Dressing down, business casual and the like, which are sometimes described as benefits by companies, are not appropriate for job interviews. Many of the “rules” established nearly three decades ago in business literature still apply when it comes to interview attire. Whether what one wears to an interview should matter will not be debated here. Rather, it should be assumed by anyone interviewing for a job, whether a newly minted college graduate or a veteran to working world, proper attire still does matter for first impressions.
For men, the interview outfit has changed little over the years.
Suit: Traditional navy or gray two or three button. Only button the top for two button suits or only the middle button for three button suits. 100% wool is best. Make sure it is clean and pressed. Vest are not in style currently.
Shirt: white or light blue cotton. Straight or button down collar. No French cuffs (those are for the CEO and CFO to wear). Neatly pressed and clean.
Tie: striped, foulard (small diamonds or squares) or small dot pattern in silk. Classic colors. Traditional patterns. Neatly tied and again, clean and not creased or wrinkled. No tie tacks or clips.
Shoes: black or dark brown. Classic style with laces are best but dress slip-ons are OK. The clunky ones are for the high school and college crowd. Must be polished.
Belt: leather, understated buckle, classic and leather the same color as the shoes.
Socks: plain black or navy blue.
Jewelry: no earrings – ever, a dress watch, no more than one ring per hand on the ring finger, no lapel pins unless you are going to work at the White House – then an USA flag pin is OK. No bracelets.
Hair – get a good haircut (not a do-it-yourself job) a week before the interview and comb your hair prior to the interview. If you have any facial hair, make certain it is trimmed and understated.
Personal grooming: shower, shampoo, deodorize, no cologne, brush and floss your teeth, use mouthwash. Check yourself over in a mirror before you leave for the interview.
Sources: Jos. A. Bank, Brooks Brothers, Lord & Taylor, J. Press and other classic men’s clothiers.
For women, the task is definitely more challenging. Fashion changes from season to season and from year to year. Again, I am going to strongly recommend the classics. Traditional cuts, colors and styles. If you think this is for the birds, you probably belong in the fashion or another creative industries – or working for yourself.
Suit: Jacket and skirt OR pants in black, navy or gray. 100% wool is best. Make sure they are clean and pressed.
Blouse: white, ecru or pale blue. Various fabrics and classic styles are acceptable. Freshly dry cleaned.
Shoes: black, navy or dark brown depending on the suit color. Classic style pumps are best but sling backs with closed toes are OK. Make sure they are not scuffed and are polished.
Pantyhose or stockings: natural shade and no runs with skirts. Knee highs with no runs with pants. This applies twelve months a year.
Jewelry: no more than one earring per ear, simple and traditional. A dress watch, no more than one ring per hand, a pin on the jacket can be a nice touch if not too big or too "cute". Simple bangle or link bracelets are OK. As are a fine gold necklace or classic string of pearls. No ankle jewelry and no facial piercings.
Hair – the less said here the better. Just make sure the hair is not distracting and the color is a natural looking one.
Make-up – make sure it is not distracting and looks natural.
Personal grooming: shower, deodorize, brush and floss your teeth, use mouthwash. Check yourself over in the mirror before you leave for the interview.
Sources: Talbots, Ann Taylor, Brooks Brothers, Lord & Taylor, Banana Republic, Ralph Lauren and other stores that offer more traditional women’s fashions.
Will wearing and doing these things get you the job? Probably not. But they will insure that the interviewers do focus on you, your skills and how you speak and act rather than on some aspect of your attire (yes, I agree, it should not matter – but the fact is that it does).
I look forward to your thoughts and comments on this topic.
George Franks is the founder of Franks Consulting Group – a management consulting and leadership coaching practice. See our web site:http://www.franksconsultinggroup.com/
Thursday, February 23, 2006
Monday, February 20, 2006
What Else to Read: Managing, Consulting and Coaching
There never seem to be enough hours in the day to read all you need to read much less all that you want to read. When is comes to managing, consulting and coaching, there are several that top the list from my perspective. I categorize these as “must read” for anyone in the business of managing, consulting or coaching. They include:
Harvard Business Review
All of the business magazines, this one is essential for anyone in management, consulting or coaching. Read ever issue cover to cover.
