Experience

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: 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: 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 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.

Interview Question: Tell Me About A Project That Failed – 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

This is a very popular question for interviewers to ask so you should not be concerned that the interviewer is hinting that you will have to handle a lot of failing projects in this role. That said do ensure that you have a good answer primed and ready to go.

The interviewer is looking for a few things when asking this question:

Firstly how experienced are you working within project teams? Nearly everyone who has been around project for a decent length of time will have experienced a failing project. There is no helping it. Projects fail for reasons outside of anyone’s control every day.

Secondly the interviewer wants to see how you handle failure, either your own failure, the failure of others or the failure of life itself to provide you with what you need.

Finally the interviewer is looking to see if you learn from the failures of the past and can take actionable steps to prevent them in the future.

The best approach to answering this question

As with any situational or behaviors question the best approach to this answer is to use the B-STAR technique:

B – Belief – It’s hard to have any positive beliefs / thoughts about failing projects, after all failure is not really something you want to achieve. The best thing to say here is that you always try your best to avoid a project failing by undertaking a full risk analysis prior to project start. You should also mention how you feel it is best not to get attached to projects and know when it is wise to cut your losses and terminate the project.

S – Situation – The best scenarios to describe in a interview are ones that had you play the starring role. Make the responsibility of pulling the plug on the project fall squarely on your shoulders.

T – Task – If you are the project lead this is fairly straightforward. Your task, as it is with every project you lead, is to deliver the project to the best of your ability and to regularly assess your assumptions and business justification for the project.

A – Action – Talk about the steps you took to evaluate whether the project was still a good idea. What sort of analysis was required? Then talk about how you actually killed the project and the steps you took to either minimize the losses or salvage any benefits.

R – Results – What was the aftermath of the project failing? The best scenario would describe how a project was failing, through no fault of your own, and you managed to close it down without incurring huge losses and even potentially getting some benefits from the project anyway.

How NOT to answer this question

“None of my projects have ever failed. With good planning you can always prepare for anything that is why my projects always succeed”

Don’t say anything like this. Saying that none of your projects have ever failed shows the interviewer that you have not been involved in enough projects. Projects fail from time to time it is as simple as that.

Even if you are the golden unicorn whose projects have never failed this is still the wrong answer to give. If you really are unable to come up with a single failing project then talk about a project that failed one of its metrics (e.g. it was late).

If every project you have ever worked on was a success and met all of its desired goals please write a book and tell us all your secrets.

“One project I was part of failed due to quality issues from one of the project team. Based on the outputs from this colleague we did not hit the target our product should have and management decided to can the project”

Don’t use an example like this when answering this question. Firstly it appears as though you are throwing another colleague under the bus which interviewers never look kindly on. Secondly in an example like this the interviewer will ask why this wasn’t identified as a risk and steps taken to mitigate that risk ahead of time, this will look bad on you as with this example it seems as though the project was reliant on a team member without the required skillset to perform the task at hand. At the end of the day project success or failure rests with the Project Manager. If you are interviewing for this role you need to accept fault and talk about what actions you took to mitigate and prevent re-occurrence.

Tell Me About A Project That Failed

Example answer 1

“Obviously I don’t like to see my projects fail. I always try to plan for enough scenarios and build in enough contingencies to my projects that I am ready for anything. But some times things change and what was going ok yesterday might not be today, so I also believe it’s best not to get too attached to projects and realise when it is the correct move – for the business – to wind the project down.

There was one occasion in early 2020 where a project was facing massive delays. We were attempting to offshore one of our processes and the next step in the project was to send a few trainers overseas to initiate the training sessions. Unfortunately, days before we were due to fly out all flights were cancelled indefinitely (COVID-19)

It was now my job to try to salvage what we could. Our fallback plan was to conduct training sessions via Teams. This was going well until COVID-19 got in our way again. The overseas offices were closed by the government (soon after our own offices would close).

Our team all had the ability to work from home however the offshore colleagues did not.

We started to perform analysis on what it would take our end to get all of the required colleagues trained and working from home. It readily became apparent that the initial costs of deploying such a solution would be higher than the expected benefits over the coming years.

As a result I proposed to senior management that we terminate the project as it no longer made commercial sense. My proposal was accepted and the project was halted and the colleagues were assigned to other projects.

All was not lost however as we were able to repurpose the training materials to be used for our onshore colleagues which saw a reduction in the time spent in attaining competency.“

Example Answer 2

Absolutely, I can share an experience from my previous role as a product manager at a tech startup. We were working on developing a new feature for our app which was supposed to predict user behavior based on past activity and suggest relevant actions. We believed this could enhance user engagement significantly and drive up our app usage.

