Q. Do you consider yourself to be a smart person?
A. Yes. That means I'm smart enough to know my opinion is biased. The kind of intelligence required on the job isn't always measured by an IQ test. Only through coping with different situations and interacting with other people can intelligence truly be judged. By these criteria, I'm above average in intelligence.
When it comes to working with people, solving business problems, and making decisions-especially those related to the job-I'm as good as or better than anyone else. There are many things I don't know, but I can learn. In that way, a smart person is one who asks questions, listens carefully, and realizes nobody knows everything.
Q. How important is job security to you?
A. Security is a basic need, but I know that there are no guarantees in life. The only true job security comes from making a meaningful contribution to my employer. If I know my job will be around for as long as I excel at it, I am able to concentrate on my work and remain focused. The best environment is one where employer and employee form a partnership for their mutual benefit. The first priority of any job is the work itself. Everything else is secondary. As long as I find myself challenged by my work and am respected by those around me, I'm confident that I'll be able to continue getting the work done properly, always meeting or exceeding expectations.
Q. What are the reasons for your success?
A. I always give a hundred percent. Some people try to prove themselves to someone else, but I think sometimes it's better to prove to yourself that you can succeed. No one is a better judge of your success than you, and you know what you can do. When I do a job well, it gives me personal satisfaction that carries over into everything I do. Although I work very hard, I find that I get along with all sorts of people. By respecting everyone as an individual as you advance in responsibility, you not only make a good impression but you also gain the respect of others. Paying attention to details is also important. I usually like to recheck everything I do, just in case I missed something the first time. I also find it beneficial to at least review any work that has my name on it, even if completed by a secretary or someone else in my department. Proper delegation requires some supervision. Eventually, hard work, respect for others, and attention to detail pay off, and they make the job more enjoyable and challenging along the way.
Q. Do you like to work with "things?"
(If yes, or if the job requires manual, technical aptitude)
A. Yes, I've always had an aptitude for the absolute and definable. I have good technical ability and can "make things work." I have the ability, however, to conceptualize a job and then translate those concepts into reality.
(If no, or if the job is more conceptual in nature)
Yes, but usually as the result of design and concept. This work takes ideas, imagination, and the ability to formulate a project from beginning to end-see it first, and then specify what it will take for others to make it work. I'm the idea person, but I pride myself on being a practical realist. An idea is only as good as its use.
Q. Do you like to work with facts and figures?
(If yes, or if job requires analytical and math skills:)
A. Absolutely. That's the basis of this work. I've always had a flair for the numbers side of the business, and my thought processes are very analytical and precise. Accurate books and records are an essential management tool, and can help to identify areas that need improvement.
(If no, or the job likely would not fit the thinker/analyzer personality:)
A. Facts and figures are important. I respect them, I'm good with them, but I don't get bogged down in them. I always read the reports, and I'm quick to spot inconsistencies and errors. I don't check every number twice, though, because that's not what produces results. Financial records are like X-rays that allow a doctor to make a diagnosis. I leave the preparation to the skilled technicians.
Q. Do you like to work with people?
(If yes, or if it's a teamwork situation)
A. Without a doubt. If we're to meet our goals and keep up with the growth that's predicted for this industry, we'll have to organize and coordinate the efforts of many people. There's a synergy in teamwork that can accomplish far more than the same individuals could working alone. When a group of people is working together, there's nothing like it. The energy and creativity we activate in each other are many times greater. The whole is greater than the sum of its parts.
(If the job requires solitary hours analyzing reports or crunching numbers)
I've always worked well with others, but I have no difficulty getting my work done independently. I'm a self starter, can set my goals, or take assigned goals and complete them. I'm comfort able with myself.
