that you want to tell, so just knowing what variance of popular interview questions you can use your favorite stories for, helps you deploy them in the most effective way because a lot of interviews aren’t longer than 30 or 45 minutes. It’s really important to get your best stories out there as quickly as you can, having a strategy.

Pete Mockaitis
Well, yeah, that’s wise because you want to share your greatest hits, and sometimes they ask questions that aren’t quite a bullseye. It’s like a politician in a debate. They’re not answering the question that’s posted. They’re answering what they want to. And as an interviewer, when I hear that, it’s off-putting. So, yeah, having that prep stage right there is useful in that you’re not making too much of a stretch at any point but you’re still getting to share your greatest hits.

Steve Dalton
Absolutely right. Just a little bit of planning because most often you’re going to tell the same three to five stories in every interview because they’re just your best stories, and that’s absolutely desirable. But you want to make sure that you have a story ready for, “What’s your biggest weakness?” or a story ready for, “Have you ever faced an ethical dilemma?” And sometimes those are stories you only use when you get that particular question. But having the matrix in front of you really helps you identify any blind spots you may have of questions that you don’t really have a story that you’re comfortable so that you can develop one.

Pete Mockaitis
And so then, are there any particular variance you’d recommend for particular questions or is that challenge-action-results kind of the way to go for just about all of them?

Steve Dalton
Yeah, that’s a great question. So, I actually recommend for different formulas of questions, you will sometimes add a component to the start of the CAR story, or sometimes at the end. Sometimes you’ll get the question of, “Tell me about a time where you failed.” So, this is weird because they’re asking you to talk negatively about yourself, at least that’s what the question states. What they really want to see is, “How did you become a better candidate as a result of a setback?”

So, a lot of novice job seekers will focus for two minutes on the failure and, in reality, we want to bury that failure at the beginning of your story so that we can talk about something that’s more flattering or appealing to you. So, I recommend converting your CAR story into a scar story or as a setback, “So, early in my career, I did not verify my data before I started working on a project, and I realized that the data was faulty, so I lost weeks of work and had to deliver my product late. Thankfully, I learned from this occasion on my next project.” And now you’ve transitioned to a positive CAR story about where you analyze data effectively or handle data effectively.

You’re not getting paid a premium or they’re not concerned whether or not to hire you based on how great your mistakes were but how you developed from them.

Pete Mockaitis
It’s like, “Wow, that was very impressive how much you blew it.”

Steve Dalton
Right, yeah.

Pete Mockaitis
“My hats off to you, sir.”

Steve Dalton
“You get the job, yes.” And, similarly, on the backend, sometimes you’ll be asked a superlative question you may not know how to answer, like, “What’s your best accomplishment? What’s your biggest weakness, especially?” So, you may want to add a T at the end, so a scar-t, or a cart story, where you end with a takeaway.

I like these for superlative questions, “What’s your proudest accomplishment?” because it allows you to put a bow on your story. Maybe you talk about the marathon that you ran, or the patented product that you invented, but at the end you can say, you include a takeaway which just finishes on a nice note, “The reason this is my favorite accomplishment is because…” and that revisits, as you said, the questions they asked in the first place.

So, even if you’re not sure if the story truly answered their question, you can find a nugget. You had a minute and 45 seconds to refresh your memory on that story. Find a little nugget in that story that applies directly to the question they stated, and you can add a takeaway at the end. Like, it rewords their question and states how your story is applicable, or it just highlights, “Here’s the reason why this is such a superlative experience for me.”

Pete Mockaitis
Okay. Well, now let’s talk about negotiation.

Steve Dalton
Oh, absolutely.

Pete Mockaitis
Well, first of all, should we negotiate or is that rude?

Steve Dalton
Absolutely. If I hire 10 people and only one of them tries to negotiate, that person is getting my most important project. If I can’t trust a new hire to advocate for themselves, I certainly can’t trust them to advocate on behalf of the company because it’s going to be awkward. Some people find that deeply awkward. I have to hope that the person who advocates for themselves is going to be best able to handle the negotiation on behalf of the company as well. So, absolutely, yes.

There’s a great research study I’ve just dug up that shows that when you accept the first offer you receive, you make the person who extended the offer doubt whether it was a decent offer so they feel like a sucker, “Maybe I overpaid you,” or, “Why did I do that?”

Pete Mockaitis
That’s true.

Steve Dalton
So, negotiation actually helps reassure them that they’ve made an appropriate offer so it makes both parties happier. A lot of people don’t realize that by negotiating, you’re actually making yourself and your counterpart feel better about the decision to hire you.

Pete Mockaitis
Yeah, I guess that’s true. Like, if they say, “Hey, this job pays 120 grand.” You say, “Awesome!” They’d say, “Wait, maybe I should’ve…”

Steve Dalton
Yeah, “Oh, I feel dumb. Oh, gosh.”

Pete Mockaitis
Yeah, that’s cool. Although, I will say that, I guess as the employer, I feel great that I’ve pleased people but I guess it’s something about my personality, in terms of, “Oh, cool. I’m so glad that you feel gratitude and appreciation.” But then, also, it makes me think, “Although I probably could’ve gotten away with paying you less.”

Steve Dalton
Absolutely. It’s terrifying. Nobody likes to think they’ve been taken. And, yeah, you think you’re trying to be, like, “I want to minimize conflict and minimize waves by accepting whatever they give me. I don’t want to take that 0.5% chance that they’ll rescind the offer.”

Pete Mockaitis
Well, has that ever happened in the history of mankind? I don’t know. Maybe somewhere but I don’t know.

Steve Dalton
It is kind of an urban legend more than it is a reality. Typically, when I hear about it in reality, the very rare case where I hear about it in reality, there were extenuating circumstances. It was the negotiation was presented in a very unprofessional way. It’s typically the most common reason you would hear that. So, as long as you’re not…

Pete Mockaitis
“Steve, you’re going to have to pony up a heck of a lot more cash for me to even…”

Steve Dalton
“This offer is ridiculous.” Yeah, that’s where I hear that urban legend come to life. It’s something generally pretty deeply inappropriate. But if you’re just asking, and so I tee something called the pre-negotiation call in The Job Closer. I’m kind of amazed nobody else has kind of come up with the concept or named it, but it’s made life so much easier for my job seekers at Duke. Basically, don’t negotiate in your first call to talk about the offer. The pre-negotiation call is a non-negotiation call.

