The Career Girls Guide to Mastering Interviews and Landing Jobs

Welcome back to Aspire. Today we're kicking off with a special series that I've wanted to make for the longest

time, the career girls guide. Now, this series is about giving you practical tools to navigate every stage of your

career, whether you're just starting out or preparing to enter the seauite one day. Now, I wanted to bring you this

series because so many of us spend precious time looking for mentors and professional advice. The kind of thing

that you just can't chat GPT your way through. So, I've spent time with my team breaking down the areas where so

many of us are doing the work, but aren't always taught how to navigate the moments that actually shape our

opportunities, our confidence, our real growth, and our earning potential. Now, over the next few weeks, we're going to

cover the topics that most impact our professional lives from negotiation to leadership to career pivots and wealth

building. But today, well, today ladies, we are starting with interviewing. So why interviewing? Because it's the entry

point. It is the first positioning moment. It's where your clarity, confidence, and judgment are all tested.

And if you can't get your foot in the door, then what are we even talking about here? Now, it is crazy to me that

no one gets taught how to interview. And if you're really good at interviewing, you actually don't do that many of them.

So, while none of us are formerly taught, there's actually a lot of moments in our lives when we need to

interview for a new job, for entry into school, for board positions, or even leadership opportunities. Now, I've been

on both sides of the table. I have interviewed for roles, and I have conducted hundreds and hundreds of

interviews, so I know a good one. And I've spent a lot of time breaking down the anatomy of a great interview. What I

want you to know out of the gate is that interviewing is a learnable business skill. And yet most people treat

interviews like some mystical personality test. You either have it or you don't. You're either good at

interviews or you're not. The job is either for you or it's not for you. And that, my loves, that's Great

interviewing is a system. And the problem is nobody teaches the system. So today, based on all of my interviewing

experience, I'm going to walk you through exactly how top candidates think, how they prepare, how they speak,

and how they actually position themselves so that you are not begging for opportunities, but so you can

evaluate companies while they are evaluating you. Because let me tell you, we career girlies, we don't audition, we

choose. The Start with Yourself Tour kicks off on April 15th [music] in New York City.

Tickets are on sale now at emreed.com. Now, before we start, let me offer you a quick reframing. Interviews are

decisionmaking moments, not just conversations or Q&A sessions. The goal is not to be perfect. The goal is to be

understood and to demonstrate your suitability for that role. Are you ready? Okay. Let me start with something

I need every person listening to hear. Interviewing is actually not about being likable. It's not about being charming.

It's not about being perfect. So, you have to start here. Start with yourself and take some time to really get clear

about why you're interviewing for the role in question in the first place. This is actually going to shape

everything else you do. So, first let me tell you the biggest interview lie. You think if I just show them that I am

passionate and hardworking then they'll see my potential. No, absolutely not. Hiring managers are not hiring

potential. They're actually hiring solutions. Most open roles exist because something's broken, something is slow,

something is leaking money, something isn't scaling, like something in that organization is just chaotic. Even if

the role in question might be a straight replacement for someone who's moved on, any good company will actually be trying

to hire for that former person's weaknesses and actually to increase the productivity or solve a problem because

like it or not, whenever somebody leaves a company, management will always see it as an opportunity to optimize. Are you

the optimization that they seek? Now, that's the question. Therefore, in that situation, your only job in the

interview is to help decision makers place you. An interview is not about you recounting your resume. And let me tell

you, I cannot wait to get out of an interview when someone wants to read me their resume word for word. That is a

snoozefest. But here's what you should do instead. You have to prove that you understand the problem. And then you got

to prove that you can solve the problem. That's it. Pure and simple. It's not your life story, not your trauma, not

your childhood dream, unless it's like really, really super relevant. Solutions only, please. And I promise you that

that mindset shift alone will actually put you in the top 10% of candidates. So, let's get started on the actual

tangible steps. Step one, it's a big one. I want you to research like a strategist, not a student. Most

people's idea of research is not that they skim the website, they read the about page, they kind of scroll on

LinkedIn for a hot minute, but that's amateur hour and it isn't sufficient for high performers. High performers

actually research in layers and there are four layers. The first one is about the business model. Now, a high

performer will look at the business model in depth. They'll figure it out. They'll say, "How does this company

actually make money? Is it a subscription? Are they direct to consumer? Do they run ads? What's the

service offering? And how do they charge for it? Where is the majority of the revenue coming from?" Now, if you don't

know how a company makes money, you simply cannot be valuable to them. So, you have to learn that piece. The second

thing you need to understand the stage that the company's at because each stage values very very different skills and

during an interview you are in the business of maximum understanding and demonstrating your suitability. So this

is one place where you get to do that. You have to ask yourself before you go in are they an early startup? Are they

scaling after a period of growth or is this a mature business or a declining one? If a business is an early stage

startup, they're going to value scrappiness. Someone who is willing to wear multiple hats and have a do

whatever it takes mentality. I am telling you, every business that I have ever started, the type of people that

you're looking for in the beginning are just those who are oozing the idea that they want to come in and help and

