What You Can Expect From An Interview

Knowing what to expect can mean the difference between performing well and making a fool out
of yourself. If you know what to expect you can better prepare yourself for the challenging
questions and scenarios they may pose.
Generally, when you begin and interview there is a period of introduction. Once those have
been completed, you may be offered the opportunity to speak about yourself. You should really
try to keep this relevant to the current job offer. Although your personal life maybe of great
interest, the time for an interview is limited so best stick to what they need to know and want to
hear.
You may be asked to demonstrate your current knowledge of the company. You may be asked
this directly or in the form of a question such as. Why would you like to work for us? Prepare
yourself by doing some research about the company. This shows the employer that you have a
genuine interest in working for them and are not afraid of doing some research.
Nearly every interview asks that dreaded question, what are your weaknesses? The worst
answer that you can give is none at all. Everyone has weaknesses so this answer will not
impress. This question is more a test of your answering skills than anything. Speak about how
you deal with your weaknesses. I make lists of things to do to make sure I remember everything
or I use spell check to make sure everything is correct. This answers show your weaknesses
and how you cope.
You will also likely get the opportunity to speak about your strengths. Although you may have
many, keep these relevant to the job on offer. Again, interview time is limited and you don’t want
to waste opportunities.
Preparing yourself ahead of time and knowing what to expect can make a great difference in
how well you perform in an interview. By being able to handle yourself well, you’ll be able to
make that important first impression.

Knowing what to expect can mean the difference between performing well and making a fool out
of yourself. If you know what to expect you can better prepare yourself for the challenging
questions and scenarios they may pose.
Generally, when you begin and interview there is a period of introduction. Once those have
been completed, you may be offered the opportunity to speak about yourself. You should really
try to keep this relevant to the current job offer. Although your personal life maybe of great
interest, the time for an interview is limited so best stick to what they need to know and want to
hear.
You may be asked to demonstrate your current knowledge of the company. You may be asked
this directly or in the form of a question such as. Why would you like to work for us? Prepare
yourself by doing some research about the company. This shows the employer that you have a
genuine interest in working for them and are not afraid of doing some research.
Nearly every interview asks that dreaded question, what are your weaknesses? The worst
answer that you can give is none at all. Everyone has weaknesses so this answer will not
impress. This question is more a test of your answering skills than anything. Speak about how
you deal with your weaknesses. I make lists of things to do to make sure I remember everything
or I use spell check to make sure everything is correct. This answers show your weaknesses
and how you cope.
You will also likely get the opportunity to speak about your strengths. Although you may have
many, keep these relevant to the job on offer. Again, interview time is limited and you don’t want
to waste opportunities.
Preparing yourself ahead of time and knowing what to expect can make a great difference in
how well you perform in an interview. By being able to handle yourself well, you’ll be able to
make that important first impression.

How much education does an entrepreneur need

Richard Branson has spoken to Fox Business about the importance of entrepreneurs getting out there and doing it, instead of heading off to business school.
In his interview the Virgin Group Founder urged young business minds to spend their money wisely when starting out: “I’m not so sure it makes any sense for people to spend three or four years of their life going through business school. The money that is spent doing that could be used to start a business and get out there in the real world.
“Living in the jungle and learning to survive is so very important, you’ll learn so much more than you would going to business school. The most successful people that I know didn’t go to business school.”
Branson then touched upon the introduction of Start Up Loans, a scheme which he and Virgin Media Pioneers have campaigned to be introduced in Britain as a way of supporting young entrepreneurs.
"If you’re looking to become an entrepreneur then don’t waste your time going to university or business school – just get on and do it.”
“I’ve just managed to persuade the British government to allow students who don’t want to go to university to take their university grant and put it towards a business. I suspect they will learn a lot by using that money to start a business, if they’re successful then that’s four years that would have been wasted in business school,” explained Branson.
“If they fail then they’ll have still learnt a lot more than in business school, in some ways you learn more by trying something and failing than you do in succeeding.”
Branson was also quick to note the importance of university education, paying tribute to the fact that recent employment figures show that graduates are significantly more likely to find themselves a job than those without higher education. Although he was keen to point out that it's not always the smart choice.
“If you’re looking for an insurance policy then go to university, because in all honesty you’re more likely to get a job. However if you’re looking to become an entrepreneur then I would say don’t waste your time going to university or business school – just get on and do it.”
Are you an entrepreneur? What education have you had? Get involved in the debate, we’d love to know

 

 

virgin site  .

