NAME GAME

Before the group gets together write the names of people, characters or food on sticky notes, one for each person. Stick the notes on each persons back. Inform everyone we are playing a name game. Tell them not to tell anyone who they are. Set a time limit, of about 5 minutes and have everyone walk around the room asking yes or no ended questions to find out who they are. Once they have found out their identity have them sit down. This is a great activity for any age group. If the group is younger you might consider using cartoon or movie characters.

TRUTH OR LIE
Have each person tell one thing about themselves that is true and one thing that is false, without revealing which is which. Then have all participants try and guess which one is the truth.  Or for a variation write up truths and lies about yourself on the board and get the class to guess which are truths and which are lies.

AIRPLANE

Have everyone write something about themselves on a piece of paper. Have them make the paper into an airplane. Have them throw their airplane around the room. Everyone will grab one plane (make sure it’s not their own). They have to try and find the person who wrote that comment.

-         If doing this activity in a classroom make sure the teacher is ok with using a sheet of paper per student.

-         Make sure the class knows how to fold an airplane. If they don’t you might want to use another folding method for the students.

BINGO GAME

Make up a bingo card with questions on each square. Each person must go around and try to fill in their card the fastest. If they find someone who can give them the right answer the person will initial their card. Questions can be geared to any age group:

Example of questions:

-         Find someone with a tie.

-         Find someone with a yellow shirt.

-         Find someone with blue eyes.

-         Find someone with glasses.

-         Find someone with blue shoes.

-         Find someone who likes apples.

-         Find someone whose favorite color is blue.

-         Find someone who has a blue binder etc.

BALLOONS IN THE AIR
Give everyone an inflated balloon. The balloons should be in different colors or with identifiable marks on them. Everyone tosses his balloon in the air and tries to keep it in the air as long as possible. In the meanwhile, they must try to get everyone else's balloons to touch the floor. When a person's balloon touches the floor, she/he is out. The person who keeps his balloon in the air the longest, wins.

ALL THUMBS RELAY
Equipment: Wrapped sweets, 2 paper bags and two pairs of men's large thick gloves. Divide the guests into two teams. The first in line of each team is given a paper bag filled with wrapped sweets and a pair of men's thick gloves. Each guest in turn has to take the gloves out of the bag, put them on, choose a sweet, unwrap it, and put it in their mouth. They then have to take off the gloves, return them to the bag, and pass it to next guest in the team. Fist team to finish wins a chocolate each.

FOLLOWING DIRECTIONS  

1. Read all that follows before doing anything.
2. Write your name in the upper right-hand corner of this page.
3. Circle the word "corner" in sentence two.
4. Draw five small squares in upper left hand corner of this page.
5. Put an "X" on each square.
6. Put a circle around each square.
7. Sign your name under line 5.
8. After your name, write, "yes, yes, yes".
9. Put a circle around number 7.
10. Put an "X" in the lower-left-hand corner of this page.
11. Draw a triangle around the "X" you just made.
12. Call out your first name when you get to this point.
13. On the reverse side of this paper add 560 and 650.
14. Put a circle around your answer.
15. Now that you have finished reading carefully, do only number 1 and 2.

PLEASE BE QUIET AND WATCH THE OTHERS FOLLOW INSTRUCTIONS.

DISCLOSURE
Have softball on hand. Arrange the participants in a circle. Throw the ball to one person and ask the individual to disclose something unusual about himself/herself. He can then throw the ball to anyone he chooses and repeat the process until everyone in the room has shared.

DOTTY DRAWING
On the back of a piece of paper, ask each participant to draw six large dots in any position. Collect the papers, shuffle them and hand them out. Be sure no one gets their own. Then ask guests to make a drawing, using the dots as the main framework. The Prize goes to the guest with the most original drawing. Note: They may not add any extra dots

THE NEW MILLIONAIRE
Assemble the group in a circle. Inform them that they have now each been given a gift of one million dollars. Ask a few persons to indicate how they would use their newly gained fortune.

Have other people share on the other topics e.g.
1. If you could take a free two-week trip to any place in the world, where would it be?
2. If you could become the leader of any country in the world, what would it be and why?
3. If you could travel on a time machine to any era in time, what would it be and why?
4. If you could talk to any one person now living, who would it be?

WHO HAS THE LONGEST CHAIN
Divide the guests into two teams. Give each guest tow or more paper clips. At the word "go" each player connects his or her paper clips with the one in front of her. The longest chain in the shortest time wins.

SAME LETTER
Have each person describe himself or herself using only words that start with the first letters in their first and last name. The word they choose should represent their personality. Example: Sally – Sweet, Trish – Timid, Brad – Bossy.

“Master Key”

v                       “The winner” sees an answer in every problem.

v                       The winner says “It may be difficult but it is possible.

v                       The person who wins is the one who thinks” I CAN”.

v                       The winners always have program.

“Set a goal, make a plan, Follow through and feel the satisfaction of job well done.”

Gayatri Mantra:

Om Bhur Bhuvah Svah Tat

Savitur Varenyam

Bhargo Devasya Dhimahi

Dhiyo Yonah Prachodayat

English Translation:

Throughout all of existence

"That" essential nature

illuminating existence is the

Adorable One.

May all beings perceive with subtle intellect

the magnificent brilliance of enlightened awareness.

Lord Mahaveer's Life History in Brief

Lord Mahaveer was the twenty-fourth and the last Tirthankara of the Jain religion. He was born in 599 B.C. in Bihar, India on the 13th day of the bright fortnight in the month of Chaitra i.e. Chaitra Sudi Teras.

King Siddharth and queen Trishala's son, the prince was given the name of Vardhaman at birth.At the age of thirty, he left his family and royal household to become a monk. The Lord practised severe austerities and deep meditation for the subsequent twelve years. He then reached the village Jrambhika and stayed on the banks of the river Rijuvaluka where he attained Keval Gyan / Omniscience on the Tenth day of the bright half of the month of Vaisakh i.e. Vaisakh Sudi Dasam.

Mahaveerswami spent the next 30 years preaching the path to eternal freedom or Moksha. At the age of 72, Lord Mahaveer attained Nirvana and his purified soul left his body.

Did You Know: Jainism existed before Lord Mahaveer and he is not a founder of Jain religion but one of the supreme teachers (Tirthanakar) and a reformer.

Fourteen Auspicious Dreams of Mother Trishala

Queen Trishala, mother of Lord Mahavir at midnight saw fourteen beautiful and auspicious dreams after conception.They were:

1. Elephant
2. Bull
3. Lion
4. Goddess Laxmi
5. Garland of Flowers
6. Full Moon
7. Sun
8. Large Flag
9. Silver Urn
10. Lotus-Lake
11. Milky-Sea
12. Celestial Air-plane
13. Heap of Gems
14. Smokeless Fire

1. Elephant

The first dream Queen Trishala saw was of an elephant. She saw a big, tall, and impetuous elephant. It had two pairs of tusks. The color of the elephant was white and its whiteness was superior to the color of marble. It was an auspicious elephant, and was endowed with all the desirable marks of excellence.

This dream indicates that her son will guide the spiritual chariot, and save human beings from misery, greed, and attraction of life.

2. Bull

The second dream Queen Trishala saw was of a bull. The color of the bull was also white, but it was brighter than white lotuses. It glowed with beauty and radiated a light all around. It was noble, grand, and had a majestic hump. It had fine, bright, and soft hair on his body. Its horns were superb and sharply-pointed.

This dream indicates that her son will be a spiritual teacher of great ascetics, kings, and other great personalities.

3. Lion

The third dream Queen Trishala saw was of a magnificent lion. Its claws were beautiful and well-poised. The lion had a large well-rounded head and extremely sharp teeth. Its lips were perfect, its color was red, and its eyes were sharp and glowing. Its tail was impressively long and well-shaped. Queen Trishala saw this lion descending towards her and entering her mouth.

This dream indicates that her son will be as powerful and strong as a lion. He will be fearless, almighty, and capable of ruling over the world.

4. Goddess Laxmi

The fourth dream Queen Trishala saw was of the Goddess Laxmi, the Goddess of wealth, prosperity and power. She was seated at the top of mountain Himalaya. Her feet had a sheen of golden turtle. She had a delicate and soft fingers. Her black hair was tiny, soft, and delicate. She wore rows of pearls interlaced with emeralds and a garland of gold. A pair of earring hung over her shoulders with dazzling beauty. She held a pair of bright lotuses.

This dream indicates that her son will attain great wealth, power, prosperity.

5. Garland of Flowers

The fifth dream Queen Trishala saw was of a celestial garland of flowers descending from the sky. It smelled of mixed fragrances of different flowers. The whole universe was filled with fragrance. The flowers were white and woven into the garland. They bloomed during all different seasons. A swarm of bees flocked to it and they made a humming sound around the region.

This dream indicates that the fragrance of her son's preaching will spread over the entire universe.

6. Full Moon

The sixth dream queen Trishala saw was of a full moon. It presented an auspicious sight. The moon was at its full glory. It awoke the lilies to bloom fully. It was bright like a well polished mirror. The moon radiated whiteness like a swan. It inspired the oceans to surge skyward. The beautiful moon looked like a radiant beauty-mark in the sky.

This dream indicates that her son will have a great physical structure, and be pleasing to all living beings of the universe.

7. Sun

The seventh dream Queen Trishala saw was of a huge disc of sun. The sun was shining, and destroying darkness. It was red like the flame of the forest. Lotuses bloomed at its touch. The sun is the lamp of the sky and the lord of planets. The sun rose and an put to end the evil activities of the creatures who thrive at night.

This dream indicates that the teaching of her son will destroy anger, greed, ego, lust, pride, etc. from the life of the people.

8. Large Flag

The eighth dream Queen Trishala saw was of a very large flag flying on a golden stick. The flag fluttered softly and auspiciously in the gentle breeze. It attracted the eyes of all. Peacock feathers decorated its crown. A radiant white lion was on it.

This dream indicates that her son will be great, noble, and a well respected leader of the family.

9. Silver Urn

The ninth dream Queen Trishala saw was of a silver urn (kalash) full of crystal-clear water. It was a magnificent, beautiful, and bright pot. It shone like gold and was a joy to behold. It was garlanded with strings of lotuses and other flowers. The pot was holy and untouched by anything sinful.

This dream indicates that her son will be perfect in all virtues.

10. Lotus-Lake

The tenth dream Queen Trishala saw was of a lotus lake (padma-sagar). Thousands of lotuses were floating on the lake which opened at the touch of the sun's rays. The lotuses imparted a sweet fragrance. There were swarms of fish in the lake. Its water glowed like flames of fire. The lily-leaves were floating on the water.

This dream indicates that her son will help to liberate the human beings who are tangled in the cycle of birth, death, and misery.

11. Milky-sea

The eleventh dream Queen Trishala saw was of a milky sea. Its water swelled out in all directions, rising to great heights with turbulent motions. Winds blew and created waves. A great commotion was created in the sea by huge sea animals. Great rivers fell into the sea, producing huge whirlpools.

This dream indicates that her son will navigate through life on an ocean of birth, death, and misery leading to Moksha or liberation.

12. Celestial air-plane

The twelfth dream Queen Trishala saw was of a celestial airplane. The airplane had eight thousands magnificent gold pillars studded with gems. The plane was framed with sheets of gold and garlands of pearls. It was decorated with rows of murals depicting bulls, horses, men, crocodiles, birds, children, deers, elephants, wild animals, and lotus flowers. The plane resounded with celestial music. It was saturated with an intoxicating aroma of incense fumes. It was illuminated with a bright silvery light.

This dream indicates that all Gods and Goddesses in heaven will respect and salute to his spiritual teaching and will obey him.

13. Heap of Gems

The thirteenth dream Queen Trishala saw was of a great heap of gems, as high as Mount Meru. There were gems and precious stones of all types and kinds. These gems were heaped over the earth and they illuminated the entire sky.

This dream indicates that her son will have infinite virtues and wisdom.

14. Smokeless Fire

The fourteenth dream queen Trishala saw was of a smokeless fire. The fire burned with great intensity and emitted a radiant glow. Great quantities of pure ghee and honey were being poured on the fire. It burned with numerous flames.

This dream indicates that the wisdom of her son will excel the wisdom of all other great people.

After having such fourteen wonderful dreams, Queen Trishala woke up. Her dreams filled her with wonder. She never had such dreams before. She narrated her dreams to King Siddharth.

The king called the soothsayers for the interpretation of dreams and they unanimously said, "Sir, her Highness will be blessed with a noble son. The dream augur the vast spiritual realm, the child shall command. Her Highness will become the Universal Mother."

After nine months and fourteen days, Queen Trishala delivered a baby boy. The boy was named Vardhaman meaning ever increasing.

Immediately after the birth of prince Vardhaman, Indra, the King of Heaven, arrived with other gods and goddesses. He hypnotized the whole city including mother Trishala and King Siddharth.

He took baby Vardhaman to Mount Meru and bathed him. He proclaimed peace and harmony by reciting Bruhat Shanti during the first bathing ceremony of the new born Tirthankara.

After renunciation and realization of Absolute Self Knowledge, Prince Vardhaman became Lord Mahavir, the twenty fourth and the last Tirthankara of Jain religion.

Jainism

Jainism is one of the oldest religion of world. It believes in a cyclical nature of universe. Thus a universe without beginning, without end and without creator.

Rishabhdev, the first Tirthankar (Maker of the ford) of this cycle of time, is mentioned in Rig Veda, the oldest scripture of Hinduism believed to be at least 5000 years old.

The last of the 24 Tirthankars of this cycle of time was Lord Mahaveer who lived between 599 and 527 B.C.E.

Ahinsa (Non-violence) is the underlying philosophy of Jainism. Ahinsa as taught by Jainism is very comprehensive and is concerned not only with Human beings but also all living beings, whether they are animals, plants, insects or microbes. Detailed description and classification of types of living beings and ways to minimise and avoid violence against them is given in thousands of centuries old Jain scriptures.

The objective of Jainism is to strive for Moksha or Liberation from unending cycles of Birth, Death and Re-birth. One who is liberated is called as Siddha. A Siddha is a soul which has achieved it's original state of infinite bliss and power etc. Every Jiva (living being) has the potential of becoming a Siddha and therefore God.

