Interviewing Archives - Page 7 of 10 - Palladian Career Resources

Interview Questions: Company Mission Statements

Many interviewers ask what a job seeker has learned about the company. This question is designed to uncover two primary pieces of information. First, determine if the job seeker took the time to do some research. Many job seekers skip this step and hurt their chances. Second, learn what is important to the job seeker based on the topics they research.

When you do your research, you should learn about the company’s history, their financial performance, their operations and products/services. Another element to research is the company’s mission statement. A mission statement provides the fundamental basis of the company’s strategy, goals and values. It can give you an idea of the culture of the company and the qualities that will be important in a hiring decision.

Let’s look the mission statements from three vastly different restaurant firms:

Morton’s The Steakhouse – Attract, Value, Retain and Develop the best talent in the industry, serve the best food (anytime, anywhere at any cost) and execute unparalleled hospitality – the best dining experience – 365 days a year.
Starbucks – To inspire and nurture the human spirit— one person, one cup, and one neighborhood at a time.
YUM Brands – At Yum! we’re building a vibrant global business by focusing on four key business strategies:
- Build leading brands across China in every significant category
- Drive aggressive international expansion and build strong brands everywhere
- Dramatically improve U.S. brand positions, consistency and returns
- Drive industry-leading, long-term shareholder and franchisee value

What do these three mission statements say? Morton’s prioritizes exception quality in its employees, food and service.. Starbucks values the impression made on their customers… Yum Brands focuses on growth, brand position and shareholder value. In reality, all of these qualities are important to all three organizations, and to all restaurants. No one wants to have a restaurant with low quality, poor environment, bad service, terrible value, non-growing business or declining shareholder value. The difference is how each organization prioritizes these values.

The three mission statements are excellent goals, but vastly different. A job seeker interviewing at each company will need to emphasize different skills and abilities. Understanding the expectations and goals of the company will help you tailor your presentation. Be prepared to discuss situations from your experience that demonstrate success in meeting the objective of the company.

The mission statement of a company is a starting point. It is not an all inclusive statement of company’s priorities. Different jobs within a company may also have different priorities. The important thing to understand is the individual priorities of each position within the company need to support and promote the overall priorities of the company.

One final aspect of a mission statement to consider is the purpose of the statement and its intended audience. A mission statement should represent the entire company, but each firm will use and market their mission differently. Morton’s placed their mission statement on the Careers page on their website. If they wrote the mission statement with the intention of using it in the hiring process, this may have influenced the content emphasizing employees. The Starbucks mission statement appears in their About Us section of the website. It is much more general, giving a theme for the company and is used in an overall description of the company. Yum! Brands placed their mission statement in their investor section. It appears to be intended as a guide for the direction management is driving the company. Each mission statement has a different goal and the content reflects this.

Bottom line: Learn what you can about the values, goals and expectations of a company and be prepared to discuss these in an interview.

Interview Questions About Former Bosses

One of the types of interview questions that cause job seekers a lot of trouble is about former bosses. Discussing previous supervisors often paints a great picture of the attitude of the job seeker. Unfortunately, this is one area where job seekers tend to lose their professionalism and turn very negative.

A few of the variations of questions about former managers include:

Tell me about the worst boss you have had.
Tell me about a time when you did not work well with a supervisor.
What would you do if you knew that your boss was making a very poor decision?

These questions open the door for you to talk about the aspects of a former boss that you did not like. Usually, this spells disaster.

I’ve interviewed a number of job seekers that interpret these questions as a green light to badmouth a boss. In the worst cases, years of pent up frustrations and resentments boil out.

The problem with answering a question like this is the interviewer may interpret your attitude towards a former boss as the attitude you will have with your future boss. One of the key goals a hiring manager has is to select a candidate that will not be a problem. If you send signals that you had an attitude problem in the past, your chance of getting hired goes way down. This is the pitfall many fall into.

You don’t have the option of avoiding this question. You have to give an answer. The best approach is to honestly assess the strengths and weaknesses of your previous supervisors.

Let’s look at two examples of how to answer the “worst boss” question. We’ll start with a poor answer:

There’s no contest when it comes to the worst boss. I worked for a guy that was abusive and offensive. This manager routine screamed obscenities at all of his subordinates. One of the games he would play was to find the nickname that would make each person the maddest. He was absolutely terrible and got sued a few times by employees for harassment. The verbal harassment was bad, but his guy didn’t stop there. He routinely brought handguns into his office and would show them off to threaten employees.

