GROW coaching model

The GROW coaching model is a tried and tested coaching model to structure coaching sessions.
The power of the GROW coaching model is that it leads to a clearly defined end result through four
phases. The coachee is personally active in identifying problems and generating ideas for solutions. The
means that anything that comes out of the coaching session has a lot of chance to stick.
The GROW coaching model stands for learning through experience: reflection, insight, making choices
and pursuing them. The success of a coaching trajectory with the GROW coaching model also depends on
the time and energy invested into the process by the client.

How to use the GROW coaching model

The beauty about working with the GROW coaching model is that you don't need to be an expert in your
client's specific situation to be able to coach him. The GROW coaching model offers a framework with
general questions to elicit goals, obstacles, options and more without ever needing to offer advice or
force any particular direction. In a sense, the coach provides a dynamic vehicle for his client's
development.

The steps in the GROW coaching model

The GROW coaching model consists of four steps. The word GROW is actually an acronym
for Goal Reality Options Will. To put it metaphorically, the GROW coaching model is what you need
to plan a journey. You start with the map: where are you going (Goal) and where are you coming from
(Reality)? It then charts the different routes and modes of transportation (Options). At last, it helps you
pick the option that suits you best while still considering the obstacles on the way. You then chart out the
process and make sure that your motivation for the trip is maximised.

GROW coaching model - Step 1: Goal

The first step in the GROW coaching model is defining the goal of the coaching trajectory. That includes
long term (the central theme of the trajectory) and short term (the goal for every session).
Goals need to be SMART: Specific, Measurable, Acceptable, Realistic and Timely.
Example questions to identify the goal:

What's important to you when it comes to [theme]?

What will reaching the goal give you?

What do you want to achieve in [theme]?

How will you know you've reached your goal?

How will you know the problem has been solved?

GROW coaching model - Step 2: Reality

Step two of the GROW coaching model is becoming aware of the actual situation the coachee is in. The
coache's role here is to stimulate self-evaluation with his client, and to identify the obstacles that have
been holding the client back.
It's important to not lose oneself in this phase; people have patterns and stories they can repeat and
expand on endlessly. Keep on summarising and repeating what you understand from the coachee. Often,
this phase of the GROW coaching model reveals underlying fears and convictions that can be worked on
during or in between coaching sessions.
Example questions to discover the reality of one's client:

What's happening to you now?

What, when, with whom and how often?

What is the result of that?

Why is this theme a problem?

What are concrete examples of this problem?

What's been going wrong so far?

How do you manage to fail? Teach me how to do it.

What went well?

Is this always a problem or are there situations in which it isn't?

What are the defining factors? What can make the difference?

What have you done so far?

GROW coaching model - Step 3: Options

Step three of the GROW coaching model is to generate ideas that can contribute to the solution of the
problem. Try to start a creative brainstorming process without censure or conditionality. Generate
solutions, then structure it to evaluate every option. If needed, you can also offer some suggestions.
Example questions to generate options:

What else could you do?

What would you do if [obstacle] didn't stop you?

Imagine you already reached your goal. How did you do it?

What if this obstacle wasn't there anymore?

What else do you need to reach your goal? Where can you get it?

Which criteria will you use to evaluate this option?

What are the pros and cons of this option?

GROW coaching model - Step 4: Will

The fourth and last step of the GROW coaching model is the choice of one option. This is converted into a
concrete plan of action. Then the coachee's motivation to follow this plan is maximised.
Example questions to maximise the will:

What exactly will you do to reach your goal, and when?

Which of these options will you take?

What concrete step can you take NOW?

What steps come after?

Are all obstacles taken into account?

How will you overcome your obstacles?

How motivated are you, on a scale from 1 to 10, to go for this option?

What do you need to have a 10? Where can you get it?

How can your surroundings support you?

Will this plan get you to your goal?

Will it solve the underlying problem, too?

Applying the GROW coaching model to your

life or organisation
This is just a very basic outline of what the GROW coaching model consists of. As you can see, this is not
enough for a full coaching trajectory. A coach also needs his listening skills and rapport making skills. On
top of that, other coaching tools make this approach less rational and allow for creativity and contact
with the subconscious.

SMART goals
You could say that the whole human endeavour is geared towards setting and achieving goals. Goals are
part of every aspect of life: how you conduct your relationships, what you want to achieve at work, the
way you use your spare time... Everything comes down to priorities, and what you would like to
accomplish in every aspect whether you make a conscious choice or go with subconscious preferences.
With setting goals or objectives, life becomes a series of chaotic happenings you don't control. You
become the plaything of coincidence. Accomplishments like sending someone to the moon, inventing the
iPod etcetera are the result of a goal that was set at some point. A vision that was charted and realised.

