Question 1 :
Tell me about a situation when your work was criticized ?
Begin by emphasizing the extremely positive feedback you've gotten throughout your career and (if it's true) that your performance reviews have been uniformly excellent.
Of course, no one is perfect and you always welcome suggestions on how to improve your performance. Then, give an example of a not-too-damaging learning experience from early in your career and relate the ways this lesson has since helped you. This demonstrates that you learned from the experience and the lesson is now one of the strongest breastplates in your suit of armor.
If you are pressed for a criticism from a recent position, choose something fairly trivial that in no way is essential to your successful performance. Add that you've learned from this, too, and over the past several years/months, it's no longer an area of concern because you now make it a regular practice toâ€¦etc.
Another way to answer this question would be to describe your intention to broaden your master of an area of growing importance in your field. For example, this might be a computer program you've been meaning to sit down and learnâ€¦ a new management technique you've read aboutâ€¦or perhaps attending a seminar on some cutting-edge branch of your profession.
Again, the key is to focus on something not essential to your brilliant performance but which adds yet another dimension to your already impressive knowledge base.
Question 2 :
What are your outside interests ?
Try to gauge how this company's culture would look upon your favorite outside activities and be guided accordingly.
You can also use this question to shatter any stereotypes that could limit your chances. If you're over 50, for example, describe your activities that demonstrate physical stamina. If you're young, mention an activity that connotes wisdom and institutional trust, such as serving on the board of a popular charity.
But above all, remember that your employer is hiring your for what you can do for him, not your family, yourself or outside organizations, no matter how admirable those activities may be.
Question 3 :
The "Fatal Flaw" question
As every master salesperson knows, you will encounter objections (whether stated or merely thought) in every sale. They're part and parcel of the buyer's anxiety. The key is not to exacerbate the buyer's anxiety but diminish it. Here's howâ€¦
Whenever you come up against a fatal flaw question:
Be completely honest, open and straightforward about admitting the shortcoming. (Showing you have nothing to hide diminishes the buyer's anxiety.)
Do not apologize or try to explain it away. You know that this supposed flaw is nothing to be concerned about, and this is the attitude you want your interviewer to adopt as well.
Add that as desirable as such a qualification might be, its lack has made you work all the harder throughout your career and has not prevented you from compiling an outstanding tack record of achievements. You might even give examples of how, through a relentless commitment to excellence, you have consistently outperformed those who do have this qualification.
Of course, the ultimate way to handle "fatal flaw" questions is to prevent them from arising in the first place. You will do that by following the master strategy described in Question 1, i.e., uncovering the employers needs and them matching your qualifications to those needs.
Once you've gotten the employer to start talking about his most urgently-felt wants and goals for the position, and then help him see in step-by-step fashion how perfectly your background and achievements match up with those needs, you're going to have one very enthusiastic interviewer on your hands, one who is no longer looking for "fatal flaws".
Question 4 :
How do you feel about reporting to a younger person (minority, woman, etc)?
You greatly admire a company that hires and promotes on merit alone and you couldn't agree more with that philosophy. The age (gender, race, etc.) of the person you report to would certainly make no difference to you.
Whoever has that position has obviously earned it and knows their job well. Both the person and the position are fully deserving of respect. You believe that all people in a company, from the receptionist to the Chairman, work best when their abilities, efforts and feelings are respected and rewarded fairly, and that includes you. That's the best type of work environment you can hope to find.
Question 5 :
On confidential mattersâ€¦
Your interviewer may press you for this information for two reasons.
First, many companies use interviews to research the competition. It's a perfect set-up. Here in their own lair, is an insider from the enemy camp who can reveal prized information on the competition's plans, research, financial condition, etc.
Second, the company may be testing your integrity to see if you can be cajoled or bullied into revealing confidential data.
What to do? The answer here is easy. Never reveal anything truly confidential about a present or former employer. By all means, explain your reticence diplomatically. For example, "I certainly want to be as open as I can about that. But I also wish to respect the rights of those who have trusted me with their most sensitive information, just as you would hope to be able to trust any of your key people when talking with a competitorâ€¦"
And certainly you can allude to your finest achievements in specific ways that don't reveal the combination to the company safe.
But be guided by the golden rule. If you were the owner of your present company, would you feel it ethically wrong for the information to be given to your competitors? If so, steadfastly refuse to reveal it.
Remember that this question pits your desire to be cooperative against your integrity. Faced with any such choice, always choose integrity. It is a far more valuable commodity than whatever information the company may pry from you. Moreover, once you surrender the information, your stock goes down. They will surely lose respect for you.
One President we know always presses candidates unmercifully for confidential information. If he doesn't get it, he grows visibly annoyed, relentlessly inquisitive, It's all an act. He couldn't care less about the information. This is his way of testing the candidate's moral fiber. Only those who hold fast are hired.