What You Do After the Interview May Matter the Most by Ruth Robbins Do you ever have the feeling that it's easier to get through the eye of a needleŸthan to come out the winner in the interviewing contest? Who hasn't experienced the following: you've had a two rounds of  interviews with a leading company in your field. Everything seemed to go well. You fielded difficult questions, addressed concerns, and you're sure you made a very good impression. Now what? Why aren't things moving along as rapidly as you expected? You thought you nailed it—but there's no phone call, no offer.  The Five O'Clock Club cautions that, just when a job seems to be within your grasp, don't be surprised if things get derailed. The company is not on your schedule: it may seeing other terrific candidates. Or the position may be put on hold due to internal politics or budget considerations. At lot can happen that is simply beyond your control.    The Interview is the Beginning, Not the End  Many job hunters seem to assume that the interview is the end of the process. Of course, they dash off the thank-you note, but they think of the job offer as a piece of ripe fruit, and they wait for it to drop.  They may even make "status checks"— which don't add value to their candidacy.  In this complex, booming market the Five O Clock Club reminds clients that the interview is the beginning of the process, not the end. Interview follow-up can be as crucial as the interview itself, and it can be the most demanding and brainiest part of the job search process. Follow-up may require proactive strategies to influence the decision makers and keep your candidacy alive. While avoiding any steps that may appear excessive or pushy, the follow-up stage may be a subtle dance of laying groundwork and nurturing the situation with strategic, value-added activity.   The foundation for successful follow-up is built during in the interview itself. • Approach the interview as a consultant would, and dig for information. A consultant probes the issues and concerns that have prompted the company to bring someone on board. Focus on the hiring manager's needs as opposed to dwelling on your own worries. • Try to find out the hiring timetable, where you stand vis àvis other applicants, and what concerns or reservations they may have about your candidacy.  Listen carefully and non-defensively. • Take notes during the interview—as any expensive per diem consultant would do. You want to gather enough information to write a substantive, high-impact influencing letter. Especially if you are interviewed by several people, detailed notes on each meeting may be crucial for smart follow-up. If appropriate, you may say, "I'd like to take notes if you don't mind, to make sure I capture all your points." If you don't take notes, make sure you write down as much as possible after the interview. An "Influence" Letter Outclasses a Thank-You Note The beginning of smart follow-up is usually a letter: • Write an influencing letter to each person you've interviewed with. Address their unique styles, responsibilities and concerns. You might have to look beyond the formal reporting structure to figure out who's really important in the decision process. In some cases it might be the trusted secretary or a potential colleague that has a big say in who comes on board. So acknowledge everyone with a customized email or letter. • Remember that this letter goes far beyond the traditional "cookie-cutter" thank-you notes that are so common;  it summarizes and expounds on the issues brought up in the interview and may be used to address weakness or respond to concerns about your background. It represents you and the caliber of work that you do.  Three Follow-up Stories  But "smart follow-up" can go well beyond writing a letter. Here's what three Five O'Clock Clubbers did: The Momentum of Six Second Interviews  Marcel was ex-president of an international trading company that he had founded and recently sold. Within less than a year he landed a position as Director of Program Management for an e-commerce retailing company in San Francisco—and follow-up was the key.  Initially he targeted 16 pre-IPO companies, and through customized direct contact letters landed interviews at six of them. Because he speaks several languages and is globally savvy, Marcel impressed hiring managers; they realized he understood their businesses and saw his potential for moving their companies forward. Marcel had no trouble interviewing well.  Then the wait began—things didn't happen as quickly as he had hoped. But Marcel found his Five O'Clock Club group invaluable in formulating strategic follow-up. Instead of just "toughing out the silence," he worked to maintain momentum. He re-contacted all six companies, writing proposals or simply asking substantive follow-up questions. When one of them asked for a second interview, he contacted the other five: "I'll be back in the Bay Area soon for several interviews. Could we meet again to discuss some of the concerns and needs brought up in our initial meeting?" Result: All of the other five set up appointments for him to come back.   By having six interviews lined up, Marcel came across as a winner. Being "in demand" bolstered his self-confidence and generated significant momentum. He got more than one offer, and took a position with the company that offered the most potential for professional growth. Using an Insider—and Never Giving Up  Dr. Madeleine, a political scientist and policy analyst, had worked for a major religious agency, handling refugee rescue and resettlement. In the wake a downsizing, she accepted an interim administrative position while searching for a position that would enable her to use her specialized knowledge and outstanding analytic skills. After a year of intensive networking, she was offered a terrific position with a New York City agency. Or so she thought! It turned out that the job had not been officially approved, and Dr. Madeleine discovered that it takes months for the city bureaucracy to move.  But she put Five O'Clock Club principles to work, and managed to influence the process in her favor. She had made a friend on the inside, and took cues from this person on when to make follow-up calls—and the insider made sure to keep Madeleine's name in the forefront. She was diligent in following-up as prompted; long after the competition had probably given up, she made sure that the hiring officers knew that she was still interested and enthusiastic.   To maintain morale and momentum, however, Madeleine followed Five O'Clock Club methodology and generated other interviews. She was considering an offer from a Jewish community service agency when the city finally called to offer her the long-delayed position. Caught off guard, she said "Yes," but with little conviction or enthusiasm.  The insider reported back that her lukewarm response was not well received. Madeleine immediately e-mailed a glowing confirmation of her interest and messengered a substantive letter reaffirming her potential contributions to the agency. The deal was struck, and Madeleine is now several months into a job that she loves. The subtle dance of proactive waiting, focused persistence and generating other opportunities paid off. Get More Than One Offer—for Leverage  Bonnie, a Workforce America participant, had been a researcher on social service and demographic projects for hospitals. She wanted to try to get into market research and had selected two targets: consumer products and opinion polling. She did extensive Internet research, conducted a heavy direct mail campaign, and was rewarded with several interviews—so she had a few things under way in her primary targets.  As a backup, however, she had also sent rĂsumĂs to hospitals, one of which called her in for an interview and offered her a research associate position. But even as she was negotiating for more money, her heart really wasn't in it. While the clock was ticking on this offer, what could she do to get movement in her primary targets? She re-contacted some of the firms that had interviewed her initially and was called in by a small opinion polling firm. She discovered that there was an opening for Senior Project Manager—which was well over her head. But Bonnie was very articulate and demonstrated an understanding of their needs. She sold herself with enthusiasm, and mentioned that she had an offer from another organization. She assured her listeners that their company was her first preference. They were convinced she would be a valuable addition to staff—and she was able to negotiate a position appropriate for her level. Within a week they offered her a job as Junior Project Manager. Determination, follow-up and an offer-in-hand helped put Bonnie into her new position in market research, with potential for growth and advancement.       We see from these stories that there is no one way to conduct the "post-interview dance." Just remember to lay the groundwork during the interview itself: ask thoughtful and probing questions, try to achieve an understanding of the hiring manager's needs, find out where they are in the hiring process, what your weaknesses may be—and how you stack up against the competition.  The really hard work may come next. Strategic persistence means having something substantive to convey to the hiring team relevant to the position. These may include an influence letter, work samples, proposals, business plans or relevant published articles.  Brainstorm with your small group at The Five O'Clock Club how to be creatively persistent after your interviews are over! Ruth Robbins coaches at two branches of The Five O'Clock Club, is a member of The Five O'Clock Club's Media Team and head of Career Starters for Five O'Clock Clubbers moving into the professional and managerial ranks.