英語面試(shi)中:你最大的(de)缺點是什么?

Worldwide Panel LLC, a small market-research firm, is getting flooded with resumes for four vacancies in sales and information technology.

However, officials expect to reject numerous applicants after asking them: #39;What is your greatest weakness?#39; Candidates often respond #39;with something that is not a weakness,#39; say Christopher Morrow, senior vice president of the Calabasas, Calif., concern. #39;It is a deal breaker.#39;

The weakness question represents the most common and most stressful one posed during interviews. Yet in today#39;s weak job market, the wrong answer weakens your chances of winning employment.

Some people offer replies they mistakenly assume that bosses love, such as #39;I am a perfectionist.#39; That response #39;will be used against you#39; because you appear incapable of delegating, warns Joshua Ehrlich, dean of a master#39;s program in executive coaching sponsored by BeamPines Inc., a New York coaching firm and Middlesex University in London.

A careful game plan could help you cope with the shortcoming query in a way that highlights your fit for a desired position. Job seekers who field the question well demonstrate that they can #39;take initiative and improve themselves,#39; Mr. Morrow says.

The key? Thorough preparation. Career specialists suggest you take stock of your weaknesses, focusing on job-related ones that won#39;t impede your ability to perform your duties. Tony Santora, an executive vice president for Right Management, a major outplacement firm in Philadelphia, says an information-technology manager flubbed a 2007 interview by choosing a personal foible as his reply: #39;My true weakness is that I am a terrible cook.#39;

Rehearse your responses aloud, role play with a friend or videotape yourself -- but don#39;t memorize your words. As you review the video, look for aspects #39;you would like to change so you can continue to get better as you practice,#39; says Peggy Klaus, a leadership coach in Berkeley, Calif.

The IT manager changed his tune after practice sessions with fellow job seekers and a counselor in Cincinnati for Right Management. He instead said he worked such long hours that he found it difficult to stay current with world events. So, he spent 30 minutes every evening catching up at home.

When the manager pursued an opportunity at a global drug maker, his revamped response #39;really resonated with the interviewer,#39; says Mr. Santora. The manufacturer hired the man.

It#39;s equally important that you consider an employer#39;s corporate culture. While being interviewed by a start-up, #39;you could say, #39;My weakness is I get bored by routine,#39;#39; says Ben Dattner, a New York industrial psychologist.

Last month, an aspiring executive director of a nonprofit group in suburban San Francisco nearly jeopardized his selection because his reply to a variation of the weakness question ignored one of its core values, according to Ms. Klaus, a board member there. Near the end of his interview, she wondered whether he might have problems with any aspects of the job. #39;No, I am confident I could do it all,#39; the prospect declared.

His flip comment dismayed Ms. Klaus, because she felt he lacked awareness of his weaknesses. She says his response raised doubts among board members that #39;he would be able to take critical feedback,#39; an attribute the organization values highly.

Because the man was well-qualified, the board gave him a second interview -- and demanded a fuller explanation of his weak spots. He said he had been #39;unprepared for that question and nervous about coming out with a big fatal flaw,#39; then described his tendency to make decisions too fast during workplace crises. Board members#39; doubts disappeared, and they picked him for the nonprofit#39;s top job.

Ideally, your reply also should exclude the word #39;weakness#39; and cover your corrective steps. Dubbing your greatest fault a #39;window of opportunity#39; signals your improvement efforts should benefit the workplace, says Oscar Adler, a retired Maidenform Brands sales executive and author of the book, #39;Sell Yourself in Any Interview.#39; For instance, he suggests, a salesman might note that he sold more after strengthening his facility with numbers.

When an interviewer pops this nerve-wracking query, your body language counts as well. The wrong nonverbal cues undercut your credibility. Certain candidates hunch over, glance furtively around the room or wring their sweaty palms. #39;They sort of look like they#39;re being asked a question they can#39;t handle,#39; says Mr. Adler.

