August 19, 2025 • 15 mins
We are still on our summer break so we are dropping this episode: Greatest Hits: Interview Smarter, Not Harder
A job interview isn’t just about answering questions—it’s about telling the right story, at the right time, with the right impact. In this episode, I share strategies to help you stand out with clarity, confidence, and preparation.
You’ll learn:
- What to do before, during, and after the interview
- A fresh take on answering behavioral (STAR) questions
- How to turn your resume into a storytelling tool
- Why reviewing your interview performance is key to growth
Jill Griffin, host of The Career Refresh, delivers expert guidance on workplace challenges and career transitions. Jill leverages her experience working for the world's top brands like Coca-Cola, Microsoft, Hilton Hotels, and Martha Stewart to address leadership, burnout, team dynamics, and the 4Ps (perfectionism, people-pleasing, procrastination, and personalities).
Visit JillGriffinCoaching.com for more details on:
- Book a 1:1 Career Strategy and Executive Coaching HERE
- Build a Leadership Identity That Earns Trust and Delivers Results.
- Gallup CliftonStrengths Corporate Workshops to build a strengths-based culture
- Team Dynamics training to increase retention, communication, goal setting, and effective decision-making
- Keynote Speaking
- Grab a personal Resume Refresh with Jill Griffin HERE
Follow @JillGriffinOffical on Instagram for daily inspiration
Connect with and follow Jill on LinkedIn
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey, welcome back.
I'm your host, jill Griffin.
Today we are talking about tipsfor interviewing friends, and
I've broken it down into whatyou need to do before the
interview, during the interviewand after the interview.
I have spoken about this beforein different ways, about being
ready and prepared, so thinkabout this as the deep dive on
(00:22):
being prepared.
All right, first, you needexamples of your experience, and
I know you have a resume, butthat's not an example.
So what I'm going to tell youto do is take the job
description that you want tointerview for, whether it's a
real job and it's um, you'reactually interviewing for it, or
whether it's an opportunitythat's closed, but the job
(00:44):
description is like ah, I'dreally love to do that, okay, so
I want you to take that jobdescription and I want you to
make a list of your personal andprofessional examples to show
proof that you have experiencein that area.
Next, I want you to take yourresume and I want you to go
through your various titles.
If you've held more than onetitle at a job, I want you to
(01:07):
think about each one of thosetitles in addition to your
professional experience, and Iwant you to come up with the
list of your successes and yourhigh performance examples based
on your titles.
So now you have the jobdescription and examples of
proof, and now you have theresume and examples of proof and
I want you to overlay the Venndiagram and those overlaps are
(01:28):
the areas where you're going tobuild out your deeper level,
experience-based stories.
This is also a greatopportunity to really think
about those transferable skillsand how it applied, one where
one place and how it can go intoanother opportunity.
Second thing you're going to dobefore the interview is you're
going to prepare questions,because I've seen this so many
(01:51):
times.
I hear other people talkingabout it.
You don't want to be in theposition where, at the end of
the interview process, you'rethinking, oh, oh, you know what?
I think I'm good, I thinkyou've, I think you've answered
everything.
What that shows me is thatyou're not curious, you're not
thinking creatively, which is acomplete yawn and it's not going
(02:12):
to help you in this job market.
You have to stand out.
So have your questions ready inadvance, from doing your own
research and listen if time hasrun out.
When you're actually in theinterview and they say oh, email
me if you've any questions, doit Even if they don't answer and
unfortunately I usually don'tbut do it because it shows who
you are.
It shows your curiosity, yourcreativity, the way you think,
(02:35):
and it really helps your overallprofessional brand.
Okay, during the interview thisis the next phase.
You've made it, you've gottenthere, all right, you might have
a 45-minute screener.
I'm finding most of them arebetween 20 and 30 minutes.
What's happening is they'reshowing up late, they're leaving
early, so you're talking aboutyou probably only have about 15
(02:56):
minutes of meat in the interviewand you need to make sure that
you are succinct.