they'll do anything to make this company a success. That's what you want. But it's very different if a business is

scaling. then they're going to value someone who understands growth, understands integrating new systems and

for a mature business, it's all about optimization and so on and so on. So know what type of business you're

walking into. Then you have to articulate your understanding of the business and position your skills for

the stage of the company. That's going to be a huge win because it demonstrates a broad understanding of the business

needs outside of just the role that you are interviewing for. And what you really need to know is that the way

managers look at things, this idea of T-shaped leaders, those that can see the bigger picture and demonstrate an

understanding of the needs of the company outside of their core competency or their division. Those people are

always going to be the most highly valued. Put simply, all that means is if you know what you do and you understand

what that person over there does and a little bit what that person over there does and a little bit about what the

company is trying to do, you will ultimately be always more valuable to the company. Now, the third thing you

can do is ensure that you understand the competitive landscape. Familiarizing yourself with the business's competitors

and understanding exactly what makes this company different is super important. You don't need industry

expertise, but you do need to show an interest in their business or the space or the category. Now, remember what I

said about not reciting your me resume word for word. This is where you can create conversation mid-inter and

actually show up as who you are, your personality and all the things, but with relevancy to the hiring process. By you

saying a little off-the-cuff remark about one of the competition, offering your thoughts on that, you actually

position yourself as somebody who really understands what they're walking into. Now, I had a candidate very recently, an

interview with a candidate for a senior design role, and he was a very, very skilled designer with an incredible

resume, but it actually seemed to me like he was living in a total vacuum. When I said that his designs reminded me

of X, he said he hadn't heard of them. I was like, "Fair enough. Maybe my reference is off." When I asked him who

in our category he admired, he cited our company and the company that he was currently at, his current employer.

Okay, I thought. Finally, I asked him what launch had impressed him in the last few years. And he couldn't name

one. Now, this was either one of two things. Arrogance or just a complete lack of knowledge. And frankly, I don't

want either on my team. Now, I'm not saying that you need to do like a deep and meaningful data mining exercise, but

you owe it to yourself to show up having an opinion and a point of view on the business so that you're in a situation.

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The next thing that I'm going to suggest is that you try your very best to learn exactly what they're hiring for within

the interview. And this is what I like to think of as the idea of like the ros's hidden pain. Job descriptions are

really sanitized, but behind every bullet point is something that the organization is actually trying to solve

for. If the job description says they're looking for strong communication skills, it's likely because people keep

misunderstanding things. If they ask for the ability to work crossf functionally, that equals the teams don't talk to each

other. Your job is to decode this by asking really thoughtful questions. What problem made you open this role? Where

do people usually struggle? These are good examples of great questions. Now, I want you to turn all of the research

into interview ammunition because this is where most people stop. And top candidates, well, they go one step

further. Top candidates turn the research into points of view and conversational topics during the

interview process. Let me give you a little example. You could offer something like this. I noticed you're

expanding into new categories. Usually that creates operational challenges around the calendar and around the

approval process and I've dealt with that and then you're going to give an example. You say I've dealt with that

and by working closely with X Y and Z I thought da da da da da. That's the way you do it. Or you say something like

this. I saw you recently launched a solution for whatever it might be. At my last company that stage was where

retention becomes really fragile. So I'd be curious how you're thinking about that. Notice what you're doing here.

you're already operating inside the business in your interview. This completely positions you differently. It

positions you as a peer and not a hopeful applicant. And there is strong research that shows that interviewers

rate candidates as more competent when they demonstrate a contextual understanding of the company's specific

challenges. So try it. Do a little Emma practice in the mirror. You know how much I love to do that. It's not silly

and it's definitely not overkill. It's actually trying and everyone loves a tryer. Now this type of behavior is

going to demonstrate a lot of understanding not over enthusiasm. Next thing is that I want to talk about you

your story and how to convey it in three parts. Now so many people may have happened to me once or twice. They come

in and they like trauma dump their resume and career girlies do not do that. Career girlies tell strategic

stories. All your answers should kind of follow this flow. You give context, you show an action, and then a result. That

simple. Context, action, result. You give context, offer what you did, and share the result. Don't say things like,

"I was responsible for because it just registers weak." But rather, we had X problem, I did Y, and here's what

changed. You got it? And you should really quantify when possible. Our revenue grew, cost dropped, time was

saved, errors were reduced, engagement increased. And if you don't know the exact numbers, you can just estimate

because I'm telling you, a ballpark number is better than nothing. Saying improve significantly really means

nothing. But if you say reduce turnaround time by 13%, then that really really means something to people. Now my

darlings, the most powerful interview question. Almost every interview includes, "Tell me about a time that you

failed." I'm guilty for that over here, but I love this question because it really sorts people into two distinct

piles. Those that have a deep perspective on themselves and they care about progress and those that are really

dialing it in. Now, most people answer with weakness. They say, you know, I care too much or I'm a perfectionist.