Q. Are you absent from work often?
(If your work record shows extended absence as the result of an injury or illness that is no longer a factor, explain what happened and why it no longer affects your attendance. Otherwise, use the following)
A. No, my attendance record is very good. I think you'll see when you check that the few days I missed work were due to the usual flu viruses going around. I figure, when you're sick, it's better to take off one day and get well rather than going to the office, working at half speed, and taking off more time to recuperate. I'd rather work at home when I'm sick than expose coworkers to my illness. I'm in good health and rebound quickly. I've noticed that people who miss a lot of work really don't like their jobs or themselves very well.
Q. How do you show your interest in your coworkers?
A. By keeping my eyes and ears open. I try to be sensitive to those around me. If someone behaves in a way that is different from what I expect, I ask myself, "Why? Are there problems that have caused this person to perform differently?" On a day-to-day basis, I try to remember the little things that are important to the people around me. I follow up and ask them how things are going without becoming overbearing. Work teams often become like a family, and it's important to remember that coworkers need to be appreciated, liked, and respected. If I am the supervisor in the relationship, I usually call a quick, closed-door conference to see if there's something that can be done before a possible problem becomes a probable one.
Q. Do you have any fear that may deter you from traveling by air?
(If you have an enduring phobia that prevents you from traveling by air, you shouldn't be applying for an astronaut's job. Go for what you know and like.)
A. None at all. I've always recognized the speed of air travel as necessary to business, and I've traveled routinely in past jobs. The most important thing is to get in front of the customer so I can make the sale (solve the problem), and I view it as all in a day's (or night's) work.
Q. What would you do if it were your last day on Earth?
A. That's a tough question, but not as tough as having it happen! I'd gather the people who are important to me, and really let them know how much they've contributed to my happiness. I've led a fulfilling life, and enjoy what I do every day. The book can close on anyone at any time. That's why it's important to live it a page at a time.
Q. Name three books you've read in the past six months.
(Don't mention any of mine-your secret's safe with me! Keep your eye on the business bestseller list, and mention three current titles. Management-oriented ones give you the highest marks.)
A. Let's see. I really enjoyed_{Man aging for Excellence], and on a holiday ski trip I took along _(The One-Minute Manager], which I found very revealing. Then, on the plane here I finally got to read _(Executive Essentials], which had been in my briefcase for a while.
Q. Do you have a competitive nature?
A. Yes. A competitive nature is necessary to be successful in a corporate environment. But competitiveness doesn't mean vying with my coworkers for recognition, raises, or promotions. If I do my work well and always give my best effort, the rewards will come. I've found that's the only real way to succeed. But I do compete with myself. I'm always trying to break my own record-to do something better or faster than I did it the last time. I'm especially competitive when it comes to improving my company's product or service. There's so much potential for accomplishment when you're part of a vibrant company like this one.
Initiative and creativity questions: Focus on what and why.
Have you ever noticed how much "initiative" you have when you're uncomfortable? You're also highly creative in devising ways to bring yourself back into your comfort zone. The more you itch, the more you scratch. For interviewing purposes, concentrate on the parts of former jobs that you improved. Then work backwards. ... If "necessity is the mother of invention," then "invention is the daughter of necessity." Focus on what you did, then why. Next, tie these improvements into the target job. You'll be surprised how easy this is, since initiative and creativity are highly transferable. Once you learn how to scratch, it doesn't matter where you itch.
Scratch out your script using the following questions as a guide.
Q. What do you do when you have trouble solving a problem?
A. One thing I don't do is ignore it and hope it will go away. I'm not afraid to ask questions or look for the answers myself. There is a solution to every problem. Sometimes, it just takes creative investigation. I'm a problem solver by nature. Nothing puzzles me for long-if it does, I just keep working until I find the solution.
Q. What have you done in your present job to make it more effective or more challenging?
A. I've made my job more effective by finding ways to stream line the paperwork and administration so that I can focus more effort and energy on producing results. Working smarter and harder really accomplishes a lot. More challenging? I'm always looking for new opportunities, and I've been particularly successful in finding different applications for the existing product and its users. I_
(Mention briefly an example of using initiative and creativity to help the company, such as "found a new market for the XYZ product among_or "saw a problem with the computer system and recommended_," or something similar.)
