Questions - For Interview
Describe how you've worked with a department/unit to set specific and measurable objectives. How did you monitor progress toward achieving those objectives?
* SMART Goals aligned to the Company's goals / Objectives * Create an action plan * Define Milestones * Accountability - Time Tracking tools - Define KPIs to measure - Proactive Metrics Dashboard * Follow-up and reward - Periodic review - Performance based rewards
What would you do in your first 30, 60, 90 days
*First 30 days*: Learning and watching. I am going to try to understand the work culture, the process, the key business users, and establish my presence and introduce myself to the team, business units, departments and also try to understand the various process. Gap analysis of the department relative to goals, staff, budget and timelines I will start taking over the day to day operations. *Next 30 days*: I will try to validate the process understanding with the system design. *Next 30 days*: Performing. The following 30 days I will be prepared to make a full contribution and own the operations completely.
What's your greatest strength? What about your biggest weakness?
*Strength*: * People person, try to work without an ego * Offshore and Onshore experience * Strong technical background with extensive management and leadership qualities * Ability to tailor the Development process to the needs of the organization. *Weakness*: * Presentation is too focused and becomes Boring after 30 mins
What five adjectives describe you best?
- - - - -
What do you like about managing a team?
- Ability to make a difference to the team - Ability to guide the team to success
Who have you coached or mentored to achieve success?
- Huan - As a manager - Raja - As a Sr. Director who can take my responsibilities
Is there anything you want to ask me?
- More about the industry and their position in it - Who do you think are your top competitors and who do you think is a bigger threat in the future? - Can you explain the type of person who likes working here and the type of person who gets on well - What would you say are the main benefits of working for your organization - What are the main frustrations that you have heard from your employees and what are you doing to rectify that.
What's your greatest personal achievement?
- Saved Warner brother project with the help of 2 other folks. - Continuous progressive growth
Tell me about a time when you came up with a new approach to a problem.
Answer in such a way that you show your willingness to divert from the tried and true approach and your openness to try new things to deal with a problem. Talk about your thought process as you came up with a new approach, and share how you implemented this idea for the benefit of the team.
What are your salary expectations?
Ask to defer this conversation until there is a job offer. Reveal only if you absolutely have to by giving a range based on your research. You need to have an answer to this, and it should be honest. Make sure to research the industry standards. This doesn't have to be a set number, feel free to give them a range.
How important to you is your work / life balance?
Balance between, work, family, friends, volunteer work, hobbies and me time. When anyone starts a new job, or a new project, or during the project delivery time, one probably have to work a lot of hours to get it under control. if necessary during that time, I will be willing to work all the hours needed to achieve it.
How well do you interact with authority figures—bosses, teachers, parents?
Be ready to furnish specific examples
What did you do in your last job to contribute toward a teamwork environment?
Be specific in answering this question, and keep the word recent in mind. This would show that you exhibit collaborative behavior consistently under any circumstances.
For a department to function effectively, every member must be committed to the department and its goals. Tell me how you've demonstrated your commitment to the department.
Commitment grows when people: 1. Work together 2. Feel successful at what they do 3. Make decisions together 4. Work through conflicts 5. Support one another's leadership 6. Have fun and play together 7. Overcome obstacles 8. Hold each other to high principles 9. Appreciate and respect one another 10. Challenge one another to take the next step 11. Build relationships 12. Experience a victory together 13. Learn from mistakes and setbacks 14. See their leaders model commitment First, let's think about why people become involved in and committed to a group or organization. Start with yourself: Why are you are committed to your project or organization? What is most important to you? 1. The goals of your group? 2. Your vision of what is possible? 3. The people with whom you work? 4. The length of time you've invested in this group? 5. Your role in your group or organization? 6. What you've learned in this group? 7. The satisfaction you get from doing significant work? 8. Other reasons? People commit to a group or organization because they gain something important from their involvement. When you invite them to become involved, you are not only asking for their help, you are offering them an opportunity to: Work on an issue that is important to them 1. Benefit the community 2. Meet and spend time with like-minded people 3. Expand their skills 4. Be a part of a team 5. Learn how to lead 6. Rise to a challenge 7. Meet high standards 8. Accomplish something significant
Who are our competitors?
Do research and have this ready for each company
What systems have you put in place to recognize or reward associates who suggest or make effective changes? Give me a specific example of how this recognition has affected others' innovations.
