320. Quick Thinks: How to Prepare, Stand Out, and Ace Your Interview

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The ability to handle yourself in
interviews and other high-pressure

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situations can make the difference in
getting the job and achieving your goals.

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My name's Matt Abrahams, and I
teach strategic communication at

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Stanford Graduate School of Business.

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Welcome to this special Quick
Thinks episode of Think Fast,

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Talk Smart, the podcast.

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Today, I am thrilled to be live inside
the Think Fast, Talk Smart Learning

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Community with many of our community
guests, some who have been here for a long

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time and some who have just joined us.

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I encourage all of you to check
out the Learning Community.

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Lots and lots of resources and
access to people, including myself.

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We have an AI coach and lessons
and quests to all help you learn

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and hone your communication skills.

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Today, I am joined by Laura Joyce Davis.

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Laura is on our team.

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She's an author, a teacher of
communication, and she'll be helping

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me as we go through today's content.

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So today, I'd love to share with you
some best practices around how to

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prepare for job interviews and any
time you have to brand yourself and

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talk about what you do and how to
differentiate yourself from others.

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So to get started, it is
critical that you think about the

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opportunity you have before you.

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Spend time thinking about the job and
what differentiates you from others.

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What makes you stand out?

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What are the key characteristics
and experiences that can help you?

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And once you've identified those,
come up with two to three themes.

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A theme is a general idea that
supports your differentiation,

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what makes you unique and special.

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So, for example, you might be
somebody who is really good at

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multitasking, doing many tasks at once.

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Perhaps you are an expert
coder in some language, or you

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have high proficiency in AI.

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Those all can become themes.

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And these themes, again, are in
service of differentiating you.

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And you should be able to articulate
that theme clearly and concisely.

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Once you have the themes identified,
it is great to stockpile support for

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your themes A theme is simply a claim,
I am really good at multitasking.

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You have to show that, demonstrate that.

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So stockpile and collect examples
that support this, and there's

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some specific types of examples
I would like you to think about.

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First, think about testimonials.

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These are third-party voices that support
you and what you're talking about.

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So if I say I'm really good at
multitasking, maybe a former boss

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or colleague has said something that
reflected my ability to do that.

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So you have a quote or a
testimonial from that person.

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Perhaps you've received some
kind of acknowledgment or

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award that you can mention.

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So having a list of ideas
that support your theme,

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testimonials being one of them.

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Another is stories or anecdotes
you can tell, as well as data.

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If you have any data that support what
you are good at, you include that as well.

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So perhaps you finished a project
under time and under budget.

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Perhaps you saved the organization
some amount of money or time.

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Have those stockpiled.

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That is, keep them.

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I have friends who interview a lot,
for good or for bad, and they have

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spreadsheets full of themes and support.

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So we start by thinking about the job
and what differentiates us, or the

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opportunity and our differentiation.

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We come up with two or three clear themes,
and then we have support for each theme,

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and the key in the support is variety.

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So you want several different examples
of the different types of support.

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Once you have that information
in hand, it's time to practice

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talking about that information.

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I am a huge fan of structure.

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Structure is a logical
connection of ideas.

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So in a job interview, in an opportunity
where we get to share about ourselves,

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maybe making small talk or at some
kind of networking event, you want

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to avoid just rambling and listing.

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Instead, packaging your information
up in a structure can really help.

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There are two structures I'd like for
you to take away from our time together

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today in our learning community.

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The first is one I talk
about all the time.

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What?

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So what?

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Now what?

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What is the information you're sharing.

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So what is why it's important.

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And now what is what you can
do with that information.

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What?

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So what?

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Now what?

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So if I were to be describing a
particular project I worked on that

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I think is relevant to answering a
question or differentiating myself,

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I might start with the what, here's
what the project was, and describe it.

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I might then move to the so what, the
value that the project had for the company

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as it related to our KPIs or our goals.

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And then the now what would connect
my topic, whatever the story

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was, to the opportunity at hand.

