he details of the job, the supervisor's management style and the organization's culture show they're interested in the job and trying to make an informed decision. It also lets me help them figure out whether this is the environment they want.

Don't try to hide your weaknesses.

Too many candidates act as if their only goal is to win a job offer. The wiser goal is to see whether you're a mutual match, emphasis on mutual. Think of it as dating: If you approached every date determined to make him or her fall for you, you would lose sight of whether you were right for each other.

I often ask a candidate what parts of the job she thinks she will struggle with the most and what type of feedback managers have given her about areas that need improvement. Nothing frustrates me more than a candidate who tries to frame the answer as a positive -- claiming that she is "too much of a perfec

As the head of hiring for a nonprofit lobbying organization, I regularly see job candidates missing out on some of the most effective ways to make themselves stand out. Here are some of the things I wish every applicant knew.

A cover letter can get you in the door.

Too many people use cover letters to simply summarize their r?sum?s. With such limited initial contact, don't squander a page regurgitating the contents of the other pages.

When used correctly, a cover letter can win you an interview that your r?sum? alone won't. Use it to explain why you want this particular job -- not just a job in this field. The more specifically you can tie it to the job description, the better. Other ways to stand out:

* If this is your dream job, say so and explain why. I want candidates who want this job, not a job. I'll always take an extra minute on the r?sum? of someone who says the position is his or her dream, even if it's not an obvious fit. (But be honest -- if you're applying for your "dream job" at every gig in town, you'll probably get caught.)

* If you're not a perfect match, acknowledge it. You probably can't hide it, so explain why you're right for the job anyway. Candidates who acknowledge they may not look ideal on paper but tell me why they would do a great job show they're well grounded, humble and realistic but also genuinely passionate about the job.

* If something that makes you well suited for the job isn't apparent from your r?sum?, mention it. I once had an applicant for a financial position mention in her cover letter that she carried a calculator in her purse and was obsessive about balancing her checkbook. These sorts of details can make you a compelling candidate.

We're scrutinizing everything.

Candidates often act as if only "official" contacts (interviews, formal writing samples, etc.) count. They will send flawlessly edited cover letters and then follow up with error-ridden e-mails. Or they're rude to my hiring assistant.

Other things we're looking at:

* I take note of how quickly a candidate responds to requests for writing samples and returns phone calls -- and it gets marked on the application. I assume you're on your best behavior now. If I have to wait a week for you to get back to me, what will you be like when you're working here?

* My organization posts our application instructions online, specifying five points all cover letters must include, but at least one-third of applicants ignore these instructions. If you can't follow directions before we've hired you, we assume you won't follow them if you work for us.

* Do you have a sense of entitlement? Candidates who demand immediate interviews, balk at requests for writing samples, or generally act as if they're the only candidates for the job send a loud message that they will be nightmares to work with. Candidates who seem appreciative and who recognize that the hiring process is competitive are the ones who get interviews.

Talk to me like I'm a normal person.

I know interviews are nerve-racking, but I love candidates who approach the interview as a conversation rather than an interrogation.

When a candidate doesn't let down his or her guard a bit to show some personality, it makes me nervous, because I can't know what's underneath the surface. All I learn is how a candidate acts in interviews -- but what I want to know is what the candidate is like the rest of the time.

Similarly, applicants should feel comfortable enough to be open about what they would like to know. Candidates who ask questions about the details of the job, the supervisor's management style and the organization's culture show they're interested in the job and trying to make an informed decision. It also lets me help them figure out whether this is the environment they want.

Don't try to hide your weaknesses.

Too many candidates act as if their only goal is to win a job offer. The wiser goal is to see whether you're a mutual match, emphasis on mutual. Think of it as dating: If you approached every date determined to make him or her fall for you, you would lose sight of whether you were right for each other.

I often ask a candidate what parts of the job she thinks she will struggle with the most and what type of feedback managers have given her about areas that need improvement. Nothing frustrates me more than a candidate who tries to frame the answer as a positive -- claiming that she is "too much of a perfect

the position is his or her dream, even if it's not an obvious fit. (But be honest -- if you're applying for your "dream job" at every gig in town, you'll probably get caught.)

* If you're not a perfect match, acknowledge it. You probably can't hide it, so explain why you're right for the job anyway. Candidates who acknowledge they may not look ideal on paper but tell me why they would do a great job show they're well grounded, humble and realistic but also genuinely passionate about the job.

* If something that makes you well suited for the job isn't apparent from your r?sum?, mention it. I once had an applicant for a financial position mention in her cover letter that she carried a calculator in her purse and was obsessive about balancing her checkbook. These sorts of details can make you a compelling candidate.

We're scrutinizing everything.

Candidates often act as if only "official" contacts (interviews, formal writing samples, etc.) count. They will send flawlessly edited cover letters and then follow up with error-ridden e-mails. Or they're rude to my hiring assistant.

Other things we're looking at:

* I take note of how quickly a candidate responds to requests for writing samples and returns phone calls -- and it gets marked on the application. I assume you're on your best behavior now. If I have to wait a week for you to get back to me, what will you be like when you're working here?

* My organization posts our application instructions online, specifying five points all cover letters must include, but at least one-third of applicants ignore these instructions. If you can't follow directions before we've hired you, we assume you won't follow them if you work for us.

* Do you have a sense of entitlement? Candidates who demand immediate interviews, balk at requests for writing samples, or generally act as if they're the only candidates for the job send a loud message that they will be nightmares to work with. Candidates who seem appreciative and who recognize that the hiring process is competitive are the ones who get interviews.

Talk to me like I'm a normal person.