Employee of the Month - Cash and company goods MVP for Offshore team members - Cash rewards
Tell me about a time when a lack of resources led you to a creative solution?
Everyone likes someone who's frugal.
What are your most notable failures? What did you learn from each?
Example and lessons learnt
Are you the type of leader that you would like to work for? Why or why not?
Explain
Can you give me an instance when you were forced to reprimand or fire a friend
Explain
Can you state a time when you accomplished something noteworthy that wouldn't have happened if you had not been there
Explain
Describe for me a time when you may have been disappointed in your behavior
Explain
Give me an example of a time when you have to respond to an unhappy boss/client/co-worker
Explain
How would you deal with an angry or irate customer?
Explain
How would you describe your character?
Explain
How would you fire someone?
Explain
How would you motivate someone?
Explain
What are some of your leadership experiences?
Explain
What are your major professional accomplishments? What competencies are your strongest calling cards?
Explain
What are your values? What is important to you?
Explain
What kind of leader do you prefer to work with? What traits do they have that resonate with you?
Explain
What kinds of people do you like working with? What kinds do you dislike working with?
Explain
What things are you most interested in learning about in order to become a better leader?
Explain
Who is the best boss you ever reported to? What was so good about them?
Explain
Give me an instance were you had a chance to resolve a conflict between two colleagues
Explain Ganesh Vs Pamela
Describe a situation in which you motivated your department/unit to exceed the organizational standards. What strategies did you employ?
Explain Situation. 1. Share Your Vision And Set Clear Goals. 2. Seek Buy-in from the team 3. Communicate often with the team members and keep them informed 4. Encourage Teamwork 5. Encourage Contributions from Team 6. Maintain a Healthy Office Environment, nip negativity in the bud 7. Give Positive Feedback And Reward Your Team 8. Provide Opportunities For Development, including training 9. Help fulfill career goals 10. Maintain employee satisfaction at higher levels
Tell me about a time you failed or made a mistake. How did you recover?
Failure is a good thing if it means you learned something. So don't be shy.
Describe a time when you made an important decision with limited facts
Highlight your power of inference. Talk about how you analyzed trends and considered statistics to determine the best course of action. Talk about the input your required, and detail whether the decision ended up being the right one.
Tell me about you
I am Francis Amalraj, currently working as a Vice President of Software Development and Engineering at MegaPath Cloud LLC. Let me give you a quick background on my education and my progressive experience, then will go into my volunteer experience and finally to my personal details like my strong skills, strengths, accomplishments. After my graduation in Mathematics, I jumped on the band-wagon and did my Masters in Computer Applications, which was a part Computers and part management degree. As part of the degree I joined Union Carbide for a internship program and was offered a job there. The systems division was carved out and with the help of NexGen US, formed a consulting company NexGen IS Ltd. Due to this, earlier in my career I got the opportunity to setup an office, along with software development and project management experience. In June 1997, I came to the United States and joined Misha Consulting Company as a consultant and was placed in Warner Brothers Studios. Completion of that project introduced me to Portal Infranet billing system, which I started implementing for various clients. Due to the amount of collective knowledge that we had in the tool, we were picked to build the SaaS model for the billing solution. But then the recesion hit and Portal dropped the plan and we had to dismantle the team and I was one of the people who offered to leave. One of our clients GoAmerica picked up and allowed me to manage their Billing systems for a year. Then I joined Boingo wireless where I managed the Infranet Billing and all its customizations, Payment and interfaces to other systems. Due to my extensive experience in Implementing and managing billing systems, the CIO of MegaPath through common friend, had requested me to come on board to manage and enhance their Billing system. Over the next 12 years, I was part of integrating various systems, and migrating customer information and service information from various systems, due to 6 acquisitions and 2 divestitures. From focusing on Billing and Data architecture, I slowly became responsible for the Billing, Finance systems and the Enterprise Architecture. This gave me an opportunity to make a big impact for the company. As part of cost reduction when our Vice President was let go, I stepped in and took the Software Division to the next level. Software releases were pre-planned, CapEx and OpEx were standardized and business users knew exactly when features were being released. With limited cost and resources, we were able to make big impacts, but collapsing systems, enhancing areas that needs improvements, there by reducing the OpEx resource time, releasing their time to make themselves available for CapEx work. Jumping to my personal traits: I consider myself as a collaborative leader. To the extent that I can, I share appropriate information to my direct reports and encourage them to challenge me on my suggestions and decisions, making sure that this was a healthy discussion and not an insubordination. With a strong technical background, I am involved deeply in suggesting solutions and resolving issues wherever necessary. In my personal time, I like to be with kids, visit friends, and site seeing, particularly something of nature. I also volunteer and try to give back to the community. Currently I am involved with CERT, which stands for Community Emergency Response Team of Irvine. The goal is to prepare as many people as we can, so that in case of any emergencies, they can help themselves and their families, and if possible their neighbors.