This is about how you'representing your specific role in
the various accomplishmentsyou're talking about.
You have minutes.
Don't get caught in a lengthybackstory.
There's been a lot of talk aboutthe STAR method and you're
(03:18):
probably familiar with that.
That acronym stands forSituation, task, action and Res
results.
It's a behavioral-basedinterview style of questioning.
I'm going to say I have adifferent way of doing it.
Tune into an upcoming podcastthat I'm doing with Sue Gygak.
She is a top recruiter and weare going to deconstruct the
STAR method because she also hasa different approach to it.
(03:39):
At the end of the day, theacronyms might change, but it is
making sure that you aretalking about what was the
challenge you were posed with,what was the actions you took,
the results you created and theimpact.
And you want to make sure thatyou're able to do it in a very
formulaic way like that.
Because if they say to you, hey, Jill, tell me about a result,
(04:02):
a recent result that you'rereally proud of, if you're not
able to zone in immediately onthe result and say, hey, tell me
about a result, a recent resultthat you're really proud of, if
you're not able to zone inimmediately on the result and
say, hey, here's how Ioverachieved the quarterly goal,
and you start telling me allabout a story that I didn't ask
for.
I just want to hear the results.
Now that you've told me you'veoverachieved the quarterly goal,
I might say to you, oh, tell memore.
And we go deeper into theconversation.
(04:23):
If they ask you about impact,what's the impact you've driven?
This is an impact marketplace.
Friends.
You want to be able to say,well, here's what happened.
As a result of overachievingthe quarterly goal, we were able
to take that incremental we'regoing to assume it's cash right
the incremental sales revenueWe've all just take that and
reinvest in systems, hire morepeople.
Go deeper on servicing ourclients, keep it to the bottom
(04:46):
line for profit.
That's the impact.
You have to be able to tell thatimpact story.
So telling it from differentangles, which goes into the next
tip is that you gotta be dataforward, you.
You cannot go into interviews.
The amount of times that I askpeople in, I meet them and they
are interested in working withme and I say to them, why should
(05:07):
I hire you?
As if we're doing a mockinterview, and the amount of
times that people give me verysquishy that they're I'm going
to say lots of different ways tosay that they're a nice person.
And I wish, oh my God, I wishthat was why we were hiring
people.
But it's not.
It's not about you know, youget along well with others, what
(05:30):
it should, be right, those arethose essential skills that we
need, but right now we arehiring on impact and core
competency.
So you have to tell me anumbers-based story, and if you
don't have numbers, then I wantyou to think about things
through the lens of where canyou give me some qualitative
results, even if you don't havequantitative results?
(05:51):
All right.
Number three, and what to doduring the interview.
Going back to that squishiness,I see resumes, so this is I
guess this is actually whatyou're going to do before the
interview and then make sure itfollows through during the
interview.
Words like oversaw, responsiblefor, led, manage, directed I
(06:13):
don't want to hear that.
I want to know what you did toget something done.
Know the organization thatyou're interviewing for.
Right Titles do not alwayscorrespond to the doers versus
the thinkers, and sometimeswe're looking for doers,
sometimes we're looking forthinkers, sometimes we're
looking for both.
It's going to change based onthe organization that you're
(06:33):
working with and you have to beready to say what is again the
thing that you did based on thetitle that you're in and don't
use squishy language on theresume and in your examples.
Next, it builds on that is,watch your we versus I language
and this is a little bit of abrain twister because we've
(06:55):
spent so much time trying to getpeople to think like we's and
be a team and talk about theteam-based, strength-based
culture and we need to do that.
But it also depends on thequestion that you've been asked
and the role that you'reinterviewing for.
We're not hiring the team,we're hiring you that you're
interviewing for.
(07:16):
We're not hiring the team,we're hiring you.
So we need to understand andthis can be so hard for leaders,
people that are overseeing lotsof teams even though you're
managing and helping the team tocreate capacity for the goal
that they need to hit and you'rehelping managing any of their
obstacles or challenges, we needto know what you personally did
besides just creating capacityfor somebody else.
