Mike Jacobsen

Interview Question: Tell Me About A Time Someone Challenged Your Decision – Answer Tips

June 10, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

Decision making is a key part of many roles. It is so important that “Making Effective Decisions” is one of the core behaviours that is tested when applying for roles within the UK Civil Service.

How you approach making a decision is something that interviewers will be interested in. Part of the decision making process is ensuring that you are using all the information available to make the most informed and correct decision that you can.

When you have made your decision it needs to stand up to scrutiny. Are you able to defend your decision when challenged?

This is what the interviewer is looking for by asking this question. Do you have experience with defending your decisions, and how do you handle yourself while defending your decision?

It is easy for people to make a decision but then change that decision immediately when challenged.
It is easy for people to make a decision and then double down and refuse to listen to legitimate challenges

The interviewer wants to see if you are capable of listening to challenges, fairly and calmly assessing the challenge and choosing the most appropriate action to take.

The best approach to answering this question

This is a “Tell me about a time” question. So the best answers are going to be utilising the B-STAR interview technique. Let’s see how that should go:

B – Belief – Talk about your approach to decision making and mention how you believe in getting input from as many people as possible.

S – Situation – Describe the scene. What decision had you been asked to make and what was the challenge. Try not to get too bogged down in the minutiae of the situation. Keep it simple to explain. “You had decided X, colleague said why X and not Y, you discussed the matter further”.

T – Task – What was your responsibility? It is crucial when answering this question that your role be the decision maker and that you had ensured that your information was correct.

A – Activity – What did you do when your decision was challenged? The best answers will talk about how you took the time to explain your decision to ‘the challenger’, showing them how you came up with the decision and discussing why the decision was better than the alternatives

R – Result – What happened about your decision? There are 2 ways to answer this, either say that you explained your decision making process to the challenger and they agreed with your decision, and your decision ended up bearing fruit for your organisation. Or say that the challenger provided a new point of view (or gave new information) that was not available to you at the time that meant you changed your decision, and your decision ended up bearing fruit for your organisation. The first option will be a lot easier to explain in an interview setting but the second option does show humility on your part. Either way you should mention how the final decision was good for the business.

How NOT to answer this question

Do not say that your decisions have never been challenged. The interviewer will be expecting you to have this experience and you need to show that you do.

Do not give an example of when you reversed your decision immediately. If you do change your decision as a result of the challenge make sure you talk about how you investigated the alternative and realised it was better for the business. Also ensure you have a good answer as to why you never make that decision in the first place.

Do not give an example where you do not welcome the challenge. Sure nobody likes to have their decisions questioned, but it is also dangerous to never receive any input. Make sure to emphasize that you requested input/feedback on your decision and this discussion was a result of that request.

Do not give an example where the challenger and the interaction was hostile in nature (unless you expect this to be the case in the new organisation). Interviewers want to make sure you can hold your own in the business setting but they still want everything to remain professional. In your example talk about how, even though you were being professionally challenged, everything was still civil and a final decision was reached amicably.

Tell Me About A Time Someone Challenged Your Decision

Example answer 1

Sure, let me share an instance from my previous job as a project manager. We were working on a project that was running behind schedule due to some unforeseen complications. To get us back on track, I proposed working additional hours and redistributing certain tasks among the team to accelerate the pace.

However, one of my team members, an experienced senior developer, challenged my decision. He argued that merely extending work hours could lead to burnout and impact the quality of work, which I, of course, agreed with. However, the timeline we were working against forced us to consider some less than ideal options.

To handle this situation, I initiated an open discussion within the team, where everyone had the chance to express their opinions and suggest possible solutions. The senior developer presented a compelling case for implementing automation in certain areas of the project, which would minimize the manual labor and thus save time without necessarily extending work hours.

Although implementing automation required a significant upfront time investment, I recognized the long-term benefits and efficiency we could gain. I took his proposal seriously, ran the numbers, and indeed found it would benefit our timeline without exhausting the team.

So, I decided to reverse my initial decision, instead favoring the implementation of automation tools in specific areas of the project. In the end, this not only saved us time but also improved the overall efficiency of our workflow, leading to the successful and timely completion of the project.

This experience reinforced the importance of considering different perspectives and being open to feedback. It reminded me that leadership is not just about making decisions but also about creating an environment where everyone feels heard and valued.

Example answer 2

“Whenever I make a decision in work (or anywhere for that matter!) I ensure that I have looked at all the possible options and weighed the pros / cons accordingly to make sure my decision is the most effective one for the organisation as a whole.

That is why I enjoy when others question or challenge my decisions, as it allows me to hear differing opinions and improves my decision making abilities for the next time.

One such occasion occurred recently. I was put in charge of choosing a supplier for a part we needed on a new product range. We had taken proffers from 4 firms and it was my job to decide who to go with.

Using all of the information I could gather I made my choice, but before I rubberstamped my decision I invited some of the key stakeholders to a meeting to talk things over.

It was at this meeting that my preferred choice was challenged. The colleague raised good points in favour of one of the other suppliers, namely that we have used this supplier before so were already familiar with how they operated and would not need to create new relationships.

I agreed with my colleague and politely told them that I had considered that information when making my decision. I explained that the supplier I had chosen was cheaper than the supplier we have a relationship with. I also showed how this new supplier had recently hired a number of key personnel from our usual supplier meaning that we would be liaising with people we already had existing relationships with. Granted we would still need to create new accounts for the new supplier but for the cost savings I believed it was well worth it.

Once I mentioned this the colleague was immediately relieved, her main cause of concern was with dealing with new suppliers as our products were highly specialised and it often took a while for suppliers to get used to our requirements.

After the meeting I signed the contracts for the new supplier and we have received a number of shipments from them without incident.

Interview Question: Have You Ever Had To Manage A Difficult Employee? – Answer Tips

June 10, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

Leadership and people management isn’t always fun and games. Even if you have a great team working with you who get the job done quickly and professionally, you are always going to get a difficult employee come through every now and then. Previously good employees can become difficult due to outside factors.

If you are lucky you might not see many in your career, but you will definitely see some if you spend any length of time in management.

How you will deal with these difficult employees is what the interview wants to know when they ask this question.

The best way of knowing someone’s future behaviour is by studying their past behaviour.

The interviewer wants you to hear from you how you manage difficult employees. Are you quick to fire employees? Are you a pushover? Do you avoid confrontation or tackle it straight on? Do you try to hand off the issue to others?

These are all the things that the interviewer will be looking for when you answer this question.

The best approach to answering this question

This question is a “Have you ever had to” style question. For these questions the best way to answer is to:

– Always say YES
– Reframe the question into a ‘Tell me about a time’ question

All “Have you ever had to” questions should be answered positively. The interviewer wants to know if you have experience in what they are asking. They wouldn’t be asking the question if they didn’t want someone with that experience, so make sure you are prepared to answer Yes when this question pops up.

Once you have answered Yes, pivot the question into “Tell me about a time you had to manage a difficult employee”. For these style of questions you should always use the B-STAR technique. Let’s see how it can be applied to this question:

B – Belief – Talk about how your beliefs when it comes to people management. The best answers will talk about how you always strive to get the best out of the people who report into you and that you try to resolve any issues quickly when they arise. If someone is being difficult you take steps to understand the issue and quickly take steps to remove the underlying cause.

S – Situation – Set the scene for the interviewer. What was your role and what was the employees role? Talk about how the employee was being difficult. The best answers will have a clear good guy and a clear bad guy (obviously you will want to be the good guy). You don’t have a long time to set the scene so make the conflict really straight forward and easy to understand.

T – Task – What did you need to do? Talk about how it was your responsibility to resolve the issue with the employee in order for work to be completed unencumbered by drama.

A – Activity – What did you actually do? Briefly run through the steps you took. The best answers will talk about how you met with the employee to better understand the nature of the issue, how you took steps to resolve their issue and how you communicated this to both your employees and your management team.

R – Results – How did it all work out in the end? The best answers will revert back to how the issue had been resolved and team productivity was better as a result.

It would be best if your example had you providing support to the difficult employee and having them turn around their performance under your tutelage. However do not be afraid to talk about an example where you needed to let someone go due to either consistent poor performance or a bad attitude/work ethic. Just ensure you discuss how you tried to fix the issue first and only fired them as it was the only option.

How NOT to answer this question

Do not answer “No”. The interviewer is asking this question because they are looking for someone who has this experience (they wouldn’t ask the question if it wasn’t relevant to the position), answering “No” here is telling the interviewer that you do not have the experience necessary to lead this team.

Do not give an example where someone else plays a starring role. For example say if you were in charge of a number of managers and one of these managers had an issue with a team member which you provided guidance on. This is not a good example because the manager will be the one doing the action not you. All you did was give advice.

Do not come across as a pushover. Be understanding in your response to the employee but be firm that continued poor performance on their part will not be acceptable.

Do not come across overly strict. The opposite of above really. Don’t talk about how you will fire employees who don’t perform. It is expensive for firms to hire and train employees so the first option should always be to get the existing employee back on track and performing.

Have You Ever Had To Manage A Difficult Employee?

Example answer 1

Yes, there was an instance in my previous role as a project manager where I had to manage a difficult employee. This individual was highly skilled and experienced but often caused friction within the team due to his abrasive communication style. His behavior was causing tension and affecting the overall morale and productivity of the team.

Initially, I tried to resolve the issue informally. I gave him feedback about his behavior during our regular one-on-one meetings, explaining how his approach was impacting the team dynamics. I hoped that he would take the feedback on board and adjust his behavior accordingly.

However, when it became apparent that these informal discussions were not having the desired effect, I realized I needed to address the situation more formally. I documented specific instances of his problematic behavior and arranged a formal meeting with him. In this meeting, I clearly outlined the issues and the impact on the team, providing him with the documented instances as examples. I emphasized that while we valued his contributions in terms of skills and experience, it was crucial to maintain respectful and constructive communication within the team.

We then worked on a performance improvement plan together, which included actionable steps he could take to improve his communication style, such as attending a communication and interpersonal skills workshop. I also arranged regular check-ins to discuss his progress and any challenges he was facing.