Jainism does not believe in God as the creator of universe. God is a liberated soul (Siddha) who has attained Moksha. A role model as well as a teacher. Every human being and every living being for that matter has the potential to attain Moksha and thus become God.

Philosophical principles of Anekantvad (Non-absolutism or Multi-sidedness) and Syadvad (Relativity of truth) are unique only to the Jain system of thought. Karma theory has its roots in Jainism and is thoroughly explained.

Jainism says that the future of a man is in his own hands. All Jain rituals, religious practises and beliefs are beneficial from a scientific perspective too. Ahinsa and Vegetarianism are preached and practised very thoroughly.

Question 51         What are your goals?

TRAPS:  Not having any…or having only vague generalities, not highly specific goals.

BEST ANSWER:  Many executives in a position to hire you are strong believers in goal setting. (It’s one of the reason they’ve achieved so much).  They like to hire in kind.

If you’re vague about your career and personal goals, it could be a big turnoff to may people you will encounter in your job search.

Be ready to discuss your goals for each major area of your life:  career, personal development and learning, family, physical (health), community service and (if your interviewer is clearly a religious person) you could briefly and generally allude to your spiritual goals (showing you are a well-rounded individual with your values in the right order).

Be prepared to describe each goal in terms of specific milestones you wish to accomplish along the way, time periods you’re allotting for accomplishment, why the goal is important to you, and the specific steps you’re taking to bring it about.  But do this concisely, as you never want to talk more than two minutes straight before letting your interviewer back into the conversation.

Question 52         What do you for when you hire people?

TRAPS:  Being unprepared for the question.

BEST ANSWER:  Speak your own thoughts here, but for the best answer weave them around the three most important qualifications for any position.

1.      Can the person do the work (qualifications)?

2.      Will the person do the work (motivation)?

3.      Will the person fit in (“our kind of team player”)?

Question 53         Sell me this stapler…(this pencil…this clock…or some other object on interviewer’s desk).

TRAPS:  Some interviewers, especially business owners and hard-changing executives in marketing-driven companies, feel that good salesmanship is essential for any key position and ask for an instant demonstration of your skill.  Be ready.

BEST ANSWER:  Of course, you already know the most important secret of all great salesmanship – “find out what people want, then show them how to get it.”

If your interviewer picks up his stapler and asks, “sell this to me,” you are going to demonstrate this proven master principle.  Here’s how: 

“Well, a good salesman must know both his product and his prospect before he sells anything.  If I were selling this, I’d first get to know everything I could about it, all its features and benefits.”

“Then, if my goal were to sell it you, I would do some research on how you might use a fine stapler like this.  The best way to do that is by asking some questions.  May I ask you a few questions?”

Then ask a few questions such as, “Just out of curiosity, if you didn’t already have a stapler like this, why would you want one?  And in addition to that?  Any other reason?  Anything else?”

“And would you want such a stapler to be reliable?...Hold a good supply of staples?”  (Ask more questions that point to the features this stapler has.)

Once you’ve asked these questions, make your presentation citing all the features and benefits of this stapler and why it’s exactly what the interviewer just told you he’s looking for.

Then close with, “Just out of curiosity, what would you consider a reasonable price for a quality stapler like this…a stapler you could have right now and would (then repeat all the problems the stapler would solve for him)?  Whatever he says, (unless it’s zero), say, “Okay, we’ve got a deal.”

NOTE:  If your interviewer tests you by fighting every step of the way, denying that he even wants such an item, don’t fight him.  Take the product away from him by saying, “Mr. Prospect, I’m delighted you’ve told me right upfront that there’s no way you’d ever want this stapler.  As you well know, the first rule of the most productive salespeople in any field is to meet the needs of people who really need and want our products, and it just wastes everyone’s time if we try to force it on those who don’t.  And I certainly wouldn’t want to waste your time.  But we sell many items.  Is there any product on this desk you would very much like to own…just one item?”  When he points something out, repeat the process above.  If he knows anything about selling, he may give you a standing ovation.

Question 54         “The Salary Question” – How much money do you want?

TRAPS:  May also be phrases as, “What salary are you worth?”…or, “How much are you making now?”  This is your most important negotiation. Handle it wrong and you can blow the job offer or go to work at far less than you might have gotten.

BEST ANSWER:  For maximum salary negotiating power, remember these five guidelines:

1.      Never bring up salary.  Let the interviewer do it first.  Good salespeople sell their products thoroughly before talking price.  So should you.  Make the interviewer want you first, and your bargaining position will be much stronger.

2.      If your interviewer raises the salary question too early, before you’ve had a chance to create desire for your qualifications, postpone the question, saying something like, “Money is important to me, but is not my main concern.  Opportunity and growth are far more important.  What I’d rather do, if you don’t mind, is explore if I’m right for the position, and then talk about money. Would that be okay?”

3.      The #1 rule of any negotiation is:  the side with more information wins.  After you’ve done a thorough job of selling the interviewer and it’s time to talk salary, the secret is to get the employer talking about what he’s willing to pay before you reveal what you’re willing to accept.  So, when asked about salary, respond by asking, “I’m sure the company has already established a salary range for this position.  Could you tell me what that is?”  Or, “I want an income commensurate with my ability and qualifications.  I trust you’ll be fair with me.  What does the position pay?” Or, more simply, “What does this position pay?”

4.      Know beforehand what you’d accept.  To know what’s reasonable, research the job market and this position for any relevant salary information.  Remember that most executives look for a 20-25%$ pay boost when they switch jobs. If you’re grossly underpaid, you may want more.

5.      Never lie about what you currently make, but feel free to include the estimated cost of all your fringes, which could well tack on 25-50% more to your present “cash-only” salary.

Question 55         The Illegal Question

TRAPS:  Illegal questions include any regarding your age…number and ages of your children or other dependents…marital status…maiden name…religion…political affiliation…ancestry…national origin…birthplace…naturalization of your parents, spouse or children…diseases…disabilities…clubs…or spouse’s occupation…unless any of the above are directly related to your performance of the job.  You can’t even be asked about arrests, though you can be asked about convictions.

BEST ANSWER:  Under the ever-present threat of lawsuits, most interviewers are well aware of these taboos.  Yet you may encounter, usually on a second or third interview, a senior executive who doesn’t interview much and forgets he can’t ask such questions.

You can handle an illegal question in several ways. First, you can assert your legal right not to answer. But this will frighten or embarrass your interviewer and destroy any rapport you had.

Second, you could swallow your concerns over privacy and answer the question straight forwardly if you feel the answer could help you.  For example, your interviewer, a devout Baptist, recognizes you from church and mentions it. Here, you could gain by talking about your church.

Third, if you don’t want your privacy invaded, you can diplomatically answer the concern behind the question without answering the question itself.

Example:  If you are over 50 and are asked, “How old are you?” you can answer with a friendly, smiling question of your own on whether there’s a concern that your age my affect your performance.  Follow this up by reassuring the interviewer that there’s nothing in this job you can’t do and, in fact, your age and experience are the most important advantages you offer the employer for the following reasons…

Another example:  If asked, “Do you plan to have children?” you could answer, “I am wholeheartedly dedicated to my career“, perhaps adding, “I have no plans regarding children.”  (You needn’t fear you’ve pledged eternal childlessness.  You have every right to change your plans later.  Get the job first and then enjoy all your options.)

Most importantly, remember that illegal questions arise from fear that you won’t perform well.  The best answer of all is to get the job and perform brilliantly. All concerns and fears will then varnish, replaced by respect and appreciation for your work.

Question 56         The “Secret” Illegal Question

TRAPS:  Much more frequent than the Illegal question (see Question 55) is the secret illegal question.  It’s secret because it’s asked only in the interviewer’s mind.  Since it’s not even expressed to you, you have no way to respond to it, and it can there be most damaging.

Example:  You’re physically challenged, or a single mother returning to your professional career, or over 50, or a member of an ethnic minority, or fit any of a dozen other categories that do not strictly conform to the majority in a given company.

Your interviewer wonders, “Is this person really able to handle the job?”…”Is he or she a ‘good fit’ at a place like ours?”…”Will the chemistry ever be right with someone like this?”  But the interviewer never raises such questions because they’re illegal.  So what can you do?

BEST ANSWER:  Remember that just because the interviewer doesn’t ask an illegal question doesn’t mean he doesn’t have it.  More than likely, he is going to come up with his own answer.  So you might as well help him out.

How?  Well, you obviously can’t respond to an illegal question if he hasn’t even asked.  This may well offend him.  And there’s always the chance he wasn’t even concerned about the issue until you brought it up, and only then begins to wonder.

So you can’t address “secret” illegal questions head-on.  But what you can do is make sure there’s enough counterbalancing information to more than reassure him that there’s no problem in the area he may be doubtful about.

For example, let’s say you’re a sales rep who had polio as a child and you need a cane to walk.  You know your condition has never impeded your performance, yet you’re concerned that your interviewer may secretly be wondering about your stamina or ability to travel.  Well, make sure that you hit these abilities very hard, leaving no doubt about your capacity to handle them well.

So, too, if you’re in any different from what passes for “normal”.  Make sure, without in any way seeming defensive about yourself that you mention strengths, accomplishments, preferences and affiliations that strongly counterbalance any unspoken concern your interviewer may have.

Question 57         What was the toughest part of your last job?

TRAPS: This is slightly different from the question raised earlier, “What’s the most difficult part of being a (job title…)” because this asks what you personally have found most difficult in your last position.  This question is more difficult to redefine into something positive.  Your interviewer will assume that whatever you found toughest may give you a problem in your new position.

BEST ANSWER:  State that there was nothing in your prior position that you found overly difficult, and let your answer go at that.  If pressed to expand your answer, you could describe the aspects of the position you enjoyed more than others, making sure that you express maximum enjoyment for those tasks most important to the open position, and you enjoyed least those tasks that are unimportant to the position at hand.

Question 58         How do you define success…and how do you measure up to your own definition?

TRAPS:  Seems like an obvious enough question.  Yet many executives, unprepared for it, fumble the ball.

BEST ANSWER:  Give a well-accepted definition of success that leads right into your own stellar collection of achievements.

Example:  “The best definition I’ve come across is that success is the progressive realization of a worthy goal.”

“As to how I would measure up to that definition, I would consider myself both successful and fortunate…”(Then summarize your career goals and how your achievements have indeed represented a progressive path toward realization of your goals.)

Question 59         “The Opinion Question” – What do you think about …Abortion…The President…The Death Penalty…(or any other controversial subject)?

TRAPS:  Obviously, these and other “opinion” questions should never be asked.  Sometimes they come up over a combination dinner/interview when the interviewer has had a drink or two, is feeling relaxed, and is spouting off about something that bugged him in today’s news.  If you give your opinion and it’s the opposite of his, you won’t change his opinions, but you could easily lose the job offer.

BEST ANSWER:  In all of these instances, just remember the tale about student and the wise old rabbi.  The scene is a seminary, where an overly serious student is pressing the rabbi to answer the ultimate questions of suffering, life and death.  But no matter how hard he presses, the wise old rabbi will only answer each difficult question with a question of his own.

In exasperation, the seminary student demands, “Why, rabbi, do you always answer a question with another question?”  To which the rabbi responds, “And why not?”

If you are ever uncomfortable with any question, asking a question in return is the greatest escape hatch ever invented.  It throws the onus back on the other person, sidetracks the discussion from going into an area of risk to you, and gives you time to think of your answer or, even better, your next question!

In response to any of the “opinion” questions cited above, merely responding, “Why do you ask?” will usually be enough to dissipate any pressure to give your opinion.  But if your interviewer again presses you for an opinion, you can ask another question.

Or you could assert a generality that almost everyone would agree with.  For example, if your interviewer is complaining about politicians then suddenly turns to you and asks if you’re a Republican or Democrat, you could respond by saying, “Actually, I’m finding it hard to find any politicians I like these days.”

(Of course, your best question of all may be whether you want to work for someone opinionated.)

Question 60         If you won $10 million lottery, would you still work?

TRAPS:  Your totally honest response might be, “Hell, no, are you serious?”  That might be so, but any answer which shows you as fleeing work if given the chance could make you seem lazy.  On the other hand, if you answer, “Oh, I’d want to keep doing exactly what I am doing, only doing it for your firm,” you could easily inspire your interviewer to silently mutter to himself, “Yeah, sure.  Gimme a break.”

BEST ANSWER:  This type of question is aimed at getting at your bedrock attitude about work and how you feel about what you do.  Your best answer will focus on your positive feelings.

Example:  “After I floated down from cloud nine, I think I would still hold my basic belief that achievement and purposeful work are essential to a happy, productive life.  After all, if money alone bought happiness, then all rich people would be all happy, and that’s not true.

“I love the work I do, and I think I’d always want to be involved in my career in some fashion.  Winning the lottery would make it more fun because it would mean having more flexibility, more options...who knows?”

“Of course, since I can’t count on winning, I’d just as soon create my own destiny by sticking with what’s worked for me, meaning good old reliable hard work and a desire to achieve.  I think those qualities have built many more fortunes that all the lotteries put together.”

Question 61         Looking back on your last position, have you done your best work?

TRAPS:  Tricky question.  Answer “absolutely” and it can seem like your best work is behind you.  Answer, “no, my best work is ahead of me,” and it can seem as if you didn’t give it your all.

BEST ANSWER:  To cover both possible paths this question can take, your answer should state that you always try to do your best, and the best of your career is right now.  Like an athlete at the top of his game, you are just hitting your career stride thanks to several factors.  Then, recap those factors, highlighting your strongest qualifications.

Question 62         Why should I hire you from the outside when I could promote someone from within?

TRAPS:  This question isn’t as aggressive as it sounds.  It represents the interviewer’s own dilemma over this common problem.  He’s probably leaning toward you already and for reassurance, wants to hear what you have to say on the matter.

BEST ANSWER:  Help him see the qualifications that only you can offer.

Example:  “In general, I think it’s a good policy to hire from within – to look outside probably means you’re not completely comfortable choosing someone from inside.

“Naturally, you want this department to be as strong as it possibly can be, so you want the strongest candidate.  I feel that I can fill that bill because…(then recap your strongest qualifications that match up with his greatest needs).”