(07:37):
I know it's how you approachthe challenge.
That we need to know and thisthere is always a place for team
speak, but in this marketplace,I need to know about you and
what you did, because whathappened when we pushed
everything from working in theoffice to going remote wholly is
that the idea of a lot ofsenior management was really
(07:59):
just the hall monitor.
They really weren't doing a lotbesides managing and giving
morale to others and, yes, thoseare important things, but it's
not going to get you to thefinal round in this marketplace
when they want someone who has aproven track record of examples
of doing quantitatively Allright.
(08:21):
So here's the tip Even ifyou're not looking for a job
right now, I want you to startcollecting experiences and
examples for your portfolio now.
So when you're in, you know Q1and you're looking at Q2 or
second half, start thinkingabout what are the examples that
show what you specifically didin the I versus we language?
(08:44):
All right, after the interview,friends evaluate.
I want you to do thisimmediately.
Are you still interested?
What worked in the conversation, what didn't work, what would
you do differently?
I want you to write that downwhether it's a notes app or pen
to paper, and get super clear,because when you start examining
that, you're going to rememberwhat you said and know that, hey
(09:06):
, that really worked.
I want to make sure that Ianswer that, or in your follow
up thank you notes.
We'll get to that one in asecond.
You're able to address somethingif you want to address it, and
that kind of evaluation helpsyou get really clear fast.
What I find that so funny is,especially when you're coming
into something with a little bitof cortisol and adrenaline and
you're like I hope you know, Ihope this is working out or I
hope I advance it that sometimesit's hard to think really
(09:29):
clearly and remember after thefact and you're like did I say
that or did I think I said that?
So as soon as it's done, ifyou're interviewing virtually
great, you know, shut the camera, get started on it.
If you're interviewing inperson, I would even think about
can you pop yourself into acafe, grab a coffee, pause for a
moment and make those notes?
All right, moving on thisentire process is like looking
(09:54):
for a meet, and I mean like aromantic partner.
You both have to want tocontinue.
So if you've been looking for ajob for a while, even if you
have a job but you're looking tofind something else, it's
really easy to fall into themindset of I wonder if this is
going to work, I wonder ifthey're going to pick me, or I
wonder if I'll make it to thenext round.
And this is my moment to remindyou that you get a vote and you
(10:16):
get a choice too.
So keep looking and keep datingin the dating and finding a
mate analogy, until you chooseto stop, because nothing is
finalized, until you decide foryourself that you still want to
be in this process and theyhopefully decide, and then you
can figure out how you moveforward in the relationship.
(10:38):
After the interview, I want youto notice the red flags.
How did they treat you duringthis process?
Were they always late andnon-apologetic, or were they
always late and look frantic andoverly apologetic.
What are you?
This is the body language time.
What are you reading off ofthem?
It's going to tell you a lotabout the culture and to see if
(10:58):
this is a place that you want towork.
Do you like them?
Were they kind?
Were there people that youcould see yourself if you're on
a business trip, enjoyingspending some time with them, or
are you going to be crawlingout of your skin that you have
to spend time with them outsideof you know the day-to-day work
that you need to get done.
Next, the thank you note.
(11:19):
I am having executive recruiterChristian Schwartz come on.
He is the founder of theMontgomery Group, a top
recruiting firm.
I'm having him come on soonbecause we are talking about the
power of the thank you noteLike this is where we always
speak in text and short code andknowing your audience is key.
(11:41):
But I mean, it's been I don'tknow how many years now.
I still talk about one candidatewho clearly got the job that
she left a note for me after theinterview at reception, a
handwritten note, and she wroteit in the lobby.
She came back up, she droppedit off, super impressed.
And here I am she dropped itoff super impressed.
And here I am, how many yearslater, still talking about that,
that woman and how fabulous shewas.
It really helps people take amoment to pause and also reflect
(12:05):
.