What is SMART goal setting?

SMART goal setting brings structure and trackability into your goals and objectives. In stead of vague
resolutions, SMART goal setting creates verifiable trajectories towards a certain objective, with clear
milestones and an estimation of the goal's attainabililty. Every goal or objective, from intermediary step
to overarching objective, can be made S.M.A.R.T. and as such, brought closer to reality.
In corporate life, SMART goal setting is one of the most effective and yet least used tools for achieving
goals. Once you've charted to outlines of your project, it's time to set specifice intermediary goals. With
the SMART checklist, you can evaluate your objectives. SMART goal setting also creates transparency
throughout the company. It clarifies the way goals came into existence, and the criteria their realisation
will conform to.

What does S.M.A.R.T. goal setting stand for?

Why not think of a small goal you want to set right now, personal or professional. To make your goal
S.M.A.R.T., it needs to conform to the following criteria: Specific, Measurable, Attainable, Relevant and
Timely.

S.M.A.R.T. goal setting: Specific

What exactly do you want to achieve? The more specific your description, the bigger the chance you'll
get exactly that. S.M.A.R.T. goal setting clarifies the difference between 'I want to be a millionaire' and 'I
want to make 50.000 a month for the next ten years by creating a new software product'.
Questions you may ask yourself when setting your goals and objectives are:

What exactly do I want to achieve?

Where?

How?

When?

With whom?

What are the conditions and limitations?

Why exactly do I want to reach this goal? What are possible alternative ways of achieving the
same?

S.M.A.R.T. goal setting: Measurable

Measurable goals means that you identify exactly what it is you will see, hear and feel when you reach
your goal. It means breaking your goal down into measurable elements. You'll need concrete evidence.
Being happier is not evidence; not smoking anymore because you adhere to a healthy lifestyle where you
eat vegetables twice a day and fat only once a week, is.

Measurable goals can go a long way in refining what exactly it is that you want, too. Defining the physical
manifestations of your goal or objective makes it clearer, and easier to reach.

S.M.A.R.T. goal setting: Attainable

Is your goal attainable? That means investigating whether the goal really is acceptable to you. You weigh
the effort, time and other costs your goal will take against the profits and the other obligations and
priorities you have in life.
If you don't have the time, money or talent to reach a certain goal you'll certainly fail and be miserable.
That doesn't mean that you can't take something that seems impossible and make it happen by planning
smartly and going for it!
There's nothing wrong with shooting for the stars; if you aim to make your department twice as efficient
this year as it was last year with no extra labour involved, how bad is it when you only reach 1,8 times?
Not too bad...

S.M.A.R.T. goal setting: Relevant

Is reaching your goal relevant to you? Do you actually want to run a multinational, be famous, have
three children and a busy job? You decide for yourself whether you have the personality for it, or your
team has the bandwidth.
If you're lacking certain skills, you can plan trainings. If you lack certain resources, you can look for ways
of getting them.
The main questions, why do you want to reach this goal? What is the objective behind the goal, and will
this goal really achieve that?
You could think that having a bigger team will make it perform better, but will it really?

S.M.A.R.T. goal setting: Timely

Time is money! Make a tentative plan of everything you do. Everybody knows that deadlines are what
makes most people switch to action. So install deadlines, for yourself and your team, and go after them.
Keep the timeline realistic and flexible, that way you can keep morale high. Being too stringent on the
timely aspect of your goal setting can have the perverse effect of making the learning path of achieving
your goals and objectives into a hellish race against time which is most likely not how you want to
achieve anything.

SMART+ goals
Another thing that's very important when setting SMART goals, is formulating it POSITIVELY. Remember
that what you focus on, increases. So when you focus on NOT doing something, all you think about is
that thing. And it will increase. So don't 'stop procrastinating', but 'achieve a daily discipline'.

SMART goal setting with YourCoach

The certified life and business coaches at YourCoach can support you and your team in setting SMART
goals and objectives, turning them into measurable goals and following up on their completion. That
means training, helping, steering and cheering on the solution of your personal and professional
challenges.
Our SMART goal setting coaching trajectory can be used in all aspects of life. From the start of a business
to refining existing processes; from finding the perfect partner to staying together. It brings clarity to
your plans and free up energy for achieving your goals.