Preparing For The Interview

Being prepared for an interview can mean the difference between getting the job offer or not.
You cannot depend just on your qualifications and experience. Most employers surveyed state
that in the majority of cases it is the candidate that interviews the best that usually gets the job
offer regardless of their prior experience and skill level. Getting the interview right is essential.
In this article we will attempt to give you some advice on how to prepare for your next interview
and hopefully get the job you want.
Preparation is key in an interview. If you show up with details that employer needs then you will
be putting forth the right impression. Having a fact or data sheet handy with references and
contact information is a good idea. This shows the employer that you are keen and willing to
take the time to think ahead.
Although your prior work experience won’t seal the job for you, it is still important. Try to talk
about what you learned from your previous position. Stay positive about your previous employer
as well, even if it was a less than ideal working environment. Talk about skills you may have
acquired that will benefit you in this job. The less training they have to give you the better in their
eyes.
In an interview, you should always remain positive and upbeat. Don’t fall into the trap of being
negative about former employers. Many times this is a test to see how discreet you are. Even if
you have had negative working experiences try to put a positive spin on it. You can talk about
how that experience helped you to grow and become more tolerant. This will show the employer
your willingness to be flexible and work with others.
Through preparation and remaining positive, you will put your best foot forward and greatly
increase your chances of getting that job. Make sure you include your life experience and what
you have learned. These aspects combined with a good interview will get you the job

Job interviews are about as much fun as a trip to the dentist. There just about as painful but
necessary if you want to reap the rewards. By preparing yourself ahead of time you can greatly
increase your chances of the interview going well and getting the job offer. In this article we will
attempt to demonstrate what employers look for. We will also offer advice on how to answer
those questions for which there is no correct response.
Generally, an employer will start of the interview with introductions. They may then offer you the
chance to speak about yourself. Try to keep this relevant to the position on offer. The employer
wants to know why they should hire you they don’t need your life story. Mention any prior work
history and how this will help you in this position.
The employer may ask you about the company and what you already know. Before the
interview you should do some research and learn some basics about the company. This shows
the employer that you are keen and have an interest in working their.
Nearly every interview contains that dreaded question, what are your weaknesses? The worst
answer you can possibly give is that you have none. Everyone has weaknesses and the
employer will know this. They are asking this question to test your honestly and see how you
work through your weaknesses. For example, you could say, I create to do lists, to make sure I
remember everything and stay organized. With any weakness make sure you have some
method of dealing with it. This is the best way around this question everyone hates.
You will likely get the opportunity to speak about your strengths. Take full advantage of this
opportunity but keep your strengths specific to those qualities that will make you a desirable
employee. If you’re applying for an office or corporate type position, the fact that you are county
darts champion likely isn’t relevant.
Job interviews are seldom fun. However, with some preparation and by knowing what to expect,
they can be slightly less daunting. Having the ability to answer questions well and keeping the
answers relevant to the position could tip the balance in your favor..

how jack welch runs general electric

Prime Mover of Business: Jack Welch
by Jack Welch (February 27, 2002)

Summary:

Jack Welch worked for General Electric Company from 1960 until 2001. From 1981 to 2001, he was its Chairman and CEO. He retired on September 7, 2001.

[www.CapitalismMagazine.com] Jack Welch is arguably the most famous CEO in the world. His 20-year reign as the head of General Electric brought the company from bureaucratic behemoth to dynamic and revered powerhouse. During his tenure, GE market value grew from $13 billion to $500 billion. In the process, Welch's management innovations have made him the most influential CEO of his era.