What are your hobbies?
I enjoy reading, writing, singing and acting. Also, one of my favorite things to do is paint, since I grew up in my mother's art class which she taught out of our home.
What do you do in your free time?
I like to hang out with my kids, my friends, visit places, enjoy nature. But most of these would require others be available to participate, so not all the time I would be able to do these. I also felt the need to contribute back to the community. Initially I started with PMI, and started helping them. When an opportunity came, I stepped up and took the position of IT director, the job that I knew well, where I can contribute very well. In the last few years, I got introduced to CERT Irvine and have been helping them with technology and planning. I developed a website for managing volunteers and inventory. Have also developed an App for them.
How do you respond to critical feedback?
I try to under the reason behind why such a feedback came about. Is there truth to that. Or is (s)he misinformed. How can I correct it without coming out to be defensive. If there is truth to it, then understand what caused it and try to fix it. If need be get the help of the person who provided the feedback
What are your long-term career goals?
I want to be in a position to drive the company's complete IT strategy and make a big impact to the company's growth, as a CIO in about 3 to 5 years range.
Where do you see yourself in 5 years? What's your 5-year plan?
I want to be in a position to drive the company's complete IT strategy and make a big impact to the company's growth. in terms of tangible growth, a CIO in about 3 to 5 years range.
What would you do if a consultant working for you was consistently late on projects?
I would put the consultant first on an informal mentoring plan, first explaining the performance issues and their impact and then asking the consultant to provide a reasonable solution, following up with him or her weekly, informally, until it's no longer necessary.
How would you describe your personality?
I would say that although I can be reserved in the beginning, I am friendly. people would definitely say that I have a very silly personality and a good sense of humor. but of my friends, they also know that I work extremely hard and am very set on my goals and will do whatever it takes to get it done, whether that means missing out on hanging out with them. I always have this tendency to reach out to people who seem to be isolate and like to include others. I am motivated, energized, and hard-working. I learn quickly and can adapt well. I am responsible about deadlines. I have a proven record of success and a strong work-ethic. I have ability to get along with people, and I believe that team-work is essential and will do what it takes to get the job done. I strive to help my co-workers and encourage cooperation as well.
Do you have any questions for me?
If I take up this job, this is going to be my second family, so I need to understand the company and culture a little better. What is the work culture here? If I may ask, why did this job become open? What is the vision of this company and the growth plan? How is the vision communicated to the employees? What is your background and how did you get started at this company? How has your learning process been here? I understand you do very well in xyz sectors, what do you see as the core competencies of this organization? What are your future plans and how did this organization shape them or help you move towards them? What motivates deal teams at this organization? Serving the client? Gaining interesting experience? What did you do that helped you prepare for a career, and what do you wish you had done? What do I need to work on?
Tell me about a time you overcame a challenge without sacrificing your values.
If you wouldn't talk about it (politics, religion, etc.) at a holiday gathering, don't bring it up.
Tell me about a time when you were tolerant of an opinion that was different from yours
In Collaborative style leadership, this is common activity. Expand.
What are you currently reading? What publications do you read?
In fiction, I'm a big fan of Dan Brown novels and historical fiction. The origin, his latest book is what I read. In nonfiction, I just started reading "Influence without Authority" by Allan R. Cohen and David L. Bradford. It is about how to lead people who don't report to you, build effective relationships, creating allies and influencing the boss, peers, clients and other partners.
