TABLE OF CONTENTS

A PERSONAL NOTE TO INTERNSHIP APPLICANTS

Why God Never Earned a Psy. D.

CHAPTER I: Developing a Strategic approach toward Interviewing

A.  Handling Interviews: The Art of Making a Good Impression

B.  Overcome 3 Common Misconceptions about Interviewing

C.  Define Your Core Personal Marketing Concept

Develop the Key Qualifications of Successful Interview Candidates

Determine What You Want to Say about Yourself

Define a Wardrobe and Look that Conveys Your Professional Image

CHAPTER II: Preparing for Effective Interviews

Research Internship Sites

Gather Information from Current and Past Interns

Prepare the Focus of Each Interview

Prepare for All Kinds of Interview Questions

Create a Match between Your Training Goals and What the Site Offers

Package and Transfer Your Skills to Work with a New Population

Prepare to Discuss a Clinical Case

Organize Yourself for Maximum Advantage

CHAPTER III: Conducting Successful Interviews

Manage the Entire Interview Experience

Orchestrate a Professional, but Comfortable, Interview

Answer All Interview Questions Carefully

Handle "Hot Seat" Interview Questions Strategically

Prepare for Follow-up After Each Interview

Evaluate Your Performance after Each Interview

How to Ruin Your Interviews from the Beginning

Appendix A: Internship Interview Preparation Summary

Appendix B: Post-Interview Summary Record

Appendix C: Strategies for Effective Internship Interviews

Appendix D: The Questions: Common Internship Interview Questions

Appendix E: Reader Satisfaction Survey

Most people assume that a competitive edge involves having a secret - possessing some kind of knowledge or skills that others do not have. They think it means having the leverage of an influential relationship with someone in a position of power. Or, knowing how a certain organization operates.

While these certainly can help, they have their limitations. Their major weakness lies in the fact that they are outside our own power, so you can influence them only minimally, if at all. In fact, the real source of a competitive edge lies deep within you.

Many of us have been used to fitting others' expectations of us and changing or hiding parts of our true selves to gain acceptance. This habit leaves us subject to the whims of others or of our environment. We spend hours trying to think of the right angle to use in approaching someone or buttering up key people, hoping they will say the magic word that helps us reach our goal. Or, we constantly scope out the players of each organization to see where we can fit in the mix.

Certainly, these approaches don't hurt.

But, the real power, the real competitive edge comes from getting to know ourselves intimately and recognizing our unique strengths and abilities. It comes from knowing what we have to offer in any situation and how to present it at a moment's notice.

One of the traditions in the academic and business worlds has been to rely on the reputations and influence of others. In their curriculum vitae, for example, many students list the names of their supervisors next to each training or job experience. Similarly, many business people organize their resumes around the names of the companies where they have worked or the names of their colleges and graduate schools. This habit reflects their hope of benefiting from the established reputation of their supervisors or school and make a good impression-by-association.

While name-dropping might flatter a previous supervisor or employer, however, it does nothing specific to help the individual who does it. Rather, it maintains her belief that she must hold on to someone else's coattails to succeed. Or, like a child holding onto mother's skirt for security, he will get lost if he lets go and stands on his own. On such a curriculum vita or resume, the reader's eyes dart right to the names of the supervisors or companies or schools - and away from the core information, the individual's training and accomplishments.

In short, where or with whom you have done your training or your work does not matter much. You could have done it anywhere, under anyone's supervision. What matters is what you did - and the fact that you did it. Keep this principle in mind as you proceed through the exercises in this manual and as you complete your internship application and interviewing processes.

As you proceed through writing your applications and conducting your interviews this fall, start taking credit for what you have learned and what you have done during these past, difficult years of school and training. Begin to overcome your deferential attitude and practice talking about your strengths and your gifts as a clinician-in-training. Take pride in what you would bring to these prospective internship sites.

© 2000-04  John T. Carlsen, Psy.D. All Rights Reserved.  Unauthorized Duplication Prohibited.

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