Visit:
http://www.hbr.org/
“Good to Great” by Jim Collins
One of the well researched, well written and truly applicable books that applies to management, consulting and coaching.
See your on-line bookseller and visit:
http://www.jimcollins.com/
Anything by Peter F. Drucker
Peter Drucker’s work is, for the most part, timeless. Do not limit yourself to reading only his later books and other writings.
See your on-line bookseller and visit:
http://www.peter-drucker.com/
Anything by Tom Peters
Sometimes Tom Peter’s comments seem “off the wall” but he remains a true visionary and is always insightful and exciting.
See your on-line bookseller and visit:
www.tompeters.com
Wall Street Journal
Well balanced, well written and always up to date with the latest on all aspects of business and finance (the language of business).
The Wall Street Journal
Harvard Business Review
All of the business magazines, this one is essential for anyone in management, consulting or coaching. Read ever issue cover to cover.
Visit:
http://www.hbr.org/
“Good to Great” by Jim Collins
One of the well researched, well written and truly applicable books that applies to management, consulting and coaching.
See your on-line bookseller and visit:
http://www.jimcollins.com/
Anything by Peter F. Drucker
Peter Drucker’s work is, for the most part, timeless. Do not limit yourself to reading only his later books and other writings.
See your on-line bookseller and visit:
http://www.peter-drucker.com/
Anything by Tom Peters
Sometimes Tom Peter’s comments seem “off the wall” but he remains a true visionary and is always insightful and exciting.
See your on-line bookseller and visit:
www.tompeters.com
Wall Street Journal
Well balanced, well written and always up to date with the latest on all aspects of business and finance (the language of business).
The Wall Street Journal
Anything by Scott Adams
You have to be able to laugh at yourself and often Mr. Adams’ hits home whether he takes aim at HR policies, systems and processes or practice (or lack) of management.
See your on-line bookseller and visit:
http://www.dilbert.com/
I look forward to reading your recommendations for this list.
George Franks is the founder of Franks Consulting Group – a management consulting and leadership coaching practice based in Bethesda, Maryland. For more see our web site:
www.franksconsultinggroup.com
Thursday, February 16, 2006
Ethics-based Leadership: Five Essential Questions
Ethics are the focus of much discussion and media coverage in the post-Enron and WorldCom scandal tainted world of business. Leadership, always an area of study for organizations of all types and sizes, is receiving even more attention as a result of corporate and other forms of corruption (such as the recent events with Tom Delay in Congress and the “K Street” lobbying investigations of Jack Abramoff and others in Washington, DC). But when it comes to ethics-based leadership, while there is a growing volume of literature there are few role models (at least those who are still living and breathing, rather than in the history books and biographies). Given these circumstances, where can one go for “real world” guidance when it comes to ethics-based leadership?
There are several key questions that leaders at all levels and in any type of organization – be it a large or small business, non-profit, government or the professions can ask oneself and others:
- What would my mother say about…(action, decision, behavior…)?
There are several key questions that leaders at all levels and in any type of organization – be it a large or small business, non-profit, government or the professions can ask oneself and others:
- What would my mother say about…(action, decision, behavior…)?
- What if this was my personal bank account (applies both to income and outlays)?
- How would I want to be treated in the same situation (applies to customers, clients, patients and employees)?
- Would I want to see this (action, decision, behavior, conversation, etc.) on the front page of the local (or regional, or national) newspaper?
- If I am making a promise, agreement or “commitment”, am I willing to do everything in my power to keep it (situational honesty is just another name for a lie)?
Simplistic? Maybe. Realistic? Yes. Life changing? Definitely. If leaders of all professions, businesses and organizations asked themselves these questions – and then acted upon them - ethics-based leadership would shift from being an academic theory to a day-to-day reality with remarkable outcomes not only for leaders but also for customers, employees and investors.
George Franks is the owner of Franks Consulting Group – a management consulting and leadership coaching practice based in Bethesda, Maryland. For more see:
www.franksconsultinggroup.com
Tuesday, February 14, 2006
Wall Street Journal Article, February 13 - Comments
The article, "Rewarding Competitors Over Collaborators No Longer Makes Sense", was an excellent one (Wall Street Journal, February 13, 2006).
