Answering the Interview Question: “Why Do You Want to Leave Your Job”
When answering the question, “Why do you want to leave your job” our executive recruitment team of tens see a disconnect between what the job seeker says and what the interviewer wants to hear. Therefore, I’ve have compiled a few answers which ought to help you better answer the frequently asked interview question:
Our balance sheet is hurting, cash flow is hurting, the expenses are too high and that stresses people out and when people are stressed, they don’t perform well. This is not changing b/c the company keeps spending on aspects that are not generating revenue.
– There is always money to be had if you look in the right places and you do have to get to some of the wrong places to get there, but once you hit a “wrong place” you have to look at it as one step closer to a solution rather than a stagnation. There is no substitute for profit.
The best companies encourage team work and candor. Many times, the culture is just individualized, thus no good ideas are thrown around and there’s no feedback on how everyone’s doing.
There’s no substitute for hard work; it solves problems and achieves goals. Right now, I need profit driven company to work at which realizes this. Doing so would result in a job that greatly invigorate me.
The best companies look at setbacks as temporary and challenges to be overcome; this is no longer the case at the organization. When resilience is not present neither is success.
Our selling style has been too aggressive lately and this is based on our cash flow shortage which is hurting management of the sales cycle and thinking about what the clients want rather than what we need as a company which is feeding our balance sheet asap.
Sales is about customer service and meeting needs and that’s what closes deals. Right now, my current company is unable to do so.
We no longer segment our customers into 3 lists which are most effective such as rating them:
“A” – customers who take up the most time, but pay the most bills for the organization. They’re strategically and financially critical to the business, however we are no longer paying as much attention to them.
“B” – customers who pay their bill on time, we don’t hear from much, but we don’t demand too much. Part of our cash-flow shortage is derived from these individuals not being up-sold.
“C” – the clients doesn’t have the most money, but needs the most attention and doesn’t pay on time. Unfortunately, the firm has too much time on these clients and, thus not giving the employees the tools to make the right decisions which lead to success.
Some good things that used to be at the company were…
We used to think that we were the best and somewhere along the line that thought process changed. If we don’t think we’re great, how are clients supposed to? There was vision at the company; there was hope and this showed in the way people spoke and the way they interacted with clients.
There’s no authenticity and passion at the company. The managers and bosses are not very resilient and they are not ambitious enough to create an environment with great leadership.
There are expectation gaps in our product / service. Management wants us to promise x to get a quick cash infusion, then they can only deliver y which is not conducive to long-term relationships with clients and cross-selling, up-selling opportunities.
There is little optimism at the company and the team tends to fold every time any hurdle arises, thus not creating an atmosphere of resiliency and persistence which is paramount to success in any business. A bad event happens and management thinks the problem will last forever when defeat should be looked at as a temporary failure.