Over the next few months, there was a significant improvement in his interactions with the team. He admitted that he had not been aware of the impact of his behavior and thanked me for handling the situation candidly yet empathetically.

The situation taught me the importance of addressing such issues promptly and not shying away from difficult conversations. It was a challenging experience, but ultimately it led to an improved team dynamic and more respectful communication among all team members.

Example answer 2

“Yes on a number of occasions. My style of management is such that I believe that if you ensure your employees have all of the required training and all the necessary resources at their disposal that you can take a step back and they will flourish on their own. I do not believe in overly micromanaging my team. I have an open door policy and I have regular catchups with my team members and I trust that they will get the job done.

By and large this works pretty well in my current role. However you do sometimes get the occasional team member who requires more supervision than others.

One such person was new to my team and soon after their training and introductory period finished their productivity dropped week by week. At the start the colleague seemed to be at the same level as some of the more experienced members of the team but over time his output dropped until he was comfortably the worst performer all around.

I spent the next week or so monitoring this colleague more closely to understand where any issues were arising. I noticed that he was spending large amounts of time being unproductive and not completing tasks.

I raised this with him during our weekly one-on-one and he admitted how he didn’t feel much motivation to complete more work and found it difficult stay focused when there seemed to just be more work to come.

I took a few actions on the back of this meeting, all of which I cleared with my management team ahead of time.

I put the colleague on an action plan that monitored his output on a daily and weekly basis. This would be reviewed by myself along with the colleague and with our director. It was stressed to the colleague that if there were no changes after a month that we would be terminating his position with the company.

Also as a show of transparency and in an attempt at motivation by target setting we started releasing productivity reports for the whole team so they know how each team member is performing.

The action plan proved to be the motivator that was required for the ‘difficult employee’ as soon after we started the action plans his output was nearing the top of the team charts. The team productivity reports also became a big success and saw improvements across the whole team. Senior management were pleased and have taken the action to talk about a bonus structure to go along with the performance reports which is still in the pipeline.”

Interview Question: What new skills do you hope to learn over the next 6 months? – Answer Tips

June 10, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

Developing Self and Others is one of the key behaviours that the UK Civil Service looks for when recruiting staff. Even if you are not going in for a Civil Service position this is still a question that might arise.

The interviewer is looking to see if you are interested in personal development and this idea of continuous improvement. If we are not looking to improve as individuals and as an organisation then sooner or later someone will come along and take our place.

That is why the interviewer wants to know what you are planning on learning in the next 6 months. They want to see whether you will help with their plans to improve and evolve as an organisation.

The interviewer is also looking to see if you can provide an unbiased assessment of your current abilities. This question gives you the opportunity to talk about your current skill level and areas in which you wish to strengthen.

The best approach to answering this question

The interviewer is looking to see if you value personal improvement as it relates to professional development. Let’s make sure we answer that.

This isn’t a question that is suited to a direct application of the B-STAR technique. What you want to do instead is modify the technique a bit like so:

B – Belief – As we discussed above you want to start your answer off by discussing how you feel continuous learning is vital for individuals and organisations to grow. Say how you always feel there is more to learn and are always looking for ways to better yourself and your work.

S / T – Situation / Task – Move on to talking about what you feel is important for you to learn in the next 6 months. This should be directly lifted from what you know to be important to the company and to the role you are looking to move into. For example if a particular process or methodology is used by your potential new employer talk about how you wish to learn more about it and become an advanced user (be careful that you show that you have the required knowledge but you want to learn more as it will aid you in your role).

A – Activity – Talk about how you intend to complete this learning. Are there qualifications available that you could take. This could also be a good segue into asking the employer what training they offer within the organisation (or circle back to this point at the end when it is time for your questions).

R – Results – Round out your answer by discussing how you think learning this new skill will create better results for you and your organisation.

How NOT to answer this question

Do not lie. There will more than likely be follow-up questions so you need to ensure you are actually interested in learning this new skill otherwise your answers to the follow-up questions will sound empty and fake.
Do not oversell yourself. Don’t portray yourself as an intermediate looking to progress to advanced or expert skill level when you are actually a beginner looking to advance to intermediate. As discussed above there is going to be follow-up questions and you will look foolish when you struggle to answer intermediate level questions
Do not say that you don’t need to learn any new skills. This just reeks of overconfidence and will not endear you to the interviewer.
Do not talk about non-work skills as the main part of your answer. The interviewer is looking to see how you perform at work today and how you will perform at work in 6 months time. Is the company making a smart investment by hiring you? Going on for 5 minutes about how you are learning the trombone is unlikely to help the interviewer answer this question (outside of some trombone specific roles I suppose). On the other hand do not be afraid to slip in some new extra-curricular skills that you are learning, it will show that you do mean it when you say you always seek to learn new things, just don’t make it the core of your answer.

What new skills do you hope to learn over the next 6 months?

Example answer 1

Over the next six months, I have targeted three specific areas to develop new skills in, all of which I believe will significantly benefit my performance in this role.

Firstly, I aim to improve my data analytics abilities. In the era of Big Data, the ability to parse, analyze, and draw meaningful insights from large volumes of data has become increasingly important, irrespective of the industry or role. I have a fundamental understanding of data analysis, but I would like to take it to the next level by learning advanced techniques. I plan to do this by enrolling in an online course and spending some time each week to study and practice.

Secondly, I hope to learn more about project management methodologies, specifically Agile and Scrum. Even though my role might not be strictly in project management, understanding these methodologies can help me work more efficiently in a team, streamline processes, and respond to changes more effectively. I aim to acquire a certification in Agile and Scrum over the next few months.

Lastly, I am planning to work on improving my public speaking and presentation skills. While I’m comfortable presenting to small groups, I recognize that being able to communicate effectively to larger audiences can be a powerful tool in sharing ideas and influencing decision-making. I plan to join a local Toastmasters club to work on this.

Example answer 2

“I am always looking to learn new things. I believe that once we stop learning we stop growing, both as individuals and as a business. Sooner or later someone will come along and overtake us. That’s why I always keep my ear to ground, as it were, and make sure I am always up to date with all the latest advancements in my area.

Within the change and project space I can see the shift to Agile methodologies growing even further and reaching into industries and firms that would previous move at glacial speed using Waterfall projects. My previous role at a Top 4 Bank showed me that even in a traditionally cautious moving firm they were slowly adopting to more agile mindsets, that is where I was working when I studied for, and attained, my PRINCE2 Agile qualification.

For me in the next 6 months I wish to expand my knowledge further from this qualification and undertake learning for the Certified Scrum Product Owner qualification. While I have been a Product Owner in my previous role I believe formal training will allow me to further develop my understanding of the role.

I think by learning more about the Product Owner position I will be able to further enhance this organisation’s release strategy and hopefully open up further progression opportunities for myself within the firm when the time comes (assuming I get the role of course!).

After Product Owner I think I will want to get further acquainted with Programme and Portfolio management skills, but let’s just take it 6 months at a time for now.

Interview Question: Conflict Within The Team – Answer Tips

June 10, 2023 by Mike Jacobsen

Tell me about a time when there was a conflict within the team you were working on, how did you handle the conflict in order to get the job done?

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions & Answers

What the interviewer is looking for by asking this question

The first thing to note here is that by asking this question the interviewer is not implying that their organisation is constantly fraught with conflict and arguments among colleagues. But don’t discount that it might be!

All workplaces will have some kind of internal conflict. What is good for one department’s targets may not be good for another department. Budgets are finite so there will always be disagreements with how that budget is spent.

Even on a smaller level, there can be disagreements within teams. On a project level there may be multiple competing proposals that each have their own benefits and drawbacks.

How you handle these conflicts is what the interviewer wants to know. Do you listen to other people’s thoughts and opinions and come together for a mutually beneficial approach? Or do you bulldoze over everyone and try to get your way at every opportunity? (Hint – tell the interviewer you do the former not the latter!)

The best approach to answering this question

This is a ‘tell me about a time’ question. The best approach to these type of questions is always to use the B-STAR technique.

Let’s see how you use this method for this question:

B – Belief – Start the question with what you believe is the best way to handle conflicts. A good answer will talk about how you try to resolve issues before they escalate enough to become a “conflict”, however as that is not always possible talk about how you practice empathy so that you can understand where the other party is coming from and how you try and approach the situation with tact to ensure everyone leaves happy

S – Situation – Pick a situation that is easy to describe, you don’t want to get bogged down in scene setting. The best answers will be simply, ‘there were 2 options I wanted one and another colleague wanted another’. This is straightforward enough that everyone will be able to relate.

T – Task – What was your role in this conflict? Briefly talk about what you were doing prior to the conflict arising and what you had been tasked to do to resolve it (or tasked yourself to do to resolve it).

A – Activity – What steps did you take to resolve the conflict? It’s best here to talk about how you did research into your ‘opponents’ position so that you could better understand where they were coming from. Then talk about how you formed a new proposal that met in the middle of both of your stances. Finally mention how you approached the other party and talked things through.

R – Result – Tell the interviewer that everything was resolved amicably and both parties were happy with the alternative solution.

How NOT to answer this question

“I have never been involved in a workplace conflict. I get along with everyone I work with”

Don’t answer like this. Unless you are incredibly inexperienced the interviewer is not going to believe that you have never had a conflict in work. If you give this answer you will leave the impression that you are either completely oblivious to other people (that’s one way to avoid conflict I suppose) or that you are a complete pushover and you never conflict with anyone because you let people do what they want.

If you are struggling to find a time you were involved in a conflict remember that a conflict doesn’t require a fist-fight over the meeting desk to count. A conflict can be a simple disagreement.

“…I knew that I was right so I pushed hard for my idea to be approved, I didn’t need to look at their idea to know it wasn’t the correct solution”

Having belief in your work and your ideas is one thing, but do not completely dismiss others. There is nobody in the world that is above learning new things and without even entertaining other ideas shows the interviewer that you are not a team player and that you are overconfident to the point of being a detriment to the organisation

Tell me about a time when there was a conflict within your team

Example Answer 1

Absolutely, I can recall a particular instance when I was working as a team lead at a digital marketing firm. We were assigned to create a comprehensive marketing strategy for a new client, and there was a significant disagreement within our team about the approach we should take. Some members favored a more aggressive strategy with a heavy focus on social media, while others advocated for a balanced approach with equal emphasis on all digital platforms.