Having worked in management for Avaya, Lucent Technologies and AT&T, I observed first hand how competition was, for the most part, rewarded over collaboration. Both in terms of performance ratings, financial rewards and promotions, the competitive stars were almost without exception better rewarded. They were also held up as role models by executive leadership through selection to various annual leadership (read: performance) councils.
In a knowledge-based economy, the benefits of collaboration seem obvious. But in my experience, and those shared with me by many others working for technology companies, the behavior that is rewarded is not that which is "coached" or mentored internally and externally.
Until better metrics for collaboration are developed and these are tied to performance management systems, the same old behavior of breeding and rewarding competitors will continue.
George Franks is with Franks Consulting Group - a management consulting and leadership coaching firm based in Bethesda, Maryland. For more see:
www.franksconsultinggroup.com
Having worked in management for Avaya, Lucent Technologies and AT&T, I observed first hand how competition was, for the most part, rewarded over collaboration. Both in terms of performance ratings, financial rewards and promotions, the competitive stars were almost without exception better rewarded. They were also held up as role models by executive leadership through selection to various annual leadership (read: performance) councils.
In a knowledge-based economy, the benefits of collaboration seem obvious. But in my experience, and those shared with me by many others working for technology companies, the behavior that is rewarded is not that which is "coached" or mentored internally and externally.
Until better metrics for collaboration are developed and these are tied to performance management systems, the same old behavior of breeding and rewarding competitors will continue.
George Franks is with Franks Consulting Group - a management consulting and leadership coaching firm based in Bethesda, Maryland. For more see:
www.franksconsultinggroup.com
Sunday, February 12, 2006
Taming the Conference Call Monster
Whether working from office or home, leading and participating in conference calls are essential for doing business in the twenty-first century. Some key points to keep in mind when participating in conference calls are noted below.
- Be on time whether the organizer or participant.
- Make sure you introduce yourself including name, organization or company and why you are relevant to the call.
- If you are the lead on the call, be clear as to the purpose of the call, the agenda and the time limit.
- An agenda sent out in advance of the call is always helpful.
- Additionally, any background material should be distributed to and reviewed by all participants at least one business day in advance of the call.
- Listen to others.
- Do not multi-task. If you are too busy to be on the call or if it is not important to you, assign someone else to participate and represent your function or role.
- Mute the call when you are listening. Others do no want to hear your dog, child, sneezes, lips smacking, etc.
- When you do break in to speak, state you name first and be clear and concise.
- Do not speak over other people or “step on them”.
- It a debate breaks out on the call, the lead on the call should moderate and put the item on a parking lot for follow-up if appropriate.
- Someone should document the purpose of the call, participants, agenda and key decisions made. It is not a court transcript word for word.
- Five minutes prior to the end of the call, the lead on the call should wrap-up. This should include a summary of any decisions made, any to do’s including who owns what and by when, any open issues and how they will be handled and when the next call will be scheduled.
Following these steps makes calls more productive for everyone and better spends the money related to the business or organization’s people costs. I am sure others have learning from their conference call experiences. I look forward to reading them.
For more on consulting and coaching see:
- Be on time whether the organizer or participant.
- Make sure you introduce yourself including name, organization or company and why you are relevant to the call.
- If you are the lead on the call, be clear as to the purpose of the call, the agenda and the time limit.
- An agenda sent out in advance of the call is always helpful.
- Additionally, any background material should be distributed to and reviewed by all participants at least one business day in advance of the call.
- Listen to others.
- Do not multi-task. If you are too busy to be on the call or if it is not important to you, assign someone else to participate and represent your function or role.
- Mute the call when you are listening. Others do no want to hear your dog, child, sneezes, lips smacking, etc.
- When you do break in to speak, state you name first and be clear and concise.
- Do not speak over other people or “step on them”.
- It a debate breaks out on the call, the lead on the call should moderate and put the item on a parking lot for follow-up if appropriate.
