CA­REER The ul­ti­mate guide to a stel­lar ca­reer—from find­ing your dream job to quit­ting grace­fully. (Plus, the new “power hair.”)

Ex­pert tips on how to ne­go­ti­ate a raise, get per­fect power hair and net­work your way to your dream job.

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A 2014 study called “I Need Food and I De­serve a Raise: Peo­ple Feel More En­ti­tled When Hun­gry” by two pro­fes­sors from New York’s Cor­nell Univer­sity and New Hamp­shire’s Dart­mouth Col­lege found that hunger can gen­er­ate an ex­tra boost of en­ti­tle­ment and make you feel more as­sertive and con­fi­dent in an in­ter­view. But the re­searchers also found that hunger might in­ten­sify your per­son­al­ity a lit­tle too much. So don’t get too #hangry. BE SIM­I­LAR, BUT BE TRUTH­FUL. How well you fit in at a com­pany mat­ters. A lot. Your qual­i­fi­ca­tions and ex­pe­ri­ence can land you the in­ter­view, but re­search by Lau­ren Rivera, as­so­ciate pro­fes­sor at the Kel­logg School of Man­age­ment in Illi­nois, shows that the most com­mon way you’ll be eval­u­ated dur­ing a job in­ter­view is by how sim­i­lar you are to your in­ter­viewer. Rivera in­ter­viewed 120 hir­ing pro­fes­sion­als at top bank­ing, con­sult­ing and law firms and was given an all-ac­cess pass to the re­cruit­ing process at one of the com­pa­nies. She found that can­di­dates who shared hob­bies, ex­pe­ri­ences and per­son­al­ity traits with their in­ter­view­ers stood a bet­ter chance of get­ting hired. She con­cluded that this is be­cause em­ploy­ers want to hire peo­ple who fit with their brand and cul­ture and in­ter­view­ers be­lieve that an ap­pli­cant with a sim­i­lar back­ground (for ex­am­ple, both are math grads) is a bet­ter can­di­date. De­spite these find­ings, Rivera warns can­di­dates not to stretch the truth. She says it’s bet­ter to find com­mon

ground in an au­then­tic way if you want to end up at a com­pany that is the right fit for you.

BE IM­PRES­SIVE, BUT KNOW WHEN TO STOP. You’re bowl­ing over your po­ten­tial new boss with a laun­dry list of ac­com­plish­ments—an hon­ours de­gree, top sales­per­son three years in a row, first fe­male exec at your firm...and only two semesters of French in col­lege? Even if la belle langue is rel­e­vant for the po­si­tion, be­cause of a phe­nom­e­non known as the “Pre­sen­ter’s Para­dox,” in­clud­ing one medi­ocre ac­com­plish­ment in a list of achieve­ments brings down your av­er­age im­pres­sive­ness rather than giv­ing it a min­i­mal boost. BE HON­EST, BUT DON’T HUM­BLE­BRAG. Long be­fore the late co­me­dian (and Parks and Recre­ation pro­ducer) Harris Wit­tels made a Twit­ter han­dle ded­i­cated to the “hum­ble­brag”—even­tu­ally lead­ing to the term’s in­clu­sion on Ox­fordDic­tionar­ — many an in­ter­vie­wee was un­know­ingly hum­ble­brag­ging his or her way through the most dreaded in­ter­view ques­tion: What’s your great­est weak­ness? This was def­i­nitely the wrong move, ac­cord­ing to re­searchers at Har­vard Busi­ness School. They asked 122 univer­sity stu­dents to an­swer the clas­sic ques­tion and an­a­lyzed the re­sults: 77 per­cent of the par­tic­i­pants hum­ble­bragged with an­swers like “I am a per­fec­tion­ist at times” or “My in­abil­ity to be mean to co-work­ers” while the other 23 per­cent listed what were per­ceived to be real weak­nesses, such as an in­abil­ity to meet dead­lines. Stu­dents were then rated by re­search as­sis­tants: Those who’d bragged about their so-called weak­nesses were less likely to get hired than those who’d re­sponded with an hon­est an­swer. MOLLY DOAN

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