Set - 3

Question 1 :

Are you willing to relocate or travel ?

Answer :

First find out where you may have to relocate and how much travel may be involved. Then respond to the question.
If there's no problem, say so enthusiastically.
If you do have a reservation, there are two schools of thought on how to handle it.
One advises you to keep your options open and your reservations to yourself in the early going, by saying, "no problem". You strategy here is to get the best offer you can, then make a judgment whether it's worth it to you to relocate or travel.
Also, by the time the offer comes through, you may have other offers and can make a more informed decision. Why kill of this opportunity before it has chance to blossom into something really special? And if you're a little more desperate three months from now, you might wish you hadn't slammed the door on relocating or traveling.
The second way to handle this question is to voice a reservation, but assert that you'd be open to relocating (or traveling) for the right opportunity.
The answering strategy you choose depends on how eager you are for the job. If you want to take no chances, choose the first approach.
If you want to play a little harder-to-get in hopes of generating a more enticing offer, choose the second.


Question 2 :

Do you have the stomach to fire people? Have you had experience firing many people ?

Answer :

Describe the rational and sensible management process you follow in both hiring and firing.

Example: "My whole management approach is to hire the best people I can find, train them thoroughly and well, get them excited and proud to be part of our team, and then work with them to achieve our goals together. If you do all of that right, especially hiring the right people, I've found you don't have to fire very often.
"So with me, firing is a last resort. But when it's got to be done, it's got to be done, and the faster and cleaner, the better. A poor employee can wreak terrible damage in undermining the morale of an entire team of good people. When there's no other way, I've found it's better for all concerned to act decisively in getting rid of offenders who won't change their ways."


Question 3 :

Why have you had so many jobs ?

Answer :

First, before you even get to the interview stage, you should try to minimize your image as job hopper. If there are several entries on your resume of less than one year, consider eliminating the less important ones. Perhaps you can specify the time you spent at previous positions in rounded years not in months and years.
Example: Instead of showing three positions this way:
6/1982 – 3/1983, Position A;
4/1983 – 12/1983, Position B;
1/1984 – 8/1987, Position C;
…it would be better to show simply:
1982 – 1983, Position A;
1984 – 1987 Position C.
In other words, you would drop Position B altogether. Notice what a difference this makes in reducing your image as a job hopper.
Once in front of the interviewer and this question comes up, you must try to reassure him. Describe each position as part of an overall pattern of growth and career destination.
Be careful not to blame other people for your frequent changes. But you can and should attribute certain changes to conditions beyond your control.
Example: Thanks to an upcoming merger, you wanted to avoid an ensuing bloodbath, so you made a good, upward career move before your department came under the axe of the new owners.
If possible, also show that your job changes were more frequent in your younger days, while you were establishing yourself, rounding out your skills and looking for the right career path. At this stage in your career, you're certainly much more interested in the best long-term opportunity.
You might also cite the job where you stayed the longest and describe that this type of situation is what you're looking for now.


Question 4 :

What do you see as the proper role/mission of…
…a good (job title you're seeking);
…a good manager;
…an executive in serving the community;
…a leading company in our industry; etc.

Answer :

Think of the most essential ingredients of success for each category above – your job title, your role as manager, your firm's role, etc.
Identify at least three but no more than six qualities you feel are most important to success in each role. Then commit your response to memory.
Here, again, the more information you've already drawn out about the greatest wants and needs of the interviewer, and the more homework you've done to identify the culture of the firm, the more on-target your answer will be.


Question 5 :

Would you lie for the company ?

Answer :

Try to avoid choosing between two values, giving a positive statement which covers all bases instead.

Example: "I would never do anything to hurt the company.."

If aggressively pressed to choose between two competing values, always choose personal integrity. It is the most prized of all values.


Question 6 :

Looking back, what would you do differently in your life ?

Answer :

Indicate that you are a happy, fulfilled, optimistic person and that, in general, you wouldn't change a thing.

Example: "It's been a good life, rich in learning and experience, and the best it yet to come. Every experience in life is a lesson it its own way. I wouldn't change a thing."


Question 7 :

Could you have done better in your last job ?

Answer :

Again never be negative.

Example: "I suppose with the benefit of hindsight you can always find things to do better, of course, but off the top of my head, I can't think of anything of major consequence."

(If more explanation seems necessary)


Question 8 :

Describer a situation that didn't suffer because of you but from external conditions beyond your control ?

