Why your next job depends
on mastering the six ‘Qs’
We just had our biggest career fair of the year at the
University of Maryland’s Robert H. Smith School of Business, with recruiters
from more than 120 employers from a wide range of industries on campus to meet
nearly 1,500 undergraduate business students. The things that can help students
prosper are the things that make any job seeker successful — whether you are
actively hitting job fairs, just landed an interview for your dream job, or
you’re hoping to meet some new contacts at the next professional event or
networking session.
Employers
today are looking for savvy job candidates who possess leadership, strategic
thinking, communication, and creative problem-solving skills. Stand out from
the competition and show that you have these skills. The six “Qs” below
represent what every job-seeker needs to have and how to show them off when
meeting potential employers:
1.
IQ: Smarts and critical thinking skills.
Companies
are looking for people who can problem-solve at a high level. Executives
want people who can strategize, recognize patterns and see the big picture.
Showcase examples of how you exhibit these skills. Ask great questions – ones
that demonstrate knowledge of the company and deep thoughtfulness. At the
same time, it’s important to realize that while “smarts” may get you into the
game, they are not enough to help you win in the war for talent. There are
plenty of bright or clever people who have never made it because they lack social
skills.
2. EQ:
Emotional intelligence quotient.
This is
your ability to read your own emotions and adjust accordingly to stay
even-keeled, guide your thinking, and build relationships. Your EQ is also your
ability to read others’ emotions – your interpersonal savvy, including
listening skills. At job fairs and interviews these things come into play in
your ability to read a recruiter or interviewer and genuinely connect with
them. Savvy candidates have already done their homework on the company and can
spend time asking thoughtful questions about the interviewer and his or her
professional background in the company. This effort will impress recruiters and
really help you stand out. And stay in tune with how they are reacting to you –
this will give you clues if you’ve been talking too long, for example, and when
to wrap up and move on.
3. PQ:
Passion quotient.
All
employers are looking for passion. When meeting potential employers, convey
that you have that “fire in the belly” because those are the people companies
want to hire. What does passion look like? Used LinkedIn to research a
recruiter before meeting them. Show excitement about the firm, smile and be
animated. Companies are looking for people who will go above and beyond,
and who aren’t just thinking of themselves when making an impact. The Gallup
Corp. points to loyalty, psychological commitment (being “all in” on a firm),
and discretionary behavior (volunteering to help other people, staying late
when needed, etc.) to measure employee engagement. Give employers examples of
how you’ll exhibit these traits when working for them.
4. CQ:
Cultural quotient.
You
should be able to pick up on and adapt to cultural nuances in the way business
is done in different counties or regions. This is important to multinational
organizations and firms with offices in different regions of the United States.
And it really is critical to be able to connect with co-workers with diverse
backgrounds in any firm. In a job interview situation, this can come down to
picking up on these differences and showing sensitivity. For example, assert
yourself more with a New York recruiter or take time to make small talk with a
Southern recruiter who might value that type of interaction.
5. CRQ:
Courage quotient.
A lot
of leaders and CEOs who have spoken at the Smith School say they are looking
for candidates who will challenge the status quo and ask the tough questions to
push their organizations forward. They want employees that have the courage and
conviction to speak up and back up their convictions when challenged. On the
job, you will have to make tough calls – hiring, firing, etc. Best selling
author Patrick Lencioni suggests that such genuine openness and humility
inspire trust, loyalty, and commitment. When interacting with a recruiter, show
your courage by having the vulnerability, for example, to share an authentic
response when asked the typical “Tell me about your greatest weakness”
question.
6. IMQ:
Improvisation quotient.
This
represents the ability to think outside the box, be curious, be adaptable, and
do more with less. In changing and uncertain times, every employer wants people
who can think on their feet, be flexible, and even innovate under times of
duress, stress, or ambiguity. Be ready with examples of how you have done this
in previous jobs. Demonstrate intellectual curiosity and expand your horizon by
conducting informational interviews or shadowing business leaders in order to
learn more about jobs, company cultures, and emerging trends. Recognize that
research and networking can help you learn new things from a different
perspective. Enroll in an Improv class to sharpen your creative thinking,
active listening, risk-taking, and ability to flex and respond to unexpected
events.
All of
these “Qs” play together and are each important to organizations. But how do
you know which is the most important? Before you go on that job interview, find
out as much as you can about the firm, the position and the people who will be
conducting the interview. Visit companies’ websites. Read up on their mission
and core values, understand the competencies and skills they are looking for,
and talk to others who work there (or previously worked there). Leverage social
media like Twitter, LinkedIn, Facebook, or Glassdoor.com to get an inside look
at a company’s culture. This will help you directly connect your skills and
experiences to a firm’s needs. Then when you do come face-to-face with that
employer, you’ll be ready to show off your “Qs” and how all of your skills
align with what the company really wants.
By Jeffrey Kudisch
WASHINGTON
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