10 Interview Tips for Sector Switchers
Next week, Inspire Fellows candidates will be coming to Washington D.C. to interview with our 18 nonprofit partners. Based on the experience of our pilot class of Inspire Fellows, we put together a list of tips that can help any sector switcher prepare for interviews in the nonprofit sector:
1. Prepare for the interview
Read the organization’s website to learn about key components of their work. Things to look for include an overview of the mission and programs, the organization’s annual report (mostly relevant for larger nonprofits), and major funders. Also spend time learning about the “industry.” For example, if you are interviewing with an organization in the education sector, research other players and the latest happenings in that space.
2. Demonstrate why you are excited about the organization’s mission
“Mission fit” is a key selection criterion for nonprofits. Most people join a nonprofit because they are passionate about the mission, not for compensation, career path, or other factors that are more common in the private sector. Therefore interviewers want to make sure candidates share their passion for the mission, and this can differentiate who ultimately gets an offer. Saying you want to “have an impact” or “give back” will not help you stand out. Make sure you understand the organization’s mission and can talk about why it is important to you. Be sure to tailor your response for each organization you interview with.
3. Avoid the “white knight” mentality
“White knights” are sector switchers who assume that business practices are superior to nonprofit practices, so they can help nonprofits do things better. Saying things like “I want to help nonprofits become more efficient” is a surefire way to turn off nonprofit leaders. Show that you want to listen, learn, and add value where possible. Remember to be humble so you don’t make statements that suggest you are naïve and uninformed.
4. Learn the language used by nonprofits
Some key things to be aware of:
– Nonprofits are referred to as “organizations,” not “companies” or “corporations”
– Nonprofits are typically led by either an Executive Director or a CEO (check the organization’s website to confirm what title they use)
Read more about language in this blog post by WendyBay Lewis: Switching Sectors – Brush up your Shakespeare
5. Articulate why you want this opportunity
Discuss not only how you can add value (e.g. your analytic strength, organizational skills, etc.), but also what you hope to learn from your time within the organization. It is okay if your career path is still undefined, as long as you show that you are being thoughtful about this transition.
6. Be flexible about the work you will do
Roles at nonprofit organizations are often ambiguous, especially compared to consulting firms, investment banks, and other corporate environments. This can be a great opportunity because you will be able to learn new things and take ownership of your work. It also means that you should be flexible about what projects or work you will ultimately be responsible for. Priorities may change between now and when you start in three months, so don’t get your heart set on a particular project.
7. Don’t assume that working at a nonprofit is a 9 to 5 job
Many nonprofit leaders work long hours because they are passionate about the organization’s mission and they must achieve a lot with limited resources. Don’t go into an interview expecting that working for a nonprofit will be an easy job. Our current group of Fellows said they work anywhere from 40 to 60 hours a week, depending on the workload.
8. For direct service organizations, show how being around the recipients energizes you
Many of our nonprofit partners are direct service providers (e.g. charter schools and youth organizations). You will have the opportunity to interact with the recipients of the organization’s work on a regular basis. In this environment, you can see the results of your work on a daily basis, but you may also have to deal with day-to-day challenges facing the organization’s target constituents. Showing that this is something you are excited about will give the organization confidence in your adaptability.
9. Employ a SPARK method when responding to situational questions
Start by describing the Situation, then the Problem, the Actions you took, the Result, and the Knowledge you gained and how you applied the learnings. For example, when someone asks you about a time you worked with little supervision, don’t just say “I had to put together a pitch book by myself without an associate.” Instead, use the SPARK method:
• Situation: I was the analyst on a large merger deal between two electronics companies.
• Problem: Our office was thinly staffed so I didn’t have an associate to guide me, something that is unusual in that situation.
• Actions: I organized the analysis, created work plans, checked in with my VP, and made sure that I had the resources needed to successfully address the situation.
• Result: We were able to finish the deal, which resulted in an acquisition of X, generating Y value.
• Knowledge: I learned how to create a workplan, manage my time, leverage relationships, etc. This has been valuable because I was able to draw on these skills in another situation, which led to xyz result.
10. Learn more about being a sector switcher so you are prepared for the transition
Talk to people who have made a similar transition about what has been rewarding, challenging, and surprising. Check out the following resources:
Five challenges to prepare for in your new nonprofit job
Job search advice for sector switchers