How often do you have meetings with your direct reports
In my current setup, I meet with my direct reports, atleast twice a week. I have a direct reports meeting, where all of my direct reports attend. Then I have 1:1 meetings with all of my direct reports. Weekly Direct Reports Meeting Structure * Update from Management * Individual Recognition * Any new projects / requests * Review known / pending issues * Update from each direct report - Project/Sprint update - Blocks - Known issues 1:1 Meeting Structure * 10 minutes for Direct report - Check-in - How each are doing - Personnel issues - grievances, Performance, potential churn - Update on Objectives / Action Items - Challenges being faced * 10 minutes for Manager - Set new action items - Team/Individual Recognition - Coaching moments * 10 minutes for next week plan
How would you go about attracting team members?
Industry networking and maintaining a reputation of high integrity as a manager
Tell me about a time you couldn't complete a project on time. How did you deal with it?
It happens to all of us, so don't pretend it doesn't. Preferably use an example in which the missed deadline was clearly out of your control.
What keeps you awake at nights?
It is an attempt to get to know your ability to handle stress. So answer it from a professional point of view. take it entirely business related. "I'm concerned by the normal things a technology leader worries about, meeting targets, budget related, new technologies, improvements to the systems, etc. But I've handled these issues for a while and I certainly don't let them get me down.
What was the last book you read for fun?
Keep it handy
What was the last non-fiction / business book that you read
Keep it handy.
How can you make yourself more marketable in today's competitive job market?
Layout a detailed plan
What's your work style? How do you manage your time?
Leadership Style: Collaborative leader Management: Delegate, Coach and mentor Management of time: Priority based
What are your co-worker pet peeves?
List
What makes you uncomfortable?
List
If you were to ask a group of friends and acquaintances to describe you, what adjectives would they use?
List all of them—the good and the bad. Why would people describe you this way? Are there specific behaviors, skills, achievements, or failures that seem to identify you in the eyes of others? What are they?
What are three things your former manager would like you to improve on?
List out some
How do you balance company interests with customer needs when making decisions?
Make it clear that you pay close attention to both at all times.
On your very best day of work—the day that you totally love your job—what are you doing?
Make sure it aligns with the company you're applying to.
What interests you about our industry?
Make sure to do your research. Have facts/data/examples.
Why are you looking for a new job?
MegaPath was bought by Fusion, which also bought Birch communications. As part of this 3 way merger, there are synergies that have to happen. Given IT management is with Fusion, other key folks are being transitioned out in phases, as systems are being identified to keep or migrate out of. Most of our systems are being retained, which gives me great comfort that my team is going to be fine. But at management level things are different and my turn would come up at some point in time. I wanted to be prepared and hence decided to look out for a job.
Can you tell me about a time when you were able to understand another person and guide your actions by your understanding of their individual needs or values?
Mike Perry - First interaction
Tell me about your leadership style
Mostly Collaborative leader, but style changes depending on some situations
what is your management style?
My management style varies depending on the employee. I've found that people are different so a one-size fits all style doesn't work. Some people respond to aggressive goals; others don't thrive on pressure. Some people prefer frequent check-ins; others prefer clear direction up front and then giving them space to get their work done. Some general rules: * Focus on hiring smart people with great problem solving skills and good communication. * Take the time to explain the business value of the work they are assigned ensures motivation. * And most importantly, having compassion for each person - show the person you value them, show the person you care when things are hard, and invest your time in the person.
What is something you are working on to grow professionally
PMI-ACP
How will I be able to solicit the help of management peers, not people who work for me or are obligated to follow my direction?
Present my business case and a succinct summary of where their support is needed. Also understand their business role and function to best understand who on their team could provide assistance. Make the solution simple and easily understood.
What would you expect when hiring a team member
Qualitative (Curiousity, Sense of Urgency, Collaboration skills) Quantitative (Highly Analytic) - Communication Skills - Confidence - Decisiveness - Honesty - Responsibility - Empathy - Focus - Creativity - Optimism / Enthusiasm - Commitment - Fit for company/team culture - Listening skills - Positive Approach - Flexibility - Follow-up
Describe a situation in which you gave a team the authority to handle a project, decision or initiative for which you were ultimately responsible.
Re-design of internal SMB Customer portal. The team did wonders. Provided some initial guidelines and let the team run with it.
Walk me through your resume
Should take two minutes or less.
How did you hear about this position?
Source of the job listing
How do you deal with pressure or stressful situations?
Specifically, how do you decompress? Write it down? Take a lap around the block? Self-care?
How do you evaluate success?
Success to me means happiness, satisfaction. If I am personally successful, then the choices in my life have led me to a good place that I am happy with. If I am professionally successful, this means that my job performance has made my employer happy and well appreciated, which makes me happy.