The disagreement started as a minor difference of opinion, but as the deadline approached, it escalated to the point where it was impeding our productivity and progress. As the team lead, it was my responsibility to ensure that the work environment remained conducive to productive discussion and collaboration, and I recognized that I needed to step in and mediate the situation.

Firstly, I organized a team meeting to allow everyone to openly discuss their viewpoints. I made sure that each person was given a chance to express their ideas and concerns without interruption, fostering an environment of respect and understanding. It was important to me that every team member felt heard and valued, and I believe this helped to defuse some of the tension.

Next, I guided the conversation towards the shared goal we all had – to create an effective marketing strategy that would meet the client’s needs. I emphasized the strengths of both proposed strategies and suggested that perhaps a hybrid approach could incorporate the best of both worlds.

I then facilitated a collaborative decision-making process, where we outlined a new strategy, incorporating elements from both the initial proposals. We assigned roles and responsibilities based on each team member’s expertise, ensuring everyone felt involved and valued.

This resolution allowed us to move forward as a united team and meet our deadline. The end result was a comprehensive and effective marketing strategy that was praised by the client. It was a challenging situation, but it taught me a valuable lesson about the importance of effective communication, respect for diverse opinions, and flexible problem-solving in managing team conflict.

Example answer 2

“Honestly, I hate conflict. I suppose everyone does really now I think about it. But because I hate conflict I always try to keep one step ahead of it by being aware of those around me and what they are working on and what their targets are, this way I have been able to resolve many issues before they even come up.

Obviously that is not possible all of the time, one such occasion was when our departmental budget was cut at the very last minute causing quite the stir with all of the management.

I was tasked with revising our costs based on the new allocation we would receive. This meant that certain areas would need to reduce (or eliminate) their funding. The conflict started almost immediately as each manager wanted to keep his or her own allocation and were convinced that their area was special and needed the full allocation as previously sought.

The first thing I did was meet with each manager individually to understand exactly what the impacts of cutting their budget would be, and ask them if they knew of any area that could be cut without impacting our operational effectiveness.

Once I collated all of the feedback I found that there were a number of items that could be cut that a majority of the management team were in agreement on.

My final budget proposal was to remove these non-essential items and for each area to absorb the remaining cuts equally according to size.

Obviously no-one was happy with receiving less funding but everyone was content with how the decision process had played out and there was no more inter-departmental squabbling about who should get what, so overall a positive result out of a negative situation.”

Interview Question: How do you ensure that you have considered all stakeholder needs when undertaking a new initiative? – Answer Tips

June 10, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank

What the interviewer is looking for by asking this question

Stakeholder management is an important part of working in an organisation. ‘Seeing the big picture’ is what the Civil Service calls it. It means that not only are you interested in how you perform in your role and function but that you are aware of how your work impacts others within the organisation, and the organisation itself.

The interviewer is looking to see a few things:

Do you appreciate the importance of stakeholder input in your work?
Are you capable of assessing who is a stakeholder and who is not?
How do you approach stakeholders to get their input?
What is your communication strategy for keeping stakeholders ‘in the loop’?

This is a pretty standard question particularly in project based positions. Stakeholder management is a key project management skill and you should be well versed in how to answer this question as the interviewer will be expecting strong knowledge in this area.

The best approach to answering this question

This is a technical based question so you don’t need to provide an answer with an example from your experience, however if you are able to including examples in your answer this will definitely be a plus. We can’t use the standard B-STAR technique here but we can take some parts of it to form our answer.

If you are interviewing for a project position it is crucial during your answer that you discuss completing a RACI Matrix, or equivalent. If you are unfamiliar with this term then get familiar quick.

B – Belief – Start your answer stating how you believe stakeholder input is crucial to the smooth operation of a workstream or project. Talk about how you need to know how your work impacts others in order to get the maximum benefits for the organisation.

T – Task – Briefly state what your role usually is. Ideally you will talk about how Stakeholder analysis and management is your role and you oversee and ensure it is performed correctly.

A – Activity – Talk about what steps you take to ensure stakeholder needs are met. Try not to sound like you’re reading straight from a textbook but talk about how you usually; gather a list of relevant stakeholders (and stakeholder advocates), complete a RACI matrix to define responsibilities and finally how you create and maintain a communication strategy document.

R – Results – Wrap up your answer by saying when you follow the steps above you have never had a stakeholder complain about their needs not being met.

How NOT to answer this question

Don’t answer a different question than what is being asked – In my experience applicants have a tendency to go off-road with this question. There is a popular related question “How do you deal with difficult stakeholders”, people tend to answer that question instead of the one that was actually asked of them. Ensure your answers stick to what is being asked and that is about meeting stakeholder needs

Don’t just give one example – As mentioned earlier this is not a ‘Tell me about a time’ question. The interviewer is looking to see your process for meeting stakeholders needs. It’s fine to talk about a specific example but make sure you really hammer home to the interviewer that this is how you operate all of the time.

Don’t say you don’t do that or don’t have experience in that area – You would think this would be obvious but the amount of applicants I have seen give answers like “I don’t need to check on stakeholders in my role we just tell them what has changed” or “I have no experience dealing with stakeholders”. Stakeholders are important to projects and workstreams as they provide alternative viewpoints, you may not value their importance but the interview sure does that is why they are asking the question.

How do you ensure that you have considered all stakeholder needs when undertaking a new initiative?

Example answer 1

In my role as a Project Manager, ensuring that all stakeholder needs are considered when undertaking a new initiative is fundamental. It involves a structured and systematic approach to stakeholder management.

First and foremost, it starts with identifying who the stakeholders are. This includes anyone who has an interest in the initiative or will be affected by its outcomes. It could be team members, managers, customers, suppliers, or even regulatory bodies.

Once I have a list of stakeholders, I then proceed with stakeholder analysis. This involves understanding their interests, influence, expectations, and potential impact on the project. I categorize them based on their power and interest in the project. This step is crucial as it allows me to identify whose needs should be prioritized and who needs more engagement.

Next, I engage in open and transparent communication with all stakeholders. I set up one-on-one meetings, group meetings, or written communications, depending on what’s most effective for each stakeholder. The goal is to understand their needs, concerns, and expectations from their perspective. I find that open-ended questions and active listening are particularly useful during these interactions.

Once I’ve gathered this information, I translate their needs into project requirements and ensure they are incorporated into the project plan. I also try to align their needs with the project objectives, and if there are any conflicts, I negotiate or seek a compromise that would satisfy all parties.

Throughout the project, I continually engage with stakeholders to update them about the project status and any changes that might affect them. This ongoing communication allows me to proactively manage their expectations and adapt to any changes in their needs.

Finally, I make it a point to seek feedback post-project completion. This gives me insights into what worked well and where improvements can be made in stakeholder management for future initiatives.

Example answer 2

“I think getting input from stakeholders is crucial when undertaking any new initiatives. As a project manager I am often asked to lead projects in areas that I have no experience, and even if I am leading a project where I know the subject matter well it is always good to get a diverse range of thoughts on the project and its deliverables. After all ‘you don’t know what you don’t know’.

That’s why whenever I start a new project I complete a full stakeholder analysis. This begins with a deep dive session to identify everyone that will be impacted by the project, both during delivery and with the end result.

The next step is to produce a key stakeholder list. For example in a recent project I managed we had deduced that the finance department would be stakeholders, but it would have been irresponsible to include every member of the department in our communications so we consulted with the Finance Chief and assigned one key stakeholder for the department (and one backup). We did the same or similar for all the stakeholders previously identified. If we came to a stakeholder group that we couldn’t feasibly include then we assigned an advocate. In the same project our PMO analyst would act as a representative for the customer (as she actually was a customer!).

Once I have finalised this list of key stakeholders I formalise everything by creating a RACI matrix and a communication strategy. This way we have all of the stakeholders listed, their responsibilities toward the project and how/when they will be contacted with updates. This is approved by each stakeholder.

Overall when these steps have been followed correctly I have never had a complaint from a stakeholder to say that they felt their needs were not being met.

Interview Question: Tell Me About A Time When You Went Above And Beyond For A Customer – Answer Tips

June 10, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

If you are going for a customer service based role this is a question you need to have a go-to answer for. It is extremely common.

When asking this question the interviewer doesn’t really care about the example you give (of course you should still make it a good example). No, the interviewer is looking to see if going above and beyond is something that you do regularly or if your example was just a one off. Do you drive to constantly exceed your customer’s expectations or are you happy to provide what is needed and no more?

So while the question itself is about a specific interaction you had with a customer, what the interviewer is looking for is insights into your work ethic, what type of attitude you bring to your role and how committed you are to customer service.

If you can portray all of this in your answer then you will be well on your way.

The best approach to answering this question

As this is a ‘tell me about a time’ question the best way of answering will be by using the B-STAR technique. Let’s see how that would work, later on in the post we will look at a real life example:

B – Belief – As we discussed in the above section, the example you give is not as important as showing that you regularly go above and beyond in your role. Open your answer talking about how you believe that you should always give every task your all and how it is your experience that a happy customer is a repeat customer which is why you always aim to leave each customer pleased with your transaction or interaction.

S – Situation – Now we move into the specific example. Set the scene a little by talking about where you were working and in what function. It is always best to try and tailor the example to the role you are going for. So if you are applying for a telephony role try to give a time when you above and beyond for a telephony customer, etc.

T – Task – What happened that made you go ‘above and beyond’, and what was your role in exceeding this customer’s expectations?

A – Activity – Briefly discuss the actions you took. If there is any doubt make sure to explain here how these actions could be deemed above and beyond as opposed to just the normal functions expected of you as part of your role.

