Mastering The Lunch Interview

Written by Nathan Newberger

Continued from page 1

3. CONSUME AND CONVERSE You are at an interview and also dining out. This means you need to not only be talking, but also eating. It can sometimes be difficult to do both.

Try and keep these issues in mind when posed withrepparttar challenge of eating and talking atrepparttar 139911 same time:

- YOU ARE IN CONTROL. Don't feel so pressured to talk that you don't eat at all. This can be interpreted as nervousness. - ASK QUESTIONS. When going to an interview, it is always a good idea to have questions. This will allow you get more information onrepparttar 139912 company and show that you have done your homework. During repparttar 139913 meal interview, it will also give yourepparttar 139914 opportunity to actually eat as your interviewer responds to your questions.

4. FINISHING WITH A BANG Unlike that of a standard interview,repparttar 139915 end of a meal interview does not just end with a handshake and a "Thank You". There are other things to keep in mind including:

- DON'T OFFER TO PAY. It's never expected of a job candidate, and you don't need to do it. - NEVER ASK FOR A DOGGY BAG. No matter how deliciousrepparttar 139916 meal was, requesting to take a portion of it home is not appropriate forrepparttar 139917 setting. - REAFFIRM YOUR INTEREST. Letrepparttar 139918 interviewer know how much you would like to work for his/her company. - A "Thank You" AND HANDSHAKE CAN'T HURT. As in any interview, don't forget to thankrepparttar 139919 interviewer for takingrepparttar 139920 time to meet with you. In addition, be sure to be gracious and say that you enjoyed repparttar 139921 meal and endrepparttar 139922 interview with a firm handshake. Make sure to follow up with a thank you letter inrepparttar 139923 morning.

CONCLUSION The meal interview is tricky, but not impossible. With a little guidance and a lot of confidence, you can sail through them with flying colors. Just try to keep these helpful hints in mind. Good luck and bon appétit!

We hope you found this edition helpful Selin, and we promise to bring you even more valuable career advice and tips next month.

This article can be read online at:

Sincerely, Nathan Newberger, Managing Editor "Helping You Find More Jobs Faster"

Nathan Newberger is the job and career expert at Nathan has over 10 years experience in staffing and human resources. He has worked both as a recruiter and career counselor. Mr. Newberger has been the Managing Editor at for the past 5 years and his articles have helped thousands of job seekers.

In Leadership, Identifying Dreams That Lead To Great Results

Written by Brent Filson

Continued from page 1

Be hopeful: "Hope," said Aristotle, "is a waking dream". Nobody wants to be associated with a leader who thinksrepparttar job can't get done.

Inrepparttar 139910 face of dire circumstances, there is usually hope to find and communicate.

A great leader I knew who consistently had people get more results faster, continually, had a refrain: "You may think you can't meetrepparttar 139911 goals I set for you. But I believe in you and I believe you can and I'll support you in every way possible so you can."

That hopeful refrain hadrepparttar 139912 power of a dream; and inrepparttar 139913 relationships he established, he was able to identify and share in their dreams.

Be scarce: Cultivaterepparttar 139914 art of being scarce. In other words, give them space to get results.

Use this artrepparttar 139915 way a homeopath prepares medicine by diluting drugs which would produce in a healthy person symptoms similar to those ofrepparttar 139916 full-blown disease.

The full-blown disease in this case is total scarcity -- meaningrepparttar 139917 leader is never around. Not being there forrepparttar 139918 people can be a leadership pathology. After all, inrepparttar 139919 historical example, a leader had to GATHER PEOPLE TOGETHER -- leader had to be withrepparttar 139920 people. Many leaders are absent without leave. One secretary described her seldom seen CEO as follows: "He's like Elvis -- There are rumors of sightings of him. The only time we know he's around is when we smell is pipe smoke."

But being withrepparttar 139921 people can be a fault, ifrepparttar 139922 people resent it. They make think you're trying to micro-manage them or are snooping around trying to getrepparttar 139923 goods on them.

The art of being scarce is predicated on your giving themrepparttar 139924 space to do well. The coach of a great Arkansas basketball team said, "I don't want to hamper them by coaching them." Likewise, don't hamperrepparttar 139925 people you lead by leading them in a domineering way.

People's dreams are pathways to their inner heart and their most ardent desires. However, most leaders don't know how to go down those paths. Be helpful, be hopeful, be scarce will help you walk your talk, letting people get great results thoughrepparttar 139926 gift of their dreams.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at

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