Answer :

For example, describe the disappointment you felt with a test campaign, new product launch, merger, etc., which looked promising at first, but led to underwhelming results. "I wish we could have known at the start what we later found out (about the economy turning, the marketplace changing, etc.), but since we couldn't, we just had to go for it. And we did learn from it…"


Question 9 :

Can you work under pressure ?

Answer :

Absolutely…(then prove it with a vivid example or two of a goal or project accomplished under severe pressure.)


Question 10 :

What makes you angry ?

Answer :

Give an answer that's suited to both your personality and the management style of the firm. Here, the homework you've done about the company and its style can help in your choice of words.

Examples: If you are a reserved person and/or the corporate culture is coolly professional:

"I'm an even-tempered and positive person by nature, and I believe this helps me a great deal in keeping my department running smoothly, harmoniously and with a genuine esprit de corps. I believe in communicating clearly what's expected, getting people's commitment to those goals, and then following up continuously to check progress."

"If anyone or anything is going off track, I want to know about it early. If, after that kind of open communication and follow up, someone isn't getting the job done, I'll want to know why. If there's no good reason, then I'll get impatient and angry…and take appropriate steps from there. But if you hire good people, motivate them to strive for excellence and then follow up constantly, it almost never gets to that state."

If you are feisty by nature and/or the position calls for a tough straw boss.

"You know what makes me angry? People who (the fill in the blanks with the most objectionable traits for this type of position)…people who don't pull their own weight, who are negative, people who lie…etc."


Question 11 :

Why aren't you earning more money at this stage of your career ?

Answer :

You like to make money, but other factors are even more important.

Example: "Making money is very important to me, and one reason I'm here is because I'm looking to make more. Throughout my career, what's been even more important to me is doing work I really like to do at the kind of company I like and respect.

(Then be prepared to be specific about what your ideal position and company would be like, matching them as closely as possible to the opportunity at hand.


Question 12 :

Who has inspired you in your life and why?

Answer :

Have a few heroes in mind, from your mental "Board of Directors" – Leaders in your industry, from history or anyone else who has been your mentor.

Be prepared to give examples of how their words, actions or teachings have helped inspire your achievements. As always, prepare an answer which highlights qualities that would be highly valuable in the position you are seeking.


Question 13 :

What was the toughest decision you ever had to make?

Answer :

Be prepared with a good example, explaining why the decision was difficult…the process you followed in reaching it…the courageous or effective way you carried it out…and the beneficial results.

Tell me about the most boring job you've ever had.

You have never allowed yourself to grow bored with a job and you can't understand it when others let themselves fall into that rut.

Example: "Perhaps I've been fortunate, but that I've never found myself bored with any job I have ever held. I've always enjoyed hard work. As with actors who feel there are no small parts, I also believe that in every company or department there are exciting challenges and intriguing problems crying out for energetic and enthusiastic solutions. If you're bored, it's probably because you're not challenging yourself to tackle those problems right under your nose."


Question 14 :

Have you been absent from work more than a few days in any previous position?

Answer :

If you have had no problem, emphasize your excellent and consistent attendance record throughout your career.

Also describe how important you believe such consistent attendance is for a key executive…why it's up to you to set an example of dedication…and why there's just no substitute for being there with your people to keep the operation running smoothly, answer questions and handle problems and crises as they arise.

If you do have a past attendance problem, you want to minimize it, making it clear that it was an exceptional circumstance and that it's cause has been corrected.

To do this, give the same answer as above but preface it with something like, "Other that being out last year (or whenever) because of (your reason, which is now in the past), I have never had a problem and have enjoyed an excellent attendance record throughout my career. Furthermore, I believe, consistent attendance is important because…" (Pick up the rest of the answer as outlined above.).


Question 15 :

What changes would you make if you came on board?

Answer :

You, of course, will want to take a good hard look at everything the company is doing before making any recommendations.

Example: "Well, I wouldn't be a very good doctor if I gave my diagnosis before the examination. Should you hire me, as I hope you will, I'd want to take a good hard look at everything you're doing and understand why it's being done that way. I'd like to have in-depth meetings with you and the other key people to get a deeper grasp of what you feel you're doing right and what could be improved.

"From what you've told me so far, the areas of greatest concern to you are…" (name them. Then do two things. First, ask if these are in fact his major concerns. If so then reaffirm how your experience in meeting similar needs elsewhere might prove very helpful).