Etiquette in Handling the Promotion Interview

Etiquette in Handling the Promotion Interview

Handling the promotion interview

• Plan your approach

Try to establish who will be on the interviewing panel. Take into account the personalities of these people when thinking through your interview approach.

• Prepare your materials

Write out on a note card the major issues which you wish to discuss during the interview. You can count on one question being asked of you at the end of the interview: Do you have any questions which you would like to ask?

Consult your note card or your memory at this point and raise any outstanding issues.

If your job is one where drawings, documents or other materials might be of interest and help, have them with you and think ahead how you might use these resources. Do you need a stand, projector or other equipment? If so, be certain that suitable provision is made beforehand.

• Perform as calmly as possible

If calmness under interview conditions is not your strong suit, then relax.

During the interview, do not feel you have to blurt out an instantaneous answer to each question. There is considerable advantage in pausing for a few seconds, pondering the issue and then responding. Silence can be a powerful tool for the calm, composed and confident interviewee.

• Ponder your strength and weaknesses following the interview

Acquiring effective interviewing skills is a matter of experience. Rather than breathe a sigh of relief and forget the whole grueling experience, go back to your work place and make some notes about your strong and weak points during the interview. Review these notes prior to succeeding interviews. 

Enjoy!

Smiles, Susie

Interview- questions answered..

Vamp Media..

Susie Wilson is the Etiquette and Deportment trainer/coach for Miss World Australia.

Susie Wilson is the Etiquette and Deportment trainer/coach for Miss World Australia. We have just had the crowning gala event, and now she will work one on one with our newly crowned Miss World Australia Amber Greasley, in her preparation for the Miss World pageant in London November this year. Susie will travel with Amber to London. VAMP is also a sponsor for the Miss World Australia pageant.

Australia. We have just had the crowning gala event, and now she will work one on one with our newly crowned Miss World Australia Amber Greasley, in her preparation for the Miss World pageant in London November this year. Susie will travel with Amber to London. VAMP is also a sponsor for the Miss World Australia pageant.

http://www.vampcreations.com.au

etiquette [ˈɛtɪˌkɛt ˌɛtɪˈkɛt]

Noun

1.

etiquette - rules governing socially acceptable behavior prescript, rule - prescribed guide for conduct or action protocol - forms of ceremony and etiquette observed by diplomats and heads of state punctilio - a fine point of etiquette or petty formality

etiquette

noun good or proper behaviour, manners, rules, code, customs, convention, courtesy, usage,protocol, formalities, propriety, politeness, good manners, decorum, civility, politesse, p's and q's, polite behaviour a breach of the rules of diplomatic etiquette

What is the definition of etiquette? Etiquette has to do with good manners. It's not so much our own good manners, but making other people feel comfortable by the way we behave. When asked "What is the definition...

"Etiquette has to do with good manners. It's not so much our own good manners, but making other people feel comfortable by the way we behave. So it's more or less thinking of others and how others perceive us: So that everyone knows the rules for doing things and everyone is in a very comfortable position in society.

So, has etiquette changed much over the years? Certain aspects of it yes, but the basic definition of it remains unaltered. Consider words that were published in 1967 by Funk & Wagnalls, quoted from the book "The Emily Post Book Of Etiquette From Young People" written by Elizabeth L. Post: "Believe it or not, etiquette - or good manners, if you like that phrase better- is one of those basic principles. Rules of good behaviour have been built up over hundreds of years; worthless ones are continually being discarded and those proven to be useful are kept and improved upon."

Many experts say that etiquette is simply showing respect for others and yourself at the same time. So, even though aspects of good manners do vary from place to place and some rules may be added or "tweaked" to keep up with technology or lifestyles - the foundation of etiquette, its meaning, will forever remain strong.

Need further proof? Let's exam the first few paragraphs of the Preface to a book entitled "Today's Etiquette", published back in1941 by DoubleDay Doran and written by Lillian Eichler. It reads: "Good manners are not only indispensable in society, but they have a very practical value in the business world. Breeding is an essential part of the equipment of anyone who wishes to go far in his particular work or profession.

No doubt many failures can be traced to boorishness, to lack of consideration for one's fellows, to neglect of the courtesies essential to civilised living...In both social and business life we seek the people with whom we can be at ease, the people whose manners do not offend us and in whose company we feel entirely comfortable. There is, indeed, nothing that costs less and at the same time is of more value to you than good manners... 

However, it must be remembered that...Just as words die from our language and others are born into it, just as skirts soar to the knees one season and tumble to the ankles the next, so do the formalities and outward gestures of etiquette vary according to the times. Although the spirit of etiquette remains always essentially the same, the expression of etiquette- the rules of conduct which govern social life and our associations with one another- is forever adjusting itself to new conditions..."