And it shows the person who'sinterviewing you that you have
very good business skills andthis is also how you would be
treating the customers thatwould also be in relation or
doing relations with the company, right.
So it shows a lot about who youare and that you're also able
to follow up with that level ofcourtesy.
I know a lot of people are likeno, you don't need to do it, you
(12:27):
kind of do.
And if everybody is in a Gen Zgeneration and no one's writing
thank you notes, that's fine.
But the workforce is multiplegenerations and other
generations are also going toexpect this.
So really give it some seriousthought.
And then the last question.
The last point is I hear this alot.
(12:47):
So in this marketplace a lot ofpeople are taking freelance
assignments and that's amazing,right.
They're bringing in some money,they're getting a taste and a
feel for the organization andthey're doing project work and
that's great.
What I hear asked a lot is whatdo I do?
What if I get a job and Iunderstand that's going to be a
decision you're going to have tomake.
But I also want to pause andtake the Hollywood and the
(13:10):
storytelling out of your brain,because so often this idea that
we've watched too, you know toomany romantic comedies and then
all of a sudden everybody asksthe woman to be engaged on the
same day and she has to choosebetween her suitors and what is
she going to do?
In the history of me doing this, so I've been a coach now for
what is it like?
14, 15 years.
(13:30):
I've been doing it full timenow for eight years.
It's never happened.
I'm not saying there haven'tbeen two job offers.
What I'm saying is they're notequal.
There's one that's like reallygood on money but really crummy
on other things.
There's right.
There's different scenarios.
So, friends, in this marketplace, what I am seeing is people are
(13:51):
freelancing their way into jobs.
So if you have an opportunityand it feels right for your
personal situation to pick upsome freelance work, it gives
you an opportunity to be flexingyour brain, flexing your muscle
, getting to know a company,take the work.
If it so happens that you'restill in the assignment and you
find another job, you know whatI trust that you will consult
(14:13):
your inner guidance, work with acoach, work with a mentor,
figure out how to handle itgracefully and professionally,
and you're going to be okay.
All right.
All right, friends, I alwayslove to hear from you, so hit me
up on the socials, email me athello at jillgriffincoachingcom.
I want to know what you'redoing around, tips for
interviewing and what's workingfor you, and maybe even what's
(14:34):
not.
So until next time, I'm gonnatell you to embrace possibility,
get clear and concise and, mostof all, be generous and kind.
I'm Jill Griffin, your host ofthe Career Refresh podcast.
My mission is to makeworkplaces more successful for
everyone.
So if you have ideas for topicsor future guests, please email
(14:56):
us at hello atjillgriffincoachingcom.
Until next time, embracepossibility, be generous,
intentional and kind.
Hey, welcome back.
I'm your host, jill Griffin.
Today we are talking about tipsfor interviewing friends, and
I've broken it down into whatyou need to do before the
interview, during the interviewand after the interview.
I have spoken about this beforein different ways, about being
ready and prepared, so thinkabout this as the deep dive on
(00:22):
being prepared.
All right, first, you needexamples of your experience, and
I know you have a resume, butthat's not an example.
So what I'm going to tell youto do is take the job
description that you want tointerview for, whether it's a
real job and it's um, you'reactually interviewing for it, or
whether it's an opportunitythat's closed, but the job
(00:44):
description is like ah, I'dreally love to do that, okay, so
I want you to take that jobdescription and I want you to
make a list of your personal andprofessional examples to show
proof that you have experiencein that area.
Next, I want you to take yourresume and I want you to go
through your various titles.
If you've held more than onetitle at a job, I want you to
(01:07):
think about each one of thosetitles in addition to your
professional experience, and Iwant you to come up with the
list of your successes and yourhigh performance examples based
on your titles.
So now you have the jobdescription and examples of
proof, and now you have theresume and examples of proof and
I want you to overlay the Venndiagram and those overlaps are
(01:28):
the areas where you're going tobuild out your deeper level,
experience-based stories.