What is the enneagram?

The term "enneagram" derives from two Greek words, ennea (nine) and
grammos (something written or drawn). The enneagram figure consists of a nine-pointed diagram,
usually depicted within a circle. The Enneagram of Personality is mostly taught and understood as a
model of personality types. It was invented by G.I. Gurdjieff, whose concept of it was symbolic for
ancient knowledge and the process of developing insight.
It also shows peoples essence and ways to discover and develop higher states of being. Each Enneagram
personality type has distinctive and habitual patterns of thinking and emotions. By recognizing your
personality pattern you can use the Enneagram as an effective method for self-understanding and selfdevelopment.
The enneagram personality type diagram points towards nine general personality types. Every
enneagram personality type is described according to their central passion. The passion and
preoccupation that springs forth from this, determine each enneatypes philosophy of life and consequent
beliefs and actions.
It is understood that every type is present to some extent in every person yet one enneatype is always
dominant. Its ones main way of looking at things and reacting to impulses.

Enneagram personality types

Click on any of the enneatypes for more information
Enneagram personality type 1: The Reformer
The rational, idealistic type: principled, purposeful, self-controlled, and perfectionistic.
Enneagram personality type ones are conscientious and ethical, with a strong sense of right and wrong.
They are teachers, crusaders, and advocates for change: always striving to improve things, but afraid of
making a mistake. Well-organized, orderly, and fastidious, they try to maintain high standards, but can
slip into being critical and perfectionistic. They typically have problems with resentment and impatience.
At their Best: wise, discerning, realistic, and noble. Can be morally heroic.
Enneagram personality type 2: The Helper
The caring, interpersonal type: demonstrative, generous, people-pleasing, and possessive.
Enneagram personality type twos are empathetic, sincere, and warm-hearted. They are friendly,
generous, and self-sacrificing, but can also be sentimental, flattering, and people-pleasing. They are
well-meaning and driven to be close to others, but can slip into doing things for others in order to be
needed. They typically have problems with possessiveness and with acknowledging their own needs. At
their Best: unselfish and altruistic, they have unconditional love for others.
Enneagram personality type 3: The Achiever
The success-oriented, efficient type: adaptive, excelling, driven, and image-conscious.
Enneagram personality type threes are self-assured, attractive, and charming. Ambitious, competent,
and energetic, they can also be status-conscious and highly driven for advancement. They are diplomatic
and poised, but can also be overly concerned with their image and what others think of them. They
typically have problems with workaholism and competitiveness. At their Best: self-accepting, authentic,
everything they seem to be-role models who inspire others.

Enneagram personality type 4: The Individualist

The sensitive, introspective type: expressive, dramatic, self-absorbed, and temperamental.
Enneagram personality type fours are self-aware, sensitive, and reserved. They are emotionally honest,
creative, and personal, but can also be moody and self-conscious. Withholding themselves from others
due to feeling vulnerable and defective, they can also feel disdainful and exempt from ordinary ways of
living. They typically have problems with melancholy, self-indulgence, and self-pity. At their Best:
inspired and highly creative, they are able to renew themselves and transform their experiences.
Enneagram personality type 5: The Investigator
The intense, cerebral type: perceptive, innovative, secretive, and isolated.
Enneagram personality type fives are alert, insightful, and curious. They are able to concentrate and
focus on developing complex ideas and skills. Independent, innovative, and inventive, they can also
become preoccupied with their thoughts and imaginary constructs. They become detached, yet highstrung and intense. They typically have problems with eccentricity, nihilism, and isolation. At their Best:
visionary pioneers, often ahead of their time, and able to see the world in an entirely new way.
Enneagram personality type 6: The Loyalist
The committed, security-oriented type: engaging, responsible, anxious, and suspicious.
Enneagram personality type sixes are reliable, hard-working, responsible, and trustworthy. Excellent
"troubleshooters," they foresee problems and foster cooperation, but can also become defensive,
evasive, and anxious-running on stress while complaining about it. They can be cautious and indecisive,
but also reactive, defiant and rebellious. They typically have problems with self-doubt and suspicion. At
their Best: internally stable and self-reliant, courageously championing themselves and others.
Enneagram personality type 7: The Enthusiast
The busy, variety-seeking type: spontaneous, versatile, distractible, and scattered.
Enneagram personality type sevens are extroverted, optimistic, versatile, and spontaneous. Playful, highspirited, and practical, they can also misapply their many talents, becoming over-extended, scattered,
and undisciplined. They constantly seek new and exciting experiences, but can become distracted and
exhausted by staying on the go. They typically have problems with impatience and impulsiveness. At
their Best: they focus their talents on worthwhile goals, becoming appreciative, joyous, and satisfied.
Enneagram personality type 8: The Challenger
The powerful, dominating type: self-confident, decisive, willful, and confrontational.
Enneagram personality type eights are self-confident, strong, and assertive. Protective, resourceful,
straight-talking, and decisive, but can also be ego-centric and domineering. Eights feel they must control
their environment, especially people, sometimes becoming confrontational and intimidating. Eights
typically have problems with their tempers and with allowing themselves to be vulnerable. At their Best:
self-mastering, they use their strength to improve others' lives, becoming heroic, magnanimous, and
inspiring.
Enneagram personality type 9: The Peacemaker
The easygoing, self-effacing type: receptive, reassuring, agreeable, and complacent.
Enneagram personality type nines are accepting, trusting, and stable. They are usually creative,
optimistic, and supportive, but can also be too willing to go along with others to keep the peace. They
want everything to go smoothly and be without conflict, but they can also tend to be complacent,
simplifying problems and minimizing anything upsetting. They typically have problems with inertia and
stubbornness. At their Best: indomitable and all-embracing, they are able to bring people together and
heal conflicts.