It’s a free information gathering call for you if you’ve just received an offer. And it consists solely of you going line by line through the offer asking this question over and over, “Do you have any flexibility around blank, salary?” “Do you have any flexibility around signing bonus?” “Do you have any flexibility around vacation time?” And if they say no, that means no. If they say, “Ah, we don’t have that much,” that means yes. So, make a note as you go through line by line on the offer where there’s apparent flexibility.

When they’re hiring a big star class, you often see a lot of reservation about negotiating starting salary but there won’t be that same reservation for vacation time or relocation bonuses, or those other non-salary-based assets. But the nice thing about this is when you actually, “Okay, thank you so much for this information. This is very helpful. I’m going to take the weekend to reflect and we can chat next week about the offer after I’ve had a chance to process everything.” And, now, you can negotiate on only the items that you know are in play so that you don’t run into that brick wall of trying to negotiate on salary when this company can’t negotiate on salary with you. That helps you kind of take the awkwardness of hitting a brick wall out of the equation and you can focus on a more productive conversation.

Pete Mockaitis
Yeah, that’s good. And maybe in that same conversation, it could be interesting to ask about all the benefits not listed just to kind of make…because, I don’t know, if I’m in that position, they say, “Oh, do you do this, do you do this, do you do this,” and sometimes the answer is, “Oh, I actually didn’t quite think about that,” such that I kind of feel like I should have that in there. And the fact that I didn’t makes me think, well, maybe we can add that, like, “Okay, that’s not a big deal to have…” I don’t know, fill in the blank, a relocation stipend. But I hadn’t considered that and they brought it up.

But then if they say, “Oh, no, you’re bringing up lots of good things that maybe should have been in the offer that are not, and I’m saying probably no to all of them. I feel a little bit of a tug like I should probably make a concession elsewhere if I keep stiff-arming no, no, no, no on all these pretty reasonable requests that are found in many other offers.”

Steve Dalton
Yes. So, one of the books that I took great inspiration from was Getting to Yes for writing the negotiation piece. It was the first negotiation book I’d read and it’s considered a classic in the genre. It really focuses around principles-based negotiation or basically to share your motivation, don’t hide it. Have a because is how I refer to it in shorthand. So, don’t just ask for more money. Ask for more money because you’ve created a budget, you’re looking to path your educational debt with a certain number of years. This will really help you accomplish that with more certainty. Or ask for a larger signing bonus because you’re looking to really lay down roots to make this a long-term commitment so this would help you to put a down payment on a house.

But, as long as you bring them into that bigger factor, and then they may say, “We can’t give you a bigger signing bonus but what we can do is cover your closing costs or we can cost-share your first down payment or something like that. We can loan you money at zero interest.” Like, there are ways they can help you that you won’t know to ask for, but if you bring them into that deeper concern, they become your partner in solving this problem of, “How can I make buying a house when I first move there more attainable?”

That’s much more attackable than, “I want $25,000 more,” without backing it up with any sort of underlying desire or need or data. If you don’t have a comp to show, “Actually, it looks like people from top schools are making this range. It looks like people at top companies, your competitors, are making this range. Could you meet me at that range instead of the lower range that you offered?” So, it’s important to either have some data however applicable as long it’s favorable to your case but then have reasons why. Have a because for everything that you plan on asking for, how is this point going to unlock a win-win.

Pete Mockaitis
Okay. Well, any other choice tips or phrases that you love in negotiation?

Steve Dalton
“Can you help me? Can you help me do this?” I think that’s a very unthreatening way to ask for more. Like, “Can you help me close this gap on our salary difference?” Again, it constantly frames your negotiating partner as a partner, you’re on the same team so it engages them creatively instead of getting focused on position, positional bargaining, which is, “I want this number. You’re saying that number. How do we save face and not hate each other in the process?”

Pete Mockaitis
Yeah. And I’m really thinking back to what you said with regard to if only one negotiates, that’s the one you’re going to entrust with a big project because I think that really reframes the whole thing. Like, negotiation is not rude or inappropriate or ungrateful, but rather it is a further demonstration of what you’re going to be bringing to the table. And not only might you be hurting yourself financially, because you don’t ask, you could be hurting yourself professionally because of the impressions that sends.

And I don’t think, yeah, I keep thinking about the urban legend, I just don’t think that the fear is real and it might just be like, “No, hey, seriously. Compensation is standardized across all of North America.” It’s like, “Okay. Well, I asked, and you answered, and I guess that’s it. And maybe there’s a couple little areas that we can go after, but I’m not going to ask about the sunny bonus, or the salary, or the 401(k) match, or the target year-end bonus, because I guess it’s standardized across North America. But here’s a couple exceptional situations, and we can go there instead.”

Steve Dalton
And you still won even if you asked and get shut down 100% across the board. You still tried. You still advocated for yourself so that makes me more confident that you’ll advocate for the company. So, it’s a brand preservation, it’s a brand protection measure, and that’s a certain loss if you don’t negotiate or at least even attempt. That’s a certain ding on your reputation that you didn’t even try to advocate for yourself. Whereas, this urban legend, “I’m afraid of the offer getting rescinded,” that is an uncertain very, very rare occasion that usually has extenuating circumstances around it. So, make the less common mistake is always my guidance.

Pete Mockaitis
Well, Steve, any final things you want to share before we hear about a couple more of your favorite things?

Steve Dalton
No, what’s up next?

Pete Mockaitis
Okay, sure. Can you give us favorite quote?

Steve Dalton
I am going to give a shoutout to my late mother, Dorothy Dalton. She has one of my all-time favorite quotes, and I found myself, while I was writing The Job Closer, saying it more and more. Her quote, and I don’t know where she got this, this is it, “The difference between a good meal and a bad meal is about an hour.”

I just love that quote because sometimes you have the right technique but you’re not in the right mental space for it. You just need to get a little bit hungrier. And so, I liken The Job Closer to a cookbook a lot, and so having that quote in mind, “The difference between a good meal and a bad meal is about an hour,” is just very top of mind right now. I will always treasure that bit of wisdom from her.

Pete Mockaitis
That’s good. Okay, it took me a second. It’s an hour of extra hunger as opposed to an hour of cook prep time.

Steve Dalton
Yeah, that’s a thinker. It’s a thinker, yeah.

Pete Mockaitis
I’m with you now, Steve. And a favorite study or experiment or bit of research?

Steve Dalton
I talk about this one in the book too. There is a study by Frieder, Van Iddekinge, and Raymark about how quickly decisions are made in interviews that I’ve just been all about lately. So, they showed that 5% of decisions are made within the first minute which is crazy. That’s just small talk and first impressions. They showed that 30% of decisions have been made in the first five minutes. So, I talk about the importance of small talk and especially “Tell me about yourself,” 30% of decisions are made based on small talk and maybe “Tell me about yourself.”

