Management Professional Answers

Question 1 of 25
Why do you believe you will have success at this position?
Answers
1.
I feel that I will be successful in this position because I am passionate about what
your organization stands for. I can clearly see your vision and have already drafted
some great ideas on how I can help you to get there. My organizational skills will
be a major asset to you and I also bring with me a strong track record of increasing
sales and client base.
2.
I believe I am equipped with the experience and know-how to take this role on and
be successful. Some of your challenges are things I have helped organizations
overcome and I will be proud to work for a company that delivers the services to
the community that you do!
Advice
Why are you the right fit for this particular position? This is a good time to
highlight the skills you possess and show the interviewer that you are the best
choice for the position. For example: "I feel that I will be successful in this position
because I am passionate about what your organization stands for. I can clearly see
your vision and have already drafted some great ideas on how I can help you to get
there. My organizational skills will be a major asset to you and I also bring with me
a strong track record of increasing sales and client base."
Objective:
The interviewer would like to know why you feel you are the correct fit for this role.
Question 2 of 25
Tell me about a situation in which you had to work with fellow team
members who did not like you.
Answers
1.
When I first started in my current role, I was replacing a very beloved manager
who had retired. The team that I was given were not happy about the change and
they initially set out to give me a hard time. I addressed it within the first week,
acknowledging that I had big shoes to fill. I believe that the team respected this
honest approach and slowly everyone came around once they realized that I had
their best interest in mind.
2.
Everybody likes me! (Smile!) In all seriousness, I worked with someone in my last
role who had a very different style than I lead with. For whatever reason, they were
unwilling to make the effort to adapt to rapid change or the fast paced in which the
team worked. I was always asking questions to learn the most I could about the
business, while this person would have preferred everything stay status quo. I
consider myself to be fairly perceptive to people around me and took it upon myself
to approach this person in private in an effort to build a relationship with them
outside of the work group. It helped.
Advice
Being a manager, you may sometimes come across personalities that simply do not
mesh with yours. Talk to the interviewer about a time that you had to lead someone
who may not have liked you. How did you handle the situation? For example:
"When I first started in my current role, I was replacing a very beloved manager
who had retired. The team that I was given were not happy about the change and
they initially set out to give me a hard time. I addressed it within the first week,
acknowledging that I had big shoes to fill. I believe that the team respected this
honest approach and slowly everyone came around once they realized that I had
their best interest in mind."
Objective:
The interviewer would like to know if you have experience leading a team of people
who did not take well to you.
Question 3 of 25
What do you see as the most difficult task in being a manager?
Answers
1.
As a manager, the most difficult task for me is to delegate the work evenly. You will
always have team members who are absolute rock-stars, then some who are a bit
less enthusiastic or are lower producers. I have to remind myself to distribute the
work and responsibilities evenly despite my natural inclination to give more work
to the high performers. I am currently working with my under performing team
members to prepare them for a larger workload.
2.
Working with people and running a business are two of my favorite things. It can
be easy to get caught up in these important aspects and forget to carve out time
regularly to develop - myself and my team. I have set reminders and triggers to
help me stay focused on doing this in the background.
Advice
Being in a management role is always a great challenge. Share with the interviewer
what you feel is the most difficult part of being a manager, and why. Also discuss
what you are currently doing to make this task less difficult in the future. For
example: "As a manager, the most difficult task for me is to delegate the work
evenly. You will always have team members who are absolute rock-stars, then some
who are a bit less enthusiastic or are lower producers. I have to remind myself to
distribute the work and responsibilities evenly despite my natural inclination to
give more work to the high performers. I am currently working with my under
performing team members to prepare them for a larger workload."
Objective:
The interviewer would like to know what the most challenging part of management
is, for you.
Question 4 of 25
As a manager, what is your greatest weakness?
Answers
1.
As a manager, I feel that my greatest weakness is in terminating employees at the
first sign that they are not going to work out. I try to give people the benefit of the
doubt and have been guilty of trying to nurture people when they are overdue for
termination. I have worked on this and am becoming much better at
2.
I tend to think and act quickly which can sometimes cause strain on the teams that
I lead. I am constantly reminded to slow down and do the heavy lifting with my
team along the way.
