A coach shares three shifts that changed how they interview: adopting the Rose framework to think like a consultant instead of a performer, using STAR stories more naturally once the pressure lifted, and asking targeted questions that reveal whether the company is actually right for you.
What would you say were the three most impactful things that you tried on due to the work that we've done together that you feel move the needle? Well, the first one was your framework around Rose, and that really set the stage, because I know that when we first met, the very first thing you said to me was, you got to get off of performance mode. And you were exactly right. I was coming across as very desperate and so stepping back, and I really got to practice that with Sylvan in terms of putting on a consultant hat. Putting that mindset of, you're a consultant, you're here to ask questions and determine how you can solve the problem. So that was huge. That was the first one. The, you know, you had talked about the star activity. I heard that before. Car stories, star stories. So that one I knew and had already had in practice, but was so busy focused on being in performance mode that it didn't come across the very naturally to me. And then the other one that really hit home was your. Your juul questions, which even though with this opportunity, I had other opportunities that I was working through, and I was always with the impression that, oh, a recruiter is working for the company and they've been hired to find this particular role, but lessons learned, that isn't always the case. And so by implementing those questions, I could easily see they were filtering me out just as much as I was filtering them out. So. But as far as it relates to this role, the biggest one was the whole Rose framework. You know, it just brought that again, the mindset you had talked about in one of your sessions about mindset, it just flipped the script on the mindset of be a consultant, truly be a consultant and listen, not respond so quickly. And it slowed the entire conversation down and allowed people to feel more comfortable in the conversation. So that was very helpful. And I think. I think it was felt. Matter of fact, I know it was felt within the organization because now we're recognizing, okay, she's not so results oriented. She's able to really slow down, evaluate the entire landscape and come in and recommend structures or changes or whatever. So it was because of that that I feel I'm a better culture fit than I would have. I was coming in. Result, result, result, result. And not.