They further say that 60% of interview decisions are made within the first 15 minutes, and what’s covered there, small talk, plus “Tell me about yourself,” plus the remaining questions of the big four, the why questions. So, I think so many people go into their resume or their interview worried about their CAR stories when they should really be worrying about getting those big four to be super compelling because over half of decisions are made then. Only 18% of decisions are made after the 15 minutes in the interview, and the balance, the remaining 22%, are made after the interview is over.

So, don’t stress about the CAR stories as much. I try to make it as easy as possible to kind of make them memorable for you but, really, if you’re going to worry about anything, worry about the big four. That study is amazing.

Pete Mockaitis
And a favorite book?

Steve Dalton
I’m loving Unwinding Anxiety by Jud Brewer right now. It’s brand new. It just came out a couple months ago. He does a lot of research on habit formation, breaking bad habits, essentially, whether it’s substances or any other kind of detrimental behavior. But he really marries it with mindfulness and he does it in such a simple applied way.

I reduce anxiety for a living, that’s how I view my role. I take away people’s anxiety around this job search. Don’t take on yourself the stress of curating job search tips. Let me give you the first draft. Follow it, try it this way first, and don’t indulge the decision anxiety. But I still struggle with anxiety myself, so it’s really helped me kind of break those patterns, those habits of bringing irrational anxiety upon myself, and then blaming myself for indulging that feeling. So, can’t recommend it highly enough to anyone else out there who’s feeling anxiety about their job search or any other topic.

Pete Mockaitis
And a favorite tool?

Steve Dalton
My favorite tool is, honestly, it’s the concept of the least bad option. So, in The Job Closer there are some controversial stuff, I mean, I disagree with the concept of selling yourself, which may be jarring to a lot of the listeners out there right now because, “How can something I’ve heard so many times possibly be false?” So, everything that I put forth in The Job Closer is about the least bad option. Maybe it’s not a great option but it is the least bad option available so it’s going to be better than the other ones that are out there even though nothing is great.

Really embracing the concept of the least bad option, trying the recipe, and then seeing if you can improve that recipe after you’ve tried it, the original way the first time, or seeking out a different approach that will be better than the one that you’re currently employing, that’s really just a mindset that helps guide people through a rather unpleasant activity.

Pete Mockaitis
And a favorite habit?

Steve Dalton
Honestly, my favorite habit is asking for directions before you’re lost. I’ve done this all my life. I’ve seen so many people get into fights over not wanting to ask for directions, and I’ve always gone the other route. Whenever I sense I’m about to get lost, I don’t want to have any ego on this. Let me pull over and ask for directions, that way there’s no personal stress on the line there.

So, when you’re feeling like you’re spinning your wheels, you’re not getting a great return on effort, don’t allow yourself to get too dug in. Instead, just seek out an expert, seek out a recipe that you trust. Ask for directions before you get lost because it’s so much harder to do after.

Pete Mockaitis
And is there a key nugget – that kind of sounds like it right there, I mean – that you share that is frequently quoted back to you?

Steve Dalton
One that I’ve gotten a lot of traction with lately, “The hard part isn’t getting your resume right. The hard part of the job search isn’t getting your resume right. It’s getting your resume seen.” And that takes networking effort, and networking effort is scary, but don’t be scared of it. It’s like being scared of playing the violin. If you’ve never played the violin before, it’s not scary. You just haven’t been trained. You haven’t practiced. It’s going to sound terrible the first time you try it, but you can get better at it quickly. So, don’t worry about hyper-engineering your resume because it’s not how you get interviews.

For every one person who’s hired through an online job posting application, we talked about the New York Fed study the last time, the Brown, Setren, and Topa one, 12 people are hired through internal referrals. So, get internal referrals, that’s the modern challenge of the job search. And everybody’s on equal playing field. We’re all terrible at asking strangers for help, for their advocacy. So, the quicker you learn this brand-new skill, the better off you’ll be.

Even those people who come in and you think they have perfect networks for this, very rarely are they exactly relevant. And if they are relevant, great, they have an advantage, but that’s a small minority of people. Most people don’t. Embrace networking earlier because the hard part isn’t getting your resume right, it’s getting it seen.

Pete Mockaitis
And if folks want to learn more or get in touch, where would you point them?

Steve Dalton
The fastest way on Twitter @Dalton_Steve. You can also find me at TheJobCloser.com for the new book. And the place that I’m most active is “The 2-Hour Job Search – Q&A Forum” LinkedIn group. So, if you’re active on LinkedIn, look up the LinkedIn group “The 2-Hour Job Search – Q&A Forum” and you’ll find me there. There’s about 7,000 of us currently. I’m on there several times a week answering questions, trading ideas. It’s a good time so please join me.

Pete Mockaitis
Beautiful. Well, Steve, this has been a treat. I wish you much luck, and your students as well, as they’re closing bunches of jobs.

Steve Dalton
Thank you so much for having me back. It’s a pleasure as always.

Pete Mockaitis
Ramit, thanks for joining us here on the How to be Awesome at Your Job podcast.

Ramit Sethi
Thanks for having me.

Pete Mockaitis
Well, Ramit, I’m excited to chat with you for several reasons. And one thing, you wouldn’t know it, but the very name of this podcast was inspired by you, I Will Teach You To Be Rich. I was chatting with my roommate in the bath, not the bathroom, in the kitchen, and we were thinking about different options, and he said, “You know what, I really think How to be Awesome at Your Job is where it’s at. It’s like ‘I Will Teach You To Be Rich.’” I was like, “Yes, exactly. It’s so clear this is what you’re going to get here. If some guys can teach you to be rich, I’m going to show you how to be awesome at your job. That’s what’s up.” So, thank you for that.

Ramit Sethi
Very straightforward. I love it.

Pete Mockaitis
Word. Well, straightforward is one of your specialties and you’ve got a whole lot of straightforward wisdom in your course Find Your Dream Job 2.0. Tell us, kind of what’s the big idea or thesis behind the whole thing here?

Ramit Sethi
When people talk about a rich life, it’s funny, you ask them, “What is your rich life?” and they almost always say one of three things. They say, “I want to do what I want when I want.” And I go, “Well, what do you want to do?” And then they just stare at me blank because they’ve never actually thought beyond that answer. So, that’s one.

The second one is they say, “I want to have a million bucks,” which is fine, but a million bucks, if you’re 60 versus 30 or if you live in Manhattan versus Topeka, Kansas is completely different. And the third and most haunting answer they give me is, “I just want to pay off my debt.” So, to them, their rich life is simply getting to zero.