The Early Years

An adored only child, Jack was raised in a working-class Irish neighborhood in Salem, Massachusetts, by his father, a railroad conductor, and his mother, Grace. "If I have any leadership style, a way of getting the best out of people," says Welch, "I owe it to my mother. She was the most influential person in my life. Grace Welch taught me the value of competition, just as she taught me the pleasure of winning and the need to take defeat in stride."

Grace Welch poured equal measures of love and self-confidence into young Jack, expecting top performance in academics and in sports. He excelled at both, despite a persistent problem with stuttering and a somewhat small stature. In the scrappy and competitive neighborhood in which he was raised, Welch learned many of life's lessons.

And, it was caddying at the local country club that began his life-long love affair with golf.

Welch earned a BS degree at the University of Massachusetts at Amherst, where he was one of the school's top engineering students. In 1958, he headed for the Midwest, earning both his MS and Ph.D. in chemical engineering at the University of Illinois at Champaign, where he also met his wife. Welch found himself attracted by two offers upon his graduation: one at Exxon in Baytown, Texas, and the second at GE in Pittsfield, Massachusetts. In 1960, Welch headed for the company where he would spend the rest of his career.

The Rise to the Top

Welch's path from $10,000-a-year engineer to CEO was not always an easy climb. A year after he joined GE, he almost quit when he was given the standard $1,000 raise. Securing a bigger raise-and getting himself "out of the pile"-- became an important life lesson. In 1963, he accidentally blew up a factory while working on a plastics project. But despite the setbacks and the fact that Welch's blunt and candid style alienated some, he was named a company manager at age 32, the youngest in GE history. In 1971, Roy Johnson, then head of GE's human resources department, recommended that Welch be promoted to VP of the chemical and metallurgical division, citing his "driving motivation, natural entrepreneurial instincts, creativeness, aggressiveness, and his abilities as a natural leader and organizer." However, in that same evaluation, which Welch discovered years later, Johnson expressed reservations about Welch's style, saying he could be "somewhat arrogant (and) reacts (or overreacts) emotionally -- particularly to criticism."

Despite the critics, in 1980 then CEO Reg Jones tapped Welch as his successor in a long process that involved eight final candidates and months of deliberations. While many thought the two were an odd pair - Jones, a courtly English executive and industrious church deacon; Welch, a scrappy engineer from working-class New England -- Welch says they shared many links. Both were hardworking men from modest backgrounds, both were only children, both loved numbers and analysis. "We were considerably more alike than anyone imagined," says Welch.

The Business of Being CEO

In April 1981, Welch assumed the helm of GE and it was here that his legacy would begin. In a series of controversial decisions and tough calls, Welch began to transform the company. First, he adopted a strategy that each division must be #1 or #2 in their markets-or, in his memorable phrase, they would need to "fix it, sell it, or close it." Within five years, one of every four people would leave the GE payroll, 118,000 people in all, including 37,000 employees in businesses that were sold. The layoffs and closures that resulted earned him the unflattering moniker "Neutron Jack."

While the media attacked his policies, Welch remained focused on the job at hand. After visiting a Japanese manufacturing plant in the mid-1970s he found himself awed by their efficiency. The awe gave way to fear that the Japanese would be a threat, as they tore apart the cost structure in industry after industry. It was the search for a business safe from the perceived Japanese threat that led Welch to aquire RCA for $6.3 billion in 1985. "We bought RCA primarily to get NBC," says Welch. "What came with it would transform us."

Part of that transformation was to make GE a people company where ideas flourished and boundaries disappeared. Welch pressed his theory of a "boundaryless" culture in which all levels of the company participated in innovation and problem solving. Ironically, in growing this people culture, he adopted a way of differentiating his staff that could seem brutal. He ordered all 4,000 managers in the company to analyze their staff annually. Everyone was to identify the top 20 percent of staff to be nurtured and strongly rewarded; the middle 70 percent were the strong workers who were the heart and soul of operations; and the remaining 10 percent were those that either needed to be improved or eliminated. The "vitality curve" became a model for building a "people factory" with the greatest talent in any corporation.