My team and I put in a considerable amount of time and effort into this project. We spent weeks researching user behavior, building the algorithm, and integrating it into our existing system. However, when we finally launched it after months of hard work, it didn’t perform as we had expected. The feature was not accurate in its predictions as often as we’d hoped, and it actually ended up confusing and frustrating users, leading to a decline in overall user engagement.

In retrospect, there were several factors that contributed to this failure. Firstly, we didn’t test the feature thoroughly enough in a variety of real-world scenarios before launching it. Our testing phase was rushed as we were trying to get the feature live quickly. Secondly, we failed to obtain enough user feedback during the development stage. While we had done an initial survey to validate our idea, we didn’t conduct any user testing during the development phase to get ongoing feedback and make iterative improvements. Finally, we underestimated the complexity of accurately predicting user behavior. Our algorithm was not sophisticated enough to account for the myriad of variables that can influence a user’s actions on an app.

This experience was certainly a disappointment, but it also provided some valuable lessons. It underscored the importance of thorough testing and the necessity of obtaining regular user feedback throughout the development process. Additionally, it reminded us that we need to have a deep understanding of the problem we’re trying to solve before we start building the solution.

Since then, I’ve implemented changes in my approach to product development. For every subsequent project, I’ve prioritized thorough testing, sought user feedback at every stage, and ensured that we have a well-researched and realistic understanding of what we’re trying to achieve before we start building. As a result, our later projects were much more successful, demonstrating that while failure can be tough, it can also be a potent source of learning and improvement.

Interview Question: Tell me about a time you worked well as part of a team – Answer Tips

June 6, 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 don’t want no partner, I don’t need no partner”
Chris Tucker. Rush Hour 1998

Unfortunately for Chris there are very few jobs out there where this is true. Almost every job I can think of comes with colleagues. I suppose maybe a night shift security guard position might not have any.

But outside of some niche jobs you are going to have people you work with. When asking this question the interviewer is trying to find out how you will cope with working with others.

They are trying to see if you worked with them would you be a valuable asset to the team and would you get involved with the team or would you work by yourself.

Part of team working is helping out where you can, do you see a colleague struggling and provide assistance, or do you not bother because it is does not affect your role or function.

This is a behavioural question so the interviewer is not just looking for a hypothetical answer. The interview wants to see whether you have worked in a team before and what your thoughts / feelings were about the team and how you worked together to achieve your goals.

The best approach to answering this question

Teamwork makes the dream work.

That’s what the interviewer wants to hear and what you need to be conveying with your answer.

Start off by stating outright your belief that when you work as a team the value produced is more than it would have been had everyone been working individually (the team is greater than the sum of its parts).

That when you work as a team you can exploit comparative advantages and allocate tasks to individuals based on their skillset.

Of course this is a behavioural ‘Tell me about a time’ question. This means that you will need to back up your thoughts with a strong example.

Pick an example where the subject matter is clear and the benefits of team working are obvious. You don’t want the interviewer to be confused by your story.

In your example you don’t have to take on a leadership role, although if you are applying for a managerial role then it wouldn’t hurt. Regardless of your position in the team it is always a good idea to include how you provided help to junior members of the team, or just any member of the team who was struggling with the task at hand.

You should ensure you focus on your role in the team, how what you did led to a better team result and how this benefited your organisation.

How NOT to answer this question

“I haven’t worked with a team before. My current job is working as a delivery driver for a food delivery app, so I basically spend most of my time on the road on my own. Before that I was in university.”

If you get asked about your experience working in a team do not avoid the question. Fair enough in this example the interviewee does not have any professional experience in working as part of a team. The closest they have to a team mate is the app that gives them jobs.

But that does not mean they have never worked in a team before. The answer states that the interviewee was previously enrolled in university. It’s been a while since I went to Uni but I remember there being a number of group assignments that I had to take part in. The interviewee could have talked about their experience doing that.

Team sports? That is the epitome of teamwork. Sure it doesn’t show the interviewer how you behave in a professional environment but it is the next best thing.

“…unfortunately I had to take on additional steps as my team members were not putting in the required effort to get the job done”

Don’t criticise your team mates. Team work is about helping struggling team mates get better at the job. If there was a problem – such as a perceived lack of effort from certain team members – then a good team member would reach out and try to resolve the issue instead of just picking up the slack.

Tell me about a time you worked well as part of a team

Example answer 1

“I love working in a team, I find the collaboration and task specialisation that group working offers allows for higher quality and more efficient outputs – than what would happen working solo.

