A. I don't over analyze the reasons for management decisions. Any decision is only as good as the facts upon which it is based. Management has access to market research, projections, and other important data. Yet, sometimes, even with the best input, things don't work out. Overall, the companies I've worked for have been very sound and I learned a great deal from their successes as well as their failures. In fact, the failures can be the reasons for the successes!
Q. In what manner do you communicate with staff? With superiors?
A. In most cases, a manager must develop a uniform and consistent communication style, so employees know what to expect. I would say I project assertiveness and a positive attitude when communicating with my staff, but I'm also flexible.
Good managers are skilled in the art of communication, and sensitive to the different personality styles of their employees. With some, you adapt a more outgoing style; with others you must be reserved and careful or they will feel threatened. There are cues and constant feedback from the subordinate. A good manager knows how to read these and respond properly.
You develop communication skill by listening, not just hearing. It becomes second nature to adapt your own style to that of the person with whom you arc speaking. This is the fastest way to get on the same wavelength and avoid misunderstanding. It takes a little more effort on the manager's part, but I've seen the results and they are definitely worth it. Management theorists call this "pacing." You need to align with someone before you can lead him or her.
When acting as the communications link between your staff and superiors, representing your department to upper management and upper management to your department, the best communication style is one that is open, honest, and allows others the freedom to question.
Much of the success in the corporate environment depends on clear communication of company goals and directions and listening to feedback. Fostering good communication is one of my top priorities.
Q. What steps would you take to terminate an employee who is not performing adequately?
A. First, I'd make sure I followed all applicable company rules and procedures, and any laws that govern the given situation. People should have at least one warning, and a chance to improve their performance. I would counsel confidentially and give a written warning covering a specific period of time, along with clear guidelines for improvement. Then I would watch carefully and be sure to acknowledge and praise the employee for a sincere effort to remedy the situation.
However, if counseling and warning fail to produce results, I would not hesitate to terminate the employee. Firing is probably the hardest thing a manager does, because you come to know your employees as people. But, when someone who is notified that his or her work is below acceptable standards won't take steps to save his or her own job, the manager must protect the company. Again, I would make sure my actions were properly documented and that justifiable cause for termination was shown.
Q. What plan of action do you take when facing a problem?
A. Before I act, I think. I try to distance myself from the problem so that I can look at it objectively and analyze all sides. Sometimes I even write it down to see it more clearly. When I've reached a decision, I present my planned solution to the people affected by it or those who must carry it out. I get their input, incorporate any suggestions that are appropriate, and then we implement the plan. I believe in immediate but realistic solutions to problems. Ignoring them rarely makes them go away.
Q. (Did/Does) your staff come to you with personal problems?
A. My staff knows my door is always open, but they also know my number one priority is getting the job done right and on time. They have come to me with personal problems in the past only when those personal problems might interfere with work progress. I have shown sympathy, but my advice and solutions have always been offered with the company's goals in mind.
Q. (Did/Do) you run your department only "by the book?"
A. In many companies, management style is dependent on corporate culture and company philosophy. When that philosophy dictated a very strict interpretation of rules and procedures, I adhered to it. But there are many situations not covered by "the book," and in those situations my judgment was guided by the particular situation and the department's mission. My main goal is to get the work done, by people who perform their jobs with energy and initiative. It's very difficult to write how to do that into a policy manual.
Q. Have you ever been in a position to delegate responsibility?
A. Delegating responsibility is one of the first priorities of a manager. No matter how great or small my assignment, I developed a system for the work to go on even when I was not there. I prepare competent people to take my place successfully when I move on. This is one of the most difficult jobs a manager has, since it can interfere with his or her feeling of being indispensable. But only after you train someone to assume your duties are you ready to move up.
Q. How well do you manage people?
A. I've experienced good results from the people management side of my work. I can communicate company goals and motivate people to produce. More than that, I've seen and tapped potential in my subordinates even they didn't realize existed. I'm pleased that (many/several) of those I initially trained and supervised eventually moved on to positions of greater responsibility in other departments and areas. This is a private legacy, and I'm proud of it.