Now this answer could be interpreted in one of two ways. It could generate sympathy from the interviewer. This may help build rapport but will do little to get you hired. The second effect it could have is to cause the interviewer to question the credibility of the job seeker. The accusations in the answer are pretty severe and many people may not believe them. If this is the case, the interviewer will conclude that they cannot trust the statements of the job seeker. Even worse, the interviewer may believe that the job seeker is prone to telling lies about their boss.

This story is completely true and the reality is actually worse than described. Despite being true, this would be a terrible answer in an interview. The following example would do much better:

I’ve worked for a variety of bosses with a mix of strengths and weaknesses. One in particular comes to mind. This individual managed the facility where I worked. As a manager, he was very good bringing the team together and motivated cooperation to get things done. The one weakness this individual had was in creating sustainability. He was very good at creating rapid change but rarely implemented performance metrics and follow up procedures that would sustain the change. In working for this manager, I learned how important it is to build systems that will sustain and continue to build on improvements.

This example details a very specific weakness of a former manager, along with the manager’s strengths. It is a much more balanced approach. The most important part of this answer was the lesson learned – the importance of building systems to sustain change. An even better answer would incorporate an example of how the job seeker implemented a system that helped maintain performance improvements.

Hopefully, you have assessed the managers you have work for and understand their strengths and weaknesses. If you have done this, developing a strong answer about a former boss should be easy.

Interview Questions About Deadlines

One of the interview questions that is very common relates to working under tight deadlines. It is important to be able to meet deadlines in many careers. There are very few companies where the speed and urgency are not important.
Over the years, I’ve asked about deadlines in interviews very frequently. This is one of the questions where job seekers usually react exactly the same way.

Over the years, I’ve asked about deadlines in interviews very frequently. This is one of the questions where job seekers usually react exactly the same way. It doesn’t matter what type of personality the job seeker has, their job type or the industry. The answer that almost everyone gives is a variation of this:

Question: Tell me about a time when you worked under a tight deadline.

Answer: All the time. Everything we do has a tight deadline. Meeting customer needs requires responding quickly. We never have much warning when we get a special project and have to get the project done quickly.

This answer is very general. Job seekers usually include specific industry terms in their answer, but the overall message is the same. Everything the job seeker does has a deadline.

I’m sure you can see that this answer tells the interviewer nothing. The goal of a question about deadlines is to understand the sense of urgency of the job seeker and to get an idea of how the individual will perform. Generalizing the answer provides nothing noteworthy.

To effectively answer a question about deadlines, you need to give an example. Starting out with a statement that deadlines are common in your field is ok. The interviewer probably hears this every time they ask the question, so you’re not going to make a bad impression with it.

The key to making a good impression is what you do next. Give an example of a specific deadline and how you were able to meet it. This will demonstrate the value you provided in the past and help create an impression of success.

This is an example of a better answer to this question:

We work under tight deadlines all the time. For example, we recently had a customer place an order for one of our products with several custom modifications. The customer needed the product in a week, and our typical lead time with the modifications was 10 days. I was able to cut a couple of days off the production schedule by coordinating with the manufacturing department to run the product on a different line than normal and then cut another day by working with quality so that they would inspect the product as it was produced. We shipped the product on time. These type of deadlines are commonplace and I work very well with other department to ensure that we meet every schedule no matter how tight.

This is very basic example of expediting production of a product. Despite this, it shows the type of deadlines the job seeker encounters, how they approach the deadline and gives an example of a success. Even though this is a basic example, it is a much better answer than the original general answer.

One reason this example is effective is the emphasis on working with other departments. The anser address the sense of urgency of the job seeker but also uses the example to demonstrate how effective they are at influencing others in their company.

Look for ways to give examples of what you have done. Examples create a picture in the mind of the interviewer and make a much stronger impression.

Superhuman

Thursday night, I watch “The Real Superhumans and the Quest for the Future Fantastic” on the Science Channel. The show profiled individuals with abilities that are incredible and verge on superpowers. It was very interesting. When the show started, several of the people profiled in the show were presented in 30 second teasers. The purpose of the teasers was to get the viewer excited about the show and motivate them to keep watching. It obviously worked with me.