R – Results – What was the outcome of your actions? Definitely talk here about how the customer was over the moon with your actions and as a result left with a higher opinion of your organisation (if possible talk about how they became a repeat customer)

How NOT to answer this question

Do not describe an ordinary interaction with a customer. If you did not go above and beyond in your example then do not use it. Similarly if you were just following your job’s usual processes do not use that example.
Do not talk about how you went above and beyond by doing something unethical or illegal. This includes bending or breaking corporate policy. While the outcome may have been beneficial to the customer your interviewer will not look favorably on applicants who admit to breaking policy and in fact boast about it in interviews.
Do not talk about how your manager or colleague made you go above and beyond. All this does is show that you follow instruction (if the interviewer is interested in your instruction following abilities there are other more direct questions they will ask). To properly excel in this question the drive to exceed expectations needs to come from yourself. You can talk about how you enlisted the help of other people if it makes sense to your example but ensure that any efforts were your own idea and were primarily your doing.
Finally, do not sell yourself short. An interview is a time to showcase your achievements, make sure you tell the interviewer exactly what you did and how well you did it.

Tell Me About A Time When You Went Above And Beyond For A Customer

Example Answer 1

Certainly. I believe that going above and beyond for customers is key to not only their satisfaction but also to the overall success of the company. One particular instance comes to mind from my time working as a travel agent.

A few years back, I had a customer who was scheduled to travel to Japan with his family. Unfortunately, a few days before their scheduled departure, a major typhoon hit the region where they planned to stay. The customer was obviously worried and wanted to cancel the trip, but the cancellation penalties from the airlines and hotels were significant.

Understanding their concerns, I first assured them that their safety was our top priority and that I would explore all possible avenues to minimize the financial burden. I started by reaching out to our airline and hotel partners to explain the situation. It took numerous calls and emails, a lot of persuasion, and patience. I advocated for my client, emphasizing the unusual circumstances and requesting for leniency in the cancellation policies.

Eventually, I managed to get the airlines to waive their cancellation fees and the hotels agreed to offer a full refund. Simultaneously, I also researched alternative destinations for the family to consider and managed to rebook their holiday to Australia, ensuring they still had a memorable vacation.

When I informed the client about these arrangements, they were not only relieved but also incredibly grateful. They appreciated the extra effort taken to alleviate their concerns, save their hard-earned money and arrange an alternative vacation at such short notice.

This experience was a strong testament to the impact that a customer-focused approach can have, and it further cemented my commitment to providing exceptional customer service.

Example answer 2

“I was always taught, as a child, that if a job is worth doing it is worth doing well, and I fully believe that still today, as an adult. I also believe that if you exceed a customer’s expectations by going above and beyond then that customer is many more times likely to revisit your business again down the line.

This is a philosophy I have taken with me to all my previous roles and will take with me to any future roles.

One time I remember going above and beyond was when I was working the Front Desk at my previous employer. Our hotel had a restaurant attached that was popular with guests and non-guests alike.

We had a customer at the restaurant try to book a same night stay at our hotel. Unfortunately for this customer though this was a busy weekend for the hotel and we were fully booked.

Upon learning that the customer was from way out of town and was quite stuck I took it upon myself to call around the other hotels in the area and find him a last minute room. It took about 20 minutes but I managed to find him a place not too far away and ordered him a taxi.

I have seen this customer numerous times since and he has told me that every time he stays in the city for work he now uses our hotel because of how much I helped him out that night.

Because I went above and beyond our hotel managed to turn someone from a restaurant customer to a frequent stayer.”

Interview Question: Communicating Bad News – Answer Tips

June 10, 2023 by Mike Jacobsen

Tell me about a time when you needed to communicate bad news to a colleague or stakeholder?

The full text article can be found below…

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

This is a fairly common interview question so do not be concerned that in asking this question the interviewer is implying the role will be entirely dishing out bad news to people.

In business there will very often be times where you need to communicate bad news to someone.

Telling a customer you do not have a product
Telling a supplier you will be going with a different vendor going forward
Telling an employee they are being made redundant
Telling a boss that your team will not achieve its targets

The interviewer is looking to see how you handle these types of situations, whether you can navigate them directly and leave a good impression – even while delivering bad news – or if you will struggle and make the organisation look bad as a result.

When asking this question the interviewer wants to know if you are experienced in this area and wants to see how you have handled tough situations like this in the past.

The best approach to answering this question

This is a behavioural question so as always it is best to answer with a past example. Use the B-STAR technique to structure your answer for maximum effectiveness

Belief – You should talk here about how you usually approach delivering bad news. The best answers will talk about how bad news is best delivered directly – no beating around the bush – and with empathy. Talk about how you prepare yourself well for any questions that are asked and always have a plan of action for the next steps

Situation – There’s no one-size-fits-all best situation to describe for this question as it will heavily depend on the role that you are applying for. If you are going to be a manager of people the best answer is always to talk about when you needed to let someone go. For other roles a late deliverable is a good example to give, or if you are in analytics maybe a target that was missed.

Task – Make sure you give an example where it is your job to deliver the bad news, just being in the room is not enough. Have the responsibility fall squarely on your shoulders.

Action – Walk through how you planned your delivery ensuring you had all of your I’s dotted and T’s crossed. Then talk about how you communicated the news; did it go well, were there any follow-up questions, shouting, crying, laughing? All of the above?

The best answers will be when the other person was upset/angry but you were able to smooth it over due to your prior planning.

Result – Finally talk about the end result, did anything actionable come on the back of it? Were any lessons learned. Always talk about something you learned during the experience as it shows the interviewer that you are capable of growth.

How NOT to answer this question

“I am a people pleaser, I always look for ways to turn the situation around. When you are as successful at this as I am you never need to actually deliver bad news because there isn’t any. For example in my current role…”

It doesn’t really matter what the example was in the answer above. The candidate here has completely avoided the question.

Sure it might sound good that the person looks to turn around situations and avoid the need for delivering bad news but in the real world this is just not feasible. There will always be situations that cannot be turned around. Answering like this will scream ‘I am inexperienced’ to the interviewer.

“I have no trouble delivering bad news to people. In my current role I have had to let over 10 members of staff go either due to budget cuts or their underperformance. It is a necessary part of doing business. I just keep things straight and to the point. Tell the colleague the company has decided to let them go and send them on their way”

This answer lacks empathy – which might be the right way to go if you are interviewing for an especially cut throat industry. But most of the time in most industries this type of cold approach to leadership is not welcome.

Tell me about a time when you needed to communicate bad news to a colleague or stakeholder?

Example Answer 1

“I believe that bad news is best delivered in person and discretely, where it is responsible to do so. I don’t particularly relish giving bad news (I suppose not many do) so I often try to resolve the situation in advance so the bad news never needs to be given.

Obviously though that isn’t possible all of the time. For example in a previous role I managed a team of complaint handlers when word came down from senior management that we were offshoring a large part of our process and this meant layoffs of nearly 40% of the department.

I tried to go to bat for my team and show how our quality and production scores were the highest around and unlikely to be replicated using our offshore colleagues, but the decision had been made and was purely cost driven.

It was my job to determine which members of my team would be let go and which would stay.

We had all joined the department together on the same contract so there was no element of seniority that needed to be accounted for. Instead I devised a balanced scorecard type of approach, ranking each team member against the department’s relevant KPIs (quality, production, skills).

Once I had my list I booked one-on-ones with all of my team members as close together as possible, starting with the colleagues who would be staying. With the colleagues who were being let go I got straight to the point and told them the company would be terminating their contract. I allowed them to ask any questions they wanted and informed them that I would be around for any help they needed in looking for a new role.

During the meetings 2 of the colleagues I wanted to keep informed me that they were planning to leave soon anyway and suggested that they would leave now instead freeing up room for other colleagues to stay.

In the end I had to tell 6 members of my team that they were being let go. They were all understanding of the situation and were grateful that I offered to help them look for new roles.

Going forward if I were to be in the same position I would have gone to the meetings with some open positions that I would recommend the colleagues apply for”

Example Answer 2

Certainly, there was an instance in my previous role as a project manager in a software development company that stands out. One of our key projects was behind schedule due to unforeseen technical challenges. The situation was such that the delivery date would have to be pushed back by two weeks, and I was tasked with communicating this to our primary stakeholder.

To begin, I gathered all the relevant information about the delay, understanding the root causes, the steps we had already taken to address it, and our planned course of action to get the project back on track. I believed it was important to present a complete, transparent, and objective picture of the situation so the stakeholder could understand the reasons for the delay and the efforts we were putting in to mitigate it.

Before meeting with the stakeholder, I scheduled a meeting with my team to discuss the best approach. We agreed on a plan that included not just resolving the immediate issue but also implementing steps to prevent similar issues in the future.

Having prepared myself with all the necessary details and a plan, I arranged a meeting with the stakeholder. I started by acknowledging that I had disappointing news to share. I believe it’s important to set the right tone from the outset, and I didn’t want to sugarcoat the situation.

I then explained the problem in detail, discussing the unexpected technical challenges we had encountered, how these had affected the timeline, and our efforts to address the issue. I made sure to emphasize that we had not taken the situation lightly and that we had utilized all available resources to minimize the delay.

After presenting the problem, I detailed our plan for resolution and future prevention. I outlined the steps we would take to expedite the remaining work and the measures we planned to implement to avoid similar delays in future projects.

Finally, I reassured the stakeholder of our commitment to the project and to maintaining the quality of the work despite the setback. I also expressed my regret for the delay, reinforcing that we valued their partnership and understanding.

The stakeholder appreciated my transparency and the comprehensive plan I presented. Although they were understandably disappointed with the delay, they expressed their appreciation for our efforts to manage and resolve the situation, and our relationship remained strong and positive.

In hindsight, this experience taught me a lot about the importance of open communication, especially when the news is not good. It’s essential to be prepared, honest, and proactive in presenting both the problem and the solution.

The MOST Common Test Manager Interview Questions (And Sample Answers)

June 9, 2023 by Mike Jacobsen

So, you’ve been scanning job listings, updating your CV/resume, and maybe you’ve even landed a few interviews already. And let’s not forget – dreaming about that juicy salary that comes with the title. Yep, Test Managers do quite well for themselves, don’t they?

But, before you can start picking out your new office furniture, there’s a little hurdle to get past first – the interview. It’s not the most fun part of the job hunt, but it’s undoubtedly one of the most crucial ones.

That’s why we’ve whipped up this article for you. Think of it as your cheat sheet for acing your Test Manager interview. We’ve gathered the most common questions you’re likely to face and paired them with some stellar sample answers. So, whether you’re new to the game or a seasoned pro looking to step up, this article is about to become your new best friend in your journey to landing that Test Manager role. Let’s get started, shall we?