Advice
Everyone has their weaknesses -and that is okay! Talk to the hiring manager about
what you feel you could work on the most, and what you are doing about it. Avoid
discussing a weakness that could be detrimental to you securing the position. For
example: "As a manager, I feel that my greatest weakness is in terminating
employees at the first sign that they are not going to work out. I try to give people
the benefit of the doubt and have been guilty of trying to nurture people when they
are overdue for termination. I have worked on this and am becoming much better
at "ripping off the band-aid" so to speak."
Objective:
The interviewer would like to know what you feel you can work on the most.
Question 5 of 25
What type of employees do you find it difficult to manage?
Answers
1.
I find it most challenging to lead individuals who are not self motivated. As a
manager, you can do everything in your power to ensure that someone is successful
but you cannot force them to want it.
2.
Every employee brings their own challenges and strengths to teams. It is difficult
to manage associates who are disinterested or resistant to engagement with the
team. Luckily I do not encounter this often. The people who I have lead are
motivated and hardworking.
Advice
As a manager you will be required to lead a great variety of personality types.
Discuss with the interviewer the types of personalities that you find most difficult
to manage, and why. For example: "I find it most challenging to lead individuals
who are not self motivated. As a manager, you can do everything in your power to
ensure that someone is successful but you cannot force them to want it."
Objective:
The interviewer would like to know more about they types of employees that you
find most difficult to manage.
Question 6 of 25
How many people did you supervise at your last position?
Answers
1.
Currently, I am supervising 12 employees with an overall portfolio responsibility
of $24MM. In my role, prior to this one, I managed 23 employees but with a
smaller portfolio of $6MM. I am able to handle a large range of employees.
2.
In my last role, I did not supervise any direct reports. I had partners that I was
responsible for the work they were doing. In previous roles, I have managed up to
20 associates.
Advice
Discuss with the interviewer your level of responsibility in your current position.
If you have managed larger teams than you currently are, you can also discuss that
particular role from your work history. For example: "Currently, I am supervising
12 employees with an overall portfolio responsibility of $24MM. In my role, prior
to this one, I managed 23 employees but with a smaller portfolio of $6MM. I am
able to handle a large range of employees."
Objective:
The interviewer would like to know more about the level of responsibility you are
accustomed to having.
Question 7 of 25
What do you believe is the biggest challenge for this management
position?
Answers
1.
I feel that the biggest challenge for this management position will be to learn your
in-depth industry. I have some experience in your industry but understand that a
lot of research is going to be required of me. I am happy to start learning, right
away!
2.
Coming in to learn the culture and business in your organization will be the most
important learning curve to tackle when coming into your company. I am looking
forward to it!
Advice
Each new career will come with its own set of challenges. Openly share with the
interviewer what you feel would be the biggest challenge for this particular
position. For example: "I feel that the biggest challenge for this management
position will be to learn your in-depth industry. I have some experience in your
industry but understand that a lot of research is going to be required of me. I am
happy to start learning, right away!"
Objective:
The interviewer would like to know what you foresee as the biggest challenge in
this particular role.
Question 8 of 25
In a team environment, tell me about a critical decision you have made
in the past that greatly affected your team's performance.
Answers
1.
Just last week I had to make the decision to terminate one of our most popular
team leads. This decision was critical because the individual was very much liked
within the team; however, his performance was poor. This produced low morale
for a few days until the team recovered enough to see that their productivity was
actually increasing with the distraction of this particular individual being removed.
2.
In a past experience working with a team, we were made up of several different
functions and having a hard time sharing updates and communications outside of
email updates. Our schedules were very busy so we did not always have everyone
in our update meetings. I made the decision to create and implement a shared team
workspace so we could easily share documents and update communications as we
went. It helped the team's performance tremendously and bridged the gap in our
lacking communications.
Advice
As a manager you will sometimes be required to make tough decisions that will
impact your entire team. Talk about a time that you had to do so. What was the
outcome and how did you ensure that the team's morale was recovered? For
example: "Just last week I had to make the decision to terminate one of our most
popular team leads. This decision was critical because the individual was very
much liked within the team; however, his performance was poor. This produced
low morale for a few days until the team recovered enough to see that their
productivity was actually increasing with the distraction of this particular
individual being removed."
Objective:
The interviewer would like to know more about your ability to make critical
decisions on behalf of your team.
Question 9 of 25
What do you think our company's biggest challenge is?
Answers
1.
