When you are running for a position, it is clear to you that you are the best person for the job, whether it’s a CEO, a vice president, a middle-level executive, or any other senior job. In a world that is all good and acts as an utopia. The expectation of each candidate is that the promotion or recruitment to the proposed position will be the most talented and experienced person among all the candidates who brings with him the best skills to succeed in the position.
In practice, the promotion or recruitment will be the person most suited to the needs of the organization and the current situation. Whether you are running for the position of CEO, VP, middle manager, project manager or any other position in a senior or junior organization, you should have a clear reason why you are right or equal to the organization to which you are a candidate. Whether you are dealing with a young inexperienced or alternatively an experienced manager with impressive resumes.
What would the organization gain if he chose you for the job and alternatively what would the organization lose if he did not choose you? These two simple questions will be the basis for deciding whether to appoint you or not. The organization, or rather the decision maker, apparently knows what they are looking for.
Do you know what the organization is looking for? You may be bringing a new spirit of change and the organization is looking to maintain the existing. The organization may be looking for someone to streamline efficiency and you are a candidate with proven ability in organizational growth and the development of new markets and dozens of examples, one of which you are familiar with.
Is it clear to you what contribution, unique value you bring to the organization?
In my conversations with a mentor or as an advisor to the organization and a partner in the interview process, with candidates for positions. I raise the question in a simple and clear manner. The answers I hear relate to personal advantages, experience, knowledge, education, professionalism, personal strengths. Indeed, everything is interesting, partly as annoying as it is, it’s irrelevant. Your experience, your knowledge, your education, your skills, your abilities, your personal and personal attachments are indeed benefits. They become egalitarian only if they have a real and clear added value to those who recruit and / or receive you.
Very few candidates know how to explain the benefit to an organization (as opposed to your candidate), what suits you to the organizational culture, the organizational language, the real needs of the organization and what the organization is really concerned about (market share, profitability, organizational efficiency, stock situation, Research and development of products, quality of service, proven ability to meet goals, vision, strategy, work plan).
The interesting language in the recruitment process, even if it is not declared and sometimes not obvious to the intended audience, is, in fact, what bothers your manager? What cheers him in his role? What hurts him and does not find a solution? What is he actually looking for?

This is one of the questions that a candidate should know to answer or at least try to understand during the interview. What bothers the manager / boss, profitability, the need for innovation, beyond the digital organization internal tensions in the organization, corporate politics. It is important to understand that the manager will choose only the candidate who succeed in solving the problem that he is concerned with. The problem of which the director is concerned is the one that manages him in the candidate’s choice. It will determine the type of candidate to look for. As far as you know what really bothers him, what really hurts him, what really manages him? So it will be easier for you to introduce yourself.
When your manager decides to recruit a candidate he is biased from the desire and interest to solve the problem that hurts him. He will not necessarily choose the best candidate for the job. He will not necessarily choose the person with the most qualifications. He will choose the candidate he believes will solve the painful point to the organization and manager, or more subtly what bothers the manager with his personal challenges and goals in order to succeed in his job. What is the point of his pain in the daily reality you are facing.

What do you do to change the language and dialogue? What benefits and strengths do you bring? What is their added value to success in the job and organization? How do you emphasize this and navigate the process? Whether you are a person who came from outside or whether you are an internal candidate who wants to move forward.

• Make a list of personal and strong benefits.
• Rate the list of benefits and attachments according to criteria. Personal, professional, experience, education.
• Give each advantage a score from 1-10. How powerful is your advantage.
• Once you have taken the steps, write down next to each advantage or strength how they are reflected in the roles you have already performed. Including, detailed examples.
• The next stage is the essential stage – what added value that any advantage and strength will bring to the organization and the specific role you are facing.
• Build your personal story as a brand, what value is added, what is your personal differentiation, what needs you answer, what problems you will solve with proven experience or knowledge. Who you are suitable for and why (type of organization and type of manager) or in other words who is the goal target you are aiming for.
The language of added value What?
What benefit you will gain from your recruitment or promotion. What is the immediate or long term profit that your organization or manager will have from you – on an organizational level, not, heaven forbid, a personal benefit.
What should be done?
To answer these one must perform a first debriefing, about what your manager really is looking for. It’s different from what interests you in the role. It’s different from what you think he’s looking for.
How your specific education and experience will contribute to success in the job.
Do you really believe what you say when you talk about your advantages?
In the business world, a company’s reputation can be assessed only when someone is willing to pay the amount.
In the world of the labor market, your added values, if they are powerful, will not be accepted to the specific position in another organization, in another situation someone will think that you are suitable for the job.
Or do you come as a person who comes to value and benefit the organization and you are aware of your proven abilities and you know the added value you can bring. You will always be able to take with you your abilities and strengths and the added value you can bring to any other organization that will need them and be willing to pay for them.
The language of value added is different from the language of the advantages, it does not detract from the advantages or reduces their value, the language of value added deals with providing an accurate response to the needs or problems faced by the organization.
In a language of proven added value, you will manage your personal campaign in professional interviews and human resources.
This form of thinking and expression succeeds if previously research work is done exactly what they are looking for. What is the organizational culture, what level of openness or conservatism to changes. If you have not correctly evaluated the initial small study, you may succeed, and more likely not.
They will choose you for a senior or junior position, if it suits your needs, answers the troubling problems and you understand what you are bringing and can tell it with talent.
How do you tell your story?
Your story is made up of successes and failures – do not ignore any of them.
Your story consists of resumes built like a uniform texture of cream cheese or hard cheese with holes, which will rise in the heads of the interviewers and each according to his style and through him will choose what to ask you and what questions to simply manipulate himself.
Some of your decisions are good and successful, and some have been proven to be wrong decisions. Somewhere to choose to work, how many years to stay in any position.
Make sure in advance what your recommenders will say about you. It is important that they present you as you are from a positive perspective and will not present you as complete.
And the punchline that your story, successes in failures, successful decisions or mistakes, everything should converge into the added value that you can bring to the organization and the role. The added value always deals with the issues that are painful or disturbing to the organization.
Successfully.

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