What was it that intrigues you about this position?
The ability to make a difference in the growth of this company and the business
What gets you out of bed every day?
The feeling that I'm making a positive impact to the growth of my company and to my family
Give me an example in your career where you felt like giving up but managed to keep going.
The question is to make sure that when the chips are down they can rely on you to keep going.
Describe how you developed rapport with your peers and your supervisor.
This is an important question in that it enables you to show that you can build relationships at an organizational levels. Make sure that you provide substantial examples of both cases, and highlight what you think about the importance of goal alignment and cooperation.
What's your style of influencing people?
This is slightly a trick question. The good leader can change their style of influencing to suite the person they're working with. You're likely to have a core style. Illustrate that and then illustrate how you can change it when necessary. The main thing that I have learned about influencing people is that they're all subtly different and though most people have a natural style, everyone has to fit horses to courses. I naturally have a consultative style, influencing people by discussion and joint planning. But it comes out differently for different people. For example my influence over one member of my team consists almost entirely of listening to her as she works out what needs to be done and how to do it. With another person, I find I have to spell things out much more, making suggestions and giving advice. Then there's another person who's very process oriented. I motivate and influence him by facilitating a decision-making or other business process. A lot depends on circumstances as well. Some people talk about "push and pull" management styles. "Push" being "Do what you are told" or autocratic method, "Pull" being the consulting democratic way of leading people. I naturally lean towards "Pull", but when chips are down I can switch into being more directive if events demand it. I always try to remember that a bit extra recognition goes a long way. I show appreciation often. I'm genuinely interested in how people tick and can normally work out how to get the best out of them. Sometimes, I like to hold back from influencing the team about a decision they're making. Want to encourage their creativity.
If you had to do that activity over again, how would you do it differently.
This is your opportunity to discuss something that you did which you think you could have improved on. Talk about the level of success you achieved and why you feel you could have done better. Share details on what differences you will implement to ensure improved outcomes.
Tell me about a time when you made a bad decision
This may be a bit difficult to talk about, but be as honest as you can. Talk about what the project was, what went wrong, why you failed to foresee the failure, and how you felt at the aftermath. You could then segue into what you did to prevent failure going forward.
Describe a time when you anticipated potential problems and developed preventive measures.
This question will enable you to talk about your foresight. Detail what the problem was, as well as what preventive measures you took. Specify why you chose those measures and how effective they were in preventing the problem from occurring.
What can you offer us that someone else cannot?
Unique traits
What do you think we could do better or differently?
Use the sandwich method. First start with the things they're doing well, then have an example ready that shows you did research, then end with one more compliment.
Provide an example of a time in which you had to use your fact-finding skills to gain information for solving a problem
Use your answer to highlight your ability to conduct research, filter information, and identify the data that you need to make a good decision. Talk about the resources that you used, the people you spoke with, and the things you considered. You can then move on to discuss how all your efforts paid off and help you make the right decision.
How do you think you will be able to manage your team in a virtual environment?
We'll talk often and get together regularly to make sure we have the same opportunities to keep communication & information flowing as if we were in a physical office space together.
What motivates you?
What motivates me is the satisfaction of knowing I am a rare and valued member of the organization and being appreciated.
Why do you want to work here?
When answering this question, be prepared and knowledgeable about the company. Research the company before the interview so you're able to talk about the benefits of working for this employer. Ex. - "This company is internationally known in ___, and I have fine experience in ___ that would greatly benefit this company and the people within." Need to know: - Industry sector - Aims and Strategy - Company / Divisional Structure - Financial Performance last year - Main customers and competitors - Products and People
What type of work environment do you prefer?
When you're being asked about work environments, your best bet is to say you're flexible, or something along those lines, because at this stage in the interview process, you don't know what it'll be like working for this company. Ex. - "I can be flexible when it comes to my work environment. I can adapt to whatever the environment shall be."
What is the most innovative new idea that you have implemented?
You answer should highlight your creativity and ability to think out of the box. Demonstrate how effectively you can pitch new ideas and how courageous you are in trying to break from the mold and propose something completely new.
Tell me about a goal that you set that took a long time to achieve or that you are still working towards.