In a previous role I actually initiated a shared team approach to our process. At the time the department I was working in was responsible for handling customer complaints for a large retail bank.

The process that we followed had 3 main phases; reviewing the complaint, calculating moneys owed in redress and production/mailing of the payment. Each member of the team would be assigned one case and would work the case through each phase to the end. We were expected to work 2 cases a day which meant 50 cases a day for the department.

I had a knack for the calculation aspect of the work and was able to breeze through them quicker than anyone else in the team. I noticed that other colleagues would struggle with the calculations not only with how long it took them but with the overall quality.

I suggested to my manager that we break the process down and allocate people based on their strengths. I took over calculations for the department while other colleagues were put on review and payments.

Using this team approach to the task we quickly started to hit 80 cases a day and even hit 100 cases a few times, a feat that I attribute to the team work we showed”

Example answer 2

“I find that working as part of a team brings out the best in me and leads to more efficient and higher-quality outcomes. In a previous role, I encountered a disagreement regarding our approach to handling customer complaints in a retail bank.

The existing process involved each team member independently handling the entire complaint process, from review to calculation of redress amounts and payment issuance. However, I noticed that some team members struggled with the calculation aspect, which resulted in delays and compromised accuracy.

To address this challenge, I proposed a collaborative team approach that leveraged our individual strengths. I offered to take over the calculation responsibilities while assigning other team members to focus on review and payment aspects. By breaking down the process and allocating tasks based on our competencies, we aimed to optimize efficiency and accuracy.

The results were remarkable. With this new team approach, we significantly increased our productivity, going from processing 50 cases a day to consistently handling 80 cases, with occasional peaks of 100 cases. The collaborative effort and clear division of tasks played a crucial role in achieving these milestones.

Through this experience, I learned the power of recognizing and leveraging individual strengths within a team. By effectively distributing tasks and allowing team members to excel in their respective areas of expertise, we were able to enhance overall performance and deliver superior outcomes for our customers.

This experience reinforced my belief in the value of teamwork and the importance of fostering an environment where individuals can contribute their unique skills and talents to achieve shared goals.”

Interview Question: How Do You Respond To Customer Feedback, Both Positive And Negative – Answer Tips

June 6, 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

This is a popular question within customer service facing and customer service managerial interviews.

For customer facing roles the interviewer is looking to see how you handle interactions with the customer with regard to your performance. If it is negative are you able to resolve the issue satisfactorily to leave a happy customer and prevent future mistakes from occurring.

For managerial roles the interviewer is looking to see how you use feedback to create a better team and better overall customer experience. If the feedback is negative do you rectify the situation with the customer and provide training and support to your team members to prevent re-occurrence? If the feedback is positive do you praise your team and try to expand on the things that were done right, that the customer was pleased with?

As this is a behavioural question the interviewer is looking for both how you would respond to customer feedback if you were to get the position but also how you have responded to customer feedback in the past.

The best approach to answering this question

The best way to come at this question is to have 2 examples: one where the customer provided negative feedback and one where the customer provided positive feedback.

In your answer you should start by talking about how you always welcome customer feedback, both good and bad, as feedback allows the company to know where it is going right and more importantly where it is falling down and needs to change.

This question is not looking at how you do your job it is looking at how you handle feedback and how you deal with customers. The best answers therefore are when you received feedback for something that was not your doing.

For negative feedback you can talk about how you took responsibility for the negative experience and apologised to the customer on behalf of the company. This shows good character and leadership as it shows that you took ownership of the fault without resorting to blaming others (throwing your colleagues under the bus as they say). If possible discuss how you took steps to fix the underlying cause of the problem either through changes to process or training of staff members.

For positive feedback it is important that you ensure the correct party receives the accolades (shows humility on your part). Talk about how you praised the colleague and shared the success with others in order to inspire further good work. And again if possible talk about how you took this positive feedback and used it to improve processes elsewhere.

See how, even though you were not responsible for why the customer was providing feedback, the way you handled the feedback shows professionalism and the makings of a great colleague.

How NOT to answer this question

“A customer was upset as we were late in delivering an important report. I told them that it was due to a new employee who was still fresh on the job and that I will personally ensure the report is on time until the colleague is completely up to speed”

This is a partially good answer. The part where the interviewee stepped up to the plate to ensure the issue would no longer occur was a nice touch. However nobody likes it when you blame new colleagues for mistakes. If the colleague is new why were they solely responsible for the report in the first place?