This is also a greatopportunity to really think
about those transferable skillsand how it applied, one where
one place and how it can go intoanother opportunity.
Second thing you're going to dobefore the interview is you're
going to prepare questions,because I've seen this so many
(01:51):
times.
I hear other people talkingabout it.
You don't want to be in theposition where, at the end of
the interview process, you'rethinking, oh, oh, you know what?
I think I'm good, I thinkyou've, I think you've answered
everything.
What that shows me is thatyou're not curious, you're not
thinking creatively, which is acomplete yawn and it's not going
(02:12):
to help you in this job market.
You have to stand out.
So have your questions ready inadvance, from doing your own
research and listen if time hasrun out.
When you're actually in theinterview and they say oh, email
me if you've any questions, doit Even if they don't answer and
unfortunately I usually don'tbut do it because it shows who
you are.
It shows your curiosity, yourcreativity, the way you think,
(02:35):
and it really helps your overallprofessional brand.
Okay, during the interview thisis the next phase.
You've made it, you've gottenthere, all right, you might have
a 45-minute screener.
I'm finding most of them arebetween 20 and 30 minutes.
What's happening is they'reshowing up late, they're leaving
early, so you're talking aboutyou probably only have about 15
(02:56):
minutes of meat in the interviewand you need to make sure that
you are succinct.
This is about how you'representing your specific role in
the various accomplishmentsyou're talking about.
You have minutes.
Don't get caught in a lengthybackstory.
There's been a lot of talk aboutthe STAR method and you're
(03:18):
probably familiar with that.
That acronym stands forSituation, task, action and Res
results.
It's a behavioral-basedinterview style of questioning.
I'm going to say I have adifferent way of doing it.
Tune into an upcoming podcastthat I'm doing with Sue Gygak.
She is a top recruiter and weare going to deconstruct the
STAR method because she also hasa different approach to it.
(03:39):
At the end of the day, theacronyms might change, but it is
making sure that you aretalking about what was the
challenge you were posed with,what was the actions you took,
the results you created and theimpact.
And you want to make sure thatyou're able to do it in a very
formulaic way like that.
Because if they say to you, hey, Jill, tell me about a result,
(04:02):
a recent result that you'rereally proud of, if you're not
able to zone in immediately onthe result and say, hey, tell me
about a result, a recent resultthat you're really proud of, if
you're not able to zone inimmediately on the result and
say, hey, here's how Ioverachieved the quarterly goal,
and you start telling me allabout a story that I didn't ask
for.
I just want to hear the results.
Now that you've told me you'veoverachieved the quarterly goal,
I might say to you, oh, tell memore.
And we go deeper into theconversation.
(04:23):
If they ask you about impact,what's the impact you've driven?
This is an impact marketplace.
Friends.
You want to be able to say,well, here's what happened.
As a result of overachievingthe quarterly goal, we were able
to take that incremental we'regoing to assume it's cash right
the incremental sales revenueWe've all just take that and
reinvest in systems, hire morepeople.
Go deeper on servicing ourclients, keep it to the bottom
(04:46):
line for profit.
That's the impact.
You have to be able to tell thatimpact story.
So telling it from differentangles, which goes into the next
tip is that you gotta be dataforward, you.
You cannot go into interviews.
The amount of times that I askpeople in, I meet them and they
are interested in working withme and I say to them, why should
(05:07):
I hire you?
As if we're doing a mockinterview, and the amount of
times that people give me verysquishy that they're I'm going
to say lots of different ways tosay that they're a nice person.
And I wish, oh my God, I wishthat was why we were hiring
people.
But it's not.
It's not about you know, youget along well with others, what
(05:30):
it should, be right, those arethose essential skills that we
need, but right now we arehiring on impact and core
competency.
So you have to tell me anumbers-based story, and if you
don't have numbers, then I wantyou to think about things
through the lens of where canyou give me some qualitative
results, even if you don't havequantitative results?
(05:51):
All right.
Number three, and what to doduring the interview.