After speaking with you further about the company, and this role, I believe that the
biggest challenge this company has faced is in hiring the right talent. I have a
strong background in recruitment as well as management and do feel that I can
assist with this hurdle. Having the right team players is imperative to a company's
success and, if we can tackle that, I see great things happening.
2.
Your organization is in a critical growth stage between being a medium size
business and excelling as a large corporation. This requires some an active focus
on change management and organizational development, two things I look
forward to bringing to this role.
Advice
What is this particular company's biggest challenge, and how do you think that you
can assist? For example: "After speaking with you further about the company, and
this role, I believe that the biggest challenge this company has faced is in hiring the
right talent. I have a strong background in recruitment as well as management and
do feel that I can assist with this hurdle. Having the right team players is imperative
to a company's success and, if we can tackle that, I see great things happening."
Objective:
The interviewer would like to know what you think the company's biggest
challenge is.
Question 10 of 25
As a manager, who has been your greatest influence? A person that has
defined what type of leader you wish to be.
Answers
1.
The greatest influence in my career has been one of my Professors from University.
Mr. Smith was my professor in Business Ethics and I connected really well with his
teaching style. Even after graduating University, we kept in touch and he has
greatly influenced my coaching, teaching, and leadership style.
2.
The first CEO I reported to has been a tremendous influence on my career. That
person helped shape my work ethic and passion for business early on, which has
helped me become a better business partner along the way in my career. I wish to
be someone who is fair, demanding and supportive. Someone who cares about the
customers and cares about our people.
Advice
Have you had a strong mentor in your management career? Talk to the interviewer
about what type of influences have shaped your management style. For example:
"The greatest influence in my career has been one of my Professors from
University. Mr. Smith was my professor in Business Ethics and I connected really
well with his teaching style. Even after graduating University, we kept in touch and
he has greatly influenced my coaching, teaching, and leadership style."
Objective:
The interviewer would like to know who has helped shape your leadership style.
Question 11 of 25
What do your team members think of you as the team leader?
Answers
1.
I often ask my team members for feedback on my leadership skills. The points that
consistently come up are that I am a clear communicator and that I am
approachable. One thing that I could work on would be my ability to be more
concise in my direction but I have been working on that and feel that I have
improved significantly.
2.
I have earned the respect of my team by working closely with them since the
beginning. My team feels confident in my leadership and we work through many
challenges together on a daily basis.
Advice
It is important to be aware, and honest, about your strong points and shortcomings
when it comes to your leadership skills. Talk to the interviewer about what you
honestly feel your team would say about your leadership skills. For example: "I
often ask my team members for feedback on my leadership skills. The points that
consistently come up are that I am a clear communicator and that I am
approachable. One thing that I could work on would be my ability to be more
concise in my direction but I have been working on that and feel that I have
improved significantly. "
Objective:
The interviewer would like to know what your team thinks of you as their leader.
Question 12 of 25
As a manager, how have you built successful teams in the past?
Answers
1.
I have built many successful teams as a manager and have found that the most
important factor is to create a personal connection with each member of the team
and then create a way for each team member to feel a connection to the team's end
goal. Once everyone feels invested in the result, they will be active and involved
team members.
2.
One key member at a time. (Smile) I hire, train and equip team members to learn
all aspects of their roles and our department. Cross training is an effective method
in doing this because it provides everyone visibility with the larger picture of the
organization and how they impact the bottom line.
Advice
You, as a manager, can only be as successful as your team. Talk to the interviewer
about your ability to build successful teams in the past. What is your formula for
success? For example: "I have built many successful teams as a manager and have
found that the most important factor is to create a personal connection with each
member of the team and then create a way for each team member to feel a
connection to the team's end goal. Once everyone feels invested in the result, they
will be active and involved team members."
Objective:
The interviewer would like to know how you go about building successful teams.
Question 13 of 25
What personal traits do you look for in people you are hiring?
Answers
1.
I look at experience and qualifications but most of all, I seek relational competence.
Someone who has the personality and fit to thrive in our fast paced environment.
When you have all of those things, you can truly fire on all cylinders.
Advice
Everyone has a "type", even in the workplace. Talk to the interviewer about the
characteristics and personality types that you tend to hire and why you lean that
way. For example: "When I am hiring I look for individuals with grit and drive.
