by Tony Beshara
Q. Do you prefer to delegate or be a hands-on employee?
I feel comfortable in delegating those things that should be delegated and personally doing the things that I do best. I know that, when work is delegated, not everyone is going to do the job just exactly the way I would. But I’m comfortable with that.
Q. Describe a situation where you had to make a seat-of-the-pants decision, without a company policy as a model. (Think about two or three situations where you made off-the-cuff decisions and how they wound up being very good decisions. You can tie these decisions to a working philosophy of integrity, character, and a “do-the-right-thing” approach if you really want to look good.)
We made a big mistake with one of our customers. It wasn’t really our fault . . . it was the fault of one of our subcontractors, but that didn’t really matter. Rather than take it up with the rest of our company, I took full responsibility for our organization, right then. The customer was so surprised that he started asking on behalf of himself and his firm, “What can all of us do about it?”
Q. For what have you been most frequently criticized? (This is like the question about your biggest weakness. Think of something that could be positive or negative.)
Sometimes my expectations of people are greater than their capabilities. I work very hard, and I often expect others to do the same. When they don’t, I question it. I have to remember that not everyone works that hard.
Q. Tell me about a time when you faced resistance or rejection to your ideas or actions. What did you do?
We had a project to do. I thought we could get it done in four weeks, if everyone pitched in and focused. People thought I was crazy. The resistance came because people would have to work harder and longer to get it done on time. I overestimated our ability to complete it on time. I was off by two weeks. But we got it done.
Q. We sometimes run into a person who makes unreasonable demands of us. Tell me about a time when this happened to you. (Once again, be ready with a story.)
I worked for a lady like that in my last job. I found that if I simply listened to her demands without reacting at the moment, then came back to her later with logical reasons about what she should expect, I managed to set expectations and get her demands to be more reasonable. The key was to not overreact when the demand was made. I calmed the waters.
Q. Describe a situation where you had worked with a very difficult person. How did you handle it?
He/she was difficult to work with/for, but I found a way and learned so much from them. I learned that their comments and style weren’t personal and I didn’t take them personally. It turned out to be a great learning experience, even though it was painful at times.
Q. Describe a situation where you had to make a quick decision in your last job. How do you make it?
I follow my gut based on some tremendous learning experiences I’ve had . . . both good and bad. For instance, I quickly reprimanded an employee who was difficult and uncooperative. I reprimanded her a number of times, so when I needed to fire her, we had plenty of documentation.
Q. How many levels of management have you had to communicate with?
In the smaller firms I have worked for, I communicated often with the CEO, even the board. In the larger firms, it was usually two levels up.
Q. Tell me about an experience that illustrates your preference between being proactive in speaking to and maintaining contact with others and waiting for others to speak first or contact you.
I knew our group’s budget was going to be cut. I didn’t know by how much, but I knew it was going to be cut. Instead of waiting until it came out and having to deliver the bad news to people and hear moaning and groaning, I prepared everyone beforehand by asking them to think about how they would proactively trim their budget before it was dictated to them. They felt more in control of their own destiny, and the cuts weren’t as bad as we thought they would be. People were relieved, even proud of themselves, for being prepared.
Q. How have you shown resilience in the face of . . . ?
CONFLICT:
I stay calm . . . don’t react to the emotion of the moment. I go away, take a deep breath, relax, and think.
FRUSTRATING CIRCUMSTANCES:
I try to remember, “This too will pass.” We have been frustrated before and come out OK.
CONSTRAINTS:
I think about possibilities, see the glass as half full not half empty, and look for the positive.
RAPIDLY CHANGING CIRCUMSTANCES:
I think fast . . . think about possibilities . . . this could change again at any time.
SHIFTING PRIORITIES:
I’m really good at being ready for change.
ADVERSITY:
I remember the quote from Nietzsche: “What doesn’t kill me makes me stronger.”
MULTIPLE DEMANDS UPON TIME AND OTHER RESOURCES:
I prioritize, prioritize, and prioritize!
Q. Do you know when to lead and when to follow?
Good leaders are always good followers. I really try to do both.
Q. Can you identify the critical needs in a situation, deal with them, and put the others on the back burner?
Absolutely.
QUESTIONS ABOUT THE JOB ITSELF
Hiring authorities want to find out what you know about the job you’re applying for. Are you simply responding to a job posting or do you really have interest in the job and the company?