Going back to that squishiness,I see resumes, so this is I
guess this is actually whatyou're going to do before the
interview and then make sure itfollows through during the
interview.
Words like oversaw, responsiblefor, led, manage, directed I
(06:13):
don't want to hear that.
I want to know what you did toget something done.
Know the organization thatyou're interviewing for.
Right Titles do not alwayscorrespond to the doers versus
the thinkers, and sometimeswe're looking for doers,
sometimes we're looking forthinkers, sometimes we're
looking for both.
It's going to change based onthe organization that you're
(06:33):
working with and you have to beready to say what is again the
thing that you did based on thetitle that you're in and don't
use squishy language on theresume and in your examples.
Next, it builds on that is,watch your we versus I language
and this is a little bit of abrain twister because we've
(06:55):
spent so much time trying to getpeople to think like we's and
be a team and talk about theteam-based, strength-based
culture and we need to do that.
But it also depends on thequestion that you've been asked
and the role that you'reinterviewing for.
We're not hiring the team,we're hiring you that you're
interviewing for.
(07:16):
We're not hiring the team,we're hiring you.
So we need to understand andthis can be so hard for leaders,
people that are overseeing lotsof teams even though you're
managing and helping the team tocreate capacity for the goal
that they need to hit and you'rehelping managing any of their
obstacles or challenges, we needto know what you personally did
besides just creating capacityfor somebody else.
(07:37):
I know it's how you approachthe challenge.
That we need to know and thisthere is always a place for team
speak, but in this marketplace,I need to know about you and
what you did, because whathappened when we pushed
everything from working in theoffice to going remote wholly is
that the idea of a lot ofsenior management was really
(07:59):
just the hall monitor.
They really weren't doing a lotbesides managing and giving
morale to others and, yes, thoseare important things, but it's
not going to get you to thefinal round in this marketplace
when they want someone who has aproven track record of examples
of doing quantitatively Allright.
(08:21):
So here's the tip Even ifyou're not looking for a job
right now, I want you to startcollecting experiences and
examples for your portfolio now.
So when you're in, you know Q1and you're looking at Q2 or
second half, start thinkingabout what are the examples that
show what you specifically didin the I versus we language?
(08:44):
All right, after the interview,friends evaluate.
I want you to do thisimmediately.
Are you still interested?
What worked in the conversation, what didn't work, what would
you do differently?
I want you to write that downwhether it's a notes app or pen
to paper, and get super clear,because when you start examining
that, you're going to rememberwhat you said and know that, hey
(09:06):
, that really worked.
I want to make sure that Ianswer that, or in your follow
up thank you notes.
We'll get to that one in asecond.
You're able to address somethingif you want to address it, and
that kind of evaluation helpsyou get really clear fast.
What I find that so funny is,especially when you're coming
into something with a little bitof cortisol and adrenaline and
you're like I hope you know, Ihope this is working out or I
hope I advance it that sometimesit's hard to think really
(09:29):
clearly and remember after thefact and you're like did I say
that or did I think I said that?
So as soon as it's done, ifyou're interviewing virtually
great, you know, shut the camera, get started on it.
If you're interviewing inperson, I would even think about
can you pop yourself into acafe, grab a coffee, pause for a
moment and make those notes?
All right, moving on thisentire process is like looking
(09:54):
for a meet, and I mean like aromantic partner.
You both have to want tocontinue.
So if you've been looking for ajob for a while, even if you
have a job but you're looking tofind something else, it's
really easy to fall into themindset of I wonder if this is
going to work, I wonder ifthey're going to pick me, or I
wonder if I'll make it to thenext round.
And this is my moment to remindyou that you get a vote and you
(10:16):
get a choice too.
So keep looking and keep datingin the dating and finding a
mate analogy, until you chooseto stop, because nothing is
finalized, until you decide foryourself that you still want to
be in this process and theyhopefully decide, and then you
can figure out how you moveforward in the relationship.
(10:38):
After the interview, I want youto notice the red flags.