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What does it mean for that?

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So what?

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So what?

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Now what?

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is an incredibly valuable tool.

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The next structure I'd like you
thinking about is excellent for

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answering questions, and it has
similarities to what, so what, now what.

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And this is what I call ADD for

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adding value.

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When you're asked a question, I
believe you should do three things.

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First, answer the question
clearly and concisely.

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I, for a long, long time,
was a hiring manager.

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I grew a team once from two people
to eighty-five people in a year and a

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half, so I did a lot of interviewing.

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And it is amazing to me the
number of people who don't

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answer the question asked.

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So we have to answer the
question clearly and concisely.

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Next, we have to give evidence or
support that reinforces that answer.

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And then finally, we need to make
sure we connect that answer to the

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person who is asking the question.

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So let's imagine you wanted to interview
me to be a teacher of communication

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at Stanford's Graduate School of
Business, the job I currently have.

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You might say, "Hey, Matt, what's your
experience?" So I would answer like this.

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I would say, "I have over twenty-five
years of experience teaching communication

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skills. I've taught at the undergraduate
and graduate level, as well as in the

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corporate world, from very small startups
to Fortune One Hundred companies." What

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that means is I can tailor my material to
be specific to the needs of your students.

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So you see, I answered the
question clearly and concisely.

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What's my experience?

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Twenty-five years.

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And then I gave a reinforcing example.

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I've done this before, undergraduate,
graduate, corporate world.

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And here's what it means for you.

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It means that I can tailor my material.

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We often assume that people can
understand the relevance or the value

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of our answer, but the reality is they
don't always make that connection.

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So make it explicit.

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Now, you don't have to answer
every question in that order.

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You could go in reverse order.

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I could say, "If you hire me, I'll
tailor my material to be specific

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to the needs of your students.

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I've done this at the
undergraduate, graduate level,

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and in the corporate world.

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I've been doing this for
twenty-five years." I just did

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DDA, relevance, example, answer.

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So if you have themes that you are aware
that differentiate you from others, if

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you have supporting ancillary material,
and you have practiced structure for

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how to respond, what, so what, now
what, answer, detailed example, describe

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relevance, two different structures.

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Then when you are in an interview,
in a small talk situation, in a

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networking situation, all you have
to do is assemble your answers.

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So when somebody asks you a question,
you think, "That question relates to

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this theme. This theme connects to
the support that I've already thought

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about." And by being able to assemble,
it's easier on you cognitively.

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The demand is less, which means you
can focus more effort on connecting,

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on listening, on being present,
which in and of itself makes you

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appear more confident and engaged.

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And confidence and engagement
are important in networking

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and interview situations.

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So theme, stockpile, practice
structure, and you are ready to go.

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Now, the next step is to actually
practice for these situations.

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How could you do that?

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Part of practice is just this
preparation, thinking it through.

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But more importantly is
actually speaking it out.

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So get with a friend, a
colleague, and practice.

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Do a role play or use an AI tool.

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Go to your favorite LLM, say,
"Interviewing for a job of this

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type with these types of people,"
and have it ask you questions.

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Again, not to memorize your
answer, but to practice.

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This is like doing a drill.

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If you've ever played a sport, chances
are you've done practice and you've

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done drills, and these drills help us.

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So there's preparation,
and then there's practice.

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And in doing the preparation and practice,
you prepare yourself, and you will

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feel more comfortable and confident.

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So that's the methodology and process
I'd like you to take away from this.

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Now, there's one element that
is absolutely critical that will

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make you stand out even more, and
that is your ability to tell a

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good, effective, efficient story.

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Stories are great ways to reinforce
what you're saying, but many

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people don't tell good stories.

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They go too long.

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They go too short.

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There isn't a point.

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So I have asked my colleague and
friend, Laura Joyce Davis, who

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has helped immeasurably behind the
scenes to bring content to you.

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And Laura, welcome.

