Peter High was recently featured in an article published by CIO, a business-IT leadership publication, that covered strategies to excel in an IT executive interview.
Published August 2013 by CIO.com
Excerpts from the Article:
This preparation should include knowing what products and services a company offers; reading through press releases and company’s websites to see what they are putting out; and visiting there social networking sites like Facebook, LinkedIn and Google+ to see what type of presence they have. “Research into the company’s performance, and any news one can get through one’s CIO network as to the performance of the preceding CIO will be an aid in developing hypotheses about what one should accentuate when talking about past experiences,” says Peter High, author of World Class IT.
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“Optimally, the characteristics that the company seeks in a CIO will be conveyed in the job spec. If those have been made available, lining up one’s past experiences to those specs and addressing the points one-by-one will be important,” says High.
“An honest answer should be provided, though clearly not one that will leave the interviewer wondering if the candidate is competent. Answers like ‘I work too hard’ are too obvious and disingenuous,” says High.
What would you do in the first three months? “The bottom line throughout the interview is to be sure that a plan is conveyed so that the interlocutors have an understanding that the candidate knows what he or she will do, and the road toward improved performance of the department,” says High.
“A suit and a tie should always be the default, as it conveys respect. The last thing you want to be is under-dressed for the occasion, as it makes the candidate look less than serious or at worst disrespectful or clueless,” says High.
“Always send a thank you note and raise points that were discussed in the interview as a means of reconnecting. If there were any loose ends from the interview, address those in the follow up email,” says High.
To read full descriptoins and other tips in the remainder of the article, please visit CIO.com