Interviewing Best Practices for Officer Elections!

Written by: Lisa Allen, Director of Learning and Summer Salazar, Omicron Alpha, St. Mary’s University

It is hard to believe the academic year just started, and we are already thinking about officer elections! With officer elections comes an exciting time for emerging and current leaders to think about the future of their chapter and their Delta Zeta leadership experience. Some of you may already know you want to run for a leadership position. Some of you may not consider a leadership role until a sister tells you they believe in you and your future as a leader in the chapter. (If you can think of a sister who would be an amazing leader in the chapter, tell her! You never know who you may impact just my saying you believe in them.) Soon it will be time to prepare for the interview process and, while this article is written through the lens of officer elections, these tips apply for any interview you may have in the future! We are excited to share some best practices from Summer Salazar, Omicron Alpha, St. Mary’s University. Summer is the Director of Employer Engagement at The University of Texas at Austin and the Founder and CEO of The Etiquette Trainer by Salazar Consulting.

In today’s world, most skills have a shelf life of an average of three years, BUT leadership skills never go out of style. One immediate way to gain leadership skills is to run for an officer position within your chapter, and demonstrate your skills right away. Here are a few tips and best practices to get started.

1. Interview Prep: One of the best ways to prepare for an interview is to understand the interview process. Will you be interviewing one-on-one or with a group and your advisor? If you’re not sure, ask! Then study the role in which you are interviewing and the overall structure of the chapter. Understanding the organization will elevate your interview game. All leaders should have a strong understanding of how all the pieces work together and how the role in which they are applying will contribute significantly to the growth and success of the chapter. 
2. Great interviewers ask questions to better understand past experiences of those interviewing for a role. This is because the way you have responded to past experiences is a great indicator of how you will be prepared to respond to future experiences. When asked about your experiences, don’t ramble on. Be succinct and utilize the STAR Method:
   • Situation: Begin by describing the context when you faced a challenge or had to make a decision. For example, you might explain a time when your chapter was organizing a large event, faced some challenges, but ultimately had a successful outcome.
   • Task: Next, describe your specific responsibility in that situation. What was your role? What were you tasked with achieving?
   • Action: Then, explain the actions you took to address the situation or complete the task. Focus on what you did, how you did it and why you chose that approach.
   • Result: Finally, share the outcome of your actions. What was the result? How did your actions benefit the chapter? Whenever possible, quantify your results (e.g., “increased attendance by 20%,” “raised $2,000 for philanthropy”).
3. One of the biggest mistakes an interviewee can make is not practicing their answers! Practice your answers with a sister and/or trusted mentor. This will allow you to become more comfortable with your thoughts and provide a gentle way to receive feedback and ultimately improve before the formal interview. Contact your Career Services Office, and schedule a mock interview or one-on-one with an advisor. They are incredible resources at your fingertips.
4. Once you have practiced and navigated your way through the interview, you should be prepared with at least 1-3 questions for the interviewer(s). This shows your interest in the role and can also showcase skills that could qualify you for other open officer roles. For example, you might be an accounting major interested in becoming the Vice President of Finance, but your ability to problem-solve and think critically about challenging issues might put you in a position to be slated for President. Go out, and be your BEST self, and prepare for any opportunity that comes your way. This is your opportunity to demonstrate your genuine interest in the role and the future of the chapter. Thoughtful, strategic questions can leave a lasting impression on your interviewers. Consider asking about the following:
   • “How does the chapter measure success for this position? What would you consider a successful term for someone in this role?”
   • “What are the chapter’s goals for the upcoming year, and how do you see this role contributing to achieving them?”
   • “What are the biggest challenges the chapter is currently facing, and how can the Executive Board address them?”

These questions not only show that you’re thinking about the role strategically but also help you gain a deeper understanding of the expectations and opportunities associated with the position.

• BONUS:
  • Dress Appropriately: Maintain a level of professionalism in your attire. Dress in badge attire (business professional) to convey your seriousness about the role.
  • Be Punctual: Arriving on time is crucial. It shows respect for the interviewers’ time and sets a positive tone for the conversation.
  • Mind Your Body Language: Non-verbal cues are just as important as what you say.
  • Maintain eye contact, offer a firm handshake, and sit up straight. These gestures convey confidence and respect.
  • Express Gratitude: Always thank the interviewers for their time at the beginning and end of the interview. After the interview, consider sending a follow-up email to express your continued interest in the role and to reiterate key points from the discussion.

In conclusion, preparing for an Executive Board interview is about more than just answering questions—it’s about demonstrating your commitment to the chapter’s success and your readiness to take on a leadership role. By thoroughly preparing, using the STAR method, avoiding common pitfalls, asking insightful questions and following best practices, you’ll position yourself as a strong candidate ready to contribute to the future of Delta Zeta. Good luck!