Contents

1 Looking for More Questions / Answers…?
2 Test Manager Interview Tips
3 How Best To Structure Test Manager Interview Questions
4 What You Should Not Do When Answering Questions
5 Test Manager Interview Question & Answers

Looking for More Questions / Answers…?

Then, let me introduce you to a fantastic resource: “Interview Success: How To Answer Test Manager Questions”. Penned by the experienced career coach, Mike Jacobsen, this guide is packed full of interview tips. This 105-page guide is packed with over 100 sample answers to the most common and challenging interview questions. It goes beyond simply giving you answers – it guides you on how to structure your responses, what interviewers are seeking, and even things to avoid during interviews. Best of all, it’s available for instant download! Dive in and give yourself the competitive edge you deserve.

Click here to learn more and get your copy today

Test Manager Interview Tips

1. Understand the Role and Responsibilities of a Test Manager

Before the interview, make sure you fully understand the role of a Test Manager. This includes knowing the responsibilities, skills, and knowledge associated with the role. A deep understanding will allow you to give more relevant and targeted answers during your interview.

2. Research the Company

Investigate the company’s culture, mission, values, and recent news. Not only will this information help you tailor your responses, but it will also show the interviewer that you’ve taken the time to understand their organization.

3. Practice Common Interview Questions

Practicing common Test Manager interview questions and preparing your responses in advance can help reduce anxiety and improve your confidence during the actual interview. Don’t forget to also prepare questions to ask the interviewer about the company and role.

4. Highlight Relevant Experience

Take time to review your resume and consider which experiences and accomplishments you can highlight that demonstrate your suitability for the Test Manager role. Be ready to discuss these experiences in detail.

5. Show Your Team Management Skills

As a Test Manager, you’ll often be leading a team. Be prepared to share examples of your leadership skills, including conflict resolution, delegation, motivation, and team building.

6. Demonstrate Your Understanding of Testing Processes

Show the interviewer that you’re knowledgeable about different testing processes, methodologies, and tools. Explain how you’ve used them effectively in past roles, and how you would implement them in this position.

7. Showcase Your Problem-Solving Skills

A key aspect of the Test Manager role involves problem-solving. Highlight instances where you’ve successfully identified, analyzed, and solved a problem.

8. Be Professional

Remember to dress appropriately, arrive on time, and bring copies of your resume or portfolio. Show respect to everyone you interact with, and remember to send a follow-up thank you note after your interview.

9. Show Your Enthusiasm

A positive attitude and enthusiasm for the role and company can go a long way. It can help convince the interviewer that you’re not only qualified, but also genuinely interested in the role.

10. Stay Updated with Latest Trends

Show the interviewer that you stay updated with the latest trends and advancements in the testing field. This could involve discussing recent articles you’ve read, webinars you’ve attended, or certifications you’ve achieved.

How Best To Structure Test Manager Interview Questions

B – Belief – What are your thoughts and feelings with regard to the subject matter?

S – Situation – What was going on? Briefly explain the scenario that was taking place.

T – Task – What was your role in the action? Most of the time it is best that you are taking an active rather than passive role in the encounter

A – Activity (or action) – What did you do? Detail the steps you took and why you took them.

R – Results – How did everything end up? Try to use figures if possible (e.g. we cut costs by $3m, customer satisfaction scores increased 25%, failures reduced to zero, ice cream parties increased ten-fold)

What You Should Not Do When Answering Questions

Do not avoid the question.

Do not describe a failure (unless specifically asked).

Do not downplay the situation.

Do not overhype the situation.

Do not say you have no experience with the subject matter.

Do not reject the premise of the question.

Do not have a passive role in the situation.

Do not give a one-sentence answer.

Do not overly describe the scenario and miss the action.

Test Manager Interview Question & Answers

“Tell me about yourself.”
See all 5 example answers…

Absolutely, I’d be happy to share. I’ve been working in the IT industry for over a decade now, with the last six years specifically dedicated to the field of software testing. I started as a Test Engineer, where I developed a deep understanding of both manual and automated testing techniques. After two years, I was promoted to Senior Test Engineer, and then to Test Manager in my most recent role.

As a Test Manager, I’ve led teams of up to ten testers and have been responsible for coordinating testing efforts, developing and implementing effective testing strategies, and liaising with key stakeholders. I’m well-versed in using automated testing tools like Selenium and JIRA, and have a solid understanding of test methodologies like Agile and Waterfall.

My expertise lies in managing complex testing projects, ensuring that they are completed on time and within budget while adhering to quality standards. I believe that strong communication and leadership are crucial for a successful Test Manager, and I have consistently applied these skills in my previous roles.

On a personal note, I am a persistent problem solver and thrive in fast-paced environments. I’m constantly seeking opportunities to learn and grow, which is why I stay updated with the latest testing techniques and technologies.

I’m excited about this role because I believe my background and skills align well with what you’re seeking, and I’m confident I can bring value to your team and projects.

“What motivates you as a Test Manager?”
See all 5 example answers…

What motivates me most as a Test Manager is the pursuit of excellence and quality. There’s something incredibly rewarding about identifying issues that others may not see, and working with a team to resolve them before they impact the end users. Ensuring the delivery of a high-quality product, that not only meets but surpasses expectations, brings a level of professional satisfaction that is second to none.

I’m also driven by the constant learning and adaptation that’s required in this role. The technology landscape is always evolving, and with it, our testing methodologies and techniques must adapt too. The opportunity to stay on the cutting edge, to learn about new tools and technologies, and to continuously improve our testing processes, keeps me highly motivated.

Furthermore, I’m greatly inspired by the people aspect of the role. As a Test Manager, I have the chance to lead and mentor a team, to bring out the best in each individual, and to foster a collaborative environment. The growth and development of my team members, and seeing them conquer challenges and improve their skills, is another significant source of motivation for me.

Finally, I’m driven by the direct impact our work has on the success of the product and the business. Knowing that our meticulous testing processes can significantly enhance user experience and ultimately contribute to the company’s bottom line is a great motivator. It’s gratifying to see the tangible results of our hard work and to know we’re playing a key role in the company’s success.

“Describe a time when you had to deal with a difficult stakeholder.”
See all 5 example answers…

I recall an instance from my previous role where I had to manage a particularly challenging situation with a stakeholder. We were working on a significant project that involved integrating a new payment gateway into our client’s e-commerce platform. One of the main stakeholders, the client’s CTO, had a very specific vision for how this integration should proceed, but his vision was not fully aligned with the practical limitations and potential risks we identified during our initial analysis.

At first, the CTO was quite resistant to reconsidering his approach. He had invested considerable time in researching and proposing his plan, and was understandably attached to it. However, we were convinced that following his approach would lead to significant performance issues and potential security vulnerabilities.

My first step was to ensure I fully understood his viewpoint. I organized a meeting where I encouraged him to detail his plan and the reasons he believed it was the best approach. This helped me grasp his perspective better, but also made him feel heard and respected.

Next, I engaged my team to prepare a detailed presentation comparing his proposed approach with our recommended approach. We included specific data, projected outcomes, and potential risks associated with each approach. We demonstrated the potential performance issues and security vulnerabilities his approach could introduce and explained how our approach could mitigate these risks while still meeting the project’s objectives.

Then, I scheduled a meeting with the CTO and presented our findings. I made sure to communicate with clarity, patience, and respect, fully acknowledging his vision while presenting our alternative. I also ensured that I was open and responsive to his questions and concerns.

At the end of the discussion, the CTO was much more receptive to our proposed approach. He appreciated the effort we put into understanding his viewpoint and creating a comparative analysis. He agreed to proceed with our recommended approach, and the project was eventually a success.

This experience taught me a lot about the importance of communication, empathy, and patience in dealing with difficult stakeholders. It emphasized the need for evidence-based arguments when proposing changes and the value of understanding and respecting different viewpoints.

“How do you ensure your team meets its testing objectives?”
See all 5 example answers…

As a Test Manager, my primary goal is to ensure that the team is aligned and working efficiently towards achieving our testing objectives. This involves several key steps, each equally important.

First, I ensure that the objectives are clear and understood by every team member. During the planning phase of any project, I conduct meetings where we discuss our objectives in depth. I believe that every team member should understand not just the ‘what’, but also the ‘why’ behind our goals. This clarity helps in creating a shared vision and motivates the team to work towards these objectives.

Secondly, I establish a detailed test plan and schedule. This involves outlining the necessary tasks, estimating the time required for each, and assigning them to the appropriate team members. The plan also includes key milestones and deadlines to provide a clear path towards our objectives.

Next, I monitor the progress regularly. This involves not just tracking the completed tasks, but also checking the quality of the work. If any issues or roadblocks are identified, I address them promptly. I believe in having an open communication channel within the team where they feel comfortable raising their concerns or issues.

Additionally, I hold regular team meetings where we review our progress against the plan. This helps in maintaining the focus on our objectives and allows us to identify and mitigate any risks or delays early. In these meetings, I encourage every team member to share their updates and challenges. These discussions often lead to valuable insights and solutions.

I also believe that motivation plays a key role in achieving objectives. I strive to create a supportive and positive work environment where team members feel valued and inspired to do their best. I give recognition where it’s due and provide constructive feedback to help them improve.

Finally, I make it a point to stay updated with the latest testing tools and methodologies. By implementing these in our processes, I ensure that we are always optimizing our testing efficiency and effectiveness.

In summary, clear communication, meticulous planning, regular monitoring, and continuous improvement are the strategies I employ to ensure that my team meets its testing objectives. I am a firm believer in leading by example, and I always strive to display the work ethic and commitment that I expect from my team.

“Tell me about a time when you faced a significant challenge in a project. How did you handle it?”
See all 5 example answers…

I remember a particular instance when I was managing a test team for a project that had an extremely tight deadline. The project was critical for the client, and any delay in delivery was not an option. However, about halfway through the project, one of our main test environments crashed, which would severely hamper our testing schedule.

The situation was a significant challenge, but I was ready to handle it. My first step was to call an emergency meeting with my team to discuss the situation. We brainstormed possible immediate actions and decided to redistribute some of our testing load to other functional test environments while the main one was being fixed. I also liaised with the environment management team and escalated the issue, making sure they were aware of the urgency.