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Thank you for joining us inside the
Learning Community, and I would love

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to turn this over to you to share
with all of us a, a few tips on

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good, effective storytelling skills.

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Thank you so much, Matt.

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It's so great to be here with all of you.

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And I want to just start by
asking why are stories important

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for interviews in particular?

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The thing that I wanna share with
you today is to just think about how

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stories are important for three reasons.

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They connect you with others, they show
your values and your experience in a

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memorable way, and maybe most importantly,
they give you an opportunity to share with

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somebody you just met who you really are.

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They can give these very deep
insights very, very quickly

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into the kind of person you are.

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So the three things that every
great story has are conflict.

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We sometimes think we have to appear
as strong and put together, and we

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want to, of course, be professional
and put together in interviews.

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But remember that sharing a conflict,
something difficult that you've been

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through that you've been able to overcome,
that's one of the best stories you can

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tell in an interview because it gives
you a chance to be vulnerable, but at

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the same time, to really put forward
some ways that you've contributed to, you

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know, a past organization or a team that
you've been a part of or even a family.

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So conflict is number one.

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The second thing is beats.

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Every story has beats, and what I
mean by story beats is it has scenes.

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If I tell you a story about the time that
I overcame that big conflict, I'm going

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to have one beat where I tell you about
what the world was like before, you know,

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very briefly, I set the stage, maybe
give you a tiny little moment of once

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upon a time, everything was going great.

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The second beat might be, and
then one day I woke up and I got

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this call that changed everything.

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And then the next beat might
be, and then what happened?

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What did you do next?

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Those beats are essentially
what happened in the story.

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They're your plot points, your action.

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And every moment of action, you
can do this very, very quickly,

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and I'll give you an exercise to
practice for that in a moment.

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But remember that something
has to happen in a story.

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It can't just be an anecdote.

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It can't just be one little
moment where you feel a certain

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way or something happened.

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You gotta tell us what happened
next and how you reacted to that.

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And then finally, transformation.

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So we've got conflict,
beats, and transformation.

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Transformation is where you
get to show what happens to

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you because of the conflict.

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You get to give us a little insight
into the way that you react to something

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difficult, something challenging, maybe
even something that is a weakness of yours

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that you have turned into a strength.

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And not in a way that feels
phony or that you're pretending.

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This is genuine, and it'll require
you to do a little digging probably

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to really think about this, to think
about first, what are your weaknesses?

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That's your conflict.

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And then how have you transformed?

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You know, maybe your weakness
is that you are naturally a

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really unstructured person.

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You find it really difficult to
keep track of a lot of details.

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Maybe your story is that you have
seen that weakness, you've recognized

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that it's a challenge for you
that you have to overcome, even

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if you're naturally a certain way.

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And so you start to put together a story
about you went to a training to learn how

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to master Microsoft Excel, or you learned
how to manage a team by really thinking

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through the different steps in a project
to get to completion, and now you're the

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most organized person that anybody knows.

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And you can tell that story very quickly
using those story beats of those key

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moments and talk about how, "Hey, this
is still how I'm hardwired, but I figured

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out how to make this actually a strength
because I'm aware of this weakness." And

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the question, why do you wanna work here?

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if you can use the framework
of the story of my life has

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led me to this job here now.

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and What am I gonna say to show the story
of my whole life led up to this moment?

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think back to the things that are
genuinely true of you, the experiences

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that you've had, and how can they add up
to this weird combination that somehow

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works because it is genuine of, okay,
all of these different pieces have come

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together for this specific thing now.

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So the last thing I want to say, I
wanna give you a little homework to

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practice, and you can use some of
the suggestions that Matt was making

00:14:38.477 --> 00:14:42.878
about using an AI tool or recording
a voice memo or talking to a friend.

00:14:43.428 --> 00:14:47.498
I want you to tell the story
of your life in one minute, and

00:14:47.498 --> 00:14:48.777
I want you to time yourself.