Enneagram personality type subtypes

An enneagram personality type is influenced by three other factors:

Enneatypes may have wings

Aside from the core type, a person may be influenced by one or both of the two adjacent personality

types. These are called 'wings', and they give a different nuance to the core personality. That means that
a certain type will display traits of an adjacent type, creating combinations.

Stress and security points

The lines of the enneagram all have a direction: one coming into a core enneatype, and one going out.
The outgoing line indicates the growth path or integration direction. It means that when a certain
enneagram personality type develops, it will most likely be in the direction of the type that the line runs
towards. The person will develop the positive traits of that enneatype (not the negative ones). Inversely,
the disintegration lines indicates what happens to a person under stress. The negative traits of the type it
points from are then activated.

Instinctual subtypes
Every person expresses his or her instinctual energy differently. The enneagram personality typology
divides this energy in three groups: self-preservation, sexual (or one-on-one) and social. This
respectively implies that a certain enneagram personality type will internally stress and externally
express the need to protect himself, to connect with important others or partners or to get along or
succed in groups. All three instinctual subtypes are simultaneously present in a person, but one of them
is always dominant. Sometimes a second is nearly as developed.

Coaching Techniques
Quorum leaders, auxiliary leaders, advisers, visiting or home teachers, and
welfare specialists coach people in need. Sometimes leaders call members with
specific skills and experiences to help others. Members may also coach friends or
family.
In any of these situations, you may need to use the Coaching Techniques outlined
in this article. Place this article in front of youand the people you coachas a
reference while you are working together. This will help both of you to focus on
the subject matter rather than trying to remember what to do next. Listen for the
promptings of the Spirit as you meet together.
Use these steps as a guide for coaching people in need:

1. Following an Agenda
Having a written agenda helps you remember important issues. Effective agendas recognize the
person being coached is in charge. They also provide time to:

Build rapport and trust

Open and close with prayer (As appropriate)
Define the purpose of the meeting
Review goals and actions since the last meeting (Add goals and action steps to the candidate
home page)
Analyze what may be preventing success, for example:

Study appropriate Job Search Tips (especially Job Search Planning and Networking Effectively)
and articles

Review the Upcoming Events and Useful Links portions of the Employment Center Profile to
identify resources, workshops, network groups, and other events that will help.

Then, add an action step to the Candidate Profile describing what was done and the results of the
action

Other issues or prompting by the Spirit

Practice skills (See Technique 5), for example:

Search for Job Postings, Companies, and other resources

Edit Me in 30 Seconds, Power Statements, ( vezi mai jos n rou/ albastru/ verde/ etc.) and other
sections of the Candidate Profile

Practice Me in 30 Seconds, Power Statements, phone scripts, interview techniques, follow-up to

meetings, or negotiation skills

Prepare Master Applications, resumes and other written materials

Other skills as prompted by the Spirit

Discuss sensitive issues (As needed. See Technique 7)
Commit to future action and schedule future meetings
Record action steps and notes in the LDSJobs.org website

2. Asking Questions
Asking questions helps people clarify their thoughts. The questions asked should help the person
being coached:

Start to think and talk

Examine and probe their thinking
Summarize their thoughts and decisions
Find solutions