“One of our clients at the end of an engagement provided a pretty mixed feedback report, however it highlighted me and my status updates as one of the more positive elements of the work. I made a note that my status reports were well received and to carry this over to other engagements. The client was so happy that they provided me with tickets to a local sporting event. Me and 3 friends had a great time”

While it is good that the interviewee was called out specifically as being one of the better parts of the engagement, the answer also states that the report was pretty mixed. Meaning that there was some negative aspects to the feedback that were not mentioned. This screams out that the interviewee is only interested in how they were perceived and not that the client had a good relationship with the business as a whole.

It doesn’t matter if the client liked you personally if they still don’t continue working with your firm.

Also taking client gifts and sharing them with your friends is a bit of a dick move. At least say you offered them to your colleagues first!

“How Do You Respond To Customer Feedback”

Example Answer 1

“I love receiving feedback from customers. That’s why in all of our after-sale communications there is a big link asking customers for their feedback. I believe that understanding how a customer feels about our business and process is fundamental to our growth.

When I receive feedback the first thing that I do is thank the customer, regardless of whether the feedback is good or bad. If the feedback is negative I quickly look to rectify the issue and fix the underlying problem, if the feedback is positive I share it with my team to provide encouragement to continue the good work

For example, quite recently we were tasked to provide a market research report for a new client. When we issued the report we received both good and bad feedback.

The client was more than pleased with the work and output from our focus groups and stressed how they thought we went above and beyond in this regard. Upon hearing this I sent the feedback to our Senior Management team to highlight how one of my colleagues who led the session could enhance our focus group processes so that the same level of service can be deployed to all of our clients.

On the other hand the client was displeased with how long the report took to produce and be issued. I immediately apologised to the client and assured them that in the future we will ensure they are given a more robust timeline so they know exactly when to expect our reports. I also discussed with our management team how we could potentially deliver our reports in stages as some areas of the report take longer to complete than others. This was discussed and agreed by the execs and is now part of our offerings to each client”

Example Answer 2

“In my role as a customer service representative for a software company, I highly value customer feedback. We actively encourage customers to share their thoughts and experiences through our various feedback channels.

When I receive feedback, my first step is to express gratitude to the customer, regardless of whether it is positive or negative. If the feedback highlights an issue or concern, I immediately focus on resolving the problem and addressing the underlying cause. Conversely, if the feedback is positive, I share it with my team to acknowledge their efforts and motivate them to maintain their excellent work.

Recently, we had a customer who provided feedback on our software’s user interface. They expressed their appreciation for the intuitive design and user-friendly features. I promptly shared this feedback with our development team, emphasizing the importance of their attention to usability and their success in delivering a positive user experience.

However, the same customer also expressed frustration with the speed of our software’s response time during peak usage. Recognizing the significance of their concern, I personally reached out to the customer to apologize for any inconvenience caused. I assured them that we would prioritize addressing this issue to enhance performance during high-demand periods. Subsequently, I engaged with our development and infrastructure teams to explore optimization measures and improve response times. As a result, we implemented several enhancements to ensure smoother operation, and I informed the customer of the steps we had taken to address their feedback.

Furthermore, I initiated discussions within our company about the possibility of scaling our infrastructure during peak usage periods to better accommodate increased demand. These discussions involved our management team, technical experts, and infrastructure providers, and we established a plan to allocate additional resources during peak times to maintain optimal system performance.

By actively listening to customer feedback and taking prompt action, we continuously strive to improve our software and meet customer expectations. It is essential for us to value customer insights and implement necessary changes to enhance their overall experience.”

Interview Question: Tell me about a time when you have had to make a decision using only limited information? – Answer Tips

June 6, 2023 by Mike Jacobsen

Watch the video or read the text article below

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

The interviewer wants to understand your decision making process and how that process works under less than ideal situations.

It is easy to say what you would do when the ‘correct’ answer is obvious, but the interviewer is looking to see how you cope when the ‘correct’ answer isn’t obvious.

And of course with questions like this the interviewer is not only looking for how you WOULD handle the situation they are also looking at how you HAVE PREVIOUSLY handled similar situations.

The interviewer wants to see that you have faced difficult decisions before and they want to see how you fared.

The best approach to answering this question

As with all scenario based questions it is best to use the Situation Task Action Result method. Come up with a time that you needed to make a decision and then talk it through with the interviewer.

It is important that you recognise that making decisions without all the facts is not an ideal scenario.

The first thing you should mention therefore is how this differed from your normal decision making process. Talk about how you tried to follow your usual process (in order to make an informed decision) but something caused you to be unable to.

It is best – in an interview setting – to lay the blame on an external party or force. A random shift in the weather might have caused your timescales to change and an immediate decision was required. Or even a vendor going bankrupt unexpectedly causing a disruption in the supply chain.