00:14:48.968 --> 00:14:51.767
The best way, by the way, is if
you can do it with another person,

00:14:52.068 --> 00:14:53.927
but you can also record yourself.

00:14:54.318 --> 00:14:58.908
I want you to think about the job
that you want, and the story of your

00:14:58.908 --> 00:15:01.757
life should lead you to that job.

00:15:02.108 --> 00:15:07.228
Then I want you to set the timer again
and do that two more times, the story of

00:15:07.228 --> 00:15:11.747
your life in one minute, but each time
you tell it, you can't use any of the

00:15:11.747 --> 00:15:13.787
details that you did the previous time.

00:15:14.258 --> 00:15:16.527
So each time you have to
come up with new details.

00:15:16.547 --> 00:15:18.028
It has to be just one minute.

00:15:18.478 --> 00:15:23.407
What this will do is it will force you
to get deeper into your own story and

00:15:23.407 --> 00:15:25.398
to think of things that aren't obvious.

00:15:25.948 --> 00:15:26.988
Thank you so much, everyone.

00:15:26.997 --> 00:15:29.278
This has been so fun to share
with you, and I hope that some

00:15:29.278 --> 00:15:31.338
of these tools have been helpful.

00:15:32.320 --> 00:15:33.650
Laura, thank you so much.

00:15:33.670 --> 00:15:38.580
The idea of really thinking through
how we put our stories together

00:15:38.610 --> 00:15:42.270
can differentiate us and help
us to be more clear and concise.

00:15:42.600 --> 00:15:46.540
I really like the idea of identifying
challenges, of thinking about the

00:15:46.550 --> 00:15:51.480
beats, and really using the practice
techniques that you shared to really help.

00:15:51.480 --> 00:15:57.320
And I'd like to end by simply saying, the
pre-work you do around understanding how

00:15:57.320 --> 00:16:02.140
you best fit and differentiate, creating
themes, stockpiling information, and

00:16:02.140 --> 00:16:06.200
then leveraging the ideas that Laura
shared around how to craft a big story,

00:16:06.500 --> 00:16:11.690
this will truly differentiate you, and
you will come off as authentic and real.

00:16:12.060 --> 00:16:17.900
In a world where AI can perfect and
polish everything, being human and being

00:16:17.900 --> 00:16:22.510
able to tell your story in an authentic
way will really make a big difference.

00:16:22.960 --> 00:16:24.740
Thank you, Laura, so much
for joining me today.

00:16:24.740 --> 00:16:27.789
Your insights into what makes for
a good story really augments the

00:16:27.790 --> 00:16:32.390
overall process for differentiating
ourselves in interviews and networking.

00:16:32.650 --> 00:16:36.430
I hope everybody is taking away what
we can do in advance to prepare,

00:16:36.720 --> 00:16:41.270
how we can actually practice, and
so we can end up delivering our

00:16:41.280 --> 00:16:43.660
best selves in these situations.

00:16:45.110 --> 00:16:48.000
Thank you for joining us for this
Quick Thinks episode of Think

00:16:48.000 --> 00:16:49.660
Fast, Talk Smart, the Podcast.

00:16:50.150 --> 00:16:55.860
I really appreciate Laura and her
insight around beats in stories.

00:16:56.299 --> 00:16:59.539
Really thinking about those
beats, those areas you emphasize,

00:16:59.890 --> 00:17:01.800
can be incredibly valuable.

00:17:02.229 --> 00:17:05.600
To learn more about these interviewing
skills and other communication

00:17:05.600 --> 00:17:07.519
skills, check out our back catalog.

00:17:07.540 --> 00:17:12.709
We have hundreds of episodes to teach you
useful, important communication skills.

00:17:12.960 --> 00:17:17.849
And be sure to check out our Learning
Community at fastersmarter.io/learning

00:17:18.110 --> 00:17:22.089
to learn skills and tools to help
you deal with the issues that are

00:17:22.089 --> 00:17:24.029
confronting you in your communication.