Q. What do you know about the position you are applying for?
I know your organization is the kind that I would like to join, and from what I understand, my skills fit best in this position. Can you enlighten me as to exactly what this position entails?
This answer gets the interviewer to tell you more about the position.
Q. What makes you think you can handle this position?
In my last two jobs, I inherited a disaster. I’ve always been able to deal with very difficult situations.
Have one or two stories ready to back this statement up.
Q. The job for which you are interviewing requires you to wear a lot of different hats. You have never done some of these functions. How do we know that you are going to be able to do them?
Even though my primary functions were _______ and ______, in most of my positions I have successfully handled several different roles.
Then provide examples of where you performed a number of diverse activities.
Q. How do we know that you will be successful at this job?
I’ve been successful before; therefore, I know I will be successful again.
If you have to back up your statement, you can do it with success stories.
Q. What can you contribute most to our organization?
Over and above my excellent professional performance, as I’ve documented in previous positions, I work harder and am more committed to work than most employees. Next to my relationship with my family comes my work.
Q. What do you think makes the position you are interviewing for different from the jobs you’ve had or the other positions you are interviewing for? (Make sure that you communicate very positive reasons as to why the job you are interviewing for would be a better fit than the one you had in the past.)
The job here would be a great challenge. The best part is that the people here are really good. You all have done a great job in collecting the right folks.
Q. You seem overqualified for this job. You did this kind of thing a number of years ago. Why would you consider doing it again?
I’ve found that very few people are overqualified if they understand the challenge that the particular job would entail. Some of the most challenging things that I’ve done and the most gratifying were when I did this kind of thing at XYZ Corporation.
This question comes from the interviewer’s fear that, if you take the job, you will stay for a short time. You must reassure him that this isn’t the case. My long-time friend and Grande Dame of all things career, Joyce Lain Kennedy (America’s original caree
rs columnist and author of twenty-three books on career development and management), suggests that “overqualified is usually code for one of five perceptions—too many years’ experience, too much education, too highly paid, too rigid with demands, or too rusted with obsolete skills.” She goes on to say, “Why go down with a one-word knockout punch? Come back with a strong response—or even a preemptive strike to clear the air.”
I wouldn’t accept the job if I thought I wouldn’t be in it for a very long period of time. I wouldn’t do that to you or to myself. The challenge in a job is what an employee makes it.
I know exactly what I’m getting into. You’ll notice that I’ve been on average five (six, seven, eight) years on the last few jobs that I’ve had, and I would expect to be on this one for as long as it’s here.
Q. With your experience and background, I don’t think you are capable of doing this job. What do you think?
The people I have worked for in the last two jobs had the same concern before they hired me. I am an overachiever and have always been able to perform well beyond my apparent capabilities.
Then tell a relevant story.
Q. How does our position compare with the other opportunities for which you are currently interviewing? (If you are considering other opportunities—and only if you are—use the powerful phrase that follows.)
Taking into consideration everything I know about the other opportunities I am interviewing for, the position here with you seems to be a little bit of a better match.
Just be sure that you have good reasons for saying that.
Q. If you could, what would you change about the position you’re interviewing for?
Based on most everything I know, it seems that what you are asking for in the function of the position is reasonable. I really don’t know enough about the position to know what might or should be changed.
Q. What do you like most about this position? And what do you like least about this position?
I’m very anxious to take on the responsibility of this job. _________ and __________ about the job are most exhilarating. I don’t really think that there’s anything about the job that I’ve heard so far that I’m going to dislike. I’m sure there are going to be some things that I will like more than others, but that’s to be expected in any job.
Q. Why should I hire you?
Because I can do the job, I’m a hard worker, people like me, I’m not a great risk, and I’m sure we can come to an agreement about money.
Q. If you were offered this job, how long will it take you to decide?
If I were offered the job, I should be able let you know within a day or, at the most, two.
Q. How long would you expect to be at this position if you got it?
Every time I have left any situation, it has been primarily because I was really limited. I am very patient and have explored every opportunity to the maximum. There was no personal growth in the situations, even after I gave it time. As long as I am growing personally, intellectually, and professionally, I am committed to staying as long as I can. I hate changing jobs and companies.
QUESTIONS ABOUT THE COMPANY
Employers need to know that you have some knowledge about their business. They will ask questions to determine how much you know about the company itself and what they do.
Q. What do you know about our business?
From my research, I know that ________________ (for example, you are a leader in _______, you all are new to _______, or the firm is growing rapidly).
