50 COMMON INTERVIEW QUESTIONS AND ANSWERS 1 to 25 Review these typical interview questions and think about how you

would answer them. Read the questions listed; you will also find some strategy suggestions with it. 1. Tell me about yourself: The most often asked question in interviews. You need to have a short statement prepared in your mind. e careful that it does not sound rehearsed. !imit it to work"related items unless instructed otherwise. Talk about things you have done and #obs you have held that relate to the position you are interviewing for. $tart with the item farthest back and work up to the present. %. &hy did you leave your last #ob' $tay positive regardless of the circumstances. (ever refer to a ma#or problem with management and never speak ill of supervisors) co"workers or the organi*ation. +f you do) you will be the one looking bad. ,eep smiling and talk about leaving for a positive reason such as an opportunity) a chance to do something special or other forward"looking reasons. -. &hat e.perience do you have in this field' $peak about specifics that relate to the position you are applying for. +f you do not have specific e.perience) get as close as you can. /. 0o you consider yourself successful' You should always answer yes and briefly e.plain why. 1 good e.planation is that you have set goals) and you have met some and are on track to achieve the others. 2. &hat do co"workers say about you' e prepared with a quote