While the environment management team worked on fixing the issue, I reassessed our testing schedule and re-prioritized our test cases based on the client’s requirements and business impact. We focused on high-priority and high-risk areas first to ensure that we were not blocking the development team or delaying the critical areas of the project.

I also kept the project manager and the client informed about the situation, the steps we were taking, and the potential impact on our schedule. I believe in transparency, and I think it’s important to keep all parties updated in such situations.

Finally, the environment was back up within a couple of days, and we increased our efforts to make up for the lost time. We put in some extra hours, and with the team’s hard work and dedication, we were able to meet the deadline without compromising the quality of our testing.

This experience was challenging, but it reinforced the importance of having a contingency plan, being flexible, and having strong problem-solving skills. It also highlighted the value of clear communication and teamwork in overcoming project challenges.

“What strategies do you use to manage your team effectively?”
See all 5 example answers…

My strategy for managing a testing team effectively revolves around a blend of clear communication, continuous training, and empowering my team members.

Firstly, I believe in the importance of setting clear expectations. Right from the outset, I ensure that each team member knows their role, the project goals, and what’s expected of them. I regularly communicate our progress towards those goals and make it a point to keep everyone in the loop about any changes or updates.

Another important aspect of my management strategy is continuous learning. I am a firm believer in the notion that a team’s skills should constantly evolve to keep up with the rapidly advancing field of software testing. Thus, I encourage my team members to regularly undertake professional development activities, whether that’s attending workshops, completing online courses, or participating in industry conferences. I also schedule regular knowledge sharing sessions within the team, where we discuss new testing tools, techniques, and best practices.

Finally, I focus heavily on empowerment. I believe in delegating tasks effectively, providing the necessary support, and then trusting my team members to do their jobs well. This not only helps them feel more invested in the project, but also fosters a sense of ownership and accountability. At the same time, I maintain an open-door policy, encouraging my team members to approach me with any issues, questions, or suggestions.

In addition, I also recognize the importance of acknowledging good work and providing constructive feedback. Regular one-on-ones and team meetings are an integral part of my management approach, where I not only address any performance issues but also celebrate our wins, no matter how small.

“Can you explain your approach towards risk-based testing?”
See all 5 example answers…

Risk-based testing is an integral part of my management approach as it is a highly effective way to optimize testing efforts based on the potential risks involved in a project. It’s all about striking the right balance between risk management and resource allocation, ensuring that we are directing our efforts where they can have the most impact.

The first step in my risk-based testing approach is to identify the potential risks. This process is typically conducted during the requirement analysis and design phases. In collaboration with the project team, including developers, business analysts, and other stakeholders, we pinpoint areas in the system that could pose significant risks in terms of functionality, integration, performance, security, or user experience.

Once we’ve identified potential risks, the next step is risk assessment, which involves determining the severity of each risk based on two factors: the likelihood of the risk occurring and the impact it would have if it did occur. For example, a functionality that is used frequently and is critical to the application would be considered a high risk, whereas a rarely used functionality with little impact on the overall system might be considered a low risk.

The risk assessment helps us prioritize our testing efforts. High-risk areas are given more focus and are tested thoroughly to ensure any defects are found and fixed early in the development process. This doesn’t mean we ignore lower-risk areas; rather, we adopt a more targeted testing strategy, taking into consideration the limited resources and time constraints that are often a reality in software development.

The final step in my risk-based testing approach is continuous monitoring and reassessment. Risks are not static; they can change as the project progresses, new features are added, or new information comes to light. Therefore, it’s crucial to keep monitoring the identified risks and adjusting our testing strategy accordingly.

Overall, risk-based testing is about intelligent resource allocation. It helps ensure that we’re focusing our efforts where they matter most and increases the likelihood that we’ll catch the most critical defects before the software is released, thereby improving the overall quality and reliability of the software.

“How do you handle conflicts within your team?”
See all 5 example answers…

Conflict is a natural part of any team dynamic and is something I’ve come to expect in my role as a Test Manager. The key to handling conflict, in my view, is maintaining an open and respectful dialogue, emphasizing clear communication, and promoting a culture of collaboration and mutual respect.

There was one instance where two of my team members had a disagreement over the way to approach a complex testing problem. Each member had a strong belief in their proposed solution, and the situation escalated to the point where it was affecting the morale of the entire team.

As soon as I noticed the situation, I took immediate action. I first held separate meetings with each team member to understand their point of view and to assure them that their voices were being heard. This one-on-one interaction helped me understand the root cause of the conflict, which was essentially a communication breakdown and a difference in working styles.

Next, I arranged a meeting with both team members present. The aim was to facilitate an open discussion and ensure that each person felt comfortable expressing their views. We focused on the issue at hand rather than personal differences, and I encouraged each of them to see the situation from the other’s perspective.

The turning point came when I asked them to find a common ground. I stressed the importance of teamwork and the shared goals we had as a team. I encouraged them to collaborate on a solution that combined the strengths of their individual ideas. After a constructive discussion, they came up with a hybrid approach that eventually solved the problem more efficiently.

Following the resolution, I held a team meeting to clear the air and reiterate the importance of open communication and respect for differing viewpoints. I also implemented regular team building activities to improve camaraderie and team cohesion.

Throughout this process, I made it clear that while disagreements are part of any team’s journey, it’s essential that we handle them constructively and respectfully. The experience reminded us all of the importance of maintaining open lines of communication and showed the team that conflicts, when handled correctly, can lead to innovative solutions and personal growth.

“Describe your experience with automated testing tools.”
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As a seasoned Test Manager, I’ve had the opportunity to work with a variety of automated testing tools throughout my career. These tools have been instrumental in optimizing our testing processes, improving accuracy, and enabling us to deliver high-quality software products consistently.

My experience spans across several industry-leading tools, such as Selenium for automating web browsers, JMeter for performance testing, and Postman for API testing. I’ve also worked with unit testing tools such as JUnit and TestNG.

For instance, at my last role with XYZ Corporation, I led the effort to incorporate Selenium WebDriver into our testing process. We were working on a complex web application, and manual testing was proving to be time-consuming and error-prone. I recognized the potential of Selenium for this scenario due to its robustness and compatibility with various browsers and platforms.

I took the initiative to present a detailed plan to the stakeholders, outlining the cost, timeline, and expected improvements in our testing process. Once we received the approval, I organized a series of training sessions for our testing team to get them up to speed with Selenium.

Subsequently, I worked with the team to design, develop, and implement a suite of automated tests using Selenium WebDriver. We integrated these tests into our CI/CD pipeline, which allowed us to perform regression testing swiftly with each new build.

The results were significant – we saw a 50% reduction in time spent on testing activities, improved test coverage, and our release cycles became more predictable. This also freed up our testers’ time to focus on more complex test scenarios that needed human ingenuity.

Furthermore, I’ve used JMeter extensively for load and performance testing. I appreciate its flexibility and the fact that it allows us to simulate different network conditions and user loads effectively.

At the same company, we were able to identify several performance bottlenecks in our application using JMeter, which would have been challenging to spot with manual testing.

Lastly, I’ve worked with Postman for API testing. I particularly value its user-friendly interface and the ease with which we can construct and manage API requests.

“What are your strategies for maintaining quality in a high-pressure, fast-paced environment?”
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In high-pressure, fast-paced environments, maintaining quality is often a big challenge, but it is also crucial to the success of any project. Over the years, I have developed and fine-tuned a few strategies that have been key in maintaining quality standards even in the most challenging situations.

The first strategy I rely on is effective planning. Prioritization is key in any project but it becomes especially important when the deadlines are tight. I use risk-based testing to help identify what needs to be tested first, focusing on the areas of the system that carry the highest risk.

Another key strategy for me is proactive communication. I ensure that the entire team understands the quality objectives, and I am open and transparent about the progress and the challenges we face. Regular meetings and status updates help keep everyone on the same page, reducing the risk of miscommunication that could affect quality.

In such high-pressure situations, I also ensure that we take advantage of automation where possible. Automated testing can be a lifesaver in such environments as it can help us run a large number of tests in a short period of time, thereby ensuring thorough coverage without compromising on the speed.

Lastly, I firmly believe that the quality of the work is often a reflection of the quality of the work environment. Even in high-pressure situations, it’s important to maintain a positive and supportive atmosphere within the team. Encouraging the team and appreciating their efforts goes a long way in maintaining morale, which directly translates into the quality of work they produce.

To give you an example, in one of my previous roles, we were working on a project with a very tight deadline. The key was to set clear objectives for each day and each week. We held quick daily stand-ups to keep everyone in sync. We also implemented automated testing to speed up the testing process, and ensured that every member of the team was clear about what was expected of them. Despite the pressure, the team was able to deliver high-quality work within the agreed timeline.

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The MOST Common Team Leader Interview Questions (And Sample Answers)

June 8, 2023 by Mike Jacobsen

If you’re reading this, chances are you’ve got a team leader interview coming up. Good for you! It’s a fantastic role, offering not just a chance to show off your leadership chops, but also a pretty sweet salary, generally speaking. The catch? Well, you’ve got to ace that interview, of course!

This isn’t just about brushing up on your job history and rehearsing your strengths and weaknesses. As a potential team leader, you’ll face a whole new set of questions designed to test your leadership abilities, communication skills, and much more.

Feeling a bit daunted? Don’t be! We’re here to help. In this article, we’re going to break down the most common team leader interview questions, and give you some sample answers to boot. It’s like having the playbook before the big game. So, let’s get started!

Contents

1 Looking for More Questions / Answers…?
2 Team Leader Interview Tips
3 How Best To Structure Team Leader Interview Questions
4 What You Should Not Do When Answering Questions
5 Team Leader Interview Question & Answers

Looking for More Questions / Answers…?

Then, let me introduce you to a fantastic resource: “Interview Success: How To Answer Team Leader Questions”. Penned by the experienced career coach, Mike Jacobsen, this guide is packed full of interview tips. This 105-page guide is packed with over 100 sample answers to the most common and challenging interview questions. It goes beyond simply giving you answers – it guides you on how to structure your responses, what interviewers are seeking, and even things to avoid during interviews. Best of all, it’s available for instant download! Dive in and give yourself the competitive edge you deserve.