The teasers were very similar to a cover letter, the executive summary on a resume, or the tell me about yourself answer in an interview. The first person the show presented was the Iceman. The teaser showed the Iceman running on a snow covered road wearing only shorts. He didn't have shoes, a shirt or a hat – just running shorts.

The teaser explained that the Iceman was running in Lapland, a location above the arctic circle. Let's look at the initial statement of the narrator:

It is January and the temperature is -26 degrees Celsius. This man has been running on ice and snow, barefoot, for over one hour. He does not have frostbite. He does not have hypothermia and he feels no pain. He has the power to live in the cold. To withstand temperatures so frigid others would die. He does this by willing himself to heat up.

Looking at this, the Iceman is positioned very clearly. The teaser leads off with an accomplishment. Running in freezing temperatures barefoot for an hour. This was presented to get attention fast. The teaser then explains the significance of the accomplishment – no frostbite, hypothermia or death. Finally, it gives an explanation of how he achieves these results – he wills himself to warm up.

When you write a cover letter or resume, you want to grab the hiring manager's attention quickly. Most people provide facts about their background, but little in the way of accomplishments. This is how most people would present the introduction to their resume.

Experienced at enduring cold conditions. 10 year track record of successfully running in cold weather. Able to warm up my body at will. Experienced swimming in near freezing water.

This teaser doesn't generate much interest. It's a set of facts that don't qualify the talent of this individual. A person in a polar bear club that runs around in a pair of shorts and then jumps in a local river for a few seconds every winter could have a similar start to their resume. The teaser in the show made it absolutely clear that the Iceman was far from ordinary – separating him from everyone else on the planet.

Another thing the teaser did was present the title of the individual – Iceman – before the teaser. This helped to create a single image of the individual that could be remembered. It is very helpful if you can generate a word or phrase in the mind of the hiring manager that they can use to remember you and your background. Something that symbolizes why you are exceptional.

If the teaser for the show was in fact a resume, cover letter or interview answer, it would go too far. I don't recommend giving yourself a nickname like the Iceman. Supply Chain Superstar, Manufacturing Man, or The Energetic Engineer would all come across very badly. What you need to do is create a picture of one or more accomplishments that is so clear and impactful that the hiring manager develops their own phrase to remember you.

Another noteworthy aspect of the teaser was the choice of people to profile. The Iceman was the first. There were other people in the program whose abilities are arguably much more impressive. So, why was the Iceman picked to be first?

The Iceman's ability and accomplishments were very easy to demonstrate quickly. Some of the abilities presented later in the show took several minutes to explain. They were too complicated to capture in a word or phrase. The Iceman, with just a nickname and a few sentences, could be presented very clearly.

This is a good lesson for your resume and cover letter. The most impressive accomplishment from your background may not be the best to present first. A less impressive accomplishment that can be read and understood very quickly could be more effective. The reason for this is the same as the reason the show had the teaser – motivate the hiring manager to read the rest of the resume. If the most impressive accomplishment is so complicated that the hiring manager doesn't understand it quickly, they may move on without ever getting it. This makes it completely ineffective.

The Importance of Interview Practice

Interviewing may be the most important skill in your job search. Hiring managers decide who to hire based on the interviews. Your resume helps you get an interview, and references checks and assessment tests are used to validate the conclusions of the interviews. None of these will get you hired. It is the one-on-one interaction, where you have the opportunity to talk directly to the hiring manager, that will motivate the company to hire you.

Despite the importance of interviewing, very few people practice their interview skills. Most people do three things to prepare for an interview. They start by developing a list of questions they think they will be asked. They then prepare answers to those questions. Finally, they research the company where they will interview.

These three steps are important, but they’re just a starting point. No matter how much you prepare, it will never be the same as actually interviewing. Guessing what is important to a hiring manager will uncover some of the questions you will be asked, but you can’t prepare for every possible question. At some point, you need to practice being asked a question you didn’t expect.

Most people get the practice they need in real interviews. During their job search, their interview skills start out very rusty. They go to a few interviews and improve over time. Two or three interviews can make a huge difference. Then, their interview skills start to plateau.

The problem with this pattern is twofold. First, the job seeker uses their first few interviews to get their skills up to speed, reducing the chances of getting hired early in their search. Second, once the job seeker gets comfortable interviewing, their skill level plateaus. This is a nature result of interviewing without ever getting specific feedback.