People who have a record of fighting through tough times, rather than giving up,
tend to be the best employees. They are loyal and are willing to go the extra mile
without being asked."
Objective:
The interviewer would like to know more about the type of employees that you tend
to hire.
Question 14 of 25
Have you ever had to fire an employee? What were the reasons for their
termination?
Answers
1.
I have had to terminate employees in the past, yes. These terminations generally
stemmed from missed targets or insubordination. I find it challenging to terminate
employees because you do care about them and their well being. I have to remind
myself that I did absolutely everything that I could to ensure their success but, at
the end of the day, I cannot carry the full weight.
2.
Unfortunately this is a part of wearing your management hat. I recently had to
separate employment with someone who was underperforming. We coached them,
offered additional learning experiences and worked with them on a performance
improvement plan. It was the right person in the wrong role and we had to make
the decision to move forward.
Advice
Terminating an employee is never a task that people like to do. Talk to the
interviewer about how you go about employee terminations. What does that
conversation usually look like? For example: "I have had to terminate employees
in the past, yes. These terminations generally stemmed from missed targets or
insubordination. I find it challenging to terminate employees because you do care
about them and their well being. I have to remind myself that I did absolutely
everything that I could to ensure their success but, at the end of the day, I cannot
carry the full weight."
Objective:
The interviewer would like to know how you handle employee terminations.
Question 15 of 25
Tell me about one of your worst supervisors you have had. What
character flaws did they possess that made them a poor leader?
Answers
1.
When I was just 15 I took on a job as a sales person in an athletic shoe store. The
manager that we had was not well trained and thought that he needed to demand
respect in order to be a good leader. This created high employee turnover and low
productivity. Even though I was very young, I learned a great deal from this
experience. As a leader, one should never demand respect but should earn it.
2.
We are all flawed and that is the beauty of human dynamics. One of the worst
supervisors I had operated in a reactive mode. They lacked the ability to anticipate
change and solve problems before they manifested. It made my desire to be a
proactive leader difficult but shaped me into handling these types of situations
better.
Advice
As a manager, it is important that you are able to recognize poor leadership.
Discuss with the interviewer how you are able to recognize a weak leader vs. a
talented one. For example: "When I was just 15 I took on a job as a sales person in
an athletic shoe store. The manager that we had was not well trained and thought
that he needed to demand respect in order to be a good leader. This created high
employee turnover and low productivity. Even though I was very young, I learned
a great deal from this experience. As a leader, one should never demand respect
but should earn it."
Objective:
The interviewer would like to know about your personal experience with poor
leadership.
Question 16 of 25
What has made you ready for this responsibility?
Answers
1.
I have spent the past 8 months reading leadership books and have taken 2
leadership workshops in that time frame. I have never felt more ready to take on
the responsibility of leading a team.
2.
I have 8 years of experience in supervisory and assistant management
responsibilities. I have led large teams through complex project management and
am ready to take the next step in my career.
Advice
Discuss with the interviewer all of the things you have done to prepare you for this
particular opportunity. For example: "I have spent the past 8 months reading
leadership books and have taken 2 leadership workshops in that time frame. I have
never felt more ready to take on the responsibility of leading a team."
Objective:
The interviewer would like to know that you feel ready for the responsibility of this
role.
Question 17 of 25
What characteristics or events have contributed towards your success
as a leader?
Answers
1.
There are a multitude of factors that have helped me to become a strong leader.
First and foremost; I had a very good mentor from a young age. Secondly, I have
studied leadership at great length. My personality has also contributed to my
success as I am a natural coach, teacher, and leader.
2.
Early in my career, I had the opportunity to work closely with the CEO of a fast
paced organization. We ran very lean and I gained exposure to a wide variety of the
business which helped shaped who I am as a professional to always act like a
partner to any business I support.
Advice
Why do you think that you are a successful leader? Talk to the interviewer about
the variety of things that you think have lead you to your success. For example:
"There are a multitude of factors that have helped me to become a strong leader.
First and foremost; I had a very good mentor from a young age. Secondly, I have
studied leadership at great length. My personality has also contributed to my
success as I am a natural coach, teacher, and leader."
Objective:
The interviewer would like to know what you credit for your success as a leader.
Question 18 of 25
Tell me about a situation in which your group began to unravel, how
did you overcome your challenges and lead your team?