- Someone should document the purpose of the call, participants, agenda and key decisions made. It is not a court transcript word for word.
- Five minutes prior to the end of the call, the lead on the call should wrap-up. This should include a summary of any decisions made, any to do’s including who owns what and by when, any open issues and how they will be handled and when the next call will be scheduled.
Following these steps makes calls more productive for everyone and better spends the money related to the business or organization’s people costs. I am sure others have learning from their conference call experiences. I look forward to reading them.
For more on consulting and coaching see:
Tuesday, February 07, 2006
Leadership: "Leonard Wood" by Jack McCallum
The new book by Dr. Jack McCallum, "Leonard Wood: Rough Rider, Surgeon, Architect of American Imperialism" is a must read for anyone interested in leadership, America at the turn of the last century or Theodore Roosevelt.
As not only a student of leadership, but also a student of history, I found the book more than satisfied my curiousity about the little-known surgeon-soldier-imperialist who had a close personal relationship with TR.
The section of the book about Wood's inspired leadership in Cuba following the Spanish-American War is especially well researched and written.
I highly recommend "Leonard Wood" and look forward to comments from other students of leadership, history and Theodore Roosevelt.
"Leonard Wood: Rough Rider, Surgeon, Architect of American Imperialism"
by Jack McCallum
New York University Press, 2006
As not only a student of leadership, but also a student of history, I found the book more than satisfied my curiousity about the little-known surgeon-soldier-imperialist who had a close personal relationship with TR.
The section of the book about Wood's inspired leadership in Cuba following the Spanish-American War is especially well researched and written.
I highly recommend "Leonard Wood" and look forward to comments from other students of leadership, history and Theodore Roosevelt.
"Leonard Wood: Rough Rider, Surgeon, Architect of American Imperialism"
by Jack McCallum
New York University Press, 2006
George Franks is the founder of Franks Consulting Group – a management consulting and leadership coaching firm. Visit:
Wednesday, February 01, 2006
"The Best vs. the Rest" (Wall Street Journal - Managing)
I read Erin White’s “Managing” article “The Best vs. the Rest” with great interest. Over twenty-five years in management with AT&T, Lucent Technologies and Avaya provided me first hand experience with a number of different pay for performance plans.
AT&T swung from brutal rating and ranking banded pay based on performance after divestiture in 1984 to the elimination of ranking and treating pay individually in the early 1990s under Jerre Stead’s leadership. At Lucent Technologies, ranking and pay for performance reappeared, but stock options and team awards buffered the change for a time. The spin-off Avaya from Lucent established pay for performance with a new vengeance, generally without the options and often without payout of the company-wide performance award. Fewer incentives and less money became available. There was increased focus on greater rewards for top performers at the expense of the other managers. As with most companies, there was also an increased drive to do more with ever fewer people and operating through numerous matrix teams across the business became commonplace.
While the performance outlined in Ms. White’s article may have thrived at GE and other companies, what I observed was a demoralizing effect on managers of all performance levels. Top performers were driven to succeed, for the most part, without the additional financial incentive. Companies cannot expect to motivate and retain talented managers by rewarding the majority of them with raises ranging from modest to none.
AT&T swung from brutal rating and ranking banded pay based on performance after divestiture in 1984 to the elimination of ranking and treating pay individually in the early 1990s under Jerre Stead’s leadership. At Lucent Technologies, ranking and pay for performance reappeared, but stock options and team awards buffered the change for a time. The spin-off Avaya from Lucent established pay for performance with a new vengeance, generally without the options and often without payout of the company-wide performance award. Fewer incentives and less money became available. There was increased focus on greater rewards for top performers at the expense of the other managers. As with most companies, there was also an increased drive to do more with ever fewer people and operating through numerous matrix teams across the business became commonplace.
While the performance outlined in Ms. White’s article may have thrived at GE and other companies, what I observed was a demoralizing effect on managers of all performance levels. Top performers were driven to succeed, for the most part, without the additional financial incentive. Companies cannot expect to motivate and retain talented managers by rewarding the majority of them with raises ranging from modest to none.
George Franks is the founder of Franks Consulting Group – a management consulting and leadership coaching firm. Visit:
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