You answer should highlight your tenacity - your ability to set a goal, formulate a plan, and stick to it despite any delays. Timetables are mere guidelines and are not set in stone. Talk about how you adopted and how you saw the project through to the end.
Tell us about a time you disagreed with a decision made at work. How did you handle it? Tell me about a time when you disagreed with a rule or approach.
You can talk about the situation or decision, but avoid saying anything negative about the person who made the decision.
Tell us about a time you took initiative on a project.
You should take ownership but still make sure to give proper credit to the rest of your team.
How easy / difficult are you to work with?
You've got to show loyalty, stability and that you will be an easy person to work with and manage.
Tell me about a time when you were forced to make an unpopular decision
Your answer should highlight all the pros and cons that you had to consider when making the decision. Talk about why many were opposed to the decision, and why you think it was still justified to take the action that you did.
What are some of the typical obstacles or barriers you've encountered as a leader that have made it difficult to achieve your department's objectives? Can you provide a specific example that shows when you were successful in removing an obstacle as well as an example of when you weren't successful?
Your answer should highlight how you persevered and how you never gave up. Not all projects will run smoothly, and talk about what challenges you faced, what actions you took, and how you successfully completed the project despite these issues. You can also highlight your adaptability by saying how you adjusted your plans to be able to overcome obstacles. 1. Changing Strategy 2. Decision Making Process 3. Lack of Resources 4. Unclear Expectations 5. Perceived Priority Here are nine most common traps that could prevent you from reaching your goals and the strategies that will help you avoid them: 1. Putting your goals off until 'someday.' Since 'someday' never appears on the calendar, you'll never accomplish your goals if you keep pushing them off. The best of intentions won't do you any good without a clear plan. Solution: If a goal is important to you, create a timeline. Even if you can't start working on it today, at least tell yourself when you can tackle it. Whether you want to apply for a promotion once your child starts school or you plan to return to college when you turn 40, stop using the word 'someday.' 2. Waiting to take action until you 'feel' ready. If you wait until you feel ready to tackle something tough you might be waiting a long time. It's unlikely that you're going to gain a sudden burst of inspiration out of the blue. Solution: Change your behavior first. Sometimes, the emotions change later. Take action and you may gain the ambition you need to keep going. 3. Not anticipating the tough times. Whether you want to get out of debt, or you're hoping to lose weight, change isn't easy. You'll encounter some days that are harder than others and it's important to accept that there will be a rough road ahead. Solution: Think about potential pitfalls that you might face and develop a plan for dealing with those times when you might be tempted to give up. When you have a plan, you'll feel more confident in your ability to keep going. 4. Viewing mistakes as failure. Progress rarely comes in a straight line. But sometimes, people think one step back means they've gone all the way back to square one, which causes them to give up. Solution: Recognize that you're going to mess up sometimes. But rather than declare yourself a dismal failure, use your energy to create a plan to get back on track. 5. Not making your goal a priority. It's easy to say you want to make change but to actually do the work is much different. You have to decide what kind of priority you're going to give your goal. Otherwise, your intention will get lost among all your other daily activities. Solution: Identify one step you're going to take every day and put it in your calendar. You're more likely to go to the gym, apply for a job, or spend one hour researching your new business idea if you establish a time to do it. 6. Underestimating how hard it will be. Tackling a new goal is easy but sticking to it is hard. Assuming, "This won't be a problem at all," can leave you unprepared for the reality of the situation. Solution: Don't confuse overconfidence with mental strength. Rather than tell yourself it's going to easy, remind yourself you're going to need to work hard to achieve your goals, despite whatever skills and talents you already possess. 7. Giving up before you see results. Impatience is the enemy of change. And in today's digital world, most people struggle to wait for the time it takes to reach a goal. Solution: Just because you can't see results, doesn't mean your efforts are wasted. You need to stick to your goals longer than you might think before you experience lasting change. 8. Sabotaging yourself just before the finish line. The fear of success can be a real problem. And if you're not careful, you might sabotage yourself before you reach your goal. Perhaps you don't believe you're worthy of success or maybe, you are afraid someone is going to take it away from you. Solution: Think about past goals you've struggled to reach or those you've failed to attain. Be honest with yourself about your feelings and be on the lookout for warning signs that you might be throwing in the towel. 9. Setting your sights too high. If you're really excited about changing your life, you might be tempted to set the bar really high. If you take on too much too fast, however, you'll set yourself up for failure. Solution: Focusing too much on a big goal can be overwhelming. Establish short-term objectives and celebrate each milestone along the way.