Answers
1.
Just last month our team was falling behind when it came to hitting our targets for
the final quarter. We were at risk of losing rank and not winning the company's
president's club trip to Mexico. We were able to meet as an entire team and create
a success plan. Everyone worked overtime for the final 3 weeks of the year and we
made it! It was a great success story for us.
2.
During a product launch last year, the R&D team was delayed in their innovation
process and this caused the rest of the team to lose focus or interest on the launch.
We brought everyone together to introduce a great incentive for the organization
to launch and deliver sales above quota on time. The team hit their target and was
engaged because they had a stake in the game.
Advice
Assure the hiring manager that you are able to keep your team together, even when
times get tough. For example: "Just last month our team was falling behind when
it came to hitting our targets for the final quarter. We were at risk of losing rank
and not winning the company's president's club trip to Mexico. We were able to
meet as an entire team and create a success plan. Everyone worked overtime for
the final 3 weeks of the year and we made it! It was a great success story for us."
Objective:
The interviewer would like to know more about you ability to recover your team
when a project starts to unravel.
Question 19 of 25
What would you do if an employee is not meeting their goals?
Answers
1.
If an employee is not meeting their goals I will first sit down with them one-on-one
and ask them why they feel they are missing their targets. It's important to hear
someone out and see, from their perspective, why they are struggling. I will then
present their average statistics to them over the past 3, 6. 9, and 12 months. Often
a review of their work history is very helpful when it comes to revealing a pattern.
We will make a plan and review progress once per week until the required changes
are made.
2.
Individual coaching is a large component of my role as a manager. I will find out
what is preventing that associate from meeting their goals and work with them to
overcome those challenges. Perhaps there is something going on outside of work
or they did not receive training to be properly equipped to exceed their goals. Once
we identify those items, we will formulate and execute a plan to get them on track.
Advice
As a management professional, how you do handle employees who are not meeting
targets and company expectations? Discuss with the interviewer your style when it
comes to managing under-performing employees. For example: "If an employee is
not meeting their goals I will first sit down with them one-on-one and ask them
why they feel they are missing their targets. It's important to hear someone out and
see, from their perspective, why they are struggling. I will then present their
average statistics to them over the past 3, 6. 9, and 12 months. Often a review of
their work history is very helpful when it comes to revealing a pattern. We will
make a plan and review progress once per week until the required changes are
made."
Objective:
The interviewer would like to know how you handle under-performing employees.
Question 20 of 25
When have you effectively delegated tasks to your employees?
Answers
1.
I find that in order to delegate tasks effectively you first need to understand each
individual employee's strengths. I will always delegate to someone's strength so
that they will organically know how to complete the task. This eliminates a lot of
resistance and promotes effective and productive work.
2.
Prioritization of our work load is critical to our success. I tap into the resources of
my team by finding out their strengths and career aspirations, then assigning them
work that will compliment them.
Advice
Delegating tasks to employees is always a requirement when you are in a
management type of role. Talk to the interviewer about your ability to delegate. For
example: "I find that in order to delegate tasks effectively you first need to
understand each individual employee's strengths. I will always delegate to
someone's strength so that they will organically know how to complete the task.
This eliminates a lot of resistance and promotes effective and productive work."
Objective:
The interviewer would like to know more about your delegation style.
Question 21 of 25
What type of goals do you like to set for yourself and your team?
Answers
1.
I put my team's goals into three categories. Financial goals, client acquisition goals,
and personal growth goals. Financial goals focus on their monetary sales targets
for the quarter. Client acquisition goals are the amount of new client relationships
that they bring in. And personal growth goals focus on their own professional
development. This can include taking a course or reading a new career related
book.
2.
I tend to set high goals for myself and my team and then work hard/smart to
achieve them. I look at the business needs and align the department goals to reach
them. Then, I take into consideration the individual goals of our team members to
account for them in our progressive work.
Advice
What types of goals are you most keen on setting for your employees? Talk to the
interviewer about the types of goals that you find most important. For example: "I
put my team's goals into three categories. Financial goals, client acquisition goals,
and personal growth goals. Financial goals focus on their monetary sales targets
for the quarter. Client acquisition goals are the amount of new client relationships
that they bring in. And personal growth goals focus on their own professional
development. This can include taking a course or reading a new career related
book."