3. Listening Carefully
People may understand what they really think and feel the more they talk. Coaches help people do
this by listening effectively. To listen effectively:

Let the person being coached do 80% of the talking

Repeat a persons own words back to them (so they hear exactly what they said)
Restate peoples thoughts in your own words
Resist interrupting others while they are thinking
Transition smoothly from one topic to another

4. Building Faith and Hope

Long-lasting change occurs as people develop faith in correct principles and let those principles
govern their actions. Acting in faith strengthens hope that they will succeed. To build faith and hope, a
person needs to:

Read correct principles from the scriptures, conference addresses, articles and other authorized
materials
Ponder what they read. Ask questions to reinforce comprehension. Apply it in their lives
Hear a witness of the principle from someone else

Take action on what they have learned

Ask Heavenly Father to confirm the principle is true
Nourish the promptings of the Spirit so that confirmation grows in the mind and heart

5. Practicing and Role-Playing

You may wish to role-play or practice certain skills as you meet together. Many need help improving
phone, interviewing, follow-up and other skills. Effective practice and role-play involves:

Review key elements of the skill as outlined in Job Search Tips, articles, or other sources
Prepare what needs to be said or done
Practice the skill many times until it can be performed comfortably
Recognize good performance. Highlight only one possible improvement at a time
Repeat the skill again including the identified improvement

6. Helping Others Explore Options

You will have to explore career, education, or business options as you meet together. Wise decisions
can be made as you:

Identify at least three options to consider by asking Thats one option. What is another?
List the benefits and consequences of each option
Make the final choice and seek confirmation through prayer
Support right of the person being coached to make the decision
Accept both the benefits and consequences of the choice

7. Discussing Sensitive Issues

Occasionally, you may have to discuss sensitive issues to help the person being coached progress.
The following simple steps will reduce the possibility of creating hurt feelings:

Set a time in the agenda to discuss sensitive issues (see technique 1 Following an Agenda)
Ask permission before saying anything
Describe the issue and how others might react to it
Discover any reasons behind the issue
Discuss options for a solution, and decide what action to take. Add the action to the Candidate
Profile.

Monitor progress, in future meetings, as you discuss goals and action since the last meeting.
(See technique 1)

"Me in 30 Seconds" Statements

A Me in 30 Seconds statement is a simple way to present to someone else a balanced
understanding of who you are. It piques the interest of a listener who invites you to Tell me a little
about yourself, and it provides a brief and compelling answer to the question Why should I hire
you?

What Should it Include?

When well crafted, your Me in 30 Seconds statement will include:

A brief personal introduction that includes your career objective or the type of position you
want.
Three or four specific accomplishments that prove you meet or exceed the requirements for
that position.
A few character traits or adaptive skills that set you apart from typical applicants.

When networking, finish your Me in 30 Seconds statement with probing questions that cannot
be answered with a yes or no to start a conversation that may lead to referrals or job
opportunities.
For example:
WHO do you know who works in _______________?
WHAT businesses are in the area that _______________?
WHO do you know who knows a lot of people?

Other Points to Consider

Keep your Me in 30 Seconds statement brief. People generally listen effectively only 30 to 60
seconds, and they appreciate concise responses to questions. This indicates that you are clearly
focused and waste no time getting to the point.

Speak in the present tense to show that your skills are current and applicable in todays
market.

Remember your audience. Adjust the level of detail and industry jargon you use according to
the interest and experience of the person you are addressing.
Avoid common claims such as: Im trustworthy, loyal, helpful, courteous, kind, and so on. Not
only are these claims made by most job seekers, but without detailed examples, they dont convey
your value to a potential employer.
Make your Me in 30 Seconds statement natural.

It is a genuine form of communication that will help you organize everything you are into brief,
coherent thoughts.

Sample Statements
Sample Me in 30 Seconds statements for networking:
My name is Randy Patterson, and Im currently looking for a job in youth services. I have 10 years of
experience working with youth agencies. I have a bachelors degree in outdoor education. I raise
money, train leaders, and organize units. I have raised over $100,000 each of the last six years. I
consider myself a good public speaker, and I have a good sense of humor. Who do you know who
works with youth?
My name is Lucas Martin, and I enjoy meeting new people and finding ways to help them have an
uplifting experience. I have had a variety of customer service opportunities, through which I was able

to have fewer returned products and increased repeat customers, when compared with co-workers. I
am dedicated, outgoing, and a team player. Who could I speak with in your customer service
department about your organizations customer service needs?

