Facing the Promotional Interview: FIRST Impressions

By John W. Mittendorf

Of all of the challenges firefighters face during their career, the ability to be “first-in” to a structure fire and put the “wet stuff on the red stuff” is potentially the most dangerous but definitely the most exciting. However, the most enduring experience firefighters will ever have is the opportunity to promote to a higher rank, for the following reasons:

• You will either succeed or fail in your endeavor. Remember, some memories can last a lifetime. Make them positive and memorable.
• Your success or failure will impact your standard of living for the rest of your career and lifetime. That also includes retirement.
• Promotional opportunities (i.e., interviews) can be accompanied by periods of high stress levels. Blood pressures of 320/200 can be easily attained and maintained for brief periods.

Therefore, promotional opportunities from a fire service perspective can be defined as “a life- and career-changing opportunity.” Now, add one more ingredient—YOU. Without a doubt, you are the only person who has total control over the amount of time and dedication you devote to achieving your interview goal and the type of presentation you deliver during your interview (crunch time). You and only you determine the success or failure of the preceding factors. Therefore, when preparing for a promotional interview, consider the following:

• Are you serious, and do you enjoy interviews?
• Interviews can be fun, because your future depends on (only) you.
• Applied elbow grease is the key ingredient in your promotional success.
• Nothing can be substituted for proper preparation.
• First impressions are lasting impressions.

Along with proper preparation, one of the most important components of an interview is the first impression a candidate makes on the interview board members at the beginning of an interview. Interview boards will form an opinion (positive or negative) of a candidate within 30 seconds to several minutes into an interview, and some opinions are formed the instant some candidates walk through the door.

During the beginning phase of an interview, there are four notable impressions that each candidate will display to an interview board. These impressions can be positive or negative; and, interestingly, a candidate can control all four of these impressions. There-fore, it is imperative that every candidate understand and maximize these four initial impressions and use them to begin an interview from a position of positive strength. Centering on the concept that the first few minutes of an interview are vitally important, let’s look at the four initial impressions a candidate can control for a positive advantage that can last for the duration of an interview and, most importantly, potentially affect the outcome of an interview.

APPLICATION, RESUMé, AND COVER LETTER

The very first contact between a candidate and an interview board is the application, resumé, and cover letter. Without their ever having met you, your application, resumé, and cover letter will graphically display some of your characteristics to the board members: Can you follow directions? Is your application neat and accurate? Does your resumé show initiative and resourcefulness, or, conversely, does your application look like it was filled out at the very last minute? If you agree that initial impressions are lasting, then don’t underestimate the importance of the look and accuracy of your application, resumé, and cover letter.

Application. An application is a preprinted form that requires the applicant to fill out boxes or spaces with specific information required by a personnel/fire department. Unbelievably, some applications look like a napkin from a fast food restaurant. White ink has been used to cover errors before retyping, the application has been typed on any typewriter that was handy (and the finished product echoes that fact), the application was filled out with a pencil or pen that was running out of ink, there are empty spaces that should have been filled in, and quite often there is a misspelled word (just a single misspelled word speaks volumes about your standards). What do you think this tells the interview board members about you before you enter the room?

So, how do you want your application to represent you? Although most civil service application forms are standard issue forms and are often a reproduction of other reproductions, the following will maximize the look of your application:

• First and foremost, have your application professionally typed. There is a significant difference between the “professional look” and the “I did it myself look.”
• Ensure the application is complete and all requested information is correct.
• Have your application appropriately reviewed for spelling, grammar, sentence structure, and so on.
• If possible, center words in the requested information boxes. For example, center your last name over or under the word “LAST” in the name box.
• Mark all “Xs” in the center of the appropriate boxes.
• If possible, do not use abbreviations.
• Keep a copy of your application, and be totally familiar with its contents.
• Do not turn the application in at the last moment. If you suddenly remember something should have been included on the application, it is now too late to include the missing information if you just made the deadline.

