Q. Are you able to work alone without direct supervision?
A. Definitely. I'm a self starter and finisher. I usually only need direction once the first time I do something and from then on I work well on my own. I'm inner directed and enjoy applying my creativity and problem solving skills to my work.
However, I'm not one of those individuals who will keep doing something wrong rather than getting help out of some fear of "looking bad." If I'm not sure about a task, or whether I'm getting the expected results, I check with the person in charge to make sure. I'm not afraid to ask questions. I don't believe in that old saying, "It is better to remain silent and be thought a fool than to open your mouth and remove any doubt." I much prefer, "It doesn't matter who is right, but what is right." The important thing is to do the job right, and with the greatest efficiency and productivity.
Q. How did you handle the toughest decision you ever had to make?
A. I remember it well. I had to (make a decision that would affect the jobs of several employees, perhaps requiring permanent layoffs). I thought seriously about the consequences to the employer without ignoring the human factors involved. I arrived at a solution that produced the best result for the company while minimizing the effects on the employees.
We kept the most qualified people, but those who had to leave were good employees also. We were able to help each one of them get work in the same field within a month of leaving our company. That minimized our unemployment insurance bur den and kept those who were affected by the downsizing from losing self esteem. Making the right decision required a lot of forethought and looking at best and worst case scenarios extensively before making my recommendations. I firmly believe you have to look carefully at both the business and the people side of every work decision.
That stands for "Most Believable Applicant." And you will be, when you master the questions that follow.
Since the ability to manage depends on sustained personal interaction with subordinates, it's virtually impossible for your "skill" to be measured. Interviews aren't held with understudies present.
The closest an interviewer can get is to find out whether you've learned how to apply basic principles. Asking you about "results" is about as reliable as asking an actor whether he deserves an Oscar.
What if you've never managed anyone? Not to worry. Just sensitize yourself to situations where you supervised others. It doesn't have to be a cast of thousands. Be ready to discuss how you helped organize them to accomplish specific tasks.
If the tasks aren't job related, aim for anything that's business related. Even charity fund raising and community service projects can be effectively woven into the script. Managing a dozen volunteers can be the equivalent of directing a cast of hundreds.
Your local public library stocks many books and periodicals on management. A few current ones are all you need to pick up theory, the latest buzzwords, or an interesting case study.
Q. As a department manager, how would you go about establishing rapport with your staff?
A. I would first want to know as much about each individual as I could, professionally as well as personally. Every employee is an individual and cannot be evaluated solely by arbitrary standards. Independent judgment is the major part of every manager's job, and there can be several "right" ways to approach something.
By reviewing each individual's position and work record, I would gain insight about his or her strong points and weak nesses. Similarly, by meeting with each person on a one to one basis and making myself open to candid dialogue, the stage would be set for a healthy working relationship. Too many supervisor subordinate relationships are like two monologues rather than one dialogue. This is a management problem, and a manager's responsibility to solve. In a word, I'd start by listening.
Q. What makes the best manager?
A. The best manager is a person dedicated to company goals while remaining sensitive to the individual uniqueness of each employee he or she manages. Managing people effectively is a difficult job, but the rewards in helping them develop while contributing to company objectives are great. Essentially, good management requires understanding human nature so that you can motivate people to fulfill their potential. The best manager develops people to their fullest. He or she creates a system that allows the department to operate so efficiently that the work won't skip a beat if he or she isn't there, and also allows for smooth succession if he or she is promoted. Exciting and igniting people is the manager's vision.
Q. What do your subordinates think are your strengths?
A. The people who have worked for me will tell you I am fair and I have a balanced approach to managing that considers both the business and people side of every issue. They know I don't make decisions in haste that everyone will repent at leisure. And, working for me usually means being on a winning team, where the coach expects everyone to give 110 percent. I ask a lot, but they love it.
Q. What do your subordinates think are your weaknesses?
A. What might be perceived by some as "weaknesses" are really my strengths. I expect a lot from my staff, but no more than I expect from myself. I look for and reward people who show initiative and creativity. People I've supervised in the past will tell you that they worked harder in my department than in any other job. They'll also tell you they enjoyed it more, because they were accomplishing more.
Q. Tell me about the people you hired in your (present/last) job. How long did they stay with you? How did they work out?
A. I've developed a sense of the type of employee who will do a particular job well, and also a sense of what people work best together in a given situation, so there's always been a minimum of unrest and turnover among the troops.
I think any manager's best bet is to be candid right from the start. I don't overstate or oversell the job, but I let prospective employees know we value their contribution. I also let them know what I expect and what the job entails. It's important to get the right person for the job, or both the person and the job suffer. Once you hire people, you must take the time to train them properly and give them the tools they need to do the job right. Then you determine who will work best with a minimum of guidance, and who needs more supervision. Management is like a dance, where you anticipate the music to stay in step. It doesn't have to cause corporate musical chairs.