Well, one of the things that’s been happening more recently, especially online, is people talking about freedom and looking down on jobs, basically saying, “If you have to work at a job, you’re a loser because only entrepreneurs are successful, etc., etc.” Now, first of all, I’m an entrepreneur but I’m personally offended when people say this because that’s just not true.

The majority of people make their wealth through a full-time job. There’s also lots of good reasons to work at a job. You can create something together that’s bigger than you can ever create alone. You can learn skills that you could never learn alone. You can have an impact, and on and on and on. And I happen to know this first hand because I have coworkers, employees who work with me to create an amazing business and help millions of readers.

So, I just want to first start off by saying let’s get rid of this misconception that a lot of people on Twitter are talking about, which is that if you have to get a job, you’re a loser. That’s BS. A job is a perfectly valid way towards a rich life, being an entrepreneur is a perfectly valid way towards a rich life. We choose.

So, with that said, I wanted to help people find a dream job, not just a normal job, not just a job where you’re like, “Oh, God, it’s Sunday evening. Ah, I have to take a deep sigh thinking about what I’m going to do tomorrow.” But, really, the tactics that top performers use to find jobs that pay them well, that challenge them, so that was the origin behind the Dream Job program.

Pete Mockaitis
Okay. Well, so finding dream jobs, sounds like a great thing to do. Tell us, there are a lot of career coaches and voices out there in the world, what’s kind of distinctive about your approach?

Ramit Sethi
Well, when I started out in college, I had an odd hobby which was I love to interview. And so, I got a small group of my friends together. This was our hobby, we love to interview, so we’d get together, we’d compare notes, “What did they ask you? What did you say?” And we started landing job after job. So, I received job offers at top-tier companies like Google, Intuit, a multi billion dollar hedge fund, and one of the key differences with many career options out there is there’s lots of people who can give you on a resume, you know, 1.25-inch for margins. Irrelevant when you’re looking at top-tier jobs.

So, I always have a philosophy which is study the best. And if I want to find a job, I want to find people who have gotten jobs at top companies because they understand the game at a completely different level than everybody else. So, after I graduated and I had these job offers, I wondered if it was just me. Sometimes you can just be very good at something, and I decided I wanted to help some of my friends to see if I could teach this to them.

So, I remember one of my early friends, she had dropped out of law school and she was feeling very despondent because her parents and family expected her to become a lawyer. She’s like, “What am I supposed to do? I have all this debt.” I said, “I’ll help you find a job but you have to do everything I tell you.” And she was like, “Okay.” And she didn’t think she had any transferable skills. Of course, we all do. We just don’t know how to position them. So, I helped her get a job at a top tier Wall Street company. And then two and a half, three years later, she came to me, and said, “Can you help me again?” She switched to technology and got another top-tier job there.

So, over the course of the last 10 years, I’ve helped thousands of people find their dream jobs, switch industries, get substantial raises from $10,000 to $80,000, and that’s really what separates the material that we teach from the average career coach out there.

Pete Mockaitis
Okay. So, one distinction you assured is, “Hey, we got some results. Shebam! That’s what it’s about.” That’s awesome. Well done. And so then, how was the approach towards those results different than maybe the mainstream?

Ramit Sethi
Let’s take the most common advice in the career space when you’re looking for a job. What do you it is? If people look for a job, what’s the most common advice that they run into?

Pete Mockaitis
I don’t know, follow your passion, see a bunch of things online.

Ramit Sethi
Yes. Oh, my God, both of them. It’s just drives everybody nuts, right? As if you’re supposed to go outside in the rain, open your mouth and lift it up towards the sky, and passion just rains down into your mouth. That’s not how it works, my friends. And then, “Oh, let me see. I don’t like my marketing manager job. Hmm, one day my boss finally says something disrespectful to me and I decide to leave, what am I going to do? I’m going to go to some random job search website. I’m going to type in ‘marketing manager’ the very job title that I don’t like and then I’m going to delegate my job search to an algorithm and upload my resume and wait.” What a passive approach to life. What a passive approach to the eight plus hours a day you spend in your job which turns into a career.

I want to propose a totally different approach. So, first off, if you are going for a $250,000 a year executive position, the way that you approach your job search, the companies, your informational interviews, is going to be completely different than if you are a lawyer transitioning to being a social worker. Completely different. So, I want to start by introducing this concept which you will not have heard anywhere else called career seasons.

Just like in life we have different seasons, we dress differently, we travel differently, we have the same in our own lives for our careers. So, let me give myself as an example. When I was in my 20s, I loved working hard, I was willing to work weekends, 60, 70 hours a week, no problem because why? I wanted to grow and more money, more responsibility, more skills. That was the growth season. And some of you listening right now, you’re in growth season. You’re like, “Yeah, pay me $15,000 more I’ll put in all the time you want.”

Okay, what happens as we get a little older in life? Some of us have families, elderly parents, hobbies, and we decide, “You know what, I think I want to focus on my lifestyle. Yes, I want to perform at work but I’m going to prioritize a job that lets me have a lifestyle outside of work, maybe pick up my kids at 3:00 p.m.” And then, for some of us, for example, the lawyer who decides they want to be a beekeeper, “I’m sick of being a lawyer. Okay, I’m out of here.” They want to completely reinvent themselves. They are in the reinvention season.

So, if you are going to a career coach or a random website, how can you expect to find your dream job if you’re getting the same advice as a lawyer reinventing themselves or a senior executive gunning for a half a million dollar a year job? You first start, as we teach in our dream job program, how to find your career season. And you can only choose one, not two. That’s the most common mistake. You choose one and then we show you exactly how to filter and find the right jobs for you.

Pete Mockaitis
Okay. And that was a handy framework right there in terms of those are three very different flavors. And so, let’s talk about growth then. Yeah, I got to pick one. That’s what I want to go for as the best fit for most of us listening, although, personally, I think I’ve recently emerged from growth into lifestyle.

Ramit Sethi
Wait, wait, before we go on. Can you just tell us, how did you know you switched because there are always telltale clues? How did you know you switched to lifestyle?

Pete Mockaitis
Well, I suppose it’s like, I guess, I think about it financially in terms of I don’t see any reason for me to work more to earn more. I could work less and earn less, but, fortunately, the way my business is working, I work less and earn about the same. So, it seems like I can do that and I’d like to do that and, you know, got two kids and a wife, and they’re toddlers. How did I know? I think it’s just more and more times bumping up against something, it’s like, “Why am I trading more hours of which are scarce for more dollars which are, hey, fortunately, these days, not as scarce? This doesn’t seem to make much sense to me.” And so, yeah, those kinds of things.