Sample Me in 30 Seconds statement for an interview:

People find me to be an upbeat, self-motivated team player with excellent communication skills. For
the past several years I have worked in lead qualification, telemarketing, and customer service in the
technology industry. My experience includes successfully calling people in director-level positions of
technology departments and developing viable leads. I have a track record of maintaining a consistent
call and activity volume and consistently achieving the top 10 percent in sales, and I can do the same
thing for your company.
I am a dedicated person with a family of four. I enjoy reading, and the knowledge and perspective that
my reading gives me has strengthened my teaching skills and presentation abilities. I have been
successful at raising a family, and I attribute this success to my ability to plan, schedule, and handle
many different tasks at once. This flexibility will help me in the classroom, where there are many
different personalities and learning styles.

Presenting Your Skills

To be effective you need to be able to communicate your strengths and accomplishments to
employers and those in your network.

What are Power Statements?

When presenting your skills to others, use concise statements that briefly describe the value you
can bring to the organization. Highlight a strength you have, and show how you have used that
strength to achieve results. This kind of statement is referred to as a Power Statement.
Presenting facts about your skills and experience is not boasting; it allows others to understand
how you can add value to their organization. Power Statements strengthen
interviews, rsums, thank-you letters, and Me in 30 Seconds statements.
Power Statements include two elements, power words and achievements.

Power Words
When highlighting your strengths, use power wordspositive words or short phrases that
describe you, such as the following:

Self-starter
Creative

Motivated
Decisive
Resourceful
Persistent
Organized
Results-oriented
Productive
Problem-solver
Teachable
Responsible
Adaptable

Achievements
When you describe an achievement, you may include:

A challenge you faced.

Actions you performed to overcome the challenge.
The results of your actions.

Be sincere about your achievements, and do not explain every detail. Be very brief, but share
enough so that the person you are talking to will be interested in hearing more. He or she will
keep the conversation going by asking for more detail or calling you for an interview.
Below are some examples of different types of achievements you could share:
Efficiency

Implemented a new statistical tracking method that reduced the average error rate by 14
percent.
Introduced the design of a new product line that became a best seller in the marketplace.
Successfully kept all delinquent accounts under 5 percent each week.

Value

Developed a new employee training that increased employee retention by more than 80
percent.
Facilitated the reorganization of the inventory-purchasing department. More than 90 percent of
the employees identified the changes as improvements.
Implemented product design changes that resulted in fewer rejects.

Magnitude

Developed a training program that contributed to a 35-percent increase in customer

participation.
Implemented a marketing strategy that directly increased quarterly sales by 25 percent.
Restructured the manufacturing department, increasing daily yield by 15 percent.

Cost and Revenue

Designed a new product line that increased annual revenue by $250,000.

Negotiated a contract that increased annual revenue by over $3 million.
Reduced quarterly operating expenses by 35 percent.
Facilitated the turnaround of a troubled organization from a negative $150,000 to a positive
$1.5 million.

Sample Power Statements

I can achieve results. For example, I started a new tracking method that reduced the errors by 14
percent.
I make good decisions. For example, I applied product-design changes that resulted in fewer rejects.
I am creative. For example, I designed a new product line that increased revenue by $250,000.
I have organization management skills. For example, I reorganized the companys manufacturing
department, increasing yield by 15 percent.

Create Your Own Power Statement

Use the following formula to create a Power Statement:
I am [use a power word to describe a major strength]. For example, I [describe an
achievement].

Successful Interview Techniques

Being well prepared for an interview will help you be confident and impress the interviewer(s).
The key to a successful interview is adequate preparation. Most employers ask the same basic
questions, so prepare answers before an interview. Below is a list of questions frequently asked
by employers, with some ideas on how you might answer.
Avoid memorizing answers, but become confident about what you will say so that you can leave a
positive first impression. Find someone to coach you through the questionsa friend, someone
at the employment resource center, self-reliance center, or your ward or stake employment
specialist.

Common Questions and Answers

Tell me something about yourself.