Click here to learn more and get your copy today

Team Leader Interview Tips

1. Understand the Role

Before you walk into that interview, make sure you fully understand what being a team leader means in the context of the company you’re applying to. Different companies may have different expectations for their team leaders, so tailor your preparation accordingly.

2. Know Your Leadership Style

There’s no one-size-fits-all when it comes to effective leadership. Whether you’re more democratic, transformational, or autocratic, know your style and be ready to articulate it, along with examples of how it has worked in the past.

3. Use Concrete Examples

When asked about your past experiences or how you would handle hypothetical situations, use specific examples. This not only proves your point but shows that you have real-world experience.

4. Show Your Emotional Intelligence

Leadership is as much about understanding and navigating emotions, both yours and your team’s, as it is about managing tasks. Display your emotional intelligence by talking about how you have handled conflicts, motivated team members, and made tough decisions.

5. Be Prepared for Role-Specific Questions

Team leader interviews will involve a lot of role-specific questions. Be prepared to discuss topics like conflict resolution, project management, delegation, and team motivation.

6. Ask Thoughtful Questions

Remember, an interview is a two-way street. Asking insightful questions about the team you’ll be leading, the company culture, or the challenges of the role can show your enthusiasm and critical thinking skills.

7. Show Enthusiasm

Finally, don’t forget to show your enthusiasm for the role and the company. This could be the tie-breaker between you and another equally qualified candidate.

Remember, being a team leader is about guiding your team to success while maintaining a positive and productive environment. Showcase your ability to do this in your interview and you’ll be well on your way to landing that team leader role.

How Best To Structure Team Leader Interview Questions

The key to delivering compelling answers in a team leader interview is structure, and the ‘STAR’ technique is one of the most effective methods. But for a leadership role, we need to start with an additional element – your Belief or leadership philosophy. We call this expanded model ‘B-STAR’. Here’s how to break it down:

B – Belief

Before delving into specific situations, it’s important to first articulate your leadership beliefs or philosophy. These beliefs form the foundation of all your actions as a team leader. For instance, do you believe in leading by example, democratic decision-making, or are you more driven by achieving targets? These core beliefs will underpin your approach to the subsequent parts of your answer.

S – Situation

Set the scene by briefly describing the situation or context. As a team leader, you will have encountered a variety of situations, such as conflict between team members, a missed deadline, or a project that was over budget. Choose a situation that is relevant to the question and highlights your leadership skills.

T – Task

Next, define your specific role or task within the situation. As a team leader, you should be actively involved, making key decisions or setting direction. For example, were you responsible for resolving the conflict, meeting the deadline, or getting the project back on track?

A – Action

Detail the specific actions you took to address the task. As a team leader, your actions should demonstrate your leadership skills. For example, did you mediate the conflict, re-prioritize tasks to meet the deadline, or re-negotiate with suppliers to cut costs? Be specific about why you chose those actions and how they align with your leadership beliefs.

R – Results

Finally, outline the results of your actions. Preferably, these should be quantifiable, but qualitative results are also valuable. For instance, you could talk about how the conflict was resolved and team productivity improved, the project was completed on schedule, or the budget was met. How did your leadership contribute to these results?

Using the B-STAR structure, you can provide detailed and coherent answers that showcase not just what you did, but why you did it, based on your underlying leadership beliefs.

What You Should Not Do When Answering Questions

Do not avoid the question.

Do not describe a failure (unless specifically asked).

Do not downplay the situation.

Do not overhype the situation.

Do not say you have no experience with the subject matter.

Do not reject the premise of the question.

Do not have a passive role in the situation.

Do not give a one-sentence answer.

Do not overly describe the scenario and miss the action.

Team Leader Interview Question & Answers

“Tell me about yourself.”
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Thank you for the opportunity. I’m a dedicated professional with over 10 years of experience in project management and team leadership. I started my career as a software developer, which allowed me to hone my problem-solving and technical skills. However, I realized that my true passion was leading and enabling teams to work cohesively and effectively. I decided to make a shift in my career, taking on team lead roles, where I’ve enjoyed great success in managing and developing teams to drive projects forward and achieve key performance indicators.

Throughout my career, I have led teams of varying sizes, from small five-member teams to larger ones consisting of over 30 members. I’ve prided myself on being a leader who is not only approachable and communicative but also someone who can drive a team to achieve its best.

As for my key skills, I am adept at conflict resolution and have a proven track record of turning potentially disruptive situations into opportunities for team growth. I’m also very skilled at strategic planning, which allows me to align team goals with organizational objectives effectively.

On a personal level, I’m a proactive individual who believes in continuous learning and improvement. I love challenges and have a knack for thinking on my feet, often coming up with innovative solutions to complex problems. I also strongly believe in leading by example, and I consistently strive to embody the values and work ethic that I wish to see in my team.

In this new role, I’m looking forward to bringing in my leadership skills and my ability to foster a motivated and collaborative team environment, thereby contributing significantly to your company’s growth and success.

“What experience do you have in leading a team?”
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I’m grateful for the chance to elaborate on my team leadership experience. Over the last 12 years, I’ve held leadership roles in the IT sector, managing teams that ranged in size from 5 to 25 members. My first leadership role was as a project lead at a mid-size tech company. I managed a team of five developers, overseeing the development and launch of several successful software solutions.

After a few years, I transitioned to a larger organization where I took on the role of an IT team leader. Here, I managed a diverse team of 25 individuals, including developers, analysts, and quality assurance specialists. We undertook several high-stake projects and consistently delivered results within the stipulated timelines and budgets.

One of the most significant challenges I faced as a leader was during a major system upgrade project. The project faced numerous issues due to the complex nature of the existing system. However, by implementing a strategic problem-solving approach and leveraging the individual strengths of my team members, we were able to successfully complete the upgrade with minimal downtime.

I believe the successful outcomes of my leadership are largely due to my leadership style, which is centered around clear communication, mutual respect, and a focus on individual development. I’ve always valued the unique contributions of each team member, and I make it a point to ensure that everyone feels heard and appreciated.

“Can you give an example of a time when you successfully resolved a conflict within your team?”
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Absolutely, I can share a specific incident that occurred a couple of years ago in my current role as a team leader. We were working on a critical project with a tight deadline. Two of my team members, both highly skilled and dedicated, had a disagreement over the best technical approach to a problem. The disagreement escalated to a point where it started affecting their productivity and the overall team morale.

As soon as I noticed the situation, I decided to intervene. I started by meeting each team member individually. This approach allowed me to understand each person’s perspective without the added pressure of the other’s presence. I found that while both had valid points, the root of the conflict was a lack of clear communication and understanding between them.

After the individual meetings, I brought both team members together for a discussion. We revisited the project’s main goal, highlighting how each of their roles was instrumental in achieving it. I encouraged them to express their viewpoints, ensuring the other party was listening. By facilitating open communication in a neutral and controlled environment, they began to understand each other’s perspectives.

Following the joint meeting, we agreed on a blended approach incorporating both their ideas, which, in the end, turned out to be a more effective solution. This conflict resolution process not only solved the immediate issue, but also led to an improvement in their professional relationship and better team cohesion.

Since then, I have emphasized fostering open and respectful communication within the team, and we have significantly reduced instances of similar conflicts. This experience demonstrated to me the importance of addressing conflicts promptly and ensuring open lines of communication in a team.

“How do you motivate team members to meet a common goal?”
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Certainly, motivating team members to work towards a common goal is a crucial aspect of effective leadership. In my experience, people are most motivated when they understand the larger purpose of their work and how their individual contributions tie into the broader team objectives.

In my previous role as a team leader at a tech company, one of the strategies I used was to start every project with a team meeting. During this meeting, I clearly outlined the project goals, the team’s role in achieving these goals, and how this project aligns with the company’s strategic objectives. I found that this approach helped to provide context and made team members feel part of something bigger, thereby driving their motivation.

In addition to this, I believe that individual recognition is a powerful motivator. I made it a point to acknowledge the efforts and successes of team members in team meetings and also through internal communication channels. Recognizing the individuals not only boosts their morale but also reinforces the behavior that contributes to team success.

Moreover, I fostered a sense of ownership among team members by involving them in decision-making processes, particularly those that directly impacted their work. This involvement made them feel valued and empowered, which significantly improved their commitment and motivation.

Lastly, I found that providing opportunities for professional growth is another great motivator. I ensured that my team members had opportunities for skill development, whether through challenging assignments, training, or mentoring programs. This approach helped in keeping them engaged, motivated, and aiming for continual improvement.

In summary, my motivation strategy is a blend of setting a clear, common goal, recognizing individual efforts, fostering ownership, and providing growth opportunities. This comprehensive approach has been very effective in driving motivation and productivity within my teams.

“Describe a situation when you had to make a difficult decision that benefited your team.”
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Certainly, let me describe a situation that occurred during my previous role at XYZ Corporation. We were working on a complex project, which involved multiple teams from different departments. I was leading a team of ten members who were responsible for the software development aspect of the project. We were well into the project timeline when one of our key members, let’s call him Jack, had to take an emergency leave due to a family crisis. Jack was our lead programmer, a very capable individual whose contributions were integral to the project.

We were already under a tight deadline, and losing Jack even for a short period of time had the potential to set us back significantly. I was faced with the difficult decision of whether to push the team to cover for Jack’s absence, which could have led to an increase in workload and overtime hours, or to hire a temporary replacement, which carried its own set of risks and uncertainties.

I weighed the pros and cons of each option. Overburdening the team could lead to a drop in morale and possible burnout, potentially risking not only this project but also future ones. On the other hand, bringing in a temporary replacement had its risks – they could take some time to come up to speed, and there was always the possibility they wouldn’t be as efficient as Jack.

After careful consideration and consultation with my superiors and my team, I decided to hire a temporary replacement. I believed it was crucial to maintain the morale and well-being of my team, even if it meant spending time and resources to train someone new.