So, in other words, learn the definition of etiquette early. Take in all the basic knowledge that you can now, so that you too can adjust to our ever changing world.

Smiles, Susie

Susie Wilson is the Director of Susie Wilson Image Group.
And Vamp® Etiquette Finishing School in Melbourne, Australia.

Susie has been teaching Etiquette and Deportment, for over 2.5 decades. Trainer for the Miss World Australia Pageant in Etiquette and Deportment.

Office: +61 3 9221 6128

Fax:     +61 3 9653 9307

Email: susie.wilson@vampglobalmission.org

http://www.susiewilsonimagegroup.com

Leading and Leadership

Leading & Leadership

Goals

Your thinking skills can be considered directional skills because they set the direction for your organisation. They provide vision, purpose, and goal definition. These are your eyes and ears to the future, allowing you to recognise the need for change, when to make it, how to implement it, and how to manage it. You find vision by reaching for any available reason to change, grow, and improve. Just as you perform preventive maintenance on your car, you must perform preventive maintenance on your organisation. Do NOT believe in the old adage, "If it ain't broke, don't fix it," for the people who do, go broke! Treat every project as a change effort. Treat every job as a new learning experience.

Good organisations convey a strong vision of where they will be in the future. As a leader, you have to get your people to trust you and be sold on your vision. Using the leadership tools described in this guide and being honest and fair in all you do will provide you with the ammo you need to gain their trust. To sell them on your vision, you need to possess energy and display a positive attitude that is contagious. People want a strong vision of where they are going. No one wants to be stuck in a dead-end company going nowhere...or a company headed in the wrong direction. They want to be involved with a winner! And your people are the ones who will get you to that goal. You cannot do it alone!

When setting goals, keep these points in mind:

• They should be realistic and attainable.
• They should improve the organisation (morale, monetary, etc.).
• All the people should be involved in the goal-setting process.
• A program should be developed to achieve each goal.

There are four characteristics of goal setting 

• Goal Difficulty: Increasing your employees' goal difficulty increases their challenges and enhances the amount of effort expended to achieve them. The more difficult goals lead to increased performance if they seem feasible. If they seem too high, employees will give up when they fail to achieve them.
• Goal Specificity: When given specific goals, employees tend to perform higher. Telling them to do their best or giving no guidance increases ambiguity about what is expected. Employees need a set goal or model in order to display the correct behaviour.
• Feedback: Providing feedback enhances the effects of goal setting. Performance feedback keeps their behaviour directed on the right target and encourages them to work harder to achieve the goal.
• Participation in Goal Setting: Employees who participate in the process, generally set higher goals than if the goals were set for them. It also affects their belief that the goals are obtainable and increases their motivation to achieve them.

The Six Steps of Goal Setting

Although finding a vision can be quite a creative challenge, the process of getting that vision implemented can be fairly easy if you follow the six steps of:

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Vision — Goals — Objectives — Tasks — Timelines — Followup

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The Five Points of Leadership Power

Al Capone once said that “You can get much farther with a kind word and a gun than you can with a kind word alone.” However, while almost anyone can use power, it takes skill to use leadership. Leadership power is much more than the use of force. Leadership is influencing others to truly WANT to achieve a goal, while power forces others to achieve a goal.

Power refers to a capacity that a person (boss) has to influence the behavior of another so that he or she acts in accordance with the boss' wishes. This power is a capacity or potential as it implies a potential that need not be actualized to be effective. That is, a power may exist, but does not have to be used to be effective. For example, an officer in the Army has certain powers over enlisted personal, but that power does not have to used to be effective. The mere knowledge of an officer's power by an enlisted person has some influence over him or her.

A person has the potential for influencing five points of power over another (French & Raven, 1959):

• Coercive Power — Power that is based on fear. A person with coercive power can make things difficult for people. These are the persons that you want to avoid getting angry. Employees working under coercive managers are unlikely to be committed, and more likely to resist the manager.
• Reward Power — Compliance achieved based on the ability to distribute rewards that others view as valuable. Able to give special benefits or rewards to people. You might find it advantageous to trade favors with him or her.
• Legitimate Power — The power a person receives as a result of his or her position in the formal hierarchy of an organisation. The person has the right, considering his or her position and your job responsibilities, to expect you to comply with legitimate requests.
• Expert Power — Influence based on special skills or knowledge. This person earns respect by experience and knowledge. Expert power is the most strongly and consistently related to effective employee performance.
• Referent Power — Influence based on possession by an individual or desirable resources or personal traits. You like the person and enjoy doing things for him or her.