Develop a brief summary (two minutes or less) that includes positive work and volunteer habits.
Use your Me in 30 Seconds statement along with Power Statements to answer.
What are some of your strengths? or Why should we hire you?
Know your strengths, and use your Power Statements to prove them. Tell how you can add value
to the company and how you can help make or save money.
Why do you want to work for us? or What do you know about our company?
Do research before the interview in order to give an appropriate answer. Discuss how your skills
would fill the needs of that company. Use a Power Statement.
What are some of your weaknesses?
Explain how you have turned perceived weaknesses into strengths. For example: Some people
say that I am too nice. But I have found that by being nice I am able to serve 14 percent more
customers per shift, and I have 40 percent fewer complaints than my average co-worker.
What do you think of your present [or past] employer?
Never criticize your last company or boss. Always use positive terms. Try using a Power
Statement for your previous employer.
What do you hope to be doing in five years?
Indicate how you hope to make a positive contribution to the employers company. For example:
Id like to be working for you in a position of responsibility. Use a Power Statement to describe
how you plan to benefit the company.
What do you expect as a salary or compensation?
Avoid mentioning a specific salary. You may respond with:

What do you normally pay someone with my experience?

What does your budget allow for this type of position?
I know that I have to make you more money than it costs you to employ me. Let me first
explain how I can do that. [Use a Power Statement.]

Or you can ask to not discuss money until you find that you and the employer are a good match.
Suggest that if you both find that you want to work together, then you can agree on a salary
arrangement later.
Do you have any questions for me?
Ask questions such as:

Where do you see this company in five years?

What have been your experiences with this company?
Why is this position open?
Do you have any concerns about my abilities to do this job? Would you share them with me?
What is your time frame for making a decision?

Behavioral Questions
Employers often ask questions to see how you react or behave in certain situations. Try to
understand why the employer might be asking the question. As you give your answer, provide
specific examples that show the employer your thought process.
The following is a list of typical behavioral questions and what an employer might be evaluating:

Describe the most recent situation you faced under pressure. How did you react?

Evaluation: Does the candidate explode? Walk away? Give up? React in a mature way?

Describe your last major mistake. Why did it happen? What did you do about it?

Evaluation: Does the candidate understand the seriousness of the situation? Is the reason he or
she gives for the mistake logical?

Tell me about a time when your ideas were rejected by your boss. How did you work through
the situation?

Evaluation: Does the candidate bow down to management? Does he or she go back and do
homework for another try? Is he or she persistent when right?

Effective Negotiation Skills

Effective negotiation is a skill, and like any skill, it can be learned.

Learn How to Negotiate

You may have the opportunity to negotiate salary, benefits, and other job details with an
employer. Negotiation should end in an agreement that meets your goals and your employers.
Effective negotiation is a skill, and like any skill, it can be learned. Attend theCareer Workshop to
learn and refine negotiating skills. Then practice your skills. Find a mentor who can coach you
through the process and role-play scenarios. LDS Employment Resource Services or Self-

Reliance Center staff members, your ward or stake employment specialist, or someone in your
field can be a good coach.

When to Negotiate
You are in a position to negotiate when the employer understands your value to the organization.
During your job search, only negotiate pay and other benefits after a job offer is made. If a
potential employer wants to discuss pay expectations or other benefits before extending an offer,
ask to discuss money after you and the employer agree you are a match. Suggest that if you both
find that you want to work together, you can agree on a salary then.

Prepare to Negotiate
As you prepare to negotiate, find out what the employers needs are, and try to meet them
without losing sight of your own goals and ideals. Consider the following questions:

What are you looking for in terms of pay, working conditions, and other considerations?
What does the organization want from you?
What can you offer the organization?
What can the organization offer you?
What kind of environment are you negotiating in?
What does the industry generally pay for your skills, product, or service?

When you identify your general goals, list some specific things that might be included in those
goals, such as:
1.
2.
3.
4.
5.

Not working on weekends.

Earning $30,000 a year.
Sick leave.
Performance review within three months for possible wage increase.
Money for relocation.

Evaluate these goals by comparing them to one another. For instance, is number 1, Not working
on weekends, more important to me than number 2, Earning $30,000 a year? Prioritize your
goals and prepare options you can suggest if your preferred solution is not acceptable. Anticipate
areas that might present problems, and then list several alternatives to resolve these issues.

How to Negotiate
Throughout the negotiation, remember to be open and honest. Negotiations should leave both
parties feeling satisfied with the outcome. Here are a few additional points to consider:
1.

Ask questions. If you ask permission to ask a question, you will lay a foundation for
agreement and likely receive a complete answer. Plan for questions you can ask.