The only way to maximize your interview performance is to practice. Completing several practice interviews before your first real interview will help you avoid mistakes and improve your chances of getting hired. This will help avoid those moments in an interview when you think “why am I talking about this – I have to remember not to tell this story again.”

Practicing your interview skills can also help you improve significantly beyond where you would have plateaued. I’ve coached a lot of job seekers to improve their interview skills and have found many people make mistakes they don’t realize. They describe something in their background in such a way that it hurts the impression they make. This is very common. There are few people that are such good communicators that they always convey the exact meaning they intend. Unfortunately, by not getting specific feedback, the job seeker never learns how they are being misinterpreted.

This is the most significant benefit from a practice interview.

To identify areas where you can improve, you have to get an outside opinion. To do this, you need to find someone that does a lot of interviewing to assess your performance. The interviewer should select the questions so you do not know what to expect. This will force you to improvise as you would in a real interview. The interviewer can then assess the impression you give. The feedback you receive will be invaluable to your interview performance and your job search.

What Job Seekers Can Learn From Barack Obama

The election is over and Barack Obama will be our next President. His campaign demonstrated a few techniques that any job seeker can employ to improve their job search.

Positioning Statement

What was the cornerstone of the Obama campaign – the one word that summarizes the reason to vote for Barack Obama? I doubt anyone has confusion here. We've heard "Change" so many times that this one word has come to represent everything about the Obama campaign.

When you are considered for a position by an employer, what word or phrase will represent everything you offer? You should develop a theme that a hiring manager can clearly understand and articulate.

Contrast this with John McCain. The one word that saturated his campaign was "Maverick." Although the use of this word had many similarities to Obama's use of "Change," it didn't resonate with voters. The reason for this is the complexity of the image. Obama means change, people are unhappy and change will make them happy. McCain is a maverick, a maverick will make changes, the people are unhappy and the changes will make them happy.

It's essentially the same argument, but for Obama, it's clearer. This clarity translated into greater trust, and more votes.

Benefits

Which candidate offered the hiring managers (all of us) more value and greater benefits?

Both candidates made a lot of campaign promises. Obama's were more specific in many cases. For example, his tax policy consistently focused on: "Cut taxes for 95 percent of workers and their families with a tax cut of $500 for workers or $1,000 for working couples."

Hiring managers make decisions based on which job seeker will provide more value to them and to their company. A $500 tax cut is not significant for most people, but it is a tangible, specific benefit.

In your interviews, you need to demonstrate what value you can provide. The best way to do this is to show how you have provided value to past employers. For example, "at ABC company, I implemented a new material handling system that improved our processes and saved the company $250,000 per year." For a hiring manager that wants to improve their material handling processes, this candidate would make a very strong impression.

Storytelling

Political conventions, speeches and debates have developed a consistent strategy used by both parties – Storytelling. How many times have we watched a candidate parade a series of people, telling the story of each person and how they will help that person if elected.

The point of this strategy is to create a very clear image of what the candidate will deliver and make a strong personal connection. Political candidates have learned that people don't vote for logical, factual arguments by themselves. The logic and facts are important, but the emotion and personal connection are at least as important.

Storytelling can be very effective in an interview. You can show a hiring manager, very clearly, what you have done in the past. This gives the hiring manager a feeling of what it would be like to work with you. It's this feeling that can tip the scales in your favor and get you hired.

Exercise

Pick the candidate you supported in the election, or do this exercise with both candidates.

On a piece of paper, draw a vertical line down the center of the page. Write the candidate's name at the top of the left column.

Under the candidate's name, list the top three reasons why the candidate should be our next President.

Write a short paragraph, 3-5 sentences, for what you would say to someone that is undecided to persuade them to support the candidate.

At the top of the right column, write your name.

List the top three reasons why you should be hired.

Write a short paragraph, 3-5 sentences, for what you would say to someone that is undecided about hiring you.

Compare the two columns.

Which is more specific?
Which demonstrates more value to the hiring manager?
Which is more personal, giving storytelling examples?
What will you change in your resume and next interview?

Neurolinguistic Programming

There are some interesting articles about how Barack Obama is using Neurolinguistic Programming in his speeches to "hypnotize" the audience. This may be a bit of an exaggeration, but the techniques he employs are very persuasive.

