DEAR JOYCE: In recent months, after an initial interview appeared to go very well, I've been called back several times for second and third interviews. These also seemed to go well. Unfortunately, in the end, another candidate got the offer each time. I'm thinking about seeking the services of a professional interviewing coach, but maybe you can suggest how to come out the winner next time. -- G.M.S.

To emerge victorious from a hotly contested job interviewing process, I recommend a time-honored technique cited by career-management ace John Lucht. He titles it "After the Interview" and explains how it works in "The Executive Job-Changing Workbook" and also on his online service, RiteSite.com. You should read the entire technique, but briefly, here's the idea:

INTERVIEWS PROVIDE INSIDER INFO. Whether interviewing with the person you'd be reporting to or with a recruiter, you'll hear useful details about the position's responsibilities, reporting relationships, subordinates, company culture, risk/reward ratios, "could-possibly-happens," the organization's current status and future prospects, and on and on.

Every word is worth remembering because much information is imparted during an interview that the speaker will not remember providing days, or even hours, later.

In fact, when meeting with the ultimate decision maker, he or she will almost always tell you very specifically what is wanted in a candidate and what the new person is expected to accomplish.

QUICK DEBRIEFING GIVES YOU A LEG UP. As soon as possible -- 10 or 15 minutes later is ideal -- debrief yourself of everything you've learned in the first interview. Lucht's "Workbook" contains simple four-page "Interview Debriefers" that cover the information you need to qualify as a person with "what we're looking for" in subsequent interviews.

Additionally, you see early warnings of trouble ahead, whether within the business, among the players or with how you're perceived. Among the myriad topics Lucht suggests that you make notes on after the interview, here are a handful:

Seemed to like about me and sold on --. Seemed not to like about me and doubted --. What abilities and experience are lacking among insiders that cause outsiders to be considered? What are the No. 1 and No. 2 make-or-break skills or talents on which success in the job depend? What are the No. 1 and No. 2 make-or-break achievements the person is expected to accomplish -- on what timetable and with what resources?

THE TAKE-AWAY. Preserve and use what you find out. When you keep a better record of first-interview comments than the other candidates who compete with you in second and third interviews, who do you think has the best chance of winning?