Question 63         Tell me something negative you’ve heard about our company…

TRAPS:  This is a common fishing expedition to see what the industry grapevine may be saying about the company.  But it’s also a trap because as an outsider, you never want to be the bearer of unflattering news or gossip about the firm.  It can only hurt your chances and sidetrack the interviewer from getting sold on you.

BEST ANSWER:  Just remember the rule – never be negative – and you’ll handle this one just fine.

Question 64         On a scale of one to ten, rate me as an interviewer.

TRAPS:  Give a perfect “10,” and you’ll seem too easy to please.  Give anything less than a perfect 10, and he could press you as to where you’re being critical, and that road leads downhill for you.

BEST ANSWER:  Once again, never be negative.  The interviewer will only resent criticism coming from you.  This is the time to show your positivism.

However, don’t give a numerical rating. Simply praise whatever interview style he’s been using.

If he’s been tough, say “You have been thorough and tough-minded, the very qualities needed to conduct a good interview.”

If he’s been methodical, say, “You have been very methodical and analytical, and I’m sure that approach results in excellent hires for your firm.”

In other words, pay him a sincere compliment that he can believe because it’s anchored in the behavior you’ve just seen.

Question 32         I’m concerned that you don’t have as much experience as we’d like in…

TRAPS:  This could be a make-or-break question.  The interviewer mostly likes what he sees, but has doubts over one key area.  If you can assure him on this point, the job may be yours.

BEST ANSWER:   This question is related to “The Fatal Flaw” (Question 18), but here the concern is not that you are totally missing some qualifications, such as CPA certification, but rather that your experience is light in one area.

Before going into any interview, try to identify the weakest aspects of your candidacy from this company’s point of view.  Then prepare the best answer you possible can to shore up your defenses.

To get past this question with flying colors, you are going to rely on your master strategy of uncovering the employer’s greatest wants and needs and then matching them with your strengths.  Since you already know how to do this from Question 1, you are in a much stronger position. 

More specifically, when the interviewer poses as objection like this, you should…

1.                  Agree on the importance of this qualification.

2.                  Explain that your strength may be indeed be greater than your resume indicates because…

3.                  When this strength is added to your other strengths, it’s really your combination of qualifications that’s most important.

Then review the areas of your greatest strengths that match up most favorably with the company’s most urgently-felt wants and needs.

This is powerful way to handle this question for two reasons.  First, you’re giving your interviewer more ammunition in the area of his concern.  But more importantly, you’re shifting his focus away from this one, isolated area and putting it on the unique combination of strengths you offer, strengths which tie in perfectly with his greatest wants.

Question 33         How do you feel about working nights and weekends?

TRAPS:  Blurt out “no way, Jose” and you can kiss the job offer goodbye.  But what if you have a family and want to work a reasonably normal schedule?  Is there a way to get both the job and the schedule you want?

BEST ANSWER:  First, if you’re a confirmed workaholic, this question is a softball lob.  Whack it out of the park on the first swing by saying this kind of schedule is just your style.  Add that your family understands it.  Indeed, they’re happy for you, as they know you get your greatest satisfaction from your work.

If however, you prefer a more balanced lifestyle, answer this question with another:  “What’s the norm for your best people here?”

If the hours still sound unrealistic for you, ask, “Do you have any top people who perform exceptionally for you, but who also have families and like to get home in time to see them at night?”  Chances are this company does, and this associates you with this other “top-performers-who-leave-not-later-than-six” group.

Depending on the answer, be honest about how you would fit into the picture.  If all those extra hours make you uncomfortable, say so, but phrase your response positively.

Example:  “I love my work and do it exceptionally well.  I think the results speak for themselves, especially in …(mention your two or three qualifications of greater interest to the employer.  Remember, this is what he wants most, not a workaholic with weak credentials).  Not only would I bring these qualities, but I’ve built my whole career on working not just hard, but smart.  I think you’ll find me one of the most productive people here.

I do have a family who likes to see me after work and on weekends.  They add balance and richness to my life, which in turn helps me be happy and productive at work.  If I could handle some of the extra work at home in the evenings or on weekends, that would be ideal.  You’d be getting a person of exceptional productivity who meets your needs with strong credentials.  And I’d be able to handle some of the heavy workload at home where I can be under the same roof as my family.  Everybody would win.”

Question 34         Are you willing to relocate or travel?

TRAPS:  Answer with a flat “no” and you may slam the door shut on this opportunity.  But what if you’d really prefer not to relocate or travel, yet wouldn’t want to lose the job offer over it?

BEST ANSWER:   First find out where you may have to relocate and how much travel may be involved.  Then respond to the question.

If there’s no problem, say so enthusiastically.

If you do have a reservation, there are two schools of thought on how to handle it.

One advises you to keep your options open and your reservations to yourself in the early going, by saying, “no problem”.  You strategy here is to get the best offer you can, then make a judgment whether it’s worth it to you to relocate or travel.

Also, by the time the offer comes through, you may have other offers and can make a more informed decision.  Why kill of this opportunity before it has chance to blossom into something really special?  And if you’re a little more desperate three months from now, you might wish you hadn’t slammed the door on relocating or traveling.

The second way to handle this question is to voice a reservation, but assert that you’d be open to relocating (or traveling) for the right opportunity.

The answering strategy you choose depends on how eager you are for the job.  If you want to take no chances, choose the first approach.

If you want to play a little harder-to-get in hopes of generating a more enticing offer, choose the second.

Question 35         Do you have the stomach to fire people?  Have you had experience firing many people?

TRAPS:  This “innocent” question could be a trap door which sends you down a chute and lands you in a heap of dust outside the front door.  Why?  Because its real intent is not just to see if you’ve got the stomach to fire, but also to uncover poor judgment in hiring which has caused you to fire so many.  Also, if you fire so often, you could be a tyrant.

So don’t rise to the bait by boasting how many you’ve fired, unless you’ve prepared to explain why it was beyond your control, and not the result of your poor hiring procedures or foul temperament.

BEST ANSWER:    Describe the rational and sensible management process you follow in both hiring and firing.

Example:  “My whole management approach is to hire the best people I can find, train them thoroughly and well, get them excited and proud to be part of our team, and then work with them to achieve our goals together.  If you do all of that right, especially hiring the right people, I’ve found you don’t have to fire very often.

“So with me, firing is a last resort.  But when it’s got to be done, it’s got to be done, and the faster and cleaner, the better.  A poor employee can wreak terrible damage in undermining the morale of an entire team of good people.  When there’s no other way, I’ve found it’s better for all concerned to act decisively in getting rid of offenders who won’t change their ways.”

Question 36         Why have you had so many jobs?

TRAPS:  Your interviewer fears you may leave this position quickly, as you have others.  He’s concerned you may be unstable, or a “problem person” who can’t get along with others.

BEST ANSWER:  First, before you even get to the interview stage, you should try to minimize your image as job hopper.  If there are several entries on your resume of less than one year, consider eliminating the less important ones.  Perhaps you can specify the time you spent at previous positions in rounded years not in months and years. 

Example:   Instead of showing three positions this way:

6/1982 – 3/1983, Position A;
4/1983 – 12/1983, Position B;
1/1984 – 8/1987, Position C;

…it would be better to show simply:

1982 – 1983, Position A;
1984 – 1987 Position C.

In other words, you would drop Position B altogether.  Notice what a difference this makes in reducing your image as a job hopper.

Once in front of the interviewer and this question comes up, you must try to reassure him.  Describe each position as part of an overall pattern of growth and career destination.

Be careful not to blame other people for your frequent changes.  But you can and should attribute certain changes to conditions beyond your control. 

Example:  Thanks to an upcoming merger, you wanted to avoid an ensuing bloodbath, so you made a good, upward career move before your department came under the axe of the new owners.

If possible, also show that your job changes were more frequent in your younger days, while you were establishing yourself, rounding out your skills and looking for the right career path.  At this stage in your career, you’re certainly much more interested in the best long-term opportunity.

You might also cite the job(s) where you stayed the longest and describe that this type of situation is what you’re looking for now.

Question 37         What do you see as the proper role/mission of…
…a good (job title you’re seeking);
…a good manager;
…an executive in serving the community;
…a leading company in our industry; etc.

TRAPS:  These and other “proper role” questions are designed to test your understanding of your place in the bigger picture of your department, company, community and profession….as well as the proper role each of these entities should play in its bigger picture.

The question is most frequently asked by the most thoughtful individuals and companies…or by those concerned that you’re coming from a place with a radically different corporate culture (such as from a big government bureaucracy to an aggressive small company).

The most frequent mistake executives make in answering is simply not being prepared (seeming as if they’ve never giving any of this a though.)…or in phrasing an answer best suited to their prior organization’s culture instead of the hiring company’s.

BEST ANSWER:    Think of the most essential ingredients of success for each category above – your job title, your role as manager, your firm’s role, etc.

Identify at least three but no more than six qualities you feel are most important to success in each role.  Then commit your response to memory.

Here, again, the more information you’ve already drawn out about the greatest wants and needs of the interviewer, and the more homework you’ve done to identify the culture of the firm, the more on-target your answer will be.

Question 38         What would you say to your boss if he’s crazy about an idea, but you think it stinks?

TRAPS:  This is another question that pits two values, in this case loyalty and honesty, against one another.

BEST ANSWER:    Remember the rule stated earlier:  In any conflict between values, always choose integrity.

Example:  I believe that when evaluating anything, it’s important to emphasize the positive.  What do I like about this idea?”

“Then, if you have reservations, I certainly want to point them out, as specifically, objectively and factually as I can.”

“After all, the most important thing I owe my boss is honesty.  If he can’t count on me for that, then everything else I may do or say could be questionable in his eyes.”

“But I also want to express my thoughts in a constructive way.  So my goal in this case would be to see if my boss and I could make his idea even stronger and more appealing, so that it effectively overcomes any initial reservation I or others may have about it.”

“Of course, if he overrules me and says, ‘no, let’s do it my way,’ then I owe him my full and enthusiastic support to make it work as best it can.”

Question 39         How could you have improved your career progress?

TRAPS:  This is another variation on the question, “If you could, how would you live your life over?”  Remember, you’re not going to fall for any such invitations to rewrite person history. You can’t win if you do.

BEST ANSWER:  You’re generally quite happy with your career progress.  Maybe, if you had known something earlier in life (impossible to know at the time, such as the booming growth in a branch in your industry…or the corporate downsizing that would phase out your last job), you might have moved in a certain direction sooner.

But all things considered, you take responsibility for where you are, how you’ve gotten there, where you are going…and you harbor no regrets.

Question 40         What would you do if a fellow executive on your own corporate level wasn’t pulling his/her weight…and this was hurting your department?

TRAPS:  This question and other hypothetical ones test your sense of human relations and how you might handle office politics.

BEST ANSWER:  Try to gauge the political style of the firm and be guided accordingly.  In general, fall back on universal principles of effective human relations – which in the end, embody the way you would like to be treated in a similar circumstance.

Example:  “Good human relations would call for me to go directly to the person and explain the situation, to try to enlist his help in a constructive, positive solution.  If I sensed resistance, I would be as persuasive as I know how to explain the benefits we can all gain from working together, and the problems we, the company and our customers will experience if we don’t.”

POSSIBLE FOLLOW-UP QUESTION:  And what would you do if he still did not change his ways?

ANSWER:  “One thing I wouldn’t do is let the problem slide, because it would only get worse and overlooking it would set a bad precedent.  I would try again and again and again, in whatever way I could, to solve the problem, involving wider and wider circles of people, both above and below the offending executive and including my own boss if necessary, so that everyone involved can see the rewards for teamwork and the drawbacks of non-cooperation.”

“I might add that I’ve never yet come across a situation that couldn’t be resolved by harnessing others in a determined, constructive effort.”

Question 41         You’ve been with your firm a long time.  Won’t it be hard switching to a new company?

TRAPS:  Your interviewer is worried that this old dog will find it hard to learn new tricks.

BEST ANSWER:  To overcome this objection, you must point to the many ways you have grown and adapted to changing conditions at your present firm.  It has not been a static situation. Highlight the different responsibilities you’ve held, the wide array of new situations you’ve faced and conquered.

As a result, you’ve learned to adapt quickly to whatever is thrown at you, and you thrive on the stimulation of new challenges.

To further assure the interviewer, describe the similarities between the new position and your prior one.  Explain that you should be quite comfortable working there, since their needs and your skills make a perfect match.

Question 42         May I contact your present employer for a reference?

TRAPS:  If you’re trying to keep your job search private, this is the last thing you want.  But if you don’t cooperate, won’t you seem as if you’re trying to hide something?

BEST ANSWER:  Express your concern that you’d like to keep your job search private, but that in time, it will be perfectly okay.

Example:  “My present employer is not aware of my job search and, for obvious reasons; I’d prefer to keep it that way.  I’d be most appreciative if we kept our discussion confidential right now.  Of course, when we both agree the time is right, then by all means you should contact them.  I’m very proud of my record there.

Question 43         Give me an example of your creativity (analytical skill…managing ability, etc.)

TRAPS:  The worst offense here is simply being unprepared.  Your hesitation may seem as if you’re having a hard time remembering the last time you were creative, analytical, etc.

BEST ANSWER:  Remember from Question 2 that you should commit to memory a list of your greatest and most recent achievements, ever ready on the tip of your tongue.

If you have such a list, it’s easy to present any of your achievements in light of the quality the interviewer is asking about.  For example, the smashing success you orchestrated at last year’s trade show could be used as an example of creativity, or analytical ability, or your ability to manage.

Question 44         Where could you use some improvement?

TRAPS:  Another tricky way to get you to admit weaknesses.  Don’t fall for it.

BEST ANSWER:  Keep this answer, like all your answers, positive.  A good way to answer this question is to identify a cutting-edge branch of your profession (one that’s not essential to your employer’s needs) as an area you’re very excited about and want to explore more fully over the next six months.

Question 45         What do you worry about?

TRAPS:  Admit to worrying and you could sound like a loser.  Saying you never worry doesn’t sound credible.

BEST ANSWER:  Redefine the word ‘worry’ so that it does not reflect negatively on you.

Example:  “I wouldn’t call it worry, but I am a strongly goal-oriented person.  So I keep turning over in my mind anything that seems to be keeping me from achieving those goals, until I find a solution.  That’s part of my tenacity, I suppose.”