Ramit Sethi
Well, that’s awesome and I hope everyone listening really think about if that resonates with you because, for example, when I was 22, everything you just said would’ve made zero sense to me. I’d be like, “What are you talking about trading? I have infinite time. Get out of my way. I want to grow my career. I want to get promoted,” all that stuff.

But you’re completely right. When you have toddlers, when you’re married, when you have the financial stability to really think about, “What do I want with my limited time every day?” Then, suddenly, you may recalculate, or you may say, “You know what, I love growth. I’m going to double-down on this.” So, anyway, thanks for sharing that. It’s very insightful.

Pete Mockaitis
Oh, sure. My pleasure. So, let’s say folks are in the growth season and they’re thinking, “Let’s do it up. Let’s find a new opportunity that’s going to mean more fun, more impact, more money, more responsibility, more learning, more, more, more,” how do they go about it?

Ramit Sethi
The typical way, as we know, is go update your resume and then put it on a website. That’s fine if you want to compete with five other million people who are doing the same thing. I prefer to narrow down my job search, and this is what we teach our dream job students, so that you can answer this question, “What is your dream job?” When I ask people that, they say things like, “I want to help people.” Okay, I do too. But what I really want you to be able to do is to answer that question with something like this, “I want to work at a B2C technology company in the Bay Area which has between 15 to 50 people, as a marketing manager or senior marketing manager.”

That is extremely focused. And when you have a crisp answer like that, suddenly, you can identify the 10 to 20 companies that match, and, like a shark, you can start circling it. And I’ll talk about what do you do when you circle those companies. But remember, you are a shark. You’re going after your target versus, “Let me throw my resume up in the wind and see where it lands.”

Pete Mockaitis
Certainly. And how does one arrive at that level of specificity?

Ramit Sethi
Well, you want to start off by saying, “What is my dream role? And what is my dream company?” So, dream role, a lot of people, again, they sort of just fell into the current job title they have. They graduated college, they became whatever title, and then maybe they got promoted or they just kind of got bumped along. And so, here they wake up, they blink their eyes, and they say, “Okay, I guess I’m a blank, blank, blank.” And then when they search, they search for the same title they have.

We want to start off by saying, “What skills do I have? And what do I want to be doing?” So, I’m a marketing coordinator, marketing manager, insurance salesperson, etc., and you can start by doing the research, which we show you how to find other people who have that title or had that title, and say, “Do I like what they do? Do I like their career trajectory?”

The best part about doing this research is you have a crystal ball into other people like you. So, if you are, I’m just using marketing manager, it could be any job title. If you are a marketing manager, you can look in the future and see what other people, who used to be a marketing, are three years from now. Senior marketing manager, maybe eventually CMO. Is that what you want? What does a CMO do? Okay, great. Now I’ve turned a job into a career and I’m looking forward. Awesome. That’s part one.

You walk out of there saying, “Great. I know my job title. Now, company.” Most of us sort of look around at the companies around us geographically and we go, “Okay, I’ll apply to a few companies and wait.” Again, that’s the approach that everybody takes. Nowadays, particularly if you want to work remotely, there are lots of opportunities and ways to do it. So, when we do our research and we show our dream jobs students, they start off with the companies they know I’ll just give you an example. We had a woman who worked at Guitar Center, you know, those places where you go and buy a guitar.

Ramit Sethi
She’s in some kind of marketing role. And then she got promoted, she ended up working at Disney, and then she went and got promoted and worked at some other entertainment company in L.A. And as I was following her career on LinkedIn, it occurred to me, “Wow! This lady, first of all, she’s a top performer. She’s gotten promoted every two to three years. Second, let me look at her trajectory.” For example, if I was starting out, I would’ve never thought of working at Guitar Center. It’s just not in my purview. But guess what? Someone who worked at Guitar Center then went to work at a world-class company like Disney.

And, suddenly, I’m saying, “Wait a minute. Can I work at Guitar Center? What other companies are similar to Guitar Center?” So, you can piece the puzzle together, as we show you how to do this research, and you end up with a spreadsheet of roughly five or so job titles and 20 or so companies, dream companies, and now you start putting them together and going out and circling your targets. That’s how you do it.

Pete Mockaitis
And so, now with Guitar Center, that turned up in LinkedIn sort of, I think about that Wayback Machine, you know, sort of like back in time at a previous phase. So, is the method by which we surface those Guitar Center opportunities thinking, “Well, what’s the super dream in terms of like long term?” and then say, “Well, who’s got it? And what did I do before?” Is that kind of the strategy?

Ramit Sethi
Yeah, that’s absolutely one part of the strategy. Yes, you want to look at where people are today. Everyone has got two or three dream companies in their head, and Disney tops the list for a lot of people. Great. Let’s look at what marketing managers or senior marketing managers at Disney do and what did they used to do. Now, we can start to trace it back. So, that becomes a very powerful reverse-engineering technique.

But there’s also more to it, right? We can sit at our computers and Google around LinkedIn. But what if we actually talked to this person who now works at Disney or the next company? We’ll say, “Hey, can you give me 15 minutes of your time? I’ve studied your career. It’s fascinating to me. I dreamed of one day working at Disney.” And this is a classic informational interview.

First of all, people are terrified of doing this. They get all in their head, “Oh, why would anyone talk to me? I don’t know what to say.” Well, guess what, we just decided to show you the exact script for when you have these calls. This is exactly what you say. It turns a lot of people will take your call, especially if you approach them in the right way.

And so, you get on the call with this person, him or her, and you can do it through Zoom, and you say, “You know what, I wonder if you could just tell me how did you go from here to here? What was the thought process? Why this company not that?” And, suddenly, you’ve looked at their LinkedIn but now you’re going so much deeper. They’re going to actually tell you why they made those decisions.

And, of course, if you impress them, which you can in not too difficult of a way, those people often say, “Hey, if you decide to apply, let me know. Send me your resume. I’ll make sure it gets to the right person.” So, suddenly, we’re completely side-stepping everyone applying through the front door and just waiting for the black hole doom to reject them, and you’ve got someone who either works or used to work at the company who’s recommending you for an interview.

Pete Mockaitis
And that’s good. What I like about that informational interview approach is it’s a bit different in terms of we’re zooming into the thought process and decision-making of that person and modeling a potential career after them as oppose to merely gathering fundamentals about their current job, which I guess you could do at the same time, like, “What’s it like working there? What do you like about it? What do you not like about it?” It seems like there’s another level of richness there associated with, “How are you thinking about the career game in ways that can inform how I’m thinking about the career game?”