Objective:
The interviewer would like to know more about your goal setting.
Question 22 of 25
When have you made a mistake delegating tasks to your team
members?
Answers
1.
Earlier in my career I would delegate tasks at random, thinking that everyone had
the skills to complete any type of company-related task. I found that these
employees would procrastinate on these tasks if they seemed overwhelming or if
they did not understand them. After a bit of time, and some learning, I began to
delegate based on personality type and skill-set. This proved to be much more
effective and I follow this delegation style to this day.
2.
I once tried to utilize one team member on a project without realizing their
workload was already at maximum capacity. In hindsight, I would have offered
additional resources to the work they were already doing to free up their time to
tackle other projects.
Advice
Being able to properly delegate to your team is a very important part of successful
management. Talk to the interviewer about a time that you have delegated in error.
Be sure to discuss how you repaired the mistake. For example: "Earlier in my
career I would delegate tasks at random, thinking that everyone had the skills to
complete any type of company-related task. I found that these employees would
procrastinate on these tasks if they seemed overwhelming or if they did not
understand them. After a bit of time, and some learning, I began to delegate based
on personality type and skill-set. This proved to be much more effective and I
follow this delegation style to this day."
Objective:
The interviewer would like to know about a time when you have incorrectly
delegated to your team.
Question 23 of 25
How do you successfully motivate your team?
Answers
1.
My formula for a motivated team is to get to know them, uncover what they are
passionate about, and find out how they personally like to be recognized. If I am
able to provide them with proper recognition, tasks that they enjoy and feel they
are good at - then they will perform as motivated employees.
2.
Motivating my team to do well is one of my greatest joys. I put incentives in place
that resonate with them and utilize multiple recognition techniques to get the job
done.
Advice
Motivated employees are productive employees. Talk to the interviewer about how
you ensure that your team is feeling motivated and being as productive as possible.
For example: "My formula for a motivated team is to get to know them, uncover
what they are passionate about, and find out how they personally like to be
recognized. If I am able to provide them with proper recognition, tasks that they
enjoy and feel they are good at - then they will perform as motivated employees."
Objective:
The interviewer would like to know how you successfully motivate your team.
Question 24 of 25
Tell me about a time when you were effective at handling multiple
projects at once.
Answers
1.
In my current position I handle multiple project deadlines all of the time. I can do
so effectively by ensuring that I delegate the proper tasks to the best matched team
member. My strong organizational skills ensure that I am in control of each and
every project.
2.
This is my forte! I just recently launched an organizational effectiveness survey for
the organization as a pilot for the rest of the company, while introducing a new
compensation plan for the US region and hiring about 35 new critical leaders for
our anticipated growth this upcoming fiscal year.
Advice
As a manager, you will be required to take care of multiple projects and deadlines.
Assure the interviewer that you are capable of doing so. For example: "In my
current position I handle multiple project deadlines all of the time. I can do so
effectively by ensuring that I delegate the proper tasks to the best matched team
member. My strong organizational skills ensure that I am in control of each and
every project."
Objective:
The interviewer would like to know about your ability to handle multiple project
simultaneously.
Question 25 of 25
How do you evaluate success among your team members?
Answers
1.
I have a very in-depth and successful system for evaluating success among my team
members. I check in twice per week with each member of my team. On Monday's -
to set our goals together. Then, on Friday's, to discuss any successes and
challenges. I have them self-evaluate and then we create a plan for success for the
upcoming week. I evaluate their success based on their follow through and
willingness to work hard to reach their goals.
2.
I typically have KPI (key performance indicators) in place to measure the success
of each of the members of the team. I also manage our overall success in working
together. For example, are we hitting on key initiatives within the department,
developing each other for succession planning and having fun along the way!
Advice
When you are leading a team it is very important to be aware of the level of success
that each team member is experiencing. One underperforming team player can
drag down the entire group. Talk to the interviewer about how you are able to stay
aware of each team members' success. For example: "I have a very in-depth and
successful system for evaluating success among my team members. I check in twice
per week with each member of my team. On Monday's - to set our goals together.
Then, on Friday's, to discuss any successes and challenges. I have them self-
evaluate and then we create a plan for success for the upcoming week. I evaluate
their success based on their follow through and willingness to work hard to reach
their goals."
Objective:
The interviewer would like to know how you evaluate the success of your team.