Buoyed by these early successes, Welch next moved ahead with what he would later consider the biggest mistake of his career -- the 1986 purchase of Kidder, Peabody, one of Wall Street's oldest investment firms. Welch bought the company against the advice of some key board members, and he now says, "It was a classic case of hubris. I was just full of myself." Eight months after closing the deal, scandal erupted when Marty Siegel, a star investment banker at Kidder, admitted trading insider stock tips to Ivan Boesky in exchange for suitcases full of cash. "The Kidder experience never left me," writes Welch. "Culture does count, big time."

Globalization, Services, Six Sigma, E-Business, and Honeywell

In his second decade, Welch focused on four basic initiatives: Globalization, Services, Six-Sigma, and e-business. During globalization, Welch traveled the world making deals. Never one to sit at headquarters, he outdid himself in this phase, in China, in Japan, in India, and in Hungary, where he completed the first big deal in the New Eastern Europe, the day after the Berlin Wall fell, GE took a contrarian view of globalization, focusing efforts on areas of the world that were either in transition or out of favor. The services division, meanwhile, grew from $8 billion in 1995 to $19 billion in 2001 under Welch's leadership.

The Six Sigma effort, a mathematically grounded program that improves processes, decreases variance, and creates more perfect products while reducing costs, was launched in 1996 in response to employee surveys that cited quality as a growing concern. It is a program embraced today at all levels at GE and is used for everything from improving calls from mortgage customers to GE Capital to meeting Sony's specs for high-density CD-ROMs.

Finally, in e-business, Welch says he came to the party late (helped by his wife Jane's on-line tutoring), but once there recognized the enormous impact this technology would have on the company. E-business allowed GE to expand its markets, find new customers, and make its supplier base more global.

Attracted by Honeywell's businesses in aircraft engines, industrial systems, and plastics that were a good fit with GE, Welch began talks with the company in October 2000. The merger was derailed by antitrust concerns from the European Commission. "If this deal had come along in the middle of my career, it would have been another swing and miss," writes Welch. "Coming at the very end, after I had postponed my retirement, the loss of GE's biggest deal seemed to loom larger".

In his book, JACK: Straight from the Gut, he made these comments about his career at GE:

Contrary to reputation, I have been too cautious. I was hesitant with some acquisitions, slow to embrace the Internet, even timid about blowing up all the rituals and traditions of what once had been a bureaucracy. Almost everything should and could have been done faster.
Learning to love change is an unnatural act in any century-old institution, but the GE I am leaving does just that.
Great people, not great strategies, are what made it all work.
On September 7, 2001, Jack Welch said goodbye to the company, and the people, who have comprised the whole of his business life. He appointed Jeff Immelt to succeed him and set in place a staff that he believes will support his successor. The next chapter in GE's history is set to begin.

Jack Welch,

Retired Chairman and CEO of General Electri

DECIDE EXACTLY WHAT YOU WANT TO DO

Clarity
You must be clear about what it its that you want – what it is your doing - and why you are doing it, at every step of your life. You must know and see how everything you do fits in with your life.
Goal Orientation
Successful people are intensely goal orientated. They know what they want and are working towards the achievement of their goals every single day

.
A Simple 7 Part Goal Setting Formula

. Decide exactly what you want – formulate a goal-
. Then write it down (a goal not written down is merely a wish or a fantasy)-. Set a deadline and even sub-deadlines if the goal is large and long-term

. Make a list of everything you will have to do to achieve your goal.-

 Make a plan - organize your list by setting priorities on the list activities-

Take action – Do this immediately DO IT NOW! And develop a sense of urgency. You must be intensely action orientated-.

Do something every single day – Maintain momentum by doing something that will move you towards your goal daily

The Best Goal Setting Exrcisee

 

(Practice it over and over again during your life)

 Start with a blank sheet of paper

. Make a list of 10 goals that you want to accomplish in the next 12 months (write your goals in the present tense, as if you already accomplished them and start every goal with the word I)

. Go over your list of 10 goals and select that one goal that will have the greatest impact on your life, if your were to achieve it

. Take your chosen goal and write it on the top of a separate sheet of paper. Then write down a deadline for it. And then formulate a plan. Take action on the plan immediately, and resolve to do something every day until you achieve your goal.