Question 46         How many hours a week do you normally work?

TRAPS:  You don’t want to give a specific number.  Make it to low, and you may not measure up.  Too high, and you’ll forever feel guilty about sneaking out the door at 5:15.

BEST ANSWER:  If you are in fact a workaholic and you sense this company would like that:  Say you are a confirmed workaholic, that you often work nights and weekends.  Your family accepts this because it makes you fulfilled.

If you are not a workaholic:  Say you have always worked hard and put in long hours.  It goes with the territory.  It one sense, it’s hard to keep track of the hours because your work is a labor of love, you enjoy nothing more than solving problems.  So you’re almost always thinking about your work, including times when you’re home, while shaving in the morning, while commuting, etc.

Question 47         What’s the most difficult part of being a (job title)?

TRAPS:  Unless you phrase your answer properly, your interviewer may conclude that whatever you identify as “difficult” is where you are weak.

BEST ANSWER:  First, redefine “difficult” to be “challenging” which is more positive.  Then, identify an area everyone in your profession considers challenging and in which you excel.  Describe the process you follow that enables you to get splendid results…and be specific about those results.

Example:  “I think every sales manager finds it challenging to motivate the troops in a recession. But that’s probably the strongest test of a top sales manager.  I feel this is one area where I excel.” 

“When I see the first sign that sales may slip or that sales force motivation is flagging because of a downturn in the economy, here’s the plan I put into action immediately…” (followed by a description of each step in the process…and most importantly,  the exceptional results you’ve achieved.).

Question 48         The “Hypothetical Problem”

TRAPS:  Sometimes an interviewer will describe a difficult situation and ask, “How would you handle this?”  Since it is virtually impossible to have all the facts in front of you from such a short presentation, don’t fall into the trap of trying to solve this problem and giving your verdict on the spot. It will make your decision-making process seem woefully inadequate.

BEST ANSWER:  Instead, describe the rational, methodical process you would follow in analyzing this problem, who you would consult with, generating possible solutions, choosing the best course of action, and monitoring the results.

Remember, in all such, “What would you do?” questions, always describe your process or working methods, and you’ll never go wrong.

Question 49         What was the toughest challenge you’ve ever faced?

TRAPS:  Being unprepared or citing an example from so early in your life that it doesn’t score many points for you at this stage of your career.

BEST ANSWER:  This is an easy question if you’re prepared. Have a recent example ready that demonstrates either:

1.      A quality most important to the job at hand; or

2.      A quality that is always in demand, such as leadership, initiative, managerial skill, persuasiveness, courage, persistence, intelligence, etc.

Question 50         Have you consider starting your own business?

TRAPS:  If you say “yes” and elaborate enthusiastically, you could be perceived as a loose cannon in a larger company, too entrepreneurial to make a good team player…or someone who had to settle for the corporate life because you couldn’t make a go of your own business.

Also too much enthusiasm in answering “yes” could rouse the paranoia of a small company indicating that you may plan to go out on your own soon, perhaps taking some key accounts or trade secrets with you.

On the other hand, if you answer “no, never” you could be perceived as a security-minded drone who never dreamed a big dream.

BEST ANSWER:  Again it’s best to:

1.      Gauge this company’s corporate culture before answering and…

2.      Be honest (which doesn’t mean you have to vividly share your fantasy of the franchise or bed-and-breakfast you someday plan to open).

In general, if the corporate culture is that of a large, formal, military-style structure, minimize any indication that you’d love to have your own business.  You might say, “Oh, I may have given it a thought once or twice, but my whole career has been in larger organizations.  That’s where I have excelled and where I want to be.”

If the corporate culture is closer to the free-wheeling, everybody’s-a-deal-maker variety, then emphasize that in a firm like this, you can virtually get the best of all worlds, the excitement of seeing your own ideas and plans take shape…combined with the resources and stability of a well-established organization.   Sounds like the perfect environment to you.

In any case, no matter what the corporate culture, be sure to indicate that any desires about running your own show are part of your past, not your present or future.

The last thing you want to project is an image of either a dreamer who failed and is now settling for the corporate cocoon…or the restless maverick who will fly out the door with key accounts, contacts and trade secrets under his arms just as soon as his bankroll has gotten rebuilt.

Always remember:  Match what you want with what the position offers.  The more information you’ve uncovered about the position, the more believable you can make your case.

Question 21         Would you lie for the company?

TRAPS:  This another question that pits two values against one another, in this case loyalty against integrity.

BEST ANSWER:  Try to avoid choosing between two values, giving a positive statement which covers all bases instead.

Example:  “I would never do anything to hurt the company..”

If aggressively pressed to choose between two competing values, always choose personal integrity.  It is the most prized of all values.

Question 22         Looking back, what would you do differently in your life?

TRAPS:  This question is usually asked to uncover any life-influencing mistakes, regrets, disappointments or problems that may continue to affect your personality and performance.

You do not want to give the interviewer anything negative to remember you by, such as some great personal or career disappointment, even long ago, that you wish could have been avoided.

Nor do you wish to give any answer which may hint that your whole heart and soul will not be in your work.

BEST ANSWER:  Indicate that you are a happy, fulfilled, optimistic person and that, in general, you wouldn’t change a thing.

Example:  “It’s been a good life, rich in learning and experience, and the best it yet to come.  Every experience in life is a lesson it its own way.  I wouldn’t change a thing.”

Question 23         Could you have done better in your last job?

TRAPS:  This is no time for true confessions of major or even minor problems.

BEST ANSWER:  Again never be negative.

Example:  “I suppose with the benefit of hindsight you can always find things to do better, of course, but off the top of my head, I can’t think of anything of major consequence.”

(If more explanation seems necessary)
Describer a situation that didn’t suffer because of you but from external conditions beyond your control.

For example, describe the disappointment you felt with a test campaign, new product launch, merger, etc., which looked promising at first, but led to underwhelming results.  “I wish we could have known at the start what we later found out (about the economy turning, the marketplace changing, etc.), but since we couldn’t, we just had to go for it.  And we did learn from it…”

Question 24         Can you work under pressure?

TRAPS:  An easy question, but you want to make your answer believable.

BEST ANSWER:  Absolutely…(then prove it with a vivid example or two of a goal or project accomplished under severe pressure.)

Question 25         What makes you angry?

TRAPS:  You don’t want to come across either as a hothead or a wimp.

BEST ANSWER:    Give an answer that’s suited to both your personality and the management style of the firm.  Here, the homework you’ve done about the company and its style can help in your choice of words.

Examples:  If you are a reserved person and/or the corporate culture is coolly professional:

“I’m an even-tempered and positive person by nature, and I believe this helps me a great deal in keeping my department running smoothly, harmoniously and with a genuine esprit de corps.  I believe in communicating clearly what’s expected, getting people’s commitment to those goals, and then following up continuously to check progress.”

“If anyone or anything is going off track, I want to know about it early.  If, after that kind of open communication and follow up, someone isn’t getting the job done, I’ll want to know why.  If there’s no good reason, then I’ll get impatient and angry…and take appropriate steps from there.  But if you hire good people, motivate them to strive for excellence and then follow up constantly, it almost never gets to that state.”

If you are feisty by nature and/or the position calls for a tough straw boss.

“You know what makes me angry?  People who (the fill in the blanks with the most objectionable traits for this type of position)…people who don’t pull their own weight, who are negative, people who lie…etc.”

Question 26         Why aren’t you earning more money at this stage of your career?

TRAPS:  You don’t want to give the impression that money is not important to you, yet you want to explain why your salary may be a little below industry standards.

BEST ANSWER:  You like to make money, but other factors are even more important.

Example:  “Making money is very important to me, and one reason I’m here is because I’m looking to make more.  Throughout my career, what’s been even more important to me is doing work I really like to do at the kind of company I like and respect.

(Then be prepared to be specific about what your ideal position and company would be like, matching them as closely as possible to the opportunity at hand.

Question 27         Who has inspired you in your life and why?

TRAPS:  The two traps here are unpreparedness and irrelevance.  If you grope for an answer, it seems you’ve never been inspired.  If you ramble about your high school basketball coach, you’ve wasted an opportunity to present qualities of great value to the company.

BEST ANSWER:  Have a few heroes in mind, from your mental “Board of Directors” – Leaders in your industry, from history or anyone else who has been your mentor.

Be prepared to give examples of how their words, actions or teachings have helped inspire your achievements.  As always, prepare an answer which highlights qualities that would be highly valuable in the position you are seeking.

Question 28         What was the toughest decision you ever had to make?

TRAPS:  Giving an unprepared or irrelevant answer.

BEST ANSWER:  Be prepared with a good example, explaining why the decision was difficult…the process you followed in reaching it…the courageous or effective way you carried it out…and the beneficial results.

Question 29         Tell me about the most boring job you’ve ever had.

TRAPS:  You give a very memorable description of a very boring job.  Result?  You become associated with this boring job in the interviewer’s mind.

BEST ANSWER:  You have never allowed yourself to grow bored with a job and you can’t understand it when others let themselves fall into that rut.

Example:  “Perhaps I’ve been fortunate, but that I’ve never found myself bored with any job I have ever held.  I’ve always enjoyed hard work.  As with actors who feel there are no small parts, I also believe that in every company or department there are exciting challenges and intriguing problems crying out for energetic and enthusiastic solutions.  If you’re bored, it’s probably because you’re not challenging yourself to tackle those problems right under your nose.”

Question 30         Have you been absent from work more than a few days in any previous position?

TRAPS:  If you’ve had a problem, you can’t lie.  You could easily be found out.  Yet admitting an attendance problem could raise many flags.

BEST ANSWER:  If you have had no problem, emphasize your excellent and consistent attendance record throughout your career.

Also describe how important you believe such consistent attendance is for a key executive…why it’s up to you to set an example of dedication…and why there’s just no substitute for being there with your people to keep the operation running smoothly, answer questions and handle problems and crises as they arise.

If you do have a past attendance problem, you want to minimize it, making it clear that it was an exceptional circumstance and that it’s cause has been corrected.

To do this, give the same answer as above but preface it with something like, “Other that being out last year (or whenever) because of (your reason, which is now in the past), I have never had a problem and have enjoyed an excellent attendance record throughout my career.  Furthermore, I believe, consistent attendance is important because…”  (Pick up the rest of the answer as outlined above.).

Question 31         What changes would you make if you came on board?

TRAPS:  Watch out!  This question can derail your candidacy faster than a bomb on the tracks – and just as you are about to be hired.

Reason:  No matter how bright you are, you cannot know the right actions to take in a position before you settle in and get to know the operation’s strengths, weaknesses key people, financial condition, methods of operation, etc.  If you lunge at this temptingly baited question, you will probably be seen as someone who shoots from the hip.

Moreover, no matter how comfortable you may feel with your interviewer, you are still an outsider.  No one, including your interviewer, likes to think that a know-it-all outsider is going to come in, turn the place upside down and with sweeping, grand gestures, promptly demonstrate what jerks everybody’s been for years.

BEST ANSWER:  You, of course, will want to take a good hard look at everything the company is doing before making any recommendations.

Example:  “Well, I wouldn’t be a very good doctor if I gave my diagnosis before the examination.  Should you hire me, as I hope you will, I’d want to take a good hard look at everything you’re doing and understand why it’s being done that way.  I’d like to have in-depth meetings with you and the other key people to get a deeper grasp of what you feel you’re doing right and what could be improved.

“From what you’ve told me so far, the areas of greatest concern to you are…” (name them.  Then do two things.  First, ask if these are in fact his major concerns.  If so then reaffirm how your experience in meeting similar needs elsewhere might prove very helpful).

Question 11         Why do you want to work at our company?

TRAPS:  This question tests whether you’ve done any homework about the firm.  If you haven’t, you lose.  If you have, you win big.

BEST ANSWER:   This question is your opportunity to hit the ball out of the park, thanks to the in-depth research you should do before any interview.

Best sources for researching your target company:  annual reports, the corporate newsletter, contacts you know at the company or its suppliers, advertisements, articles about the company in the trade press.

Question 12         What are your career options right now?

TRAPS:  The interviewer is trying to find out, “How desperate are you?”

BEST ANSWER:  Prepare for this question by thinking of how you can position yourself as a desired commodity.  If you are still working, describe the possibilities at your present firm and why, though you’re greatly appreciated there, you’re looking for something more (challenge, money, responsibility, etc.).  Also mention that you’re seriously exploring opportunities with one or two other firms.

If you’re not working, you can talk about other employment possibilities you’re actually exploring.  But do this with a light touch, speaking only in general terms.  You don’t want to seem manipulative or coy.

Question 13         Why have you been out of work so long?

TRAPS:  A tough question if you’ve been on the beach a long time.  You don’t want to seem like damaged goods.

BEST ANSWER:  You want to emphasize factors which have prolonged your job search by your own choice.

Example: “After my job was terminated, I made a conscious decision not to jump on the first opportunities to come along.  In my life, I’ve found out that you can always turn a negative into a positive IF you try hard enough. This is what I determined to do.  I decided to take whatever time I needed to think through what I do best, what I most want to do, where I’d like to do it…and then identify those companies that could offer such an opportunity.”

“Also, in all honesty, you have to factor in the recession (consolidation, stabilization, etc.) in the (banking, financial services, manufacturing, advertising, etc.) industry.”

“So between my being selective and the companies in our industry downsizing, the process has taken time.  But in the end, I’m convinced that when I do find the right match, all that careful evaluation from both sides of the desk will have been well worthwhile for both the company that hires me and myself.

Question 14         Tell me honestly about the strong points and weak points of your boss (company, management team, etc.)…

TRAPS:  Skillfull interviewers sometimes make it almost irresistible to open up and air a little dirty laundry from your previous position.  DON’T

BEST ANSWER:  Remember the rule:  Never be negative.  Stress only the good points, no matter how charmingly you’re invited to be critical.

Your interviewer doesn’t care a whit about your previous boss.  He wants to find out how loyal and positive you are, and whether you’ll criticize him behind his back if pressed to do so by someone in this own company.  This question is your opportunity to demonstrate your loyalty to those you work with.

Question 15         What good books have you read lately?

TRAPS:  As in all matters of your interview, never fake familiarity you don’t have.  Yet you don’t want to seem like a dullard who hasn’t read a book since Tom Sawyer.