How did they treat you duringthis process?
Were they always late andnon-apologetic, or were they
always late and look frantic andoverly apologetic.
What are you?
This is the body language time.
What are you reading off ofthem?
It's going to tell you a lotabout the culture and to see if
(10:58):
this is a place that you want towork.
Do you like them?
Were they kind?
Were there people that youcould see yourself if you're on
a business trip, enjoyingspending some time with them, or
are you going to be crawlingout of your skin that you have
to spend time with them outsideof you know the day-to-day work
that you need to get done.
Next, the thank you note.
(11:19):
I am having executive recruiterChristian Schwartz come on.
He is the founder of theMontgomery Group, a top
recruiting firm.
I'm having him come on soonbecause we are talking about the
power of the thank you noteLike this is where we always
speak in text and short code andknowing your audience is key.
(11:41):
But I mean, it's been I don'tknow how many years now.
I still talk about one candidatewho clearly got the job that
she left a note for me after theinterview at reception, a
handwritten note, and she wroteit in the lobby.
She came back up, she droppedit off, super impressed.
And here I am she dropped itoff super impressed.
And here I am, how many yearslater, still talking about that,
that woman and how fabulous shewas.
It really helps people take amoment to pause and also reflect
(12:05):
.
And it shows the person who'sinterviewing you that you have
very good business skills andthis is also how you would be
treating the customers thatwould also be in relation or
doing relations with the company, right.
So it shows a lot about who youare and that you're also able
to follow up with that level ofcourtesy.
I know a lot of people are likeno, you don't need to do it, you
(12:27):
kind of do.
And if everybody is in a Gen Zgeneration and no one's writing
thank you notes, that's fine.
But the workforce is multiplegenerations and other
generations are also going toexpect this.
So really give it some seriousthought.
And then the last question.
The last point is I hear this alot.
(12:47):
So in this marketplace a lot ofpeople are taking freelance
assignments and that's amazing,right.
They're bringing in some money,they're getting a taste and a
feel for the organization andthey're doing project work and
that's great.
What I hear asked a lot is whatdo I do?
What if I get a job and Iunderstand that's going to be a
decision you're going to have tomake.
But I also want to pause andtake the Hollywood and the
(13:10):
storytelling out of your brain,because so often this idea that
we've watched too, you know toomany romantic comedies and then
all of a sudden everybody asksthe woman to be engaged on the
same day and she has to choosebetween her suitors and what is
she going to do?
In the history of me doing this, so I've been a coach now for
what is it like?
14, 15 years.
(13:30):
I've been doing it full timenow for eight years.
It's never happened.
I'm not saying there haven'tbeen two job offers.
What I'm saying is they're notequal.
There's one that's like reallygood on money but really crummy
on other things.
There's right.
There's different scenarios.
So, friends, in this marketplace, what I am seeing is people are
(13:51):
freelancing their way into jobs.
So if you have an opportunityand it feels right for your
personal situation to pick upsome freelance work, it gives
you an opportunity to be flexingyour brain, flexing your muscle
, getting to know a company,take the work.
If it so happens that you'restill in the assignment and you
find another job, you know whatI trust that you will consult
(14:13):
your inner guidance, work with acoach, work with a mentor,
figure out how to handle itgracefully and professionally,
and you're going to be okay.
All right.
All right, friends, I alwayslove to hear from you, so hit me
up on the socials, email me athello at jillgriffincoachingcom.
I want to know what you'redoing around, tips for
interviewing and what's workingfor you, and maybe even what's
(14:34):
not.
So until next time, I'm gonnatell you to embrace possibility,
get clear and concise and, mostof all, be generous and kind.
I'm Jill Griffin, your host ofthe Career Refresh podcast.
My mission is to makeworkplaces more successful for
everyone.
So if you have ideas for topicsor future guests, please email
(14:56):
us at hello atjillgriffincoachingcom.
Until next time, embracepossibility, be generous,
intentional and kind.
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