1. Betting that the hiring decision will be based on how smart you are. Hiring managers are looking for the person who is the best all around fit for the job.  Fit is a combination of several factors  - demonstrated passion for the type of work, ability to get up to speed and contribute quickly, potential to grow in the organization, personality fit with the people with whom you will work. Don’t assume that because you are doing better academically than the other folks you know who are interviewing that you have the inside track for the offer. Focus on having at least two compelling stories that demonstrate your strong fit in each of the areas above.

2. Not knowing what game you are playing or in other words, not knowing how they define “smarts”. They will largely define smarts as (a) can you do the job well and grow in the organizations, and (b) whether you “get it” interpersonally. For example, are you respectful to everyone you meet, not just the hiring managers and senior execs? Will you understand your role on the various teams you will be on? You are building a relationship with each person you speak with and trying to build their confidence in your ability to contribute, their comfort with hanging out with you on a daily basis, and their sense of your potential. That is the game you are playing.

3. Trying to tell them you are smart rather than demonstrating you are smart through accomplishments and insightful comments. When you are interviewing and they ask you why you are a strong candidate, don’t say, “One reason is that I am a very intelligent person” and don’t say, “I have a high GPA or high standardized test scores.” Focus instead on your most significant accomplishments that demonstrate that you are able to apply your intellectual strengths to have impact in real world situations. Second, show them by demonstrating that you can approach and solve problems in a structured, analytical manner. For example, if they ask you how you would you think about a certain new business opportunity they are considering, first get 100% clear on what the opportunity is so can solve the right problem (you cannot be insightful if you don’t fully understand and there is nothing wrong with asking clarifying questions), then take a minute or two to think about it (you don’t get “smart” points for the fastest answer, and taking a little time actually shows poise and confidence). Then focus on the 2-3 major issues they should consider when assessing the opportunity, such as the fit with what the organization currently does well, the market potential of the opportunity in terms of both revenue and brand growth, the potential response from competitors, or whether pursuing the opportunity could be a distraction for senior management. Third, ask insightful questions when they give you the opportunity at the end of the interview - questions that show you have done some research and have spent time thinking about their organization and how you would fit.

4. Thinking you are good enough to make a significant mistake and still get the job. If you misspell a word in your cover email or follow up note or get a key contact person’s name wrong during a conversation, you can be finished no matter how strong your qualifications because they may conclude that you lack attention to detail or are arrogant. When I was a college senior, I had good grades and a good leadership story to tell. But when I sent a cover letter to a senior executive at a firm that I wanted to interview with that said “I would like to ‘persue’ (rather than ‘pursue’) a career in his field, I was done. And worse, a mentor of mine had tee-ed me up with that executive and I made her look bad as well.