You stop. Just stop. Stop. Stop. Don't give those answers. Here is a real answer framework. This is time to grab

your pens. One, you speak to a real mistake. Two, you offer what you learned. And then you say how you

changed your behavior. So, let me give you another example. So, you say something like this. Early in my career,

I underestimated how much stakeholder alignment matters. I shipped something technically strong that no one adopted.

Now I never move forward without pressure testing with the people who will actually use it and use the work.

Oh my days. It's like this shows self-awareness, accountability, and growth. Those are like hiring gold

standards. I'm falling in love with the person that tells me that. So think about a time when failure actually

really happened for you. We all have those moments because hiring managers smell the truth. They seek out

authenticity and this framework offers all of that. So many of us struggle when it comes to talking about our weaknesses

and rightly so. It's hard and it takes a lot of guts. But the fact is we all have them. And it's way better to walk into

an interview with an awareness of your weaknesses than trying to prove that you don't have any because it just isn't

realistic. And as we've said already, people love honesty. It's one of the single most important qualities for

anyone that I hire. Let me help you with how you can talk about weaknesses without shrinking. Never ever say I'm

bad at. Say I'm actively improving. Never say I don't have experience in. Say I haven't done whatever directly

yet, but I've done A and B which all use the same underlying skill. You're mapping transferable skills. That's your

job here. And that is executive level thinking. Now on to the good stuff and my favorite subject of all. You know

this money. Now write in your notes all in caps ladies because salary confidence is a career multiplier. And we all have

been in jobs and situations where we've been undervalued. And that has to stop right here. Women consistently

undervalue themselves in compensation discussions. This is not an opinion, not an opinion of mine. Multiple labor

economic studies shows that women are much less likely to negotiate and more likely to anchor low. There are many

many reasons for this and we'll go into them when we cover negotiating later in this series. But there are a few basic

rules that I want you to know right now that are super easy to adopt. Rule one, never ever give a single number. Always

give a range and always tie it to market and value. So, for example, when you're asked your salary expectations, here's

what you say. Based on market data and the scope of this role, I'm targeting between $170 and $185,000

depending on total compensation and the growth path. You see what we did there? Calm, neutral, no apology. You're not

asking, you're stating. And then you go silent. Completely silent. Don't fill the space. Don't backtrack. Don't do

nothing. Just leave some space and smile with your eyes, not your teeth. It's like that. Usually at the end of an

interview, you're asked if you've got any questions and you always, always, always need questions. If somebody

answers, no, I think you covered it all during the interview. I'm like, you are lazy. And even if you don't have a

question, ask a question. You have to signal interest and curiosity and intelligence. So, just ask a question.

Your questions really should signal power. Don't ask, "What's the culture like? Is this a fast-paced environment?"

No, please don't do that. That feels lazy. Don't ask anything that sounds like you're optimizing for comfort over

impact. Nothing about PTO, nothing about holiday entitlement. You haven't even got the job yet and you're thinking

about a holiday. Please don't do that. Those are meaningless both to you and to the interviewer. Just don't do it. Power

questions sound like this. They go like this. What does success look like in the first six months of my employment? What

are the biggest problems you need this role to solve right now? How are performance and promotional decisions

made in this organization? What differentiates top performers from average performers here? How do you

support growth for someone who's consistently performing at a high level? By the way, you're like, "That's me."

What tends to cause people to struggle or fail in this role? Is there anything else I can help clarify that would help

you with your decision? I mean, these are the golden questions. If somebody asked me something like this, I'm

already dying for them. I think you ask two to four questions max with your eyes on the time that's allotted for your

interview. Don't be a time waster. But these questions do a couple of things. They make you look senior. They make you

demonstrate strategic curiosity. And they protect you from bad situations. Career girls, we optimize forward, not

backwards. Right? You're going into the future. Moving into your future, quite literally. So, a couple of final things

I want you to know. Your body language and your voice can signal authority. Research on communication shows that

perceived confidence is driven heavily by slower speech, fewer filler words, upright posture, and pauses, not volume

and dominance. You should practice speaking slightly slower than feels natural. And silence after a question is

okay. In fact, it's more than okay. It's optimal. Thinking is not a weakness. It makes you appear considered. And rushing

gives all the wrong signs. So, just don't do it. Now, this last part, the post interview strategy. Always, always,

always send a follow-up, but not like, "Thank you for your time." No. Instead, reference a business topic that you

actually discussed. You could say, um, I've been thinking about our conversation around on boarding

friction, and I'm excited by the opportunity to help streamline that process. You're reinforcing your value,

not just follow-up politeness, but like real understanding. And let me leave you with this. You are not lucky to be in

the room. You earned your way into that room. And interviewing is not about convincing someone you deserve a chance.

It's about demonstrating I solve a problem. I create value. And I move things forward. That energy is magnetic.

That energy gets offers. And honestly, that energy builds careers. And career girlies, they don't wait to be chosen.

We choose ourselves. Stay tuned for next week where we'll be talking all things negotiation.

Thanks for joining me on the Aspire [music] podcast. For more strategies on how to build the life of your dreams, be

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