BEST ANSWER:  Unless you’re up for a position in academia or as book critic for The New York Times, you’re not expected to be a literary lion.  But it wouldn’t hurt to have read a handful of the most recent and influential books in your profession and on management.

Consider it part of the work of your job search to read up on a few of these leading books.  But make sure they are quality books that reflect favorably upon you, nothing that could even remotely be considered superficial.  Finally, add a recently published bestselling work of fiction by a world-class author and you’ll pass this question with flying colors.

Question 16         Tell me about a situation when your work was criticized.

TRAPS:  This is a tough question because it’s a more clever and subtle way to get you to admit to a weakness.  You can’t dodge it by pretending you’ve never been criticized.  Everybody has been.  Yet it can be quite damaging to start admitting potential faults and failures that you’d just as soon leave buried.

This question is also intended to probe how well you accept criticism and direction.

BEST ANSWERS:  Begin by emphasizing the extremely positive feedback you’ve gotten throughout your career and (if it’s true) that your performance reviews have been uniformly excellent.

Of course, no one is perfect and you always welcome suggestions on how to improve your performance.  Then, give an example of a not-too-damaging learning experience from early in your career and relate the ways this lesson has since helped you.  This demonstrates that you learned from the experience and the lesson is now one of the strongest breastplates in your suit of armor.

If you are pressed for a criticism from a recent position, choose something fairly trivial that in no way is essential to your successful performance.  Add that you’ve learned from this, too, and over the past several years/months, it’s no longer an area of concern because you now make it a regular practice to…etc.

Another way to answer this question would be to describe your intention to broaden your master of an area of growing importance in your field.  For example, this might be a computer program you’ve been meaning to sit down and learn… a new management technique you’ve read about…or perhaps attending a seminar on some cutting-edge branch of your profession.

Again, the key is to focus on something not essential to your brilliant performance but which adds yet another dimension to your already impressive knowledge base.

Question 17         What are your outside interests?

TRAPS:  You want to be a well-rounded, not a drone.  But your potential employer would be even more turned off if he suspects that your heavy extracurricular load will interfere with your commitment to your work duties.

BEST ANSWERS:  Try to gauge how this company’s culture would look upon your favorite outside activities and be guided accordingly.

You can also use this question to shatter any stereotypes that could limit your chances.  If you’re over 50, for example, describe your activities that demonstrate physical stamina.  If you’re young, mention an activity that connotes wisdom and institutional trust, such as serving on the board of a popular charity.

But above all, remember that your employer is hiring your for what you can do for him, not your family, yourself or outside organizations, no matter how admirable those activities may be.

Question 18         The “Fatal Flaw” question

TRAPS:  If an interviewer has read your resume carefully, he may try to zero in on a “fatal flaw” of your candidacy, perhaps that you don’t have a college degree…you’ve been out of the job market for some time…you never earned your CPA, etc.

A fatal flaw question can be deadly, but usually only if you respond by being overly defensive.

BEST ANSWERS:  As every master salesperson knows, you will encounter objections (whether stated or merely thought) in every sale.  They’re part and parcel of the buyer’s anxiety.  The key is not to exacerbate the buyer’s anxiety but diminish it.  Here’s how…

Whenever you come up against a fatal flaw question:

1.                  Be completely honest, open and straightforward about admitting the shortcoming.  (Showing you have nothing to hide diminishes the buyer’s anxiety.)

2.                  Do not apologize or try to explain it away.  You know that this supposed flaw is nothing to be concerned about, and this is the attitude you want your interviewer to adopt as well.

3.                  Add that as desirable as such a qualification might be, its lack has made you work all the harder throughout your career and has not prevented you from compiling an outstanding tack record of achievements.  You might even give examples of how, through a relentless commitment to excellence, you have consistently outperformed those who do have this qualification.

Of course, the ultimate way to handle “fatal flaw” questions is to prevent them from arising in the first place.  You will do that by following the master strategy described in Question 1, i.e., uncovering the employers needs and them matching your qualifications to those needs.

Once you’ve gotten the employer to start talking about his most urgently-felt wants and goals for the position, and then help him see in step-by-step fashion how perfectly your background and achievements match up with those needs, you’re going to have one very enthusiastic interviewer on your hands, one who is no longer looking for “fatal flaws”.

Question 19         How do you feel about reporting to a younger person (minority, woman, etc)?

TRAPS:  It’s a shame that some interviewers feel the need to ask this question, but many understand the reality that prejudices still exist among some job candidates, and it’s better to try to flush them out beforehand.

The trap here is that in today’s politically sensitized environment, even a well-intentioned answer can result in planting your foot neatly in your mouth.  Avoid anything which smacks of a patronizing or an insensitive attitude, such as “I think they make terrific bosses” or “Hey, some of my best friends are…”

Of course, since almost anyone with an IQ above room temperature will at least try to steadfastly affirm the right answer here, your interviewer will be judging your sincerity most of all.  “Do you really feel that way?” is what he or she will be wondering.

So you must make your answer believable and not just automatic.  If the firm is wise enough to have promoted peopled on the basis of ability alone, they’re likely quite proud of it, and prefer to hire others who will wholeheartedly share their strong sense of fair play.

BEST ANSWER:  You greatly admire a company that hires and promotes on merit alone and you couldn’t agree more with that philosophy.  The age (gender, race, etc.) of the person you report to would certainly make no difference to you.

Whoever has that position has obviously earned it and knows their job well.  Both the person and the position are fully deserving of respect.  You believe that all people in a company, from the receptionist to the Chairman, work best when their abilities, efforts and feelings are respected and rewarded fairly, and that includes you.  That’s the best type of work environment you can hope to find.

Question 20         On confidential matters…

TRAPS:  When an interviewer presses you to reveal confidential information about a present or former employer, you may feel it’s a no-win situation.  If you cooperate, you could be judged untrustworthy.  If you don’t, you may irritate the interviewer and seem obstinate, uncooperative or overly suspicious.

BEST ANSWER:  Your interviewer may press you for this information for two reasons.

First, many companies use interviews to research the competition.  It’s a perfect set-up.  Here in their own lair, is an insider from the enemy camp who can reveal prized information on the competition’s plans, research, financial condition, etc.

Second, the company may be testing your integrity to see if you can be cajoled or bullied into revealing confidential data.

What to do?  The answer here is easy.  Never reveal anything truly confidential about a present or former employer.  By all means, explain your reticence diplomatically.  For example, “I certainly want to be as open as I can about that.  But I also wish to respect the rights of those who have trusted me with their most sensitive information, just as you would hope to be able to trust any of your key people when talking with a competitor…”

And certainly you can allude to your finest achievements in specific ways that don’t reveal the combination to the company safe.

But be guided by the golden rule.  If you were the owner of your present company, would you feel it ethically wrong for the information to be given to your competitors?  If so, steadfastly refuse to reveal it.

Remember that this question pits your desire to be cooperative against your integrity.  Faced with any such choice, always choose integrity.  It is a far more valuable commodity than whatever information the company may pry from you.  Moreover, once you surrender the information, your stock goes down.  They will surely lose respect for you.

One President we know always presses candidates unmercifully for confidential information. If he doesn’t get it, he grows visibly annoyed, relentlessly inquisitive,  It’s all an act.  He couldn’t care less about the information. This is his way of testing the candidate’s moral fiber.  Only those who hold fast are hired.

Question 1           Tell me about yourself.

TRAPS:  Beware, about 80% of all interviews begin with this “innocent” question. Many candidates, unprepared for the question, skewer themselves by rambling, recapping their life story, delving into ancient work history or personal matters.

BEST ANSWER:  Start with the present and tell why you are well qualified for the position. Remember that the key to all successful interviewing is to match your qualifications to what the interviewer is looking for. In other words you must sell what the buyer is buying. This is the single most important strategy in job hunting.

So, before you answer this or any question it's imperative that you try to uncover your interviewer's greatest need, want, problem or goal.

To do so, make you take these two steps:

1.      Do all the homework you can before the interview to uncover this person's wants and needs (not the generalized needs of the industry or company)

2.      As early as you can in the interview, ask for a more complete description of what the position entails.  You might say: “I have a number of accomplishments I'd like to tell you about, but I want to make the best use of our time together and talk directly to your needs. To help me do, that, could you tell me more about the most important priorities of this position?  All I know is what I (heard from the recruiter, read in the classified ad, etc.)”

 Then, ALWAYS follow-up with a second and possibly, third question, to draw out his needs even more. Surprisingly, it's usually this second or third question that unearths what the interviewer is most looking for.

You might ask simply, "And in addition to that?..." or, "Is there anything else you see as essential to success in this position?:

This process will not feel easy or natural at first, because it is easier simply to answer questions, but only if you uncover the employer's wants and needs will your answers make the most sense. Practice asking these key questions before giving your answers, the process will feel more natural and you will be light years ahead of the other job candidates you're competing with.

After uncovering what the employer is looking for, describe why the needs of this job bear striking parallels to tasks you've succeeded at before. Be sure to illustrate with specific examples of your responsibilities and especially your achievements, all of which are geared to present yourself as a perfect match for the needs he has just described.

Question 2           What are your greatest strengths?

TRAPS:  This question seems like a softball lob, but be prepared. You don't want to come across as egotistical or arrogant. Neither is this a time to be humble.

BEST ANSWER:  You know that your key strategy is to first uncover your interviewer's greatest wants and needs before you answer questions. And from Question 1, you know how to do this.

Prior to any interview, you should have a list mentally prepared of your greatest strengths. You should also have, a specific example or two, which illustrates each strength, an example chosen from your most recent and most impressive achievements.

You should, have this list of your greatest strengths and corresponding examples from your achievements so well committed to memory that you can recite them cold after being shaken awake at 2:30AM.

Then, once you uncover your interviewer's greatest wants and needs, you can choose those achievements from your list that best match up.

As a general guideline, the 10 most desirable traits that all employers love to see in their employees are:

1.                  A proven track record as an achiever...especially if your achievements match up with the employer's greatest wants and needs.

2.                  Intelligence...management "savvy".

3.                  Honesty...integrity...a decent human being.

4.                  Good fit with corporate culture...someone to feel comfortable with...a team player who meshes well with interviewer's team.

5.                  Likeability...positive attitude...sense of humor.

6.                  Good communication skills.

7.                  Dedication...willingness to walk the extra mile to achieve excellence.

8.                  Definiteness of purpose...clear goals.

9.                  Enthusiasm...high level of motivation.

10.              Confident...healthy...a leader.

Question 3           What are your greatest weaknesses?

TRAPS:  Beware - this is an eliminator question, designed to shorten the candidate list. Any admission of a weakness or fault will earn you an “A” for honesty, but an “F” for the interview.

PASSABLE ANSWER:  Disguise a strength as a weakness.

Example: “I sometimes push my people too hard.  I like to work with a sense of urgency and everyone is not always on the same wavelength.”

Drawback:  This strategy is better than admitting a flaw, but it's so widely used, it is transparent to any experienced interviewer.

BEST ANSWER:  (and another reason it's so important to get a thorough description of your interviewer's needs before you answer questions): Assure the interviewer that you can think of nothing that would stand in the way of your performing in this position with excellence. Then, quickly review you strongest qualifications.

Example:  “Nobody's perfect, but based on what you've told me about this position, I believe I' d make an outstanding match. I know that when I hire people, I look for two things most of all. Do they have the qualifications to do the job well, and the motivation to do it well?  Everything in my background shows I have both the qualifications and a strong desire to achieve excellence in whatever I take on. So I can say in all honesty that I see nothing that would cause you even a small concern about my ability or my strong desire to perform this job with excellence.”

Alternate strategy (if you don't yet know enough about the position to talk about such a perfect fit):
Instead of confessing a weakness, describe what you like most and like least, making sure that what you like most matches up with the most important qualification for success in the position, and what you like least is not essential.

Example:  Let's say you're applying for a teaching position. “If given a choice, I like to spend as much time as possible in front of my prospects selling, as opposed to shuffling paperwork back at the office.  Of course, I long ago learned the importance of filing paperwork properly, and I do it conscientiously. But what I really love to do is sell (if your interviewer were a sales manager, this should be music to his ears.)

Question 4           Tell me about something you did – or failed to do – that you now feel a little ashamed of.

TRAPS:  There are some questions your interviewer has no business asking, and this is one.  But while you may feel like answering, “none of your business,” naturally you can’t.  Some interviewers ask this question on the chance you admit to something, but if not, at least they’ll see how you think on your feet.

Some unprepared candidates, flustered by this question, unburden themselves of guilt from their personal life or career, perhaps expressing regrets regarding a parent, spouse, child, etc.  All such answers can be disastrous.

BEST ANSWER:  As with faults and weaknesses, never confess a regret.  But don’t seem as if you’re stonewalling either.

Best strategy:  Say you harbor no regrets, then add a principle or habit you practice regularly for healthy human relations.

Example:  Pause for reflection, as if the question never occurred to you.  Then say, “You know, I really can’t think of anything.”  (Pause again, then add): “I would add that as a general management principle, I’ve found that the best way to avoid regrets is to avoid causing them in the first place.  I practice one habit that helps me a great deal in this regard.  At the end of each day, I mentally review the day’s events and conversations to take a second look at the people and developments I’m involved with and do a doublecheck of what they’re likely to be feeling.  Sometimes I’ll see things that do need more follow-up, whether a pat on the back, or maybe a five minute chat in someone’s office to make sure we’re clear on things…whatever.”

“I also like to make each person feel like a member of an elite team, like the Boston Celtics or LA Lakers in their prime.  I’ve found that if you let each team member know you expect excellence in their performance…if you work hard to set an example yourself…and if you let people know you appreciate and respect their feelings, you wind up with a highly motivated group, a team that’s having fun at work because they’re striving for excellence rather than brooding over slights or regrets.”

Question 5           Why are you leaving (or did you leave) this position?

TRAPS:  Never badmouth your previous industry, company, board, boss, staff, employees or customers.  This rule is inviolable:  never be negative.  Any mud you hurl will only soil your suit.

Especially avoid words like “personality clash”, “didn’t get along”, or others which cast a shadow on your competence, integrity, or temperament.

