Many resources exist about how to perform well in a formal job interview, but what’s talked about less is how to manage an informal conversation about a job opportunity where the format and success criteria are more ambiguous. The conversation is typically held away from the office over coffee, or even drinks and the ‘interviewer’ may not be taking any notes. These informal discussions most commonly occur at the start and end of a process. However, as headhunter Basil Leroux told me ‘nothing is ever really informal, as opinions and judgements are always being formed.’
In my work as an Executive Career Coach, I often see leaders fail to maximize an ‘informal chat’ as part of a hiring process – allowing the label it’s been given to detract from its importance. As a result, they miss the opportunity to land with impact and showcase themselves at their best. Here are four strategies to help you plan and succeed if you find yourself invited to an informal discussion about a job opportunity.
1. Ascertain purpose, practicalities and power
Get clear on the purpose of the conversation by asking for some context. Find out how many other individuals are having a similar conversation and what the next step in the process is. Informal chats are used for a range of reasons: information gathering before entering into a formal selection process, to learn more about your circumstances and ‘sell’ an opportunity, talent pooling for future openings, seeking input from a stakeholder, drawing on a technical expert’s opinion, a formality at the end of a process when the position is ‘yours to lose’, and – less positively, but all too common – when they have no intention of giving you the job, but need to include you in the process for ‘political’ reasons.
In advance, research the individual(s) you’ll be meeting by searching online, LinkedIn and the company website. Look for things you have in common – mutual contacts, past employers, academic institutions and wider interests – which you can draw on during the conversation. Gauge their decision-making power in the hiring process by finding out their relationship to the potential job opportunity. Typically, those with higher power would include the direct line manager or a significant stakeholder whose opinion could immediately rule you out. Other important, but potentially lower power interactions, would include peers, direct reports or the existing role holder. Never underestimate anyone’s opinion, however.
Find out what you can about the format of the meeting. A Chief Technology Officer – Paul – shared that he has recently had three separate interactions referred to as ‘informal chats’: the first was over a video call, following a structured set of interview questions (so arguably not informal at all), the second was in the office and positioned as an exploration of his technical experience, yet no technical questions were asked. The third was over dinner with a former colleague, introducing him to a CEO who was hiring, to explore their fit for a potential opportunity.
2. Prepare your professional inventory
Whilst you want to come over as having a relaxed conversation, the secret to success is to prepare well, as you would for a formal structured interview, so you have relevant impactful content front of mind, and then deliver it in a different way.
In formal selection processes, earlier in your career you may have come across the STAR interview model which captures the Situation, Task, Actions and Results. In an informal chat about a senior leadership role, it’s unlikely you’ll be asked structured competency-based questions, but the principle of knowing your measurable results – the ‘R’ of the STAR – stands. Have your most impressive career highlights front-of-mind and be prepared to subtly weave them into the conversation, even when you aren’t directly asked.
Prepare a concise career statement to answer the conversation starter ‘tell me a bit about you’. Include what you do, a very brief snapshot of your career journey and your unique strengths. Aim to keep this under a minute long and interesting. Practice saying it out loud so you can weave it naturally into the conversation and you don’t sound like you are delivering a presentation. If your informal chat is with a headhunter who is gatekeeper to a range of opportunities, include your long-term career aspirations and non-negotiables for your next position.
Plan elevated questions that showcase your expertise. Refer to information from their company reports, press releases and pertinent topics in your field. Memorize them and ask them conversationally. Also consider questions specifically relevant to your interviewer like: What is your number one priority for next year? If you could fix one thing overnight, what would it be? What surprised you most upon joining the business?
3. Be ready to pivot in the moment
Regardless of preparation, there will be times when a meeting does not happen as planned. You can’t control your interviewer, but you can control how you respond. Your ability to reflect and pivot in the moment can keep things on track.
Rachel, a chief people officer, was at the final stage of a selection process for a role she really wanted. She was asked to attend the office for an informal chat with some of her future team members. When she arrived, there was a sizable group and they interviewed her panel style with a challenging set of questions about her leadership style. She adapted in the moment and drew on her preparation to share examples of how she’d worked with previous teams, and what they had achieved together. Toward the end of the session, she was able to shift the dynamic to more of a discussion format and concentrated on building rapport. She won them over, but it was an intense 90 minutes.
4. Connect and reflect
After the conversation, drop a short email to your interviewer thanking them. If you are keen to continue discussions, make this clear to them by saying something like ‘I very much enjoyed our discussion, in particular __ (name something specific you covered) and I would welcome the chance to meet more of the team / find out more about the opportunity / work with you.
Send a personalized invitation to connect with them on LinkedIn. Every informal chat is an opportunity to build a new professional connection. Aim to continue to build rapport with the individual, regardless of whether you want the job. You never know when you will meet them again.
Reflect on what the interaction showed you and what you learnt about the individual you met. Ask yourself–would I want to work with this person? How would I feel if the discussion didn’t lead anywhere?
It is never ‘just a chat’. Treat all job interviews, whatever their name or formality, as a chance to sell yourself. They are two-way. Every interaction is a data point informing your decision on whether you are interested. Regardless of the outcome, leave a positive impression that will enhance your professional reputation and showcase yourself as a credible expert in your field.