Ramit Sethi
Well, I love how you described those layers. You see, when people think about informational interviews, as I said, a lot of people are afraid to even pick up the phone. But when you really understand how to use all the layers of an informational interview, it’s almost a no-brainer that you need to be doing these in your job search.

I’ll give you an example. So, let’s say that I’m in the lifestyle season, okay? I need to pick up my kids at 3:00 p.m. every day. And so, I’ve narrowed it down to three dream companies and I call somebody who used to work at the company, I say, “You know what, I’ve followed your career. I’m thinking about applying to this company and I just wanted to understand what’s it like to work there?” And they say, “Well, first of all, nobody ever takes any vacation.” And I say, “Oh, really? Why is that?” He says, “Well, it’s a really hard-charging culture, and they bonus you heavily but nobody takes a vacation. And I would say I worked two Saturdays a month.”

Well, guess what. If I’m in lifestyle season, “Thank you so much. I really appreciate the feedback.” That’s an instant no on your spreadsheet. Think about it. So many of us never even get clear about what our career season is so we start off just arbitrarily applying to all these jobs and then our application doesn’t match up with the culture of the company. How could it, right? Because if this company is hard-charging, and you’re talking about, “Oh, I’m looking for work-life balance,” they’re just like, “Get out of here.” And, of course, you never hear back why you got rejected.

So, following the dream job approach lets you unpeel all these layers and, yes, you’re frontloading the work. You’re doing more work on the front-end and it’s going to take you a little bit longer. But I would rather spend two times the amount of time and get eight times the results, then arbitrarily send out my resume and just wait to get back a flood of rejections or arbitrary interviews.

Pete Mockaitis
Totally. Yeah, so that’s great stuff. Let’s just keep rolling through the process here. So, we’re getting some great clarity, and we’re doing the informational interviews, and in so doing, we’re zeroing in, getting a clearer and clearer picture of what’s up. And let’s just say our dreams have come true or partially true, and we’ve got an interview scheduled at a promising opportunity, what do we do?

Ramit Sethi
You need to have the perfect answers for the obvious questions you’re going to get. So, let’s start at the very beginning. Most people walk in with the mental model of, “I’m going in the interview to answer questions.” Wrong. If that is your mental model of walking in, you’ve already lost. Your job is to communicate your key messages in an interview. Now, yes, of course, you’re going to answer questions. Of course. But if you don’t communicate your key messages, then all you are is just a random person. You’re like a puppet answering questions.

Pete Mockaitis
That mindset shift is just like every political debate ever, “I don’t care what you’ve asked me. I’m going to convey my talking points.”

Ramit Sethi
That’s correct. And I have to say I hate using politicians as an example of effective communicators because sometimes I just want to strangle them. But they absolutely get their key messages across. And I’ll give you an example. So, this starts all the way back at your resume.

When you write your resume, again, people think that your resume, the job is designed to share your chronology. Nobody cares about your chronology. Your job is you’ve got 10 seconds of a hiring manager’s attention, “What is your narrative? What is the story that somebody gets after looking at your resume for 10 seconds and then they close their eyes?” For me, it was the technology and psychology guy who understands human behavior. Okay, so that started with my resume and it flowed from my cover letter. And then when I walked in the interview, that was one of my key messages on and on and on. It’s all consistent.

So, for everyone right now, if you’re listening, you’re like, “What the hell is this guy talking about?” Pull out your resume, close your eyes, and then open it for 10 seconds. Close your eyes again. What is the narrative or how would you describe this person whose resume you just looked at? If the answer is from 1986 to 1999, they worked at XYZ, you’re never going to get that job. So, you want to start off with your narrative. Then you walk in the interview. You have a narrative; you have your key messages.

Here are some questions that you’re going to get in your interview that you need to have the perfect answers for. “Why do you want to work here?” “Tell me about yourself.” “What did you do at your last job?” and “Do you have any questions for me?” Those are table stakes. You’re going to get them so you better have the perfect answer and you better be able to deliver in 30 seconds, 60 seconds, or 90-second-versions.

Pete Mockaitis
All right. Well, so can you give us the framework then? How do we nail each of those four?

Ramit Sethi
Well, let’s start with “Tell me about yourself.” Well, let’s do a roleplay right now. All right. So, I’m going to ask you that question as if I’m interviewing you and then you just tell me about yourself. This is the best part. Okay, ready? Tell me about yourself.

Pete Mockaitis
I’m so not prepped, Ramit.

Ramit Sethi
You got 18 seconds left.

Pete Mockaitis
It’s so funny. I know, like some of the right answers but I haven’t worked it in years because I haven’t interviewed.

Ramit Sethi
Ten seconds left.

Pete Mockaitis
All right, Ramit. Well, I’m passionate about discovering, developing, and disseminating knowledge that transforms the experience of people, and through my podcast which reaches over 14 million people how to be awesome at your job, and become the first ever podcast to have courses adapted on LinkedIn Learning. I am thrilled at how I have transformed people’s experience of work away from drudgery into things that light them up, and hear about their victories. So, that’s what I’m into these days.

Ramit Sethi
That was pretty good. I mean, you got a slow start but that was very good. Okay, so, clearly, you’ve talked about yourself before, which I love. I think of interviews as the greatest gift we give ourselves. We get to dress up, we get to talk about ourselves for 45 minutes, and then we get to find out if we were effective communicators or not. It’s binary. Yes or no. I love it.

So, when somebody says, “Tell me about yourself,” most people are not prepared for that question, and they start off by saying something like this, “Well, I was born under a palm tree, and I really love peanut butter, but after I went to college, I was not sure what to do so I was listening to…” and it’s just like, “I don’t care. Nobody cares, okay?” These are questions where you know you’re going to get them so we want to prepare ahead of time and rehearse them so that we can actually be natural in the interview, and it’s a great opportunity for you to also build in your key messages.

So, you might say, “You know, there’s three real things that interest me. The first is technology, that’s why I studied STS when I went to college and that is why I’m really interested in building systems that scale from one-on-one to one-to-a-million. The second part is psychology. I’m really interested in human behavior. So, at my last job, I specifically took on a role of blank, blank, blank, and we focused on doing jobs to be done, research, and customer usability testing before we ever launched the product. And the third thing that I’m really interested in is XYZ.”