BEST ANSWER:

(If you have a job presently)
If you’re not yet 100% committed to leaving your present post, don’t be afraid to say so.  Since you have a job, you are in a stronger position than someone who does not.  But don’t be coy either.  State honestly what you’d be hoping to find in a new spot.  Of course, as stated often before, you answer will all the stronger if you have already uncovered what this position is all about and you match your desires to it.

(If you do not presently have a job.)
Never lie about having been fired.  It’s unethical – and too easily checked.  But do try to deflect the reason from you personally.  If your firing was the result of a takeover, merger, division wide layoff, etc., so much the better.

But you should also do something totally unnatural that will demonstrate consummate professionalism.  Even if it hurts , describe your own firing – candidly, succinctly and without a trace of bitterness – from the company’s point-of-view, indicating that you could understand why it happened and you might have made the same decision yourself.

Your stature will rise immensely and, most important of all, you will show you are healed from the wounds inflicted by the firing.  You will enhance your image as first-class management material and stand head and shoulders above the legions of firing victims who, at the slightest provocation, zip open their shirts to expose their battle scars and decry the unfairness of it all.

For all prior positions:
Make sure you’ve prepared a brief reason for leaving.  Best reasons:  more money, opportunity, responsibility or growth.

Question 6           The “Silent Treatment”

TRAPS:  Beware – if you are unprepared for this question, you will probably not handle it right and possibly blow the interview.  Thank goodness most interviewers don’t employ it.  It’s normally used by those determined to see how you respond under stress.  Here’s how it works:

You answer an interviewer’s question and then, instead of asking another, he just stares at you in a deafening silence.

You wait, growing a bit uneasy, and there he sits, silent as Mt. Rushmore, as if he doesn’t believe what you’ve just said, or perhaps making you feel that you’ve unwittingly violated some cardinal rule of interview etiquette.

When you get this silent treatment after answering a particularly difficult question , such as “tell me about your weaknesses”, its intimidating effect can be most disquieting, even to polished job hunters.

Most unprepared candidates rush in to fill the void of silence, viewing prolonged, uncomfortable silences as an invitation to clear up the previous answer which has obviously caused some problem.  And that’s what they do – ramble on, sputtering more and more information, sometimes irrelevant and often damaging, because they are suddenly playing the role of someone who’s goofed and is now trying to recoup.  But since the candidate doesn’t know where or how he goofed, he just keeps talking, showing how flustered and confused he is by the interviewer’s unmovable silence.

BEST ANSWER:  Like a primitive tribal mask, the Silent Treatment loses all it power to frighten you once you refuse to be intimidated.  If your interviewer pulls it, keep quiet yourself for a while and then ask, with sincere politeness and not a trace of sarcasm, “Is there anything else I can fill in on that point?”  That’s all there is to it.

Whatever you do, don’t let the Silent Treatment intimidate you into talking a blue streak, because you could easily talk yourself out of the position.

Question 7           Why should I hire you?

TRAPS:  Believe it or not, this is a killer question because so many candidates are unprepared for it.  If you stammer or adlib you’ve blown it.

BEST ANSWER:  By now you can see how critical it is to apply the overall strategy of uncovering the employer’s needs before you answer questions.  If you know the employer’s greatest needs and desires, this question will give you a big leg up over other candidates because you will give him better reasons for hiring you than anyone else is likely to…reasons tied directly to his needs.

Whether your interviewer asks you this question explicitly or not, this is the most important question of your interview because he must answer this question favorably in is own mind before you will be hired.  So help him out!  Walk through each of the position’s requirements as you understand them, and follow each with a reason why you meet that requirement so well.

Example:  “As I understand your needs, you are first and foremost looking for someone who can manage the sales and marketing of your book publishing division.  As you’ve said you need someone with a strong background in trade book sales.  This is where I’ve spent almost all of my career, so I’ve chalked up 18 years of experience exactly in this area.  I believe that I know the right contacts, methods, principles, and successful management techniques as well as any person can in our industry.”

“You also need someone who can expand your book distribution channels. In my prior post, my innovative promotional ideas doubled, then tripled, the number of outlets selling our books.  I’m confident I can do the same for you.”

“You need someone to give a new shot in the arm to your mail order sales, someone who knows how to sell in space and direct mail media.  Here, too, I believe I have exactly the experience you need.  In the last five years, I’ve increased our mail order book sales from $600,000 to $2,800,000, and now we’re the country’s second leading marketer of scientific and medical books by mail.”  Etc., etc., etc.,

Every one of these selling “couplets” (his need matched by your qualifications) is a touchdown that runs up your score.  IT is your best opportunity to outsell your competition.

Question 8           Aren’t you overqualified for this position?

TRAPS:  The employer may be concerned that you’ll grow dissatisfied and leave.

BEST ANSWER:  As with any objection, don’t view this as a sign of imminent defeat.  It’s an invitation to teach the interviewer a new way to think about this situation, seeing advantages instead of drawbacks.

Example:  “I recognize the job market for what it is – a marketplace.  Like any marketplace, it’s subject to the laws of supply and demand.  So ‘overqualified’ can be a relative term, depending on how tight the job market is.  And right now, it’s very tight.  I understand and accept that.”

“I also believe that there could be very positive benefits for both of us in this match.”

“Because of my unusually strong experience in ________________ , I could start to contribute right away, perhaps much faster than someone who’d have to be brought along more slowly.”

“There’s also the value of all the training and years of experience that other companies have invested tens of thousands of dollars to give me.  You’d be getting all the value of that without having to pay an extra dime for it.  With someone who has yet to acquire that experience, he’d have to gain it on your nickel.”

“I could also help you in many things they don’t teach at the Harvard Business School.  For example…(how to hire, train, motivate, etc.)  When it comes to knowing how to work well with people and getting the most out of them, there’s just no substitute for what you learn over many years of front-line experience.  You company would gain all this, too.”

“From my side, there are strong benefits, as well.   Right now, I am unemployed.  I want to work, very much, and the position you have here is exactly what I love to do and am best at.  I’ll be happy doing this work and that’s what matters most to me, a lot more that money or title.”

“Most important, I’m looking to make a long term commitment in my career now. I’ve had enough of job-hunting and want a permanent spot at this point in my career.  I also know that if I perform this job with excellence, other opportunities cannot help but open up for me right here.  In time, I’ll find many other ways to help this company and in so doing, help myself.  I really am looking to make a long-term commitment.”

NOTE:  The main concern behind the “overqualified” question is that you will leave your new employer as soon as something better comes your way.  Anything you can say to demonstrate the sincerity of your commitment to the employer and reassure him that you’re looking to stay for the long-term will help you overcome this objection.

Question 9           Where do you see yourself five years from now?

TRAPS:  One reason interviewers ask this question is to see if you’re settling for this position, using it merely as a stopover until something better comes along.  Or they could be trying to gauge your level of ambition.

If you’re too specific, i.e., naming the promotions you someday hope to win, you’ll sound presumptuous.  If you’re too vague, you’ll seem rudderless.

BEST ANSWER:   Reassure your interviewer that you’re looking to make a long-term commitment…that this position entails exactly what you’re looking to do and what you do extremely well.  As for your future, you believe that if you perform each job at hand with excellence, future opportunities will take care of themselves.

Example:  “I am definitely interested in making a long-term commitment to my next position.  Judging by what you’ve told me about this position, it’s exactly what I’m looking for and what I am very well qualified to do.  In terms of my future career path, I’m confident that if I do my work with excellence, opportunities will inevitable open up for me.  It’s always been that way in my career, and I’m confident I’ll have similar opportunities here.”

Question 10         Describe your ideal company, location and job.

TRAPS:  This is often asked by an experienced interviewer who thinks you may be overqualified, but knows better than to show his hand by posing his objection directly.  So he’ll use this question instead, which often gets a candidate to reveal that, indeed, he or she is looking for something other than the position at hand.

BEST ANSWER:  The only right answer is to describe what this company is offering, being sure to make your answer believable with specific reasons, stated with sincerity, why each quality represented by this opportunity is attractive to you.

Remember that if you’re coming from a company that’s the leader in its field or from a glamorous or much admired company, industry, city or position, your interviewer and his company may well have an “Avis” complex.  That is, they may feel a bit defensive about being “second best” to the place you’re coming from, worried that you may consider them bush league.

This anxiety could well be there even though you’ve done nothing to inspire it. You must go out of your way to assuage such anxiety, even if it’s not expressed, by putting their virtues high on the list of exactly what you’re looking for, providing credible reason for wanting these qualities.

If you do not express genuine enthusiasm for the firm, its culture, location, industry, etc., you may fail to answer this “Avis” complex objection and, as a result, leave the interviewer suspecting that a hot shot like you, coming from a Fortune 500 company in New York, just wouldn’t be happy at an unknown manufacturer based in Topeka, Kansas.

Everyone is nervous on interviews. If you simply allow yourself to feel nervous, you'll do much better. Remember also that it's difficult for the interviewer as well.

In general, be upbeat and positive. Never be negative.

Rehearse your answers and time them. Never talk for more than 2 minutes straight.

Don't try to memorize answers word for word. Use the answers shown here as a guide only, and don't be afraid to include your own thoughts and words. To help you remember key concepts, jot down and review a few key words for each answer. Rehearse your answers frequently, and they will come to you naturally in interviews.

As you will read in the accompanying report, the single most important strategy in interviewing, as in all phases of your job search, is what we call: "The Greatest Executive Job Finding Secret."  And that is...

Find out what people want, than show them how you can help them get it.

Find out what an employer wants most in his or her ideal candidate, then show how you meet those qualifications.

In other words, you must match your abilities, with the needs of the employer. You must sell what the buyer is buying. To do that, before you know what to emphasize in your answers, you must find out what the buyer is buying... what he is looking for. And the best way to do that is to ask a few questions yourself.

You will see how to bring this off skillfully as you read the first two questions of this report. But regardless of how you accomplish it, you must remember this strategy above all: before blurting out your qualifications, you must get some idea of what the employer wants most. Once you know what he wants, you can then present your qualifications as the perfect “key” that fits the “lock” of that position.

·         Other important interview strategies:

·         Turn weaknesses into strengths (You'll see how to do this in a few moments.)

·         Think before you answer. A pause to collect your thoughts is a hallmark of a thoughtful person.

As a daily exercise, practice being more optimistic. For example, try putting a positive spin on events and situations you would normally regard as negative. This is not meant to turn you into a Pollyanna, but to sharpen your selling skills. The best salespeople, as well as the best liked interview candidates, come off as being naturally optimistic, "can do" people. You will dramatically raise your level of attractiveness by daily practicing to be more optimistic.

Be honest...never lie.

Keep an interview diary. Right after each interview note what you did right, what could have gone a little better, and what steps you should take next with this contact. Then take those steps. Don't be like the 95% of humanity who say they will follow up on something, but never do.

About the questions...

You might feel that the answers to the following questions are “canned”, and that they will seldom match up with the exact way you are asked the questions in actual interviews. The questions and answers are designed to be as specific and realistic as possible. But no preparation can anticipate thousands of possible variations on these questions. What's important is that you thoroughly familiarize yourself with the main strategies behind each answer. And it will be invaluable to you if you commit to memory a few key words that let you instantly call to mind your best answer to the various questions. If you do this, and follow the principles of successful interviewing presented here, you're going to do very well.

Good luck...and good job-hunting!

HYDROCARBON

Organic chemical compound of hydrogen and carbon whose densities, boiling points and freezing points increase as their molecular weights increase.  Both crude oil and natural gas are hydrocarbons.

INFILL DRILLING

The process of drilling additional wells in a producing field thereby reducing the spacing between wells.

INJECTION WELLS

Wells drilled near an oil well through which water, gas or compressed air is pumped for the purpose of forcing the oil up.

JOINT VENTURE

A joint venture is a partnership for a common purpose.  Two or more companies combine part of their property, money, effort, skill, and knowledge in a single enterprise, usually as a means of spreading the risk or to avoid duplication of costs.

JOINT VENTURE BILLING

The invoicing to the joint venture partners of costs and revenues associated with an AFE, producing well or producing area.

LEASE

A legal document executed between the land owner or lessor and another party as lessee, granting the right to explore the premises for minerals or other products.  Also applied to a tract of land undergoing mineral development on which a lease has been obtained.

LEASE RENTAL PAYMENTS

Annual payments to the lessor by the lessee in order to retain a lease.  A lease can be surrendered by simply not making the annual payment.  Lease rental payments on Crown leases must continue to be paid even after production begins.

LESSEE

The individual or company who negotiates a petroleum and natural gas lease with the beneficial owner of the rights.

LESSOR

The beneficial owner of petroleum and natural gas rights underlying a given area.

LIFTING COSTS

Expenses incurred in the field in the production of oil or gas from a well and include labour and materials, well servicing, trucking, overhead, utilities and district office expenses.

LOG

A continuous vertical recording of natural or induced electrical, radioactive or sonic impulses of the formations which can be interpreted to ascertain rock type, porosity, permeability, and fluid content in varying degrees of accuracy.

M.C.F.

Measure of volume for natural gas is MCF (one thousand cubic feet 1,000 ft.3).  The volume is usually measured at 14.65 p.s.i. and 60oF.

The metric unit-of-measure is the cubic meter (1 mcf=28.174m³).

MMCF=1,000 MCR or 1 million C.F.

BCF=1,000 MMCF or 1,000,000 MCF or 1 billion C.F.

MINERAL RIGHTS

The sub surface rights attached to a lease permitting the holder thereof to explore for a develop hydrocarbons deposits.  These rights can be segregated by depth and geological zones or formations.

MINERAL TAXES

Taxes paid to provincial governments on oil production from freehold leases.  The operator of the well usually pays these taxes to the government on behalf of the owner of the lease.  These taxes are computed by reference to the underlying proven mineral or petroleum deposits.

NATURAL GAS

A highly compressible, highly expansible mixture of hydrocarbons having a definite specific gravity and occurring naturally in a gaseous form.

NATURAL GAS LIQUIDS ("NGL")

A mixture of hydrocarbons and varying quantities of non-hydrocarbons that exist either in the gaseous phase or in solution with crude oil in natural underground reservoirs.  Gas that contains no by-products such as propane, butane, or pentanes plus is called Dry Gas.  Gas that contains propane, butane or pentanes plus is called Wet Gas.