Q. What is the most boring job you've ever had? How did you do at it?
A. I haven't found any of my work in my adult career "boring." I've always been too busy to be bored! Perhaps, as a teenager, you could say I wasn't very excited about some of the part-time work available. But I always found something positive about every job. When I was behind the counter at a fast-food store selling 1,000 hamburgers a day, the routine was eased by the hundreds of people I met. There has been something interesting, something that held my attention, about every job I've held, or I don't think I would have taken the job in the first place.
Q. What is the most interesting job you've ever had? How did you do at it?
A. My most interesting job to date has been_ _, because of_ _. I received particularly favorable performance reviews in that job, but I've had excellent ratings in all my work. When I make a commitment to a job, I give it all I've got.
Q. Is there a lot of pressure in your present job? How do you cope with it?
A. There is pressure in every job. In my present job, the pressure is usually associated with production deadlines or special projects. Experience has taught me how to cope with pressure. All jobs have more demands at some times than others. The key is to manage your time and prioritize the work so you're ready for anything. When I work out the details and set the schedule in advance, I see that any big job can be broken down into many smaller jobs. When taken one at a time, any task can be mastered. I respond to pressure, I don't react to it. After analyzing the components of a project, I take a few steps back so I can see the "big picture." This approach has seen me through many a tough situation with results that exceeded what anyone imagined-except perhaps me.
Q. What do you think it takes for a person to be successful in_(specialty of position being discussed, such as engineering, parts assembly, customer service)?
A. I think you need good skills in _ _(conceptualizing a design/working with your hands/dealing with people). In addition, being successful in this work requires a drive to do your best, and to continually improve on your past performance. One reason I think I've succeeded is that my past accomplishments have given me self-confidence. I view each day and each task as a new challenge, and an opportunity for improvement on whatever I did yesterday. Knowing that yesterday was successful helps me approach today and tomorrow with a "can-do" attitude. After all, I did do!
Q. How do you go about making important decisions?
A. I evaluate my options, laying them all out in front of me. I find it helps to write down briefly what my alternatives are, so I can examine them objectively. Then I rely on past experience, company policies, and-in part-intuition to guide me to a decision. I look at each situation individually, and weigh possible outcomes before making a choice. If it is a big decision that has no precedent, I get input from those who will be affected by it, the staff as well as those who will be called upon to explain my decision to my superiors.
Q. Has anyone in the business world been an inspiration to you?
A. Yes, several people. I've been fortunate to work with bright, talented, energetic individuals. Several of my managers have served as informal mentors who helped me develop my own management skills and style. In every field, the trainees learn from the pros. I've never been so sure of my abilities that I wasn't willing to listen and learn from those who had more experience and had accomplished more. I think I've learned an even greater amount from these individuals than from the textbooks I've read and courses I've taken.
Q. Are you able to work alone without direct supervision?
A. Definitely. I'm a self-starter and finisher. I usually need direction only 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.
Questions about management ability: You're an "MBA,"
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 weaknesses. 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 are 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.
Q. What are some of the things your (current/previous) employer might have done to be more successful?
A. I don't overanalyze 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 are 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. Have you ever been responsible for the profit and loss statements?
(If yes:)
A. Yes, my position has involved direct responsibility for the bottom line. I had the authority to make decisions that would affect the company P&.Ls in the areas of_,_, and _. During the time I held that position, the company realized_ (a XX percent increase in gross/net profit, or a similar statement. Choose and rehearse language that sounds objective and uses percentages.)
(If no, but if you do not want to rule out your potential skill in this area:)
I have never been directly responsible for the bottom line in the sense that management would come to me and ask me to explain why profits were not as projected or expected. However, my work has required me to keep an eye on methods that would produce efficiency and improve the overall financial picture of the company, and I have accomplished that with success. I would welcome both the responsibility for bottom line results and the authority to make decisions that would improve the P&L.
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.