NLP has been discussed as a technique to help people interview better. It is a way of building a connection with the person listing that is much stronger and more persuasive. One of the core techniques that is taught it mirroring. With this technique the job seeker attempts to copy the tone, pace and rhythm of the interviewer.

By mirroring, the goal is to cause the interviewer to feel more comfortable and identify with the job seeker better. This is achieved by making the interviewer hear something that sounds very much like their own speech.

You can also mirror someone's eye contact. Some people find it uncomfortable to have someone stare at them. Despite this, we all try to make good eye contact in an interview. Often this means staring at the interviewer. If the interviewer is uncomfortable with this, you're going to have a tough time winning them over. Watch their eye movements and the amount of time they spend making eye contact with you. If they only look at you 20% of the time, you may make them feel more comfortable if you look at the office surroundings during the interview to avoid staring continuously.

There are much more sophisticated NLP techniques. Some involve using hand gestures to tie concepts and emotions together. Others involve using specific language and story telling techniques to change the way the listener analyzes what is said.

Most of these techniques take work to master. A few can be used without much effort. Pay attention to how an interviewer sits, the pace and tone of their speech, the amount of motion and hand gestures they use, and their eye contact. If you notice something inconsistent with your style, adapt your style to the interviewer's.

The key is to keep it natural. Don't change your style so much that you look like you are acting. Also, don't try to copy something that doesn't make sense. For example, if the interviewer has an accent that you do not have, copying the accent is going to far. Mirroring the pace and rhythm, though, can be very effective.

If you want to learn more about NLP, check out http://www.nlp-now.co.uk/nlp-what.htm

If you want to see NLP in action, read this article on how Obama is using NLP: http://www.pennypresslv.com/Obama%27s_Use_of_Hidden_Hypnosis_techniques_in_His_Speeches.pdf

Your Competition: The Perfect Job Seeker

When you interview, you may be competing against the perfect person. In fact, your competition may be the absolute ideal candidate that the hiring manager can imagine.

We all know that there isn’t a perfect candidate. Despite this, you may be competing against perfection.

How is this possible? A hiring manager usually doesn’t have a requirement to hire someone right now. When they interview job seekers, they need to be convinced to hire someone. The best candidate interviewed will not get hired if the company decides leaves the position open.

The Economic Situation

In a strong economy, there are more jobs than people. Some companies will hire as soon as the see someone with skills they need. In some industries, companies would hire even if they didn’t have an open position. The need to add talent was so critical, job seekers only needed prove they had the potential to do the job.

The situation has changed. The economy is slowing and we’re seeing more job seekers than jobs. Companies are still hiring, but are becoming much more reluctant. To make a hiring decision, the company will need to be convinced that the job seeker will add significant value to the company over the long term. The bar that must be met is in the expectation of the hiring manager – and this expectation may be extremely high.

What You Need to Do

There are three things that you need to do to get hired. You need to show you can do the job. You need to show you are better than your competition. You need demonstrate you will add sufficient value to persuade the hiring manager to fill the position.

Most job seekers focus on the first of these goals. They try to show that they are qualified and are capable of doing the job. This is the cost of admission for the interview. A hiring manager expects everyone they consider to be capable. This will not motivate them to hire you.

Some job seekers will try to show they are more capable than others. This is an improvement, but still not enough to prompt a hiring decision.

The job seekers that will get hired will demonstrate a clear benefit that they will provide to the company. The key to doing this is understanding what the company wants to achieve with the position. Consider how you will help the company reach these goals. Be able to articulate a the benefits you will deliver to the company and the hiring manager.

Are You Doing It Right?

Your results will tell you if you are providing a significant reason why you should be hired. If you get hired, you probably did it right. If you didn’t, that doesn’t necessarily mean that your interviewing was the problem. There is a chance you didn’t have the skills or experience that were important to the company, or another individual was more qualified. You can identify times when you interview skills were the problem.

To assess your interview skills, review your recent interviews. At what stage did you get eliminated – the phone screen, the first interview or a later interview? If you’re not getting past the phone screen, your interview skills are most likely the problem. Companies decided to phone screen job seekers because their resume shows some capability to do the job. If you convince them during the interview that this capability isn’t as strong as they thought, you need to improve your interviewing.