NET PAY

The vertical thickness of the productive rock in a reservoir.

NET PROFITS INTEREST

A contract with a lessee requiring the lessee to pay a certain percentage of the net profits from the operation of the property.

NET REVENUE FROM A WELL

A share of production from a property, measured by gross proceeds from the operation of the property after deducting mineral taxes, royalties and regular operating costs.

NON-OPERATOR

A party that has an interest in a well, but is not the operator.  They are billed by the operator for their share of costs and receive revenue statements and cheques for their share of production.

OFFSET WELL

Well location adjoining another well site.

OFFSHORE DRILLING

Drilling for petroleum in the waters of a sea, ocean or large lake.  Drilling platforms for offshore operations may be mobile, floating units with submersible bases, or permanent structures that are used as production platforms when drilling is completed.

OIL & GAS RIGHTS

The rights acquired from the Crown or a Freeholder to explore for and produce oil and gas from beneath its lands.

OILFIELD

A loosely defined term referring to an area where oil is found. May include the oil reservoir, the surface and wells, and production equipment.

OPERATOR

The person, whether proprietor or lessee, actually operating the well.  Generally the oil company by whom the drilling contractor is engaged.

OVERRIDING ROYALTY

Any royalty over and above that originally running to the land owner is usually described as an overriding royalty.  An example is a gross overriding royalty paid to the farmer, who farmed out the producing property, and who was leasing the land from a third party, the land owner.

PAYOUT

That time when all the costs incurred in drilling a well (or project) have been paid back out of the net operating revenue from a well (or project).  Most farmin/farmout agreements contain a payout conversion clause; at payout the farmor has the right to convert his overriding royalty to a working interest.

PERFORATE

To pierce holes through casing within an oil or gas-bearing formation by means of a perforating gun lowered down the hole and fired electrically from the surface.  The perforations permit production from a formation.

PERMEABILITY

Ability of a porous rock to transmit fluid through its pore spaces.  A rock may be highly porous and yet impermeable if it has no inter-connection pore network (communication).

PETROCHEMICALS

Chemicals manufactured from petroleum and natural gas, or from raw materials derived from petroleum and natural gas.

PETROLEUM

Oil or gas obtained from the rocks of the earth, usually by drilling down into a reservoir rock and piping them to the surface.

PLAY

An oil or gas prospect.

POOL

A natural underground reservoir containing or appearing to contain an accumulation of oil or gas or both separated or appearing to be separated from any other such accumulation.

POOLING

Pooling is the joining of small tracts of land for the purpose of allowing a well permit to be granted under applicable spacing rules.

POROSITY

Volume of pore spaces between mineral gains expressed as a percentage of the total rock volume.  Thus porosity measures the capacity of the rock to hold oil, gas or water.

PRIMARY RECOVERY

Recovery of oil and gas using natural reservoir pressure or mechanical lifting devices.

PROBABLE RESERVES

Recoverable reserves interpreted to exist with reasonable certainty on the basis of geological, geophysical or similar information.

PRODUCTION INCOME

Production income is defined as gross production revenues less royalties, mineral taxes, lifting costs plus any phantom incomes.

PRODUCTION MONTH

The month in which a physical event occurs relating to drilling and production activity.  This is recognized in the recording of the data for financial purposes.

PROVED DEVELOPED RESERVE

Estimates of what is recoverable from existing wells with existing facilities from open, producing pay zones.

PROVED UNDEVELOPED RESERVES

Estimates of what is recoverable through new wells on un-drilled acreage, deepening existing wells, or secondary recovery methods.

PROVEN RESERVES

Reserves specifically proven by drilling, testing or production which are recoverable under present and anticipated economic conditions using current technology.

RATE OF TIME

The average daily rate of production of natural gas related to the volume of initial established reserves assigned to the reservoir or reservoirs from which that production is obtained.  For example, 1:7300 means one million standard cubic feet per day of production for each block of 7300 million standard cubic feet of initial established reserves.

RECLAMATION

The restoration of land to its original condition by regrading contours and replanting after the land has been mined, drilled, or otherwise has undergone alteration from its original state.

RE-COMPLETION

Work on a well to re-complete it in a different formation, either deeper or shallower than originally completed (see workover for the distinction).

RECOVERABLE RESERVES

That portion of reserves of oil and natural gas in place which are estimated to be capable of being produced.

RECOVERY

        Enhanced          A general term for the incremental volume of crude oil and natural gas recoverable over the volume recoverable by natural depletion processes only.  Enhanced recovery is the sum of secondary and tertiary recovery

         Pools              In gas pools, the fraction of the in-place reserves of gas expected to be recovered under the subsisting recovery mechanism

         Primary           The volume of crude oil and natural gas recoverable by natural depletion processes only

         Secondary     The incremental volume of crude oil and natural gas recoverable by conventional water flooding pressure maintenance or cycling

         Tertiary           The incremental volume of crude oil and natural gas recoverable by process after or in lieu of conventional water flooding, pressure maintenance or cycling.  A tertiary recovery process may be implemented without a preceding secondary recovery scheme

RESERVES

Proven Reserves

These reserves estimated as recoverable under current technology and existing economic conditions, from that portion of a reservoir which can be reasonably evaluated as economically productive on the basis of analysis of drilling, geological, geophysical and engineering data, including the reserves to be obtained by enhanced recovery processes demonstrated to be economic and technically successful in the subject reservoir.

Proven Producing Reserves

Those proved reserves that are actually on production or, if not producing, that could be recovered from existing wells or facilities and where the reasons fore the current non-producing status is the choice of the owner rather than the lack of markets or some other reason.  An illustration of such a situation is where a well or zone is capable but is shut-in because its deliverability is not required to meet contract commitments.

Proven Non-Producing Reserves

Those proved reserves that are not currently producing either due to lack of facilities and/or markets.

Probable Additional Reserves

Those reserves which analysis of drilling, geological, geophysical and engineering data does not demonstrate to be proved under current technology and existing economic conditions, but where such analysis suggests the likelihood of their existence and future recovery.  Probably additional reserves to be obtained by the application of enhanced recovery processes will be the increased recovery over and above that estimated in the proved category which can be realistically estimated for the pool on the basis of enhanced recovery processes which can be reasonably expected to be instituted in the future.

REVISIONS

Changes in earlier estimates of proved reserves, except upward or downward, resulting from new information (except for an increase in proved acreage).  Revisions for a given year also include À increase in proved reserves associated with the successful installation of improved recovery technique and Á an amount which corrects the effect on proved reserves of the different between production for the previous year and actual production for that year.

RESEVOIR

Porous, permeable sedimentary rock structure or trap containing oil and/or gas.  A reservoir can contain more than one pool (accumulation of oil or gas).

RESOURCE ALLOWANCE

A deduction available in calculating income taxes equal to 25% of the taxpayers resource profits.  The deduction is allowed in lieu of any deduction for royalties paid to the Crown.

RIG

The derrick, drawworks and attendant surface equipment of a drilling or workover unit.

RIG RELEASE DATE

Usually the date that the rig has finished drilling to the contract depth.  After this date the operator does not have control over the rig.

ROAD ALLOWANCE

The Province of Saskatchewan has deemed that 1.88% of all production comes from reserves under road allowances in Saskatchewan.  A net 1% royalty is payable to the crown.

ROTARY DRILLING

Method of drilling in which the drill pipe is rotated in order to rotate the bit.

ROYALTY

The part of the oil or gas paid to the land owner or to one who has acquired possession of the royalty rights.  The amount paid by the lessee or operator to the owner of the property worked (ordinarily 1/8 to the original owner of freehold leases).  A royalty right can be bought and sold independent of surface rights.  Any royalty over the above that originally running to the land owner is usually termed overriding royalty.

SEISMOGRAPH

A device for detecting vibrations in the earth.  It is used in prospecting for possible oil-bearing structures.  In this application vibrations are created by discharging explosives in shallow bore holes.  The nature and velocity of the vibrations as recorded by the seismograph indicate the general nature of the section of earth through which the vibrations pass.

SHOOTING

The term "shooting" is used in connection with geophysical work to describe the process of exploding charges of dynamite at various locations and observing its effect with seismographic instruments for the purpose of discovering the nature of the underlying formations.

SHRINKAGE FACTOR (OIL)

The volume occupied by one cubic meter of oil from a pool, measured at standard conditions after flash gas liberation consistent with the surface separation process, as a ratio of the volume occupied by the same oil and gas at the pressure and temperature of a pool upon discovery.

SHUT-DOWN WELL

A term denoting a well on which work has been temporarily stopped.

SPUD DATE

The date that the bit first touches the ground in the drilling operations.

STEP-OUT WELL

A step-out well is a well drilled adjacent to a proven well but located in an unproven area in an effort to ascertain the extent and boundaries of a producing formation.

TANGIBLES

The physical assets associated with producing petroleum and natural gas properties (i.e. pumpjacks, storage tanks, flow lines, processing and gathering facilities).

TAKE-IN-KIND ("T.I.K")

Non-operators market their share of petroleum and natural gas production directly, rather than rely on the operator of the producing property to act in this capacity on their behalf.

TAKE-OR-PAY

The amount of gas a buyer must either take and pay for, or pay for now and take delivery in the future.

UNDEVELOPED LAND

Land owned by a company which, to date, has no proven or probable reserves; the land may have dry holes on it.

UNITIZATION

A term denoting a common operation of separately owned producing leases in an oil or gas pool or reservoir.  A legal process which defines operatorship, ownership, working interest, royalties, etc.  and provides for more economical operation and subsequent secondary recovery.

WATER INJECTION

Pumping of water into a reservoir to establish production pressure.

WATERFLOOD

The increase in recovery from a pool through replacement of produced fluid with water.  A pattern is usually formed with injection wells surrounded by producing wells.  This process re-pressures the reservoir and displaces oil otherwise unrecoverable to producers.

WELL LOGGING

Recording information about subsurface geological formations; method includes records (logs) kept by the driller, mud and cutting analysis, core analysis, drill stem tests, electric and radioactivity procedures.

WELL LOG

The well log is a record covering the principal changes in the various formations encountered from the surface to the bottom of the hole, including casing points, water sands, sands showing indications of oil, gas or other unusual material.

WELLHEAD

The equipment used to maintain surface control of a well.  It is formed of the casing head, tubing head, and christmas tree.  Also, it refers to various parameters as they exist at the wellhead, such as wellhead pressure, wellhead price of oil, etc.

WET GAS

A gas containing a relatively high proportion of hydrocarbons which can be separated in liquid form.

WILDCAT

See exploratory well.

WORKING INTEREST

The percentage interests in a lease or well which carries with it the rights and obligations to develop and operate an oil or gas property.

The operating interest under an oil and gas lease entitling the holder, at his expense, to conduct drilling and production operations on the leased property and to receive the net revenues from such operations.

WORKOVER

To perform one or more of a variety of remedial operations on a producing well with the hope of restoring or increasing production.  Examples of workover operations are deepending, plugging back, pulling and resetting the liner, squeeze cementing, shooting and acidizing.

ABANDON

Term used when production is stopped from a well that is depleted and no longer capable of producing profitably. A well may also be abandoned after it has been determined that it will not produce.

ACCOUNTING DATABASES

The five databases which drive the financial accounting system consist of ¶ Divisions of Interest · Vendors ¸ Authorizations for Expenditures ¹ Cost Centres º Chart of Accounts.

ACCOUNTING MONTH

The month in which financial and production data is input into the accounting system.  This data can also be assigned a production month prior to or subsequent to the accounting month in which it is entered.

ACIDIZING

Treatment of oil-bearing limestone or carbonate formations with a solution of hydrochloric acid and other chemicals to increase production.  The acid is forced under pressure into the formation where it enlarges the flow channels by dissolving the limestones.

AFTER PAYOUT ("A.P.O.")

The point in time when the capital costs of drilling a well have been recovered from the net revenues generated by production from that well.  Generally a change in working interest is triggered by reaching the status of After Payout.

AREA OF MUTUAL INTEREST AGREEMENT ("A.M.I.")

An area designated, under an agreement for a period of time, around a well being drilled by two or more parties within which each party has the right to participate in any new drilling activities or land acquisitions of the other.

ASSIGNMENT AND NOVATION AGREEMENT

A contract between a vendor and purchaser to transfer the ownership of the mineral rights as set out in the legal land description of the lease agreement.

AUTHORIZATION FOR EXPENDITURE ("AFE")

Capital budget prepared by the operator's engineers of the projected costs of drilling the well both dry and successful.  If there are other working interests, each partner in the well must sign the AFE before drilling begins.

BACK-IN

The conversion of a (smaller) cost-free interest to a (larger) working interest in a well, normally occurring when the original capital investment in the well has been returned (at payout).

BARREL OF OIL EQUIVALENT ("BOE")

A standard of unit of measure whereby gas and NGL's are converted to an equivalent barrel of oil based on either their heat content or economic value.

BATTERY

Series of stills, tanks, wells or boilers set in continuous masonry, or set separately, but operated by means of common connections.  Wells in a battery are reported on an S-1 and S-2 production report (new forms are G-1 and G-2).

BEFORE PAYOUT ("B.P.O.")

The period of time when the capital costs of drilling a well are being recovered from the net revenues generated by production from that well.

BLOWOUT

An uncontrolled flow of gas, oil and other well fluids from a well to the atmosphere during the drilling of a well.  A well blows out when the formation pressure exceeds the pressure being applied to it by the column of drilling fluid.

BLOWOUT PREVENTOR ("BOP")

Hydraulically or mechanically operated high pressure values installed at the wellhead for the purpose of controlling pressures in the annular space between the casing and drill pipe, or in an open hole during drilling and completion operations to control pressure within the well.

BONUS

The amount which is usually paid by the lessee to the lessor as consideration for making the lease is commonly referred to as a "bonus".  The bonus is paid on a once-only basis in order to acquire the P&NG lease.  Bonus bids for crown leases are paid to the Provincial Treasurer and the highest bid acquires the lease.

BREAKOUT

Act of unscrewing one section of pipe from another section, especially in the case of drill pipe while it is being withdrawn from the well bore.

BRING IN A WELL

The act of completing and brining it into actual production status.  A well is considered complete when it has been acidized, fractured and the christmas tree or wellhead has been installed.

