So to really give a strong answer, conclude by putting the focus on their needs. After you point out the things that excited you about their job, talk about how your strengths would play into what they need. They have to find somebody willing and excited to do this work.
This sample answer above is doing everything in the 3 key steps we looked at earlier. I took on more and more of that in my last role as a Recruiter and enjoyed it a lot. I reviewed the job description and saw this is mentioned a lot, so I thought the position seems like not only a good fit for what I want, but a role where my skillset would be well-used and needed. Get our free PDF with the top 30 interview questions and answers. Share Tweet Share Pin. Why do other candidates want to work for them instead of for their competitors?
How has the employer contributed to their industry or to their community? After establishing the context for your answer—the desirability of the employer—you should then highlight what you can bring to the table that will fulfill their needs.
It may help to have a friend or family member pretend to be the interviewer who asks you the question. In fact, this is a great way to prepare for a variety of interview questions. Not sure how to answer this important question? Below are some of the best job interview answers for when the interviewer asks why you want the job. Customize these answers to fit your particular circumstances and the job you are applying for.
Sample Answer: I want this job because it emphasizes sales and marketing, two of my greatest skill sets. In my previous job, I increased sales by 15 percent in what was at the time considered a flat industry. I know I could bring my ten years of sales and marketing experience to this company, and help you continue your years of growth. I understand that this is a company on the rise.
I want to be a part of this business as it grows, and I know my experience in product development would help your company as you roll out these products. Why It Works: This answer proves that the candidate has done their homework in researching the company online, as well as considering how they could practically contribute to current business and production initiatives. Not only am I experienced working with kids, but I also greatly enjoy it.
Being able to work for your office, which caters to children and young adults, would allow me to continue to put my skills to use with a population I love. This is the kind of work environment I would look forward to coming to every day. Why It Works: This answer demonstrates the candidate's passion and enthusiasm for her work — always a winning trait in a job candidate. It also subtly mentions her years of relevant experience.
This job is a good fit for what I've been doing and enjoying throughout my career. It offers a mix of short-term projects and long-term goals. My organizational skills allow me to successfully multitask and complete both kinds of projects. I want this retail job at your store because I know I would be terrific at it. I love engaging with people and providing them with assistance.
I also have two years of experience working cash registers at other stores. I am a regular customer of this store, so I would love to apply my skills to a store I believe in and support. Your emphasis on creating a relationship between your company and the surrounding community have brought you success everywhere you have opened an office.
I am a student of the Japanese language. It takes a lot of practice—and a lot of "CPU cycles"—to flip the order of words before uttering a sentence! That has significant impacts on both external and internal stakeholders. For example, say your company sells a unit test tool. You want prospects to find you, so you finance a keyword search targeting Japan.
However, sponsoring "unit testing" may not yield much in terms of leads. So, do you need a Japanese website? However, it would help if you did not forget the impact of the language barrier you may have internally. For example, communicating with your local employees can sometimes be equally challenging. As a result, they may feel that you do not fully grasp their situation. You may fail to pick up on a few cues they provide out of cultural differences.
For instance, Japanese business speech tends to be very formal, very polite, and for those accustomed to a much more direct speech style, it may create confusion. For a funny example, watch my video above. Just as showing the flag is an effective strategy to build your local presence see the first part of this article , it can also be an excellent lubricant for your relationships with the remote Japan office or distributor.
In my experience, there are plenty of things that may only become apparent to executives after speaking face-to-face with remote employees. As I explained before, business relationships in Japan tend to be very formal.
When you enter a boardroom to meet people for the first time, you are expected to go around the room in a specific order.
You meet the senior person first and yes, you sometimes need to guess who that is. You then present your business card with two hands, with the writing facing your counterpart. Then, pronounce a few words to introduce yourself bonus points if done in Japanese , and bow down.
Repeat for other attendees. The Japanese language reflects this. Ever wondered about the long diatribes waiters at restaurants pronounce when you enter the place? Yes, that is keigo too. You ignore manners to your peril. If a prospect concludes that you are not paying sufficient respect, he may conclude you will not be a reliable business partner.
Pure and simple. Fortunately, there is a simple way for you to prepare: do your research. You may even learn some of the local tongue. After all, doing business is about building trust, which requires breaking the ice.
However, there is no need to be perfect. For one, usually Japanese do not expect perfection from you. You are a foreigner, after all. Besides, keigo is difficult even for the Japanese to master! For example, a few years ago, I visited a prospect of ours. A competitor also a foreign company visited them before and claimed that only their tool could be used for a certain level of certification because they had a feature we lacked.
That was incorrect. We were used successfully at that level of certification by other clients. And that competitor probably knew it, as I saw this "fact" repeated by many clients in Asia. However, when you tried to set the record straight, many clients viewed my answers with suspicion.