If you are getting to later stages of the process but still are not hired, there could be a lot of factors. The clearest indicator of poor interview skills is a slowing in the process without an outright rejection. In this situation, you go for an interview and all signs indicate a very positive connection with the hiring manager. You leave the interview with a strong indication that the hiring manager thinks very highly of you. Then, nothing happens. Weeks go by. You follow up, and each time you are told that the hiring really likes you but is considering other candidates. Eventually, contact ceases and you move on.

In this situation, the job seeker did well enough that they never get rejected. The hiring manager sees that the person can do the job – perhaps very effectively. Despite this, they aren’t sold on hiring the person. They keep looking, searching for a perfect candidate that will give them a compelling reason to be hired.

If this sounds like your job search, work on your interview skills. Get a practice interview and have an expert assess you. Develop a clear value proposition before each interview and be able to demonstrate the benefits you will provide if you are hired.

Talking About Failure in an Interview

One of the interview topics that many job seekers struggle with is discussing failure. We want to focus on success in an interview and shifting gears to admit a failure can be difficult.

The questions that you can expect in some interviews include:

Tell me about a time when you failed.
What was the last goal you failed to meet?
How would you react to an obstacle you can't overcome?
What is you biggest weakness?

Talking about a failure won't hurt your potential to be hired if you handle it right. Everyone has failed – most of us have at a lot of examples of when things didn't go as planned. Some of the most successful people have failed more than they have succeeded. This isn't a bad thing – it's part of the learning and growth process.

If you are asked about a failure, talk about a real failure. The key is to recognize what you have learned. Often, we learn a lot more from adversity and failure than we learn from success. This is how you can demonstrate you potential in an interview.

You should prepare a story about a failure in advance. This is not something you should answer on the fly. You want to know what to emphasize and what you learned from the experience.

When you prepare your example of a failure, consider what you would have done differently to avoid the failure. Then review examples of similar situations you have encountered since then. Ideally, you were successful due to what you learned.

To prepare your answer, the following structure is very effective:

Situation – provide background on the example
Actions – what did you do in this situation
Results – review the outcome and admit the failure
Growth – discuss what you learned from the experience
Adjustments – explain what you would do differently
Success – give an example of a recent success in a recent similar situation

If you tell a story that hits all six of these areas, you should make a positive impression. The most important thing to remember when you are asked to discuss your failures is demonstrate you are comfortable acknowledging your mistakes and learn from them.

Interview with Confidence

One of the most important factors affecting a person’s interview performance is their confidence level. I have known a number of candidates that lose all of their confidence the second they step into an interview. This can be devastating.

For example, a long time ago, I was working with a person that was worried about interviewing. When I say worried, I’m not sure I’m really capturing the situation – terrified and paralyzed with fear are probably closer to the truth.

To deal with his concerns, he spent a weekend preparing – from Friday night, non-stop until Sunday night. You may have an idea of what came next.

Monday’s phone interview started on time. The candidate had rehearsed this over and over and over again. The interviewer planned to do a quick skills assessment and then schedule an interview with the primary hiring manager. The questions were pretty basic.

With all the preparation and rehearsing, and a set of easy questions, the candidate should have hit a homerun. That, of course, didn’t happen. The candidate had rehearsed so much that he expected specific questions, a certain style of interview. In his preparation, he had scripted what the interviewer should say.

When the interviewer asked a question he didn’t expect – he froze. He could not answer the question. After a long, awkward pause, he said he was very nervous and didn’t expect that question. He then asked if the interviewer would mind if they started the interview over, including hanging up and calling back. The second he said this, he was done.

The problem was a lack of confidence. The job seeker wasn’t comfortable interviewing. He prepared alone but never practiced the one thing that could have helped him – responding to unpredictable questions asked by a live person.

I do a lot of interview coaching. The primary way I teach interviewing is through practice interviews. I strive to develop a list of questions that are unexpected and challenging for the job seeker to answer. By simulating a real interview, the people I coach are much more relaxed in interviews and are able to take their time and think about their answers.

When you are preparing for an interview, make sure you get some live practice. Find someone that can simulate a real interview – ideally someone you don’t know very well. Even better, select someone that intimidates you a little. The more uncomfortable you can make the situation, the easier the real interviews will be. If you can’t find someone to do this, find an interview coach to interview you.