I know interviews are nerve-racking, but I love candidates who approach the interview as a conversation rather than an interrogation.

When a candidate doesn't let down his or her guard a bit to show some personality, it makes me nervous, because I can't know what's underneath the surface. All I learn is how a candidate acts in interviews -- but what I want to know is what the candidate is like the rest of the time.

Similarly, applicants should feel comfortable enough to be open about what they would like to know. Candidates who ask questions about the details of the job, the supervisor's management style and the organization's culture show they're interested in the job and trying to make an informed decision. It also lets me help them figure out whether this is the environment they want.

Don't try to hide your weaknesses.

Too many candidates act as if their only goal is to win a job offer. The wiser goal is to see whether you're a mutual match, emphasis on mutual. Think of it as dating: If you approached every date determined to make him or her fall for you, you would lose sight of whether you were right for each other.

I often ask a candidate what parts of the job she thinks she will struggle with the most and what type of feedback managers have given her about areas that need improvement. Nothing frustrates me more than a candidate who tries to frame the answer as a positive -- claiming that she is "too much of a perfec

ly "official" contacts (interviews, formal writing samples, etc.) count. They will send flawlessly edited cover letters and then follow up with error-ridden e-mails. Or they're rude to my hiring assistant.

Other things we're looking at:

* I take note of how quickly a candidate responds to requests for writing samples and returns phone calls -- and it gets marked on the application. I assume you're on your best behavior now. If I have to wait a week for you to get back to me, what will you be like when you're working here?

* My organization posts our application instructions online, specifying five points all cover letters must include, but at least one-third of applicants ignore these instructions. If you can't follow directions before we've hired you, we assume you won't follow them if you work for us.

* Do you have a sense of entitlement? Candidates who demand immediate interviews, balk at requests for writing samples, or generally act as if they're the only candidates for the job send a loud message that they will be nightmares to work with. Candidates who seem appreciative and who recognize that the hiring process is competitive are the ones who get interviews.

Talk to me like I'm a normal person.

I know interviews are nerve-racking, but I love candidates who approach the interview as a conversation rather than an interrogation.

When a candidate doesn't let down his or her guard a bit to show some personality, it makes me nervous, because I can't know what's underneath the surface. All I learn is how a candidate acts in interviews -- but what I want to know is what the candidate is like the rest of the time.

Similarly, applicants should feel comfortable enough to be open about what they would like to know. Candidates who ask questions about the details of the job, the supervisor's management style and the organization's culture show they're interested in the job and trying to make an informed decision. It also lets me help them figure out whether this is the environment they want.

Don't try to hide your weaknesses.

Too many candidates act as if their only goal is to win a job offer. The wiser goal is to see whether you're a mutual match, emphasis on mutual. Think of it as dating: If you approached every date determined to make him or her fall for you, you would lose sight of whether you were right for each other.

I often ask a candidate what parts of the job she thinks she will struggle with the most and what type of feedback managers have given her about areas that need improvement. Nothing frustrates me more than a candidate who tries to frame the answer as a positive -- claiming that she is "too much of a perfec

iews, balk at requests for writing samples, or generally act as if they're the only candidates for the job send a loud message that they will be nightmares to work with. Candidates who seem appreciative and who recognize that the hiring process is competitive are the ones who get interviews.

Talk to me like I'm a normal person.

I know interviews are nerve-racking, but I love candidates who approach the interview as a conversation rather than an interrogation.

When a candidate doesn't let down his or her guard a bit to show some personality, it makes me nervous, because I can't know what's underneath the surface. All I learn is how a candidate acts in interviews -- but what I want to know is what the candidate is like the rest of the time.

Similarly, applicants should feel comfortable enough to be open about what they would like to know. Candidates who ask questions about the details of the job, the supervisor's management style and the organization's culture show they're interested in the job and trying to make an informed decision. It also lets me help them figure out whether this is the environment they want.

Don't try to hide your weaknesses.

Too many candidates act as if their only goal is to win a job offer. The wiser goal is to see whether you're a mutual match, emphasis on mutual. Think of it as dating: If you approached every date determined to make him or her fall for you, you would lose sight of whether you were right for each other.

I often ask a candidate what parts of the job she thinks she will struggle with the most and what type of feedback managers have given her about areas that need improvement. Nothing frustrates me more than a candidate who tries to frame the answer as a positive -- claiming that she is "too much of a perfec

he details of the job, the supervisor's management style and the organization's culture show they're interested in the job and trying to make an informed decision. It also lets me help them figure out whether this is the environment they want.

Don't try to hide your weaknesses.

Too many candidates act as if their only goal is to win a job offer. The wiser goal is to see whether you're a mutual match, emphasis on mutual. Think of it as dating: If you approached every date determined to make him or her fall for you, you would lose sight of whether you were right for each other.

I often ask a candidate what parts of the job she thinks she will struggle with the most and what type of feedback managers have given her about areas that need improvement. Nothing frustrates me more than a candidate who tries to frame the answer as a positive -- claiming that she is "too much of a perfectionist" or doesn't know how to leave the job at the office. Every hiring manager knows these pre-packaged "weaknesses" are straight out of job-hunting guides, and they will mark you as insincere.

Candidates who can't offer a realistic assessment of areas where they could improve make me think they're lacking in self-awareness -- or just making it impossible to have a realistic discussion about whether this would be a good match.

I want to know about your weaknesses not because I'm trying to trip you up, but because I don't want to put you in a job you'll struggle in, and I definitely don't want to have to fire you later. Wouldn't you rather lose a job offer now than lose the job itself?