Ask open-ended questions to gain information and build a relationship. Openended questions typically begin with who, what, when, where, and why.


o
o
o
o
o
o
o

o
o

Use closed-ended questions (questions that encourage short answers, such

as yes or no) when you want to gain a concession or confirm a deal point.
Be an excellent listener. The more information you get, the better able youll
be to uncover others needs. It will then be easier for you to show how you are able to meet those
needs.
Paraphrase to ensure understanding. Restate in your own words what the
other person has said to make sure you understand correctly. Be sure to use different words so that it
doesnt sound like you are mimicking.
Get it in writing. Take notes during negotiations. Notes will help all parties
recall what has already been discussed or decided. Be sure to get all offers in writing.
Save issues for later discussion. Focus on one issue before you move on
to the next.
Emphasize your value. If the organization thinks your monetary expectations
are too high, indicate what you think your contribution will be to the organization. Use Power
Statements
Be flexible in your negotiations. Take the attitude of Im just working out
the details. Be willing to give up things that dont really matter to you in order to create a feeling of
goodwill.
Use silence for consideration. In response to an offer, restate the offer, sit
quietly, and silently count to 10. Allow everyone time to consider. This technique may also prompt the
employer to justify the offer, which could continue the negotiation process, or it could lead to a better
offer.
Take time to consider offers. When a final offer is extended, if it is not
enough, thank the employer, provide a Power Statement, and ask for time to consider the offer.
Express gratitude. When you reach an agreement, express gratitude and
appreciation. Show how anxious you are to join the organization to make a contribution.

Writing a Rsum or Curriculum

Vitae
Creating a rsum or curriculum vitae (CV) that communicates your strengths will help you stand
out.

Recommendations
Employers will probably spend less than 30 seconds looking at your rsum or curriculum vitae
(CV). They will interview only the strongest candidates. Follow the recommendations below to
make yourself stand out:

Focus on the needs of the potential employer. An employer should think, Wow, this person
has exactly what I need. If possible, tailor your rsum or CV to employers specific job openings. Use
key words found in the job description or advertisement.
Use an easy-to-read format. This makes it more likely that the employer will read it
Put your strongest selling points at the beginning of sections or sentences.
Ask others to proofread your rsum or CV to eliminate errors or inconsistencies. Employers
notice sloppy mistakes.
Clearly indicate contact information.
Focus on measurable accomplishments from your prior experience that are relevant to the
employer. Be succinct, but include substance and depth. Do not share everything about yourself.

Be bold and honest. Use Power Statements to highlight your skills and experience.

Types of Rsums and CV

Targeted
A targeted rsum or CV focuses on a particular objective within a specific industry or company. It
highlights skills, qualifications, and experience matching a positions requirements.
This format is most effective when you know the specifics about the position or company.
Chronological
A chronological rsum or CV shows the progression of your career, from entry-level to seniorlevel jobs. Hiring managers prefer employment information with the most recent job listed first.
Many employers want to know details about where you have worked in the past, including dates.
This format is most appropriate if:

You have a solid career history within the same area with no major gaps.
Each career change has brought you increased responsibilities.
You have had high-profile job roles.
Your recent jobs are the most important in your career history.

Functional (Skills)
A functional rsum or CV emphasizes your accomplishments, skills, and qualifications rather
than when and where you used them. It focuses on the skills relevant to the current job search
and groups them by function.
This format is best for graduating students with little real-world experience, those who have
been out of the workforce for long periods, and job seekers who are changing from one career or
industry to another.
Combination
A combination rsum or CV combines the functional and chronological formats. It lists your
achievements and skills and then your job history.
A combination format is the best choice if:

You have performed a diverse or unique range of job functions and you need to showcase
your abilities.
You have a definite career path.
You have targeted a job that is related to your job history and experience.

You will want to use a different format if your work experience is limited, if you have several or
unexplained employment gaps, or if you have changed jobs frequently.
Inventory
An inventory rsum or CV presents a general overview of your skills, achievements, and
qualifications. If it states an objective or career path, it uses general terms (such as a secretary
working with a local company, a computer programmer, or a salesperson), though it should
still be consistent with your career goals.
This format is most effective if you:

Plan to send your rsum or CV to various recruiters.

Do not have a specific job objective.
Need to submit your rsum or CV for many positions in order to save time.
Need to compose different rsums or CV that correspond to a different career objective.

If you are interested in several careers, write several inventory rsums or CV, each for a
particular career goal.
Note: Use caution when using the inventory format. This is not the most effective method, but
may be appropriate for some. Consult with your ward or stake employment specialist, the
employment resource center, or self-reliance center to determine if it is right for you.

Additional Training Materials on ProvidentLiving.org

Helping Candidates: Planning
Helping Candidates: Providing Resources
Helping Candidates: Following Up
Helping Candidates: Individualized Services