Communicate short, direct bits of information about their company and their business.
Q. What is our business’s biggest challenge or problem?
From my research I know __________________. Is that correct?
Again, it isn’t hard to get this information.
Q. What trends do you see in our profession or industry?
My research and experience says ____________________________.
Be sure you have a good business observation.
Q. What do you know about our competition?
My research tells me that they really respect you. They say you are really a formidable competitor.
Q. What do you know about our company?
My research has revealed three things. First, _________________. Second, ________________________. Third, _______________________.
These points should be really good insights into the company. By the way, stating “first,” “second,” and “third” followed by concise points makes a great impression of precise thinking.
Q. Why did you apply to our company? (Here’s a chance to demonstrate the research you’ve done on the company and to communicate your specific skills by using the following powerful phrase.)
You and your firm are leaders in the business (specify business, for example, accounting, finance, engineering, design). I have been a very hard-working and successful ______________ (accountant, financial manager, engineer, designer). I want to be associated with winners.
Q. If you could choose any organization to work for, where would you go?
All of the organizations that I am talking to are quality firms with quality people just like this one. All of the positions that I am interviewing for have their strengths and weaknesses. A job is pretty much what you make it once you show up and start working. I see the opportunity to work here in your firm as one of the best opportunities available to me.
Q. How long do you think it will take for you to make a meaningful contribution to our organization?
In my present job, I began to make a significant contribution almost immediately. The nature of the work was such that I could go right in and immediately have an impact. It was really fun.
In the job before that, because of the nature of what the company did, it took me five or six months to have a significant impact.
All the people that I have ever worked with have always said that I’m a quick study and pick things up very quickly.
Q. What reservations might you have about working here?
None that I know of. No job or company is perfect, and I’m sure that you have your positives and negatives just like any other company.
QUESTIONS FOR MANAGEMENT POSITIONS
Although you will have to answer many of the same questions as those above when you’re applying for a management position, there will be certain questions specific to your management experience.
Q. What is your management style?
I don’t know if I can give my management style a particular title or description. I do know that in the past I’ve created an environment where people feel like we’re all in this together. I’ve been very successful in getting people to do more than they normally would in many circumstances.
If you label yourself as one kind of management style as opposed to another, you might describe yourself differently than the hiring authority who is interviewing you. By not labeling yourself, but providing examples of your management or leadership style, as well as providing a story demonstrating your style, you play it safe.
Q. How would you define your job as a manager?
My job as a manager is to reach the goals and objectives of the company by hiring and motivating the right kinds of people.
Q. What type of turnover have you had as a manager?
Relative to my profession, I had very little turnover in my management positions. Fortunately, I hired good people and helped them stay motivated.
Q. How do you motivate your subordinates?
I always try to communicate a “we-are-all-in-this-together” attitude. When I’ve done that, folks get motivated. It may be a cliché, but I communicate there is no “I” in “team.”
Q. Give us an example of how you got your staff to support an unpopular decision.
I had to cut our budget by $80,000. So, I gave my team a choice: We could all, including me, take a 10 percent pay cut for the year, or I’d have to lay off at least one, if not two people. Everyone—to a person—accepted the pay cu
t.
This kind of question won’t come up often, but be ready for it and have a good story.
Q. What special problems do you have with the day-to-day management of your staff? (If the situation is applicable, the following answer would be an example of a perfect phrase.)
My team is dispersed all over the country, and I have to coordinate everyone’s activities. Time zones and different people’s schedules are a challenge.
Q. Do you have budgetary responsibility? How large was your budget? Did you have any problems staying within budget?
I had a budget of $____________ and I was always within it.
Q. Explain your hiring procedure.
Hiring is one of the most important things I have done. I’ve always been very fortunate in being able to discover really good people. I have a very specific multistep process of hiring, which has kept me from making as many mistakes as most. I still operate on what I’ve learned from one of my mentors: “Hire slowly, fire quickly.”
Q. Describe the biggest mistake you made in hiring.
I hired a candidate one time who was almost too perfect. Looking back on it, there was a reason for that . . . the candidate who was hired was a big liar and he was really good at it. I should have recognized that he was too good to be true. I really learned from the mistake.
Q. Tell me about a situation where you were disappointed in your own performance.
There have been a few times when I have overestimated my team’s ability to perform. I wasn’t as disappointed in the performance as I was disappointed in my overestimation. I certainly learned from it