Maintaining eye contact, regular breathing and a broad smile impress employers that #39;you#39;re prepared for the weakness question,#39; says psychotherapist Pat Pearson, author of #39;Stop Self-Sabotage!#39;

For the same reason, you seem thoughtful if you pause before responding. But don#39;t wait too long. #39;If you#39;re going to take a minute,#39; Mr. Morrow cautions, #39;I#39;ve just identified your weakness.#39;

小型市場研究公司Worldwide Panel LLC準備招聘4名銷(xiao)售和IT技術人(ren)員，結果(guo)收(shou)到了大(da)量簡歷。

不(bu)過(guo)，招聘(pin)人員預計，在向應(ying)聘(pin)者發問(wen)“你最大的缺點(dian)是什么？”之(zhi)后(hou)，會有很(hen)多(duo)人被淘汰。Worldwide高級副總裁莫羅(Christopher Morrow)說，對這個問(wen)題，應(ying)聘(pin)者的回(hui)答往往并非(fei)缺點(dian)，他們(men)因此過(guo)不(bu)了關。

“缺點”問題是求職面試中最(zui)常(chang)見也最(zui)讓人頭痛的一(yi)個問題。而在(zai)眼下(xia)就業市(shi)場疲軟的情況下(xia)，不恰當的回答(da)將(jiang)降低你(ni)贏(ying)得(de)工作(zuo)的機(ji)會。

一(yi)些應聘(pin)者(zhe)會給出(chu)誤以為(wei)老板會喜歡的(de)(de)(de)答案，比如，“我的(de)(de)(de)缺點(dian)是過于追求(qiu)完美”。對此埃里奇(qi)(Joshua Ehrlich)提(ti)醒說，這個回答會對你求(qiu)職不利(li)，因(yin)為(wei)它(ta)顯得你似乎沒有能力授權給他人(ren)。埃里奇(qi)是一(yi)個由紐約職業(ye)培訓機構BeamPines Inc.和(he)倫敦(dun)米(mi)德塞(sai)克(ke)斯大學(Middlesex University)合(he)辦的(de)(de)(de)經理人(ren)碩士班培訓項目的(de)(de)(de)負責人(ren)。

為對(dui)付(fu)這(zhe)個(ge)(ge)問(wen)題，可(ke)事(shi)先(xian)精心設計好(hao)一個(ge)(ge)答(da)案，以凸顯你適(shi)合所申請的這(zhe)個(ge)(ge)職位。莫羅說，出色回答(da)這(zhe)個(ge)(ge)問(wen)題的求職者表現出他們能夠“主動行動，改(gai)善自(zi)己”。

關(guan)鍵在哪里？那(nei)就是充分的(de)準備(bei)。職場專家建議(yi)，你可(ke)以整(zheng)理一下(xia)自己(ji)的(de)缺點(dian)，挑出其中(zhong)跟工作有關(guan)、但又不會(hui)妨礙你行(xing)使(shi)工作職責(ze)的(de)方面(mian)。費(fei)城大型(xing)職業介(jie)紹(shao)機(ji)構Right Management執(zhi)行(xing)副總裁桑特拉(Tony Santora)說，2007年(nian)一位IT經理在參(can)加(jia)面(mian)試時，在有關(guan)缺點(dian)的(de)問題(ti)上(shang)敗下(xia)陣來：他的(de)回答居然是，“我(wo)真正的(de)缺點(dian)是，我(wo)的(de)烹(peng)飪技術很(hen)糟糕。”

大聲朗(lang)讀答(da)案(an)，可以找(zhao)朋(peng)友或自己(ji)用錄像(xiang)來一番角色扮演(yan)。不過，不要背誦自己(ji)的答(da)案(an)。加(jia)州管理培訓師克勞斯(Peggy Klaus)說(shuo)，回(hui)頭看錄像(xiang)的`時候(hou)，找(zhao)出(chu)你覺(jue)得可以改善的地方，這樣在練習時可以做得更好。

那位IT經理在辛(xin)辛(xin)那提和(he)其他(ta)求職者及咨詢師一(yi)起參加Right Management的(de)(de)訓(xun)練課程后改變了思(si)路。他(ta)后來的(de)(de)回答是(shi)，由于每(mei)天長時間忙(mang)于工作，他(ta)發現(xian)自己(ji)很難及時了解(jie)世界大事。因此，他(ta)每(mei)天晚(wan)上在家花30分鐘惡補這(zhe)方面的(de)(de)信息。

桑特拉(la)說，當他后來在(zai)一家(jia)全球性制(zhi)藥企業求(qiu)職(zhi)時(shi)，他的回答讓面試官很有(you)共鳴。這家(jia)公司最后雇用了他。

考慮目標公司(si)的(de)企業文化(hua)也(ye)同樣重要(yao)。紐約心理學家達特納(Ben Dattner)說，如果到一家初創公司(si)面試，你可以說，“我的(de)缺點(dian)是容易對日常的(de)循規蹈矩感到厭煩”。