CAPITAL COSTS

Expenditures made in order to bring in a well to completion or plugged if D&A, such as surface and petroleum and natural gas lease acquisition costs, intangible drilling and completion costs, tangible drilling costs and production equipment.

CAPPED WELL

A well capable of production but lacking wellhead installations and a pipeline connection.

CARRIED INTEREST OR NET EARNED INTEREST

The term "carried interest", as usually used in the oil and gas industry, refers in a broad sense to situations wherein an oil and gas venture must "pay out" (i.e. all drilling, developing and operating costs must be recovered out of production) before the owner of the carried interest receives any proceeds from the venture.  A common type of carried interest is created where the owner of an undivided share in the working interest under a lease agrees to advance all funds for costs of drilling, developing and operating the property to which the lease applies.  In such a situation, the owner or owners of the other undivided shares in the working interest become "carried interests".  The person advancing the funds (operator) is said to be "carrying" the other interests in that their respective pro rata shares of the costs of drilling, developing, and operating the property are paid by him and are recoverable by him solely out of their respective pro rata shares of proceeds from oil and gas production.

CASH CALLS

Money requested in advance by operator from participants in a well for capital costs.

CASING

Steel pipe threaded together and cemented into a well as drilling progresses to prevent the wall of the hold caving in during drilling and to provide a means of extracting oil and gas if the well is productive.

CASING POINT

After the casing has been cemented, but before production tubing has been installed.

CEMENTING

The application of a liquid slurry of cement and water to various points in an oil well, inside or outside the casing.  Primary cementing refers to the cementing operation which takes place immediately after the casing has been run into the hole, and which provides a protective sheath around the casing, segregates the production formation, and prevents the migration of undesirable fluids.

CHRISTMAS TREE

Valves, pipes and fittings assembled at the top of a completed well to control the flow of oil and gas.

COMPLETE A WELL

Finish the work on a well and bring it to a productive state.  Acidizing and fracing are examples of well completion processes.

COMPRESSOR

A devise that raises the pressure of a compressible fluid, such as air or gas.  Compressors create a pressure differential in order to move or compress a vapor or a gas, consuming power in the process.  Compressors may be used in a gas processing plant, for water injection and recovery enhancement, or on pipeline transmission systems.

CORE

Cylindrical sample of rock taken from a formation for purposes of examination and analysis.

CORE ANALYSIS

A study of the core in a laboratory to determine the following properties of the formation form which the core was taken:  porosity, permeability, fluid content, angle of dip, geological age, lithology, and probable productivity.

CONVENTIONAL

With reference to natural gas reservoirs or production form them ¾ those reservoirs from which natural gas will flow in commercial quantities without application of any technology other than that usually associated with gas well completion; the production from such reservoirs.

D&A

Drilling and abandoned is a term used to describe a well that is found to be dry, then plugged and abandoned.

DAILY CONTACT QUANTITY

The average daily rate of take specified in a contract negotiated between a gas supplier and a gas purchaser.

DAY WORK CONTRACT

A drilling contract in which the drilling contractor charges a daily rate for each day the rig is on site from spud to release date.

DAILY LEASE RENTALS

Amounts paid to the lessee to the lessor for deferring the time within which drilling operations must be commenced.

DECLINE RATE

The rate at which a well's production declines due to natural and sometimes man-introduced forces.  Expressed in percent per year.

DEPLETION

Refers to consumption of natural resources which are part of a company's assets.  Producing oil, mining, gas and timber companies deal in products that cannot be replenished and, as such, are known as "wasting assets".  The recording of depletion is a bookkeeping entry similar to depreciation and does not involve the expenditure of cash.  The amount charged to expense in the company's financial statements which relates to depletable assets that have been capitalized.  This is not the earned depletion allowance calculated for income tax purposes.

DERRICK

Load-bearing, tower-like framework over an oil or gas well which holds the hoisting and lowering equipment used to drill a well.

DEVELOPMENT WELL

A well drilled within a proven field or area for the purpose of completing the desired pattern of production.

DIRECTIONAL DRILLING

A drilling operation in which the well is intentionally diverted from vertical through the use of shipstocks.  Directional drilling is resorted to in instances in which the proposed well location falls on a restricted building site, under a river or along a seacoast where the location of drilling equipment is economically impossible.  The rig is placed as near the location as possible and the hole is drilled at an angle to the  petroleum-bearing formation.

DISCOVERY WELL

An exploratory well which discovers a new oil or gas field.

DIVISION OF INTEREST ("DOI")

The identification of all joint interest partners in a cost centre or AFE who will participate in the sharing of costs and revenues.  The DOI's are recorded in one of the primary databases key to the financial accounting system.

DOWN TIME

When rig operations are temporarily suspended to effect repairs, maintenance or waiting on supplies.

DRILL STEM TEST

Conventional method of testing a formation to determine its potential productivity before installing production casing in a well.  A testing tool is attached  to the bottom of the drill pipe and placed opposite the formation to be tested which has been isolated by placing packers above and below the formation.  Fluids in the formation are allowed to flow up through the drill pipe, enabling measurement of the rate and volume of flow, as well as sampling of fluids at the surface.

DRILL PIPE

Steel pipe, usually in 9.14 metre or 30 foot lengths, screwed together to form a continuous pipe extending from the drilling rig to the drilling bit at the bottom of the hole.  Rotation of the drill pipe and bit causes the bit to bore through the rock.

DRILL STRING (or DRILLING STRING)

String of individual joints of pipe that extends from the kelly to the bit..  It carries the mud down to the bit and also rotates the bit.

DRILLER

An employee directly in charge of a particular crew as opposed to a toolpusher who is in charge of all crews on a rig.  Operations of the drilling and hoisting equipment constitute his main duties.

DRILLING DEPOSITS

Deposits must be held by provincial governments on behalf of companies drilling in the province, to ensure that the oil company can fulfill its responsibility in proper drilling operations.  The deposits usually are in the form of government bonds.  Interest is earned on these bonds and is remitted to the oil company periodically.

DRILLING FLUIDS

Liquid, usually composed of clay and water, which is circulated through the well bore during rotary drilling.  Rock cuttings from the bottom of the well bore are brought to the surface in the drilling fluid, which is also called "mud". The composition and pressure of the drilling fluid helps control down-hole pressures.  Drilling fluid also lubricates the bit.

DRILLING FUNDS

A form of venture capital in the oil and gas industry.  These funds enable individuals to invest in the oil industry and to claim all of the deductions normally available to oil companies.  The individuals usually form a limited partnership.  A general partner, usually a limited company, administers the funds and enters into joint venture activities.  The partnership then obtains a working interest in several wells, and shares in all of the revenues and deductions relating to the working interest in those wells.

DRY HOLE

Generally refers to any well that does not produce oil or gas commercial quantities. Sometimes called a "duster".

DUAL COMPLETION

The completion of a well in two separate producing formations which are produced separately and concurrently.

EASEMENT

A right that one may have on another loan.  In the petroleum industry usually it refers to the right given by the landowner for a pipeline to be laid across his land.

EQUIPPING

Preparation of a well for production.  Equipment typically includes such items as a pump-jack, bottom-hole pump, motor, rods, storage tanks, and valves and fittings.

EQUIVALENT BARRELS

Natural gas reserves are converted to equivalent barrels of oil, based on the equivalence of MCF's to barrels in BTU's (British Thermal Unit).

EXPLORATORY WELL (or EXPLORATION WELL)

Well drilled in unproven territory.  Also called a wildcat.

FARMIN

When one company drills wells or performs other activity on another company's lease in order to earn an interest in or acquire that lease.

FARMOUT

An arrangement under which a portion of an interest in petroleum and natural gas rights is assigned in consideration for the assignee agreeing to explore or drill (and perhaps equip) one well or several wells at his sole expense; subsequent development and equipment cost, if any, and income and operating expenses are shaped by participants on an agreed basis.

FIELD

An area consisting of a single reservoir or multiple reservoirs all grouped into one geological feature.

FLOW TANK

A tank in which the oil is run from the well and in which the gas and water may separate from the oil when the separator is not used.

FOOTAGE CONTRACT

Drilling contract where the contractor agrees to drill a well to target depth for an agreed amount per foot.

FRACTURING (FRACING)

Method of stimulating production by increasing the permeability of the producing formation.  Under extremely high hydraulic pressure, a fluid such as distillate, diesel fuel, crude oil, dilute hydrochloric acid, water, or kerosene is pumped downward through production tubing or drill pipe and forced out below a packer or between two packers.  The pressure causes cracks to open in the formation, and the fluid penetrates the formation through the cracks.  Propping agents (such as sand grains, aluminum pellets, walnut shells, or similar materials) are carried in suspension by the fluid into the cracks.  When the pressure is released at the surface, the fracturing fluid returns leaving the propping agent in the formation.  The cracks partially close on the propping agent, leaving channels for oil and gas to flow around them to the well.

FREEHOLD LEASE

An agreement with an individual which provides for the petroleum and natural gas rights underlying a given area.

FREEHOLD ROYALTY

A royalty based on production paid to the owner (anyone other than the crown) of the producing lease.

GAS PLANT

Processing plant for the extraction of liquid hydrocarbons, sulphur, etc. from wet gas, and for the production of residue gas.

GATHERING LINES OF GATHERING SYSTEM

Pipes connecting production tanks at oil wells with truck pipe lines.  In natural and casing-head systems, the lines that connect with the wells and carry the gas to the main pipe lines.

GAUGING TO MEASURE OIL PRODUCTION

A term which refers to measurement of oil in tanks.  This is generally done by means of a gauge line (steel tape).  To determine B.S.&W. in a tank it is necessary to chalk gauge line or thief rod.  These are, in general, two methods of gauging ¾ the "outage" method and the "innage" method.  In the outage method, oil contents are determined by gauging from the "benchmark" in the "gauge hatch" or top of the tank to the top of the oil.  The distance from the benchmark to the top of the oil is deducted from the tank height indicated on  the benchmark to arrive at the oil reading.  From this reading it is, of course, necessary to deduct the B.S.&W. reading to arrive at net oil contents of the tank.  In the innage method, oil in the tank is determined by dropping a plumb bob attached to a gauge line to the bottom of the tank.  Oil in the tank is then determined by the oil mark indicated on the gauge line.  The B.S.&W. reading is taken in the same manner as in the outage reading.  The reading recorded by gaugers are in feet and inches (generally down to an eighth-of-an-inch) are connected to barrels by means of tank tables.  The status of the tanks determines the number of times a tank is gauged in the course of a day (i.e. ordinarily, standing tanks are gauged once a day to obtain stock gauges whereas moving tanks may be gauged every hour in order to keep a close check on pumpings).

GEOLOGIST

Scientist whose duties consist of obtaining and interpreting data dealing with the earth's history and its life, especially as recorded in rocks.

GEOPHYSICAL PROSPECTING

A method of prospecting with delicate instruments which will detect sub-surface structures.  Torsion balance, seismograph and magnetometer are names of some of the instruments.

 Word of wisdom

Confidence: You have something to offer to this world. Even if your presentation is full of flaws, still the world will benefit.

Learn: Accept what you lack. Appreciate what others have and give them credit for it.

Pray: Krsna is the actual doer; you are nothing but an instrument in His hands. Therefore, pray to Him that He uses you. When He does, those who have the eyes to see will look at you with the deepest admiration, yet you will feel that you are totally undeserving.

Ambition: The determination to move mountains to make way for the devotees to progress towards the lotus feet of Krsna.

Honesty: Krsna is always watching you. He will correct you when you make mistakes and He will reward you as you deserve.

Sincerity: Although you are completely insignificant and Krsna is the Supreme Personality of Godhead, still He wants you to do something for Him. Therefore, try your best.

Sleep: How I sleep is not important, how I stay awake is what really matters.

Namaskar/Namokar Maha‑mantra

Namo Arihantanam

Namo Siddhanam

Namo Airiyanam

Namo Uvajjhayanam

Namo Loe Savva Sahunam

Eso Panch Namokaro

Savva Pava Panasano

Mangala Nancha Savvesim

Padhamam Havai Mangalam

Maitri Bhavana

Maitri Bhavanu Pavitra Zaranu,

Muj Haiya Ma Vahya Kare,

Shubh Thao Aa Sakal Vishvanu,

Evi Bhavana Nitya Rahe.

Gunathi Bharela Gunijana Dekhi,

Haivu Maru Nrutya Kare,

A Santo Na Charan Kamal Ma,

Muj Jivan No Ardhavya Rahe.

Din Krur Ne Dharma Vihona,

Dekhi Dilma Dard Rahe,

Karuna Bhini Ankho Mathi,

Ashruno Shubh Shrot Vahe.

Marg Bhulela Jivan Pathik Ne,

Marg Chindhava Ubho Rahu,

Kare Upexa A Marag Ni,

To Ye Samata Chitt Dharu.

Chitrabhanuni Dharma Bhavana,

Haiye Sau Manav Lave,

Ver Zer Na Paap Taji Ne,

Mangal Geeto Sau Gave.

Translation in English:

May the sacred stream of amity

flow forever in my heart.

May the universe prosper,

such is my cherished desire.

May my heart sing with ecstasy

at the sight of the virtuous.

May my life be

an offering at their feet.

May my heart bleed at the sight of

the wretched, the cruel, the irreligious.

May tears of compassion

flow from my eyes.

May I always be there to show the path

to the pathless wanderers of life.

Yet if they should not hearken to me,

may I bide in patience.

May the spirit of goodwill

enter all our hearts.

May we all sing in chorus

the immortal song of human concord.

v                    It is a psychological law , that whatever you desire to accomplish must 

v                    First be impressed upon your subconscious mind.

v                    Your thoughts can cause you to be rich or poor, loved or unloved, happy or Unhappy, attractive or unattractive, powerful or weak.

v                  Relentless, repetitive positive self talk is what will change your self image. 

v                  You can affect your subconscious mind with verbal repetition. 

v                  You'll find this constant repetition carries with it inevitable conviction.

v                  Anything that changes your values changes your behavior. 

v                  Think of yourself as becoming the person you want to be. 

v                  This self-suggestion will make you master of yourself.

v                  What you impress on your mind, you inevitably become.

v                  You can become anyone you want to be. Just think about it!