Resumé. You have complete control over the look and contents of your resumé; it can be used to say anything you want to say. Consider the resumé as a “value-added” addition to your application. For example, you can use it to summarize employment, experience, education, training achievements, and other pertinent information. However, a resumé is also an opportunity for you to briefly outline applicable qualifications that can serve as a source of questions for interview board members. Consider the following:

• Interview boards get tired of asking the same questions and look for fresh, relevant material to ask questions about.
• If an interview board is limited to a specific time limit and asks you several questions about your resumé, have you (to a degree) controlled or directed the questions you are asked?
• If you are asked a question from your resumé, who is the most qualified person to answer that question?

However, just as a resumé can be an advantage, it can also be a disadvantage if not used properly. Some candidates operate on the principle of “if a little is good, then more is better” and tend to list every available qualification they possess in their resumé and attach every certificate from a seminar or class they have ever attended. Although this is an admirable thought, it is not a practical approach for interview board members who have time constraints between interviews, need to discuss and grade the previous candidate who appeared before you, have to read your application and resumé, and then must review any particular questions they want to discuss before beginning your interview. Therefore, there are many ways to design a resumé that is easy to read within minimal time constraints and will graphically summarize your qualifications for the new position you are seeking. Following are some examples.

1. Headings. Separate your qualifications (or job attributes) into significant headings. Choose four or five headings that highlight your qualifications within the attributes of the position you are seeking. Specific headings will separate and focus attention on each area. Additionally, headings correspond to the attributes of the position being sought and are the primary qualifications you think are important to the position for which you are interviewing. For example, John Smith is interviewing for the position of captain. The five areas of qualifications that Smith wants the interview board members to notice are department experience, fire prevention, leadership, training, and administration—those become his headings.

Notice that these five headings separate and focus attention on the primary qualifications you think are important to the position for which you are interviewing.

2. Related qualifications. List only those related qualifications for each heading that are important. No more than five meaningful qualifications per heading will result in a resumé that is relevant, can be quickly reviewed (and this is a major consideration), is realistic, and stands a good chance of being digested by the board members.

Here are some resumé tips:

• Before preparing a resumé, determine if resumés will be accepted for your interview. Also, if resumés will be accepted, can they be given to the receptionist prior to your interview? If possible, give your resumé to the receptionist when you arrive for your interview. If you turn it in with your application, it may get lost, but it probably will have wrinkles, fingerprints, smudges, and other distractions on it. If you give it to the interview receptionist, it stays the way you want it—perfect!
• Use quality paper for the resumé, but don’t overdo it, and don’t use scented paper. This is a serious interview, not a cosmetics counter at a department store.
• Have your resumé professionally typed and completed. There are numerous resumé services that can prepare an excellent resumé for minimal cost.
• Have a copy for each interview board member.
• Eliminate “stuff and fluff” on the resumé. Items such as your marital status, address, phone number, and age are probably on your application and are definitely not primary job qualifications.
• Make the resumé easy to read, and summarize as much as possible. Be brief and succinct.
• Limit the resumé to one page. The longer you make your resumé, the more the chance it will not be beneficial.
• Know the contents of your resumé, and be prepared to expand on each heading and related qualification.
• Keep a copy of your resumé if it needs to be attached to your application when submitted.

Cover letter. A cover letter can be used as a letter of introduction from you to the interview board and is submitted in addition to and with your resumé. Here are some cover letter tips:

• If for some reason it is necessary to choose between a cover letter and a resumé, choose the resumé.
• If the interview board members are from your department and know you, a cover letter could be repetitious. Conversely, if the board members are from outside departments or are civilians, a cover letter can be very beneficial.
• A cover letter is another piece of paper to be read within specific time constraints, so keep the contents brief.
• Have a copy for each interview board member.

Your paperwork (application, resumé, cover letter) is their first impression of you.