克(ke)勞(lao)斯說，上個月，舊金(jin)山郊區一(yi)家(jia)非(fei)營利(li)組織的(de)(de)一(yi)名熱情的(de)(de)執行董事差(cha)一(yi)點(dian)兒毀掉他的(de)(de)機會，原因是他在回答一(yi)個變相的(de)(de)弱點(dian)問題(ti)時忽視了(le)這家(jia)機構(gou)的(de)(de)一(yi)項核心價值(zhi)。克(ke)勞(lao)斯是這家(jia)機構(gou)的(de)(de)董事。面試(shi)快結束時，克(ke)勞(lao)斯想知道他對那個職位的(de)(de)各個方面是否還有什么問題(ti)。“沒問題(ti)，我想我都(dou)能解決，”這位求職者回答到。

他這么輕率的(de)回答(da)讓(rang)克勞斯有點失望(wang)，因為她感覺他對自(zi)己的(de)缺(que)點缺(que)乏認(ren)識。她說(shuo)，他的(de)回答(da)讓(rang)董(dong)事們懷疑他是否能聽取批(pi)評性意見，而(er)這家機構對這一點非常看(kan)重。

但因為這位申請人(ren)其他條件很(hen)好，董(dong)事(shi)會(hui)給了(le)他第二次面(mian)試(shi)機會(hui)，并要(yao)求他對自(zi)(zi)己(ji)的缺(que)點作(zuo)更充分的說明(ming)。他說，他第一(yi)次面(mian)試(shi)時“對那個問題毫無(wu)準備，擔心(xin)會(hui)說出什么大的致命(ming)缺(que)陷(xian)，”隨(sui)后，他向面(mian)試(shi)官提到自(zi)(zi)己(ji)在工作(zuo)遇到危急關頭時，往(wang)往(wang)會(hui)過于倉促(cu)地(di)做出決策。董(dong)事(shi)會(hui)的擔心(xin)消除了(le)，最后安排他擔任了(le)這家非(fei)營利機構(gou)的負責工作(zuo)。

理想的(de)情況是，你(ni)在回(hui)答中(zhong)應盡量避免使用(yong)“缺點”這樣的(de)詞(ci)，同時還可以(yi)提到(dao)改正措施。Maidenform Brands銷(xiao)售主管、《在面(mian)試中(zhong)推銷(xiao)自己》(Sell Yourself in Any Interview)一書(shu)的(de)作(zuo)者(zhe)阿德勒(le)(Oscar Adler)說，將你(ni)最大的(de)缺點轉(zhuan)化為“機(ji)會之窗”，表(biao)明(ming)你(ni)的(de)改善措施將使工作(zuo)受(shou)益。比(bi)如他(ta)建議說，銷(xiao)售人員可以(yi)說，在強化數學能力后(hou)，銷(xiao)售業績上升了(le)。

當(dang)(dang)面試官突然提(ti)出這樣(yang)的(de)刁(diao)鉆問(wen)題(ti)時，你(ni)的(de)身體(ti)語(yu)言也能(neng)反(fan)映(ying)一些問(wen)題(ti)。不(bu)當(dang)(dang)的(de)肢體(ti)語(yu)言會(hui)(hui)削(xue)弱你(ni)的(de)可信(xin)度。某些求職(zhi)者會(hui)(hui)蜷縮身體(ti)，茫然地瞟著(zhu)房間四周，或是扭動出汗的(de)手掌(zhang)。阿德勒說(shuo)，他們(men)看起來就有點(dian)像(xiang)遇到了他們(men)沒(mei)法對(dui)付的(de)問(wen)題(ti)。

心理學家皮爾森(Pat Pearson)說，保持視線接(jie)觸、正常呼(hu)吸(xi)和明朗(lang)的微笑可以讓(rang)雇主覺得“你對(dui)有關(guan)弱(ruo)點的問題有所準備”。皮爾森著有《停止自(zi)我摧毀(hui)》(Stop Self-Sabotage!)一書(shu)。

同理，如果你(ni)回答問題前(qian)稍作停頓會讓你(ni)看起(qi)來深思熟慮。不(bu)過(guo)不(bu)要(yao)時間過(guo)長。莫羅警告說，如果你(ni)的停頓時間長達一分鐘，那我已經能發現你(ni)的弱點了。

/

【英語(yu)面試中:你(ni)最大的(de)缺點是(shi)什么(me)?】相關(guan)文章：

是什么原因讓你面試爽約了10-25

中能的英語是什么06-28

導致你面試爽約的原因是什么11-05

你面試失敗的11個細節是什么10-16

導致你面試失敗的原因是什么10-14

面試中的類型提問法是什么11-04

面試介紹個人的優缺點07-27

英語中的Old head是什么07-05

(求職英語)面試的真正目的是什么？10-12