Al right, that’s just a very, very simple crisp approximately 20, 25-second answer. Notice that I didn’t go through the chronology because nobody cares. Notice that I focused on my key messages that I’ve already reinforced in my cover letter and resume. What’s the point there? The point is not to talk like me. You need to talk in your own style. But the point is, know what they are really asking. They’re not asking about a chronology. Please stop going through your resume point by point by point. They’ve already read it.

What they want to know are your key messages. What’s interesting? What drives you? Why are you here? So, we want to prepare for these questions ahead of time and have the perfect answers ready.

Pete Mockaitis
And what I really love about that approach there in terms of “There are three key things that interest me,” is you have complete control to hit what your talking points, your core message, and it’s flexible in terms of, surely, you can say something about how something you did in your career fit that interest.

Ramit Sethi
Oh, of course.

Pete Mockaitis
So, that’s very easy to do.

Ramit Sethi
So, in the program, we brought in people, and you can actually see them interviewing with me, and you can watch people’s before-and-after transformation. It’s quite magical. There are some advanced techniques you can use too. You can use something called verbal values. So, you can do things like this, you can say, “You know, in my last role, we focused on customer usability, did testing, and we were actually able to drive up conversions by 32%. Happy to talk about that if you’d like to. But moving forward, we then moved on to XYZ.”

Okay, notice what I just did. That thing called the verbal value where you dropped down and you say, “Oh, I’m happy to go into that in detail if you’d like,” but you keep moving forward. That gives the interviewer a sense of control and, if they are interested, they go say, “Hey, tell me about that.” And you’re like, “Oh, I’m so glad you asked. First, we start it off by doing ABC, and this produces massive insight.”

In the program, I did another thing which I really love. I brought in hiring managers. And when was the last time you actually had real hiring managers with a hiring budget who sat around a table and told you how they hire people and what they are looking for? Never, because they don’t do this, but we brought them in because I know these hiring managers.

So, they came in, and one of the managers said, “My favorite interviews and the people who always get an offer are the ones who teach me something.” I said, “What do you mean?” She said, “Well, we brought in somebody who was a performance marketer and they basically said, ‘Let me show you how I ran this campaign last time,’ they pulled up their laptop, and they started walking this person through.’” The interviewer was completely…like her questions were out the door. This interviewee started driving the interview, and that’s exactly what she wanted.

So, what’s the key takeaway there? It’s not, throw the interviewer’s questions out and pull up your laptop. That’s not the point. The point is you have control over your answers, and your hiring manager wants to learn something. They want to see someone who is assertive in the interview.

Pete Mockaitis
And, frankly, it can be kind of boring to have a full day of interviews.

Ramit Sethi
Who are saying the same things, “Oh, I’m really passionate; I love the synergy.” Oh, God, what makes you different than anyone else?

Pete Mockaitis
And so, if you learn something new, it’s like, well, one, you’re just sort of stimulated, they’re memorable, and that’s killer. And so, actually, I wanted to specifically ask you about the briefcase technique. And so, we’ve kind of hit that a smidge here. What is the briefcase technique?

Ramit Sethi
The briefcase technique is this powerful concept that we pioneered which is used to get substantial raises, land jobs, or lock in freelance contracts. So, I’ve used this many times and so have my own employees used this with me, and I hired them. So, it works like this.

You walk in whether it’s to get a raise or to land a job, and you say, “You know, from my understanding of speaking to several former coworkers and people who currently work here, I understand that the key strategy right now is to improve customer conversion. And based on that, I’ve actually laid out a 30-, 60-, 90-day plan of what I would do if I began this role on February 1. And would you like me to show it to you?”

What percentage of hiring managers do you think say yes to that question?

Pete Mockaitis
Well, all of them.

Ramit Sethi
One hundred percent, okay, they go, “Yes.” And this is where I made it a little fun. You theatrically pull out your presentation, you can pull it out of a briefcase, or you can turn your laptop around, it doesn’t really matter. But it’s kind of fun to pull it out of a briefcase and just let the silence fill the air, and you say, “Here you go. Here, I made a copy for you.”

You literally walk them through, whether it’s a 30-, 60-, 90-day plan, or a proposal for a strategic how you would drive some strategy that they’re working on, or whatever that your plan is, and you watch the hiring manager’s jaw drop. Why? Number one, no one has ever done this to them. Number two, you’ve actually done the research and come in with a plan.

Now, your plan doesn’t have to be completely right. How could it, especially if you’re working outside the company? But you’ve clearly done your research by using those informational interviews, by listening to what the CEO has said in the press and on recent podcasts, and you’ve put together, generally, a pretty thoughtful proposal. Maybe even you’ve included some metrics that you’ve driven before. When they look at this and they compare you to every other candidate who goes in there talking about passion and just living under a palm tree, the difference is clear.

Now, we’ve actually included briefcase technique examples in the program. One of them, for example, is a student of ours, Jesse, who used it to get an $80,000 raise, and you can see the actual document that he presented so you can see how it works. We’re showing you not just telling you, and it is very powerful when you go in there for your next raise or you’re switching jobs. You use the briefcase technique with great results.

Pete Mockaitis
Well, I’m intrigued, when it comes to the raise, that’s a bit of a different context. Is it just sort of like, “Hey, I have a plan and a vision that’s going to create extraordinary value, here it is. Let me go run this.” Is that kind of like the vibe associated with how the raise happens?

Ramit Sethi
A little bit but people pay for performance not necessarily for potential. So, let me flip that and let me walk backwards a little bit. A lot of people have this thing to ask for raises, and one of my charters, one of the things I’ve been talking about for over 15 years is how to negotiate your salary. It’s all over the internet.

And I think one of the big fears, first of all, our culture doesn’t encourage negotiation. We’re absolutely petrified of it. I love negotiating. It’s fun. We get to have a game. Let’s talk about it. And the other thing is a lot of us envision negotiating as, “I’m going to kick down my boss’ door, spin his or her chair around, and then put my hand on and say, “Give me some money.” Well, of course, you’re going to get a no if that’s your approach. Let’s take a slightly different approach.

Here’s what you do. Let’s say you know that your performance review is coming up in six months. You go in your boss’ office, first you set up a time, and you say, “You know what, I really like to make sure that I’m a top performer. Am I hitting all the metrics of my role to be a top performer? So, I’d really like clarity on what that takes.” And you work through this process and you come out with, let’s say, three KPIs, and you say, “Great. I’m going to send you an email just to remind you and I will update you every other Friday.” Great.