CLOTHES AND APPEARANCE

When you first enter the interview room, the interview board members will immediately notice how you present yourself. Specifically, are your clothes (uniform or civilian) new or average in appearance? Do your shoes look like a mirror or like you just completed a 10-mile hike? Are your grooming standards neat or in need of attention? The way you look and dress will initially put you with the pack or ahead of it. The choice is yours. Here are some tips on clothes and appearance:

• If you have a choice between your department dress uniform and civilian clothing, I recommend your department uniform. It graphically illustrates your pride in your department, has a specific professional look, and does wonders for your pride and confidence. For example, what is your initial thought when you see a U.S. Marine in dress uniform?
• If you wear civilian clothing, you can go for the “power look” if it makes you feel better. It won’t hurt but will probably not affect your grade.
• If you are serious about your interview, purchase a new uniform or suit (unless it is already new), and have it tailored. Tailoring is a minimal cost expense but will make clothing fit properly and look its best. None of your competitors will look better (or feel better) than you do, and the interview board members will notice.
• Rent a pair of leather patent shoes (the ones that look like a mirror). When you see someone in the military in dress uniforms, do you notice the “spit-shined shoes”? Absolutely! Will the interview board members notice yours? Absolutely! I recall an interview at which a candidate used this concept to perfection. This particular department required each candidate to wear a dress uniform, including hat. When I asked the candidate to sit down and get comfortable, the candidate placed the hat on the end of the table and in plain view of the board members. During the interview, I noticed the hat appeared to be brand new (the hats normally look like they have been recently discovered by a paleoarchaeologist). At the end of the interview, I asked the candidate if the hat was new. Looking straight into my eyes, this was his exact comment, “Chief, my hat, uniform, shoes, socks, and undergarments are all brand new. I am prepared and ready for this new position.” Not surprisingly, he was absolutely right.
• Pay particular attention to your grooming. Get a haircut about a week before your interview, so your hair can fill in slightly and the skin around your hair will be an even color.
• Minimize visible jewelry, ornaments, tattoos, and heavy scents. You don’t need to look like a Christmas tree or run the risk of alienating a board member.

*Your clothes and appearance are their second impression of you.

HANDSHAKE

Prior to your interview, practice shaking hands and making eye contact for when you are introduced to the members of the interview board. A “cold fish” handshake does little to enhance your image and will be remembered during the duration of your interview.

Here are some additional handshake tips:

• If possible, make a concerted effort to remember the names of each board member; if possible, address each member by name during and at the end of the interview.
• If you sweat when under pressure, you can quickly dry and warm the hand you will use to greet the board members. Just before entering the room, quickly and forcibly wipe or rub your hand on your clothing to remove moisture and restore some warmth to your skin.
• When you practice shaking hands, keep your eye on the other person’s hand until your hands meet.
• If you have recently been lifting weights at your local gym, it is not necessary to let each board member know you are capable of crushing their hand with a single squeeze. A firm, positive handshake is sufficient.

The handshake is their third impression of you.

SEATING POSITION

After you meet the members of the interview board, they will tell you to have a seat, usually in a chair near the interviewers’ table. Prior to seating yourself, and depending on the location of the chair, consider moving the chair so it is about four or five feet back from the table. This will accomplish the following:

• You will have positioned yourself for better eye contact with the interview board. The closer you are to multiple individuals, the more difficult it is to maintain natural eye contact with each board member without your head resembling a rotating beacon. During the interview, concentrate on maintaining eye contact with each board member during each question, and do not focus primarily on the board member who asked you a question.
• You will have signaled to the interview board psychologically that this is your interview, this is where YOU want the chair, and you are READY to go. However, if you are not comfortable with this recommendation, do not use it! (If you move the chair, be sure to put it back to its original location before leaving the interview room.)

Seating position is their fourth impression of you.

At this point, the interview board is ready to initiate the verbal question-and-answer portion of the interview.

John W. Mittendorf joined the Los Angeles City (CA) Fire Depart-ment (LAFD) in 1963, rising to the rank of captain II, task force commander. In 1981, he was promoted to battalion chief and in the year following became the commander of the In-Service Training Section. In 1993, he retired from the LAFD after 30 years of service. Mittendorf has been a member of the National Fire Protection Research Foundation on Engineered Lightweight Construction Technical Advisory Committee. He has provided training programs for the National Fire Academy; the University of California at Los Angeles; and the British Fire Academy at Morton-in-Marsh, England. He is a member of the editorial advisory board of Fire Engineering and the author of the book Truck Company Operations (Fire Engineering, 1998).