Cracking GDs: 'Be assertive, not aggressive'

If you are logical, and can put across your viewpoint effectively and manage to bring others around your viewpoint through the courage of conviction, you are the manager in the making!
You may be a great communicator but you can only CATapult yourself to the managerial chair if you can prove yourself to be a good board man and not a 'bored-man'; a good statesman and not a 'stats-man' in your GD.
While GDs put all your mental faculties to an acid test, something as small as a fist-in-the-air action can spell a doom for you. Yes, you can be down and out that soon.

Remember, it is a 'group' discussion. You can struggle to hog the limelight and not haggle to elbow others out. Don't act 'Mr. Know-all or Ms Know-all'. Do give sufficient space to your fellow speakers. Speak in measured tones and prove to be a valuable rather than a voluble speaker.
Most of the country's B-schools want their would-be managers to be the people with their feet firmly on the ground. They want them to be quick-thinkers -- to be able to take split-second decisions -- without tottering under pressure. Yes, they want them to have steely nerves and determination to take their companies to great heights.
Some points to ponder on:
• Board-room personality: Can it be made out today in a GD setting that you can be a boardroom personality a decade or two from now?
• First speaker myth: It's not as important to be the first speaker as it is to be the one who speaks sense first.
• Leadership: It's less about how much talk time you had and more about your ability to bring the discussion to a logical conclusion.
• No stats-man, please: Don't just roll out reams of facts and figures. There's no dearth of 'gyan givers' in the corporate world. Problem-solvers are rare to find. Be the one in your group discussion.
• Win over your audience: Your peers are not your foes. Don't antagonise a peer if he is not letting you speak. Rather than going head-on and creating a scene, simply take away his audience by engaging in your own point of view. Now who is he talking to?
• Global & local: Your global knowledge may be appreciated but you should be well aware about what's happening around you. Your local ignorance can land you in a soup.
• Modulate: Don't try to create a fish market. Raise the pitch of your voice just a little when you have to make a point, but bring it down to normal when once you get going.

It is needless to say that group discussions are basically initiated for segregating the grain from the chaff. Now is the time to prepare well for this exercise, rising above the ordinary, thinking beyond mere communication skills.
GD is the time where you are put under a scanner for full personality traits. As they say, looks can be deceptive but words coming from your mouth speak volumes of your real personality. The big brothers and big sisters are watching you and analysing you threadbare.
So, the bottom-line is, be assertive not aggressive. Prepare well to floor everybody with your acumen. Show everybody that you really mean business.
Good luck!

The Art of Interviewing

This is an extract from the office of career development Seton Hill University.

Objective - To convince the interviewer you can successfully do the job and become a desirable part of the organization.

Four things you should do
- Prepare well prior to the interview.
o Research information about the company using contacts, the Internet, or library resources
o Review possible interview questions
o Practice interviewing
- Dress professionally – a business suit is always a “best bet.”
- Arrive early – ten to fifteen minutes is sufficient.
- Be prepared to ask at least two questions.


Three things you should know:
- You must know exactly what you want to do – anything less is lack of focus.
- You must know about the organization and the field in which it operates, how the organization is structured, its major activities, and its plans for the future.
- You must know specifically what you can do for the organization

Do cover these points about yourself:
o Accomplishments – on the job or personal
o Applicable education and training
o Important prior job or internship experience
o Personal traits
o Professional skills

Always Keep these points ready:
o Problems you met and solved
o Recognized successes and accomplishments
o Earned promotions, recognition, or awards
o Innovative approaches, creativity in finding solutions
o Cost saving ideas and results achieved

TEN QUESTIONS INTERVIEWERS COMMONLY ASK:
1. Tell me about yourself. (Sell Yourself)
2. What are your long-term/short-term goals?
3. What are your strongest/weakest personal qualities?
(Possible examples: “I am impatient with people who repeatedly fail to complete a project on time,” or “I am committed to increasing my knowledge of database management.”)
4. Why do you think you would be successful at this job?
(Again – Prepare!)
5. Why do you want to work for us?
(Make sure you know why by researching the company and products.)
6. Why should we hire you?
(This is what you came to tell – so tell!)
7. What supervising or leadership positions have you held?
(Talk about your ability to lead the class, task force, advisory panel, project, etc.)
8. What motivates you to get a job done?
(Whatever you say, do not say money. The interviewer is looking for something a little more profound and creative.)
9. Describe the perfect work environment in your opinion.
(This is a good opportunity to bring in some of those qualities and skills you have memorized. Show just how flexible you can be.)
10. Do you prefer working alone or in teams?
(This is another chance to show your flexibility. Give examples of how you work well in both atmospheres.)