Usually, I keep my cool at all times, especially in Japan. But on that occasion, I allowed myself, quite consciously, to express irritation. Irritation because it was not accurate. Irritation because, in my view, this was a lack of respect for the client. I told him they probably knew better. And I offered to put him in contact with clients of mine that would confirm what I said.
That is definitely not what you can expect from your typical Japanese businessman. And truth be told, expressing irritation is usually a risky strategy. But in my judgment, the circumstances warranted it. As a foreigner, I enjoyed a bit more leeway. So, by all means, learn and respect the local culture. The more you know, the better you will be. But realize that your status as a non-native doesn't only carry disadvantages.
It can sometimes play in your favor. Has your relationship with your boss suddenly changed and you're not sure why? It's smart of you to notice, and even smarter of you to do something about it.
So many of us settle for an unhealthy relationship with our manager, hoping that it will eventually blow over. The truth is, relationships are a lot like icebergs—what you see above the water is usually rooted in something much bigger happening beneath the surface. What you may experience as a pattern of sharp feedback or increased micromanaging might be rooted in something bigger.
Even if it's not, sweeping these concerns under the rug will likely put you on edge and make you more likely to make mistakes or assume the worst. In a dream world, your manager may see what you're doing and want to meet you halfway, but you can't bank on that. If trust has been broken, it will take a while to rebuild. If your competence is in question, you may need several successes before you chip away at their false perception of you.
No matter what the root cause of the breech is, you must be willing to stay the course and be consistent until the relationship turns around. To improve your relationship with your manager, you must convince them that you can and will help them be successful. This convincing isn't about apologies or persuasive words; it's about consistently communicating through your language, work products, loyalty, and warmth that you care about your company, your boss, and your team —and that you have the skills to get your job done well.
Human beings aren't stupid. We are biologically programmed to know when someone is faking admiration for us. Our gut tells us not to trust them, and our suspicion goes into high gear. Your manager is no different. You won't be able to build a relationship with your manager if, deep down, you don't respect them. Unfortunately, respecting them isn't something we can pretend our way into. To like or respect someone, you have to find things about them you want to emulate. The good news is, even if your manager is Mr.
Hyde on steroids, chances are there are things about them worth admiring. Take a minute to decide what those things are and keep them top of mind. One way to do this is to create a sincere one-sentence response to the question, "What do you admire most about your manager? You'll find that telling others what you like about them makes you believe it more.
As a bonus, if your manager hears that you've been spreading praise about them, it can't hurt your relationship! If you say you'll be at work at am, do it. If you promise a deliverable by a deadline, keep that deadline. Don't lie or exaggerate, even if it will save you a headache. If you make a mistake or miss a deadline, acknowledge it before they do. Lastly, keep what they tell you in confidence private.
If you've been inconsistent in the past where your word is concerned, admit it. Share what you're working on to make it better. By being transparent about your intentions, and then keeping those intentions, you prove you're worth trusting.
Seasoned bosses respect people who tell them the truth—even when the truth is "no. Sometimes these boundaries need to be stretched in particularly busy seasons, but that doesn't mean they aren't worth setting. By setting boundaries before they're needed, you ensure that you won't become bitter or resentful about work patterns you've inadvertently agreed to working late, weekends, checking your email on vacation, etc.
Similarly, by negotiating project context and deadlines on the front end, you prove that you take delivering on deadlines seriously. It's much better to under-promise and delight your boss by over-delivering than to verbally assent to something you know won't happen. Chances are there are a handful of projects your boss cares about the most. Ensure that these projects are front and center on your to-do list.
When you hit a major milestone with these projects, keep your boss in the loop. When you burn the midnight oil, ensure they know that you're prioritizing this task because it's important AND because it's important to them. Share some of the praise for the project's successes by heralding them as a champion of the project. Arm them with stats, sound bites, and other information to share with their boss and peers about what you've accomplished together.
When your boss pulls you aside with some corrective feedback, show them you prize their feedback by:. Trust is the most frail component of your relationship with your manager; breaking it can be fatal to your relationship. Don't say anything about them publicly, or even behind closed doors, that you wouldn't say to their face.
Don't give feedback about them to their manager, if you haven't voiced it to them first. Work as hard when they're home sick as you would if they were with you in the office.
Don't conspire against them, period—even if they deserve it. By keeping your loyalty to your manager, you mark yourself as a person who can be trusted and with high ethical standards. This makes you extremely rare and worth keeping around. Repairing a broken relationship with your manager takes work, but yields dividends in your immediate job and later in your career.
By taking the time to build trust and demonstrate your loyalty and competence, you not only save your job—you win a friend and mentor for life. Check out our FREE resources page! Or, join our career growth club today and get access to one-on-one career coaching, resume and cover letter reviews, online tutorials, and unlimited networking opportunities—all in your back pocket!
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