We’ve all been on that interview where a prospective employer asks you to “Give me an example of a time when…” While building rapport is very important in the interview process, it often feels as though the interviewer is just reading off a list of prepared questions. Well, he or she most likely is.
These questions, also known as competency-based or behavioral interview questions, are designed to discover how you may respond in real-world situations. They’re useful for helping hiring managers weed out applicants who look good on paper from the ones who understand how to influence others and deliver the results that they need.
In almost every field, from government to project management to customer service, these negotiation and influencing skills can have a strong impact on a worker’s success. Negotiation interview questions allow prospective employees to demonstrate where these negotiation and influencing skills have helped them in the past—situations that may not show up in the applicant’s cover letter or résumé.
Influence Without Authority: Leading When You’re Not the Boss
How to answer “Tell me about when you influenced someone”
Here are five steps to help you form an answer to this interview question:
Research the company culture
Look for information online or through other resources about the companys culture, mission, structure or values. Search specifically for those aspects of their ideals or values that relate to working with others. If possible, align your answer to this question with the companys culture, organization or values.
For example, if the company youre interviewing with emphasizes collaboration between departments, you might want to talk about using your persuasion skills during an interdepartmental project. As another example, if many or all of the companys employees work remotely, you may consider discussing a time you influenced someone online, by phone or another virtual method.
Choose a specific example
Think about and select a time in your life when you influenced someone. Choose a specific example from your life with a clear beginning, middle and end. Try to select an example where the results are as objective as possible so that the employer can understand clearly your positive influence on the other individual or group. Here are some situations that use persuasion skills to help you think about a specific example from your life:
Consider how you can customize your case for the person or audience. What does the person or audience value? What do you have to offer the person or audience? Do you have specific technical knowledge? Do you have a strong network which could benefit the person or audience?
Few business analysts have the final authority to make critical decisions on projects. That’s why it’s so important for business analysts to polish their influencing skills.
For more formal communications, while you are preparing your case you should outline a number of potential options for the action plan that might be used if you get the person or audience to commit.
To re-iterate, if you are planning a formal communication or presentation you will have a lot more time to spend thinking through the details of this 5-step process. However, even for brief communications within a short conference call, mentally thinking through these steps for just a few second can help guide your conversation and increase your degree of influence with your audience.
When delivering your message be direct in your thoughts and language. You want to come across as respectful and open to the feedback of the audience, but do so without obscuring the point of your message. Don’t hint at what you want, but also don’t demand.
These questions, also known as competency-based or behavioral interview questions, are designed to discover how you may respond in real-world situations. They’re useful for helping hiring managers weed out applicants who look good on paper from the ones who understand how to influence others and deliver the results that they need.
Even though these types of negotiation interview questions style of interviewing have become increasingly popular, questions like these can still throw you for a loop. SNI offers a variety of courses to help develop the communication skills necessary to excel in situations like these, but we’ll start with the basics. Here are four tips for answering these influence skills questions that will help ensure you project competence and authority, highlighting your value from the moment you enter the room.
The challenge with influence skills questions usually isn’t thinking of an example; it’s organizing your thoughts efficiently and communicating them powerfully. The STAR acronym outlines four steps to breaking down an influence skills question – no matter how complex it may seem. Keep this in mind when a hiring manager lobs one your way.
In almost every field, from government to project management to customer service, these negotiation and influencing skills can have a strong impact on a worker’s success. Negotiation interview questions allow prospective employees to demonstrate where these negotiation and influencing skills have helped them in the past—situations that may not show up in the applicant’s cover letter or résumé.
We’ve all been on that interview where a prospective employer asks you to “Give me an example of a time when…” While building rapport is very important in the interview process, it often feels as though the interviewer is just reading off a list of prepared questions. Well, he or she most likely is.
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I am in the difficult situation of being unofficial project lead, responsible for team performance to schedule and budget. How can I influence and motivate the team to get the job done, when I do not have a job title that commands their respect?
Leadership textbooks make a point of advising up-and-coming leaders not to accept responsibility for a business outcome without first negotiating a job title and hierarchical authority. In other words, you should always strive to “lead with authority”.
This is great advice in principle, but in the real world you’ll find organizational structures that are in a constant state of flux and management structures that are highly matrixed, not to mention limited opportunities for promotions. There are times when an emerging leader needs to roll up their sleeves, engage the team, influence, and get the job done.
At a company women’s leadership event, Dr. Cecilia Kimberlin, former Vice President, Quality and Regulatory Affairs with Abbott, made a point of saying, “There is a myth that the higher you go in the organization and the more positional authority you gain that you just have to say ’do it‘ and people get it done. I hate to bust your bubble!”
In this type of environment, influencing without authority is one of the most valuable skills you can learn today. As another senior-level woman in a manufacturing organization once explained, “In my company, influencing skills are the single most important success factor after knowing your job.”
So while positional influence is something to aspire to, until you have it, remember that there are many other useful forms of influence that you could be taking greater advantage of.
FAQ
How do you answer the interview question how do you influence?
- Appeal to their self-interest. Help the person you’re influencing to see how your proposal meets their immediate needs. …
- Ask leading questions. …
- Tap into their values and ideals. …
- Make them feel good. …
- Do a deal. …
- Seek a favor. …
- Highlight the popularity of your proposal.
How can I lead without authority?
- Identifying others’ needs and emotions.
- Clearly communicating your ideas.
- Building meaningful relationships.
- Actively listening.
- Modeling the behaviors you want others to imitate.
- Being calm but assertive.
Can you give me an example of a time when you were able to successfully influence someone?
- Ask Questions. People who ask questions of colleagues and peers are expressing a sincere interest in these individuals’ issues and concerns. …
- Exhibit Enthusiasm. …
- Seek Outcomes, Not Titles. …
- Remember That Everything Is Personal. …
- Follow the Leader.