So, now, that’s part one. Part two is you got to do the work. You got to hit those numbers. You got to deliver on what you both committed to. And, of course, you say, “If I am able to achieve these goals, I’d love to discuss a compensation adjustment.” “Okay, whatever. We’ll talk about that later.” So, you hit the numbers, you’re documenting this every other Friday, sending an update, no surprises. And then, step three, when your review comes up, that is where you initiate the briefcase technique.

You walk in, you say, “Six months ago, we discussed becoming a top performer. These were the key metrics we laid out. As you know, I’ve been updating you every other Friday. I’d like to show you the final numbers. We hit it. I’d now like to discuss something else. I pulled research.” And we show you how to find out what you are actually worth. Many people are underpaid by $10,000 to $15,000. We find this routinely. “Here’s what I’m worth on the market. I’d like to discuss a compensation adjustment and here’s what I see in the marketplace.”

What have you done now? You’ve done a ton of work, you got micro commitments from your boss all along the way, you’ve, most importantly, delivered and you can also pull out what you plan to do for the next six to 12 months. At that point, you’ve given yourself an irresistible shot at a raise.

Pete Mockaitis
So, you deliver the goods and you show them what’s coming up next, and you show them the market compensation figures.

Ramit Sethi
That’s the most important part. Look, you can show them what’s coming up next. That’s optional and that’s nice to have, but you already committed to what it takes to be a top performer. Now you are a top performer, you should be compensated as a top performer.

Pete Mockaitis
Yeah, certainly. Well, we talked about Bob Cialdini a moment ago. Like, the reciprocity is just power is just so huge there. Like, if I were that hiring manager, I would feel like the world’s biggest jerk, if I was that boss, if I said anything but “Yes, of course. Thank you.” I would feel like the world’s biggest jerk. Now, you might still get some bureaucratic hierarchical corporate whatever, like, “Well, unfortunately, Ramit, the budget doesn’t really allow for…” If you get one of those meritocracy busters, hey, how do you respond?

Ramit Sethi
Well, we have counter arguments for all those. Here are the common ones you get, “We have a standard compensation policy,” “Times are tough right now,” “Maybe next year,” “The budget doesn’t allow it.” So, look, sometimes that is true and it is critical…we have a framework we suggest about how to know whether it’s an employee’s market or an employer’s market.

So, for example, if you’re going through a deep recession, and you walk in and say, “Give me $10,000 more,” that’s unlikely to happen. Your power is diminished at that point. However, just like seasons, things change and it can be an employee’s market. You need to know that because if you don’t, you walk in blind and you just don’t look very intelligent when you ask for something that just doesn’t fit the marketplace.

But let’s say you do and they give you the sort of standard thing. There are responses which we show you in our negotiating section. And here’s what I want you to know. I want you to know that your boss or your hiring manager has a budget, and their job is to try to get you to work, and they want to save as much as they can so they can deliver all the extra money to the top performer on their team. So, you will often find this is that the top performer on the team gets the lion’s share of the budget and everyone else fights over those 1% cost of living increases.

If you have demonstrated you are a top performer, if you have extracted micro commitments and you’ve delivered, then you need to make it really clear that you’re worth it. If not, you need to ask them what’s it going to take to change this. And if they have no clear answer, then you may need to start considering switching to find your dream job.

Pete Mockaitis
Okay. Well, Ramit, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Ramit Sethi
Just a dream job is something that you can do once, twice, three times. It shifts over the course of your lifetime. So, I asked somebody on Twitter, I ask a lot of people on Twitter, “What is a dream job to you?” And one of the most common responses I got back was, “It doesn’t exist.” So, I reached out to a few of these people, I said, “Do you know anyone around you who has a dream job?” And they said, “No.”

Well, of course, if you and your friends all hate your jobs then, of course, you think a dream job doesn’t exist. The fact that they’re listening to this podcast means, of course, they do know that a dream job does exist. But I want to emphasize it because it’s so uncommon in our culture. You ask people, “How is work going?” And some of their common responses are, “Work is work,” or, “Just waiting until Friday,” I hate that. I want us to go to a place where we’re excited, where we’re challenged, where we’re compensated, where we can work remotely. So, that is why I’m so fired up about a dream job as a core part of your rich life.

Pete Mockaitis
All right. A favorite study or experiment or piece of research?

Ramit Sethi
Oh, I love the Asch experiments in conformity. I love so many of Elliot Aronson’s studies as described in his book The Social Animal, and Lee Ross on the Fundamental Attribution Error, who I studied under in college. It just blew my mind in social psychology.

Pete Mockaitis
And a favorite book?

Ramit Sethi
I got to say The Social Animal by Elliot Aronson.

Pete Mockaitis
Okay. And a favorite tool that you use to be awesome at your job?

Ramit Sethi
A favorite tool. My calendar. It’s simple.

Pete Mockaitis
Okay. And a favorite habit?

Ramit Sethi
My favorite habit is having a leisurely morning. That’s my favorite habit.

Pete Mockaitis
Let’s dig in. What’s going down in this leisurely morning?

Ramit Sethi
Well, I think the best mornings are decided the night before, the week before, the year before. So, when I wake up, everything, I know exactly what I’m going to do.

And, by the time I get to start working, this is my favorite part, I double-click into my calendar and I have all the links are perfectly placed in the same place every time so I can click it. The link takes me to the perfect place in the document to just begin typing. Now, I know I sound like a psycho to everyone listening, you’re like, “This guy is crazy. Why is he talking about this?” But I want everything to be in its perfect place. And so, it gives me a lot of joy to know that all these things have been properly arranged so I can just click one link and everything is just right in front of me.

Pete Mockaitis
It is a beautiful thing. I don’t think it’s crazy at all.

Ramit Sethi
Oh, really? Oh, my God, I found a kindred spirit here. Thank you.

Pete Mockaitis
Absolutely. And tell me, is there a particular nugget you share, a Ramit quote that you’re known for, and people cite over and over again?

Ramit Sethi
Oh, I believe in spending extravagantly on the things you love as long as you cut costs mercilessly on the things you don’t.

Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?

Ramit Sethi
You can go to iwt.com/podcastdj or you can find me on Instagram @ramit.

Pete Mockaitis
All right. And do you have a final challenge or call to action for those looking to be awesome at their jobs?

Ramit Sethi
Okay. Thank you for asking. I would love it for anyone listening, find me on Twitter, Instagram, my newsletter, and send me a note telling me you listened to this podcast, and tell me what your dream job is. That’s what I want to know. I’m going to leave it as broad as that but I want to hear your specifics. Get down to the details. What is your dream job?

Pete Mockaitis
All right. Ramit, it’s been a pleasure. Thanks. This is just best.

Ramit Sethi
Thanks. This was a blast.