Effective Leadership

“His relentless drive and determination, great strengths in an
editor, also alienated wide swaths of the NY Times newsroom,
as people felt excluded and in many cases shoved aside by his
autocratic rule…” Washington Post, June 5, 2003
“Staffers complain of coming out of meetings with Raines feeling
beaten and depressed rather than energized. His rah-rah memos
to the staff exhorting them to higher greatness fell flat. He kept to
himself and to the power troika he formed….” Slate, June 6, 2003
“At the Times, most people didn’t feel part of Raines’ team and
were more than willing to turn on him….” Washington Post
June 9, 2003
If you follow the news at all, you may recognize these statements, which
refer to Howell Raines, the New York Times Executive Editor who recently
resigned under pressure (in spite of the fact that he led his paper to six
Pulitzer Prizes for its coverage of 9/11).
Clearly, Mr. Raines had the technical expertise to do a stellar job. What he
reputedly lacked, however, were people skills. When the chips were down
and he desperately needed the support of his staff in order to keep his job,
they seemed by all reports to almost gleefully let him twist in the wind.

The Importance of People Skills

Like Mr. Raines, most leaders have the technical expertise to do their jobs
effectively. In fact, that’s usually the reason they were promoted to a
leadership position in the first place.
But technical know-how is only part of what it takes to be an effective leader.
Many managers and executives may be surprised to learn that it’s not even
the most important part. Technical expertise and knowledge are
prerequisites to good leadership; they’re necessary, but not sufficient. A
leader’s ability to relate with and motivate the people who report to them is
far more important. Much research shows that when people can work in a
climate of respect, caring, honesty, collaboration, cooperation and trust, they
maximize their contributions to the organization.

In other words, leaders simply do not succeed without people skills—yes, that
“touchy-feely stuff.”
Most leaders aren’t born with the relationship skills they need. When it comes to
dealing with people problems, newly promoted leaders too often feel like they’re
winging it. And when inevitable problems and conflicts arise, they feel frustrated, even
helpless.
Underlying these people skills is a very different leadership philosophy than the
command-and control, top-down, hierarchical philosophy which eventually brought
Raines down—and which is still far too prevalent in our culture.

Characteristics of the Most Effective Leaders

􀂾 They decrease the power differential between self and team members
􀂾 They create conditions for distributing the leadership function throughout
the group
􀂾 They show respect for intrinsic worth of team members
􀂾 They show respect for team members as individuals who are different from
the leader
􀂾 They understand that people aren’t there to be used, directed, or influenced
to accomplish only the leader’s aims
􀂾 They listen with empathy
􀂾 They demonstrate acceptance
􀂾 They express his or her own beliefs, needs and ideas honestly, clearly, and
without blame
􀂾 They work to resolve conflicts in a way that creates mutual need satisfaction

Do a Quick Self-Check

If you lead people, you owe it to them (and to yourself) to honestly and frankly
assess the current conditions your team members are working under. The following
questions, approached with an open mind, can help you to identify opportunities to
improve your leadership skills, and to make your team more productive, more
satisfied, more loyal to you, and more likely to recognize and remedy team conflicts
and people problems before they get out of hand.
􀂅 “Do I really trust the capacity of the team and of the individuals on it to solve
the problems facing us? Or do I basically trust only myself?”
􀂅 “Do I create a climate in which my team can have creative discussions by being
willing to hear, understand, accept and respect all input? Or do I find myself
trying to influence the outcome of discussions?
􀂅 “Do I honestly express my own beliefs and ideas without trying to control those
of others

  

􀂅 “When there are problems and conflicts, do I make it possible for them
to be brought out into the open, or do I subtly communicate that they
should be kept hidden?”
Embodied in each of these questions is a different, proven, tested people skill.
And just as technical expertise is learnable, so too are people skills. It’s an
endeavor that takes training and practice, practice, practice, but the payoffs in
morale, productivity, and energy are both measurable and immeasurable.

writer

Linda Adams