The decision wasn’t easy and it did create some initial hiccups as the new hire got up to speed. However, it eventually worked out well. My team was not overworked, and they appreciated the decision not to overload them. This also improved their trust in me as a team leader, as it was evident that I was considering their well-being in my decisions. The temporary replacement, though not as efficient as Jack initially, caught up reasonably well and we managed to meet our project deadlines.

The situation taught me that difficult decisions often have no perfect answers, but considering the long-term impact, prioritizing team morale and welfare, and being adaptable to unforeseen circumstances can lead to the most beneficial outcome. It underscored the importance of strong leadership and the ability to make tough decisions for the greater good of the team.

“How would you handle a team member who is not contributing as much as others?”
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Certainly, managing different team members and their varied productivity levels is an integral part of a team leader’s role. If I notice a team member who isn’t contributing as much as others, my approach is to understand the situation first before making any decisions or assumptions.

Initially, I’d analyze their performance data to validate my observations, ensuring that it isn’t a one-off occurrence but a consistent pattern. Once confirmed, I would arrange a private, one-on-one meeting with them. In this conversation, my aim would be to understand their perspective and find out if there are any underlying issues contributing to their underperformance.

It’s essential to approach this conversation with empathy and active listening. There could be various reasons for their lower contribution, such as personal issues, lack of clarity about their tasks, or a skills gap. In my experience, opening a direct yet empathetic line of communication often helps in identifying the root cause.

Based on the understanding gained from this conversation, I would tailor my approach accordingly. If it’s a skill-related issue, we could arrange further training or mentoring. If it’s an issue of clarity or alignment, I would spend time clearly outlining expectations and possibly reassess their tasks to ensure they align with their strengths. And if it’s a personal issue that’s affecting their work, I would discuss what support measures the company could provide, respecting their privacy throughout the process.

It’s important to note that I would also maintain a follow-up system, monitoring their progress after implementing these measures. If improvements aren’t seen despite these efforts, I would then have to consider other routes, in line with the company’s HR policies.

Ultimately, the goal is to help them improve and continue to contribute positively to the team. By approaching the issue with understanding and providing constructive feedback and support, I believe most performance issues can be resolved effectively.

“Can you provide an example of a time when you had to give someone difficult feedback?”
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Absolutely. Providing constructive, even if difficult, feedback is a key part of being a leader. One particular instance comes to mind from my time as a team lead at a software development company.

We were working on a project with tight deadlines, and one of our developers, who was a highly competent individual, started missing key milestones. It was not like him, so I decided to address it right away before it impacted the project significantly.

I initiated a one-on-one conversation, ensuring it was in a private and comfortable setting. I started the conversation on a positive note, acknowledging his past performance and his potential, emphasizing that my intention was to help, not criticize.

Then, I proceeded to provide the feedback using the “sandwich method.” I began with acknowledging his strengths, followed by the issues regarding the missed deadlines and finished with positive reinforcement, expressing confidence in his ability to rectify the situation.

I made sure to be specific about the instances when he missed his deadlines and how it was affecting the project. I was careful not to make it seem like a personal attack, but instead, a discussion on how we could improve the situation.

To my relief, he was very open to the feedback. He confessed he’d been struggling with a few personal issues which were affecting his concentration at work. We discussed potential solutions together, which included him taking a couple of days off to resolve his personal matters and reassigning some of his tasks to others temporarily.

Upon his return, there was a marked improvement in his performance, and he was able to meet his deadlines without compromising on the quality of his work.

This situation taught me the value of timely feedback and the importance of creating a safe space where team members can express their challenges. It was a delicate situation, but approaching it with empathy and openness allowed us to find a constructive solution.

“Why are you interested in this team leader role?”
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I’m particularly interested in this team leader role for several reasons. First, I’ve been following your company’s work for quite some time and I’m incredibly impressed by your commitment to innovation and the consistent quality of your projects. Your mission of delivering superior service to clients while creating a supportive and inclusive work environment resonates with me deeply.

Second, this role aligns perfectly with my career path and my acquired skills. I’ve spent the last five years in roles that involved leading teams, project management, and strategic planning, which I understand are crucial aspects of this position. I’ve enjoyed the leadership aspects of my previous roles, such as fostering collaboration among team members and guiding them to meet and surpass project goals.

Furthermore, the responsibilities of this role represent the challenges I am eager to take on. The larger team size and the opportunity to work cross-functionally are particularly appealing to me. I believe these aspects will offer me an opportunity to further refine my leadership skills and have a more significant impact.

Finally, I’m a firm believer in lifelong learning, and from my research and our discussion so far, it’s clear that this company values professional development, which is crucial for me. I’m excited about the potential of learning from accomplished leaders in the company and contributing to the team’s success.

See more questions and learn from over 100 sample answers…

Interview Question: How Did You Prepare For This Interview? – Answer Tips

June 7, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

I wouldn’t say this question was immensely popular with interviewers but you should still prepare for it anyway. Mostly this question will be a follow-up to questions like

What made you choose X company?
Why do you want to work here?

The interviewer might even sneak a smaller version of this question in by asking

Did you get here ok today?

The interviewer isn’t actually interested in whether you got there ok (they know that as you are sitting in front of them), they are asking this because they want to see how you approached getting to a new place.

When this question is asked the hiring team are looking for a couple of things.

Firstly, how seriously are you taking this application. They want to know if you are interested in this role or if your application was just one of many and you are not really bothered about the position.

Secondly, the interviewer wants to see how you plan for things. They want to know if you are a meticulous planner who needs every detail to be sorted, or if you plan as you go. For interviews it’s always best to be the former.

The best approach to answering this question

Scenario based questions like this should always be answered using the B-STAR technique. The method requires the re-telling of a specific example. Luckily for you the interviewer has already selected the example for you so that’s one less thing to worry about.

B – Belief – You should start you answer talking about how you believe in making good first impressions so it is important to you that you should never be late. Also mention how you always want to be prepared for any question that comes up so you practiced in advance.

S – Situation – Rather obviously the situation is the interview you have been invited to. For this question this should be a one liner that keeps the answer flowing. “So when I got the call about this interview I knew I needed to…[continue with T – Task]”.

T – Task – Talk about what you needed to accomplish. Did you need to research the area to understand the best way to get to the interview? Did you need to refresh on your interview technique? The best answers will talk about doing a dry run of getting to the interview site (if you have never been there before of course). Also be careful not to say how you needed to perform research on the company at this stage. The interviewer will ask why you only chose to research the company after getting the interview, did you not know anything about the role or company before you decided to apply? Instead talk about how you needed to ‘refresh your memory’ from your prior research.

A – Activities – Run through what you actually did. Here are some good things to include, if they are applicable to your situation:

Performed a dry run of getting to the interview site (for online interviews you can say you had a friend setup a video call to ensure your hardware was in order)
Reached out to contacts you know in the business for advice and to learn more
Worked on putting your experience down on paper – oftentimes our work achievements are all in our head, writing them down allows us to be able to fully describe our impact to the business
Practiced interview questions
Continued research into the company (company website, Glassdoor, LinkedIn, references in the media, financial statements etc.)

R – Results – It’s too early in the day to talk about whether your preparation paid off, you will find that out after the interview. But you should say how your preparation got you to the interview on time and in one piece and talk about anything you learned about the firm.

How NOT to answer this question

“To be honest I didn’t have much time to prepare for this interview as my current role is currently working 50+ hour weeks…”

I’ve had candidates tell me they think this is a great way to answer this question because a) it shows the interviewer that you are capable of putting in the long hours to get things done, and b) the interviewer is likely to be more impressed with good answers because they know that you didn’t have any preparation.

Well as someone who has performed countless interviews I can tell you that the interviewer will not be impressed by this answer. For most companies (I say most because there are always bad actors) the interview process is an arduous one. The hiring manager has to sift through many applications to get it down to the interview stage, then they need to ensure they have the right questions prepared for the interviewee and then they have to make time out of their day to meet with you.

The minimum they expect from a future colleague is to show the same level of preparation that they put in. They want to see that you care about getting the role as much as they care about filling the role.

How Did You Prepare For This Interview?

Example answer 1

“I believe that it’s incredibly difficult to overcome a bad first impression. Because of this I always strive to never make one. That’s why for important meetings, or interviews like this, I make a clear plan of what I want to get from the meeting and outline the steps I need to take to achieve that goal.

So when I received the call about scheduling this interview the first thing I did was research your offices. As you are based in an area of town I am not familiar with I drove by here after work one evening just to make sure I knew the way. I also checked Google Maps to see what the traffic would be like at this time. Nothing worse than being late sitting in traffic after all.

I actually have a contact who works in your finance department, Claire, we were colleagues in the place I am currently working. I reached out to her to see if there was anything she could tell me about the interview process. We had spoken before about the company as a whole and how she talks about the company is one of the reasons I applied.

Following our chat I went through all of my work achievements and made sure they fully encompassed everything I have accomplished in my career.

I’m glad I took the time to prepare as I did because there was a lot of traffic so it was good I knew to expect that. Also talking with Claire helped jog my memory on a project we both worked on a few years back delivering a piece of financial software that I believe your company is in the process of deploying.”

Example answer 2

Preparing for this interview was a thorough process for me as I believe it’s a crucial part of any job application process. My preparation started by researching your organization extensively.

I began with your company’s website, going through each page to understand your products, services, values, and mission. I particularly focused on the section about company culture and values because it’s important for me to understand the environment I could potentially be working in.

In addition to your website, I explored various other sources to gain a holistic understanding of your organization. I looked at your recent press releases to see any significant company news and developments. I also checked LinkedIn to get a sense of your company’s size, the profiles of key team members, and to read any recent articles or posts. Furthermore, I looked at review sites to get an idea of what employees and customers say about your company.

Secondly, I focused on understanding the role I applied for in detail. I reviewed the job description and compared it with my skills, experiences, and qualifications to identify key areas where I could demonstrate alignment and value. I also thought through potential questions you might ask based on the job requirements and prepared my responses.

Finally, I conducted a SWOT analysis to identify my strengths and weaknesses as they relate to the job, along with potential opportunities and threats. This helped me prepare for questions about my abilities and gave me a clear idea of where I could fit within your team and contribute effectively.

I believe this preparation has given me a solid foundation for our discussion today and a good understanding of how my skills and experience can benefit your organization.

Mike Jacobsen

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