Something that you could not have seen coming and forces you into a bind.

Then use some time to discuss how you went about making your decision, using your experience and expertise to make the best possible decision given the hindrance.

Finally wrap up your answer by talking about how after you made your decision you went back and looked at why you were put in that spot in the first place, i.e. why wasn’t the information available, and how you took steps to prevent a re occurrence in the future.

How NOT to answer this question

“I do not make decisions until I have all of the necessary information, I always prepare in advance so that nothing can surprise me”

You might think this is a good approach to this question. You show the interviewer that you prepare for all eventualities and as such are never caught off guard. Thereby being able to make rational informed decisions every time.

But that is not feasible.

In the real world there are a lot of unknowns. You will often have occasions where the info you require is unobtainable.

If you answer this question like above the interviewer will not be impressed with your thoroughness and level of preparedness. No, the interviewer will think you are inexperienced and naive. Probably cocky as well.

Which is not good

“In the end I just went with my gut and it ended up being the correct decision”

If you say this in the interview the interviewer will just think you got lucky, not that you have some special heightened instincts for decision making in business.

Tell me about a time when you had to make a decision without all the information you needed – Example answers

Example Answer 1

“When I worked as a store manager for X I was there on Day 1 of a new store opening and it was my job to make the staff schedule.

Now if you’ve ever been responsible for creating the shift rota you know that the number of colleagues you need is based on forecasts. Forecasts that are largely driven from past data.

But this was a new store so I needed to decide how many staff we should have in without knowing how many staff we were going to need!

I had to think about things tactically. While it would not be ideal to have too many staff in it would be worse if we had too few; so any judgements I were to make would have to err on the side of over staffing.

Through my experience I knew how many staff members were needed to manage a store when empty and when at peak. Now I just needed to make an informed estimate of how many customers to expect.

I reached out to similar sized stores in the organisation and started to speak to the store owners within the area to get an idea of what to face.

Eventually using the information I had gathered I completed the schedule. Day of opening rolled around and luckily we had enough staff to motor through, toward the end of the shift we probably had too many colleagues on the shop floor but that just meant we were able to provide even better customer service. Gotta make a great first impression after all!

After things had settled down I reported to my senior management team that in the future it would be wise to provide the store manager with the analysis that was used when deciding to open the store in this location as it would have had a lot of the necessary information for me to make my decision”

Let’s dive into this answer and see what was done right:

The scene was set quickly and in an easy to understand manner
The interviewee quickly realised what information was missing
The interviewee made educated and rational judgements in formulating the decision
The answer shows that the interviewee was correct in her judgement without coming off as boastful or cocky
The whole thing is wrapped up with suggestions on how to improve for the next time around

To make the answer even better the interviewee could have talked about how they usually make a rota but given that the answer is already quite detailed I would say any interviewer would be impressed with the above.

Example Answer 2

“In my previous role as a project manager for a construction company, I encountered a significant disagreement among the team regarding the selection of subcontractors for a new project. We needed to choose the right subcontractors based on their expertise, availability, and cost-effectiveness, but we didn’t have access to all the relevant information.

To address this disagreement, I initiated a meeting with the project stakeholders and team members involved in the subcontractor selection process. We discussed the available options and the limited information we had at hand. It became clear that the team was divided between two subcontractors, each with their strengths and weaknesses.

To make an informed decision, I suggested conducting thorough background research on both subcontractors, including their past performance on similar projects, client feedback, and their financial stability. I assigned team members to gather as much information as possible within the given time frame.

In addition to the research, I reached out to industry contacts and colleagues who had worked with these subcontractors before. Their insights and experiences provided valuable perspectives that helped fill the knowledge gaps.

Once we had compiled the available information, I organized a follow-up meeting to present the findings and recommendations to the team. During the meeting, I encouraged open and constructive discussion, allowing team members to voice their concerns and preferences based on the gathered data.

To ensure fairness and transparency, I proposed a voting process in which each team member could express their preference and provide justification for their choice. However, I emphasized that the final decision would consider the overall project requirements and objectives, rather than solely relying on individual opinions.

After the discussion and voting process, we reached a consensus on the subcontractor selection. Although we couldn’t obtain all the facts, we made the best decision possible based on the information we had gathered. Throughout the project, we closely monitored the subcontractors’ performance and adjusted our approach if necessary.

Looking back, I believe that despite the limited information, our collective effort and thorough research allowed us to make an informed decision. It highlighted the importance of leveraging available resources, industry connections, and collaborative decision-making processes to mitigate risks associated with incomplete information.”

Experience

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