Tell me about a time that you identified a need and went above and beyond the call of duty to get things done.
Your answer should highlight your willingness to go the extra mile just to ensure that your project becomes a success. Talk about the goals, and then talk about what you did to exceed those goals.
How do you manage a difficult boss who needs to let go of day-to-day business oversight?
discussed reviewing job responsibilities and where she wanted to be engaged
Describe how you have encouraged divergent perspectives in a group setting. Give a recent example of when you used this approach.
eight
Sometimes it's difficult to know how much direction to provide when delegating. Tell me about a time when you didn't provide enough instruction or guidance for an assignment or task you delegated. How and when did you find out that things weren't going well?
eighteen
Tell me what you've done to embed the organization's vision and/or values in the day-to-day operations of your direct reports.
eleven
What impact have you had on the organization? His/her department?
fifteen
Can you please provide a specific example when you effectively motivated a team to exceed an established goal?
five
How many people have you managed at your present work? What are the challenges you faced and how did you handle them?
looking for answers in terms of my managing, coaching, and mentoring skills and specific situations that I have handled at current work
Often it is easy to blur the distinction between confidential information and public knowledge. Can you give me an example of when you were faced with this dilemma?
nine
Have you experimented with techniques that are different from those used by most other leaders in your organization? Give me a recent example of when you used those techniques.
nineteen
How do you manage conflicts and what techniques do you use?
open discussion, bring both sides together, build trust. If cant resolve then escalate
There can be many inequities (perceived and real) that exist at work (e.g., workloads, compensation, expectations, etc.). Describe some inequities you've observed and how you have dealt with them.
seven
When delegating a project or assignment, it's important to convey trust and confidence in the person's ability to do the job. Give me an example of how you communicated your trust and confidence in a recent delegation.
seventeen
How do you ensure that the unique potential of each of your direct reports is being realized in the workplace? Provide a recent example.
six
Tell me about a time at work when you objectively considered others' ideas, even when they conflicted with his/her own.
ten
Why should we hire you?
that you can not only do the work, you can deliver great results; that you'll really fit in with the team and culture; and that you'd be a better hire than any of the other candidates. Focus on your passion or love for the company, product, and industry. E.g. Most people want to work for the market leader. A growing company like yours suits my energetic way of working. I really enjoy success. I understand that you can offer me a stable, challenging and inspiring work environment. I believe that the environment that can bring the best out of me. Many people regard your products and services as the best around. I like to work for someone who is passionate about service and quality. I think we share those values and that I would enjoy fitting into your team. Talk about your experience and then, I think as a IT leader, I would be able to help the team learn from that experience and guide them to success. - Relate specific skills to the goals of the organization. - Be more open about your skills where you're sure they're appropriate - Something more personal that can emphasize your uniqueness.
Describe how you improved productivity or profitability of your organization. How did you identify and implement these improvement opportunities?
thirteen
Have you worked with your direct reports to develop a creative plan to support a new organizational initiative? If so, can you provide a specific example?
twelve
Providing guidance and sharing responsibility to a group, team or direct report will be essential in this position. Can you tell me about a time when you successfully demonstrated these skills?
twenty
Tell me about a time when the organizational culture in which you worked supported collaboration among departments. How satisfied were you with that?
twenty eight
Describe how you fits into the organization's culture.
twenty five
Successfully navigating organizational politics can be very difficult. Subtle issues or potential obstacles can easily be missed. Describe a time when this happened to you. What political factors caused you problems?
twenty four
Describe one of your past employers that emphasized strategic planning to achieve long-term goals. How satisfying was that for you?
twenty nine
Organizational politics is a fact of life. What tactics have you learned to deal with the politics in your organization? How effective have these tactics been? Provide examples.
twenty one
What experience have you had with organizations that emphasized professional development, continuing education, and intellectual discussion/exchange of ideas? How did you feel about that?
twenty seven
Describe one of your past employers that emphasized continual process improvement. How satisfied/dissatisfied were you with that?
twenty six
Describe a time when you had to get the support of a wide range of stakeholders to a proposed strategy or plan.
twenty three
Adapting to different organizational cultures is sometimes difficult. Describe a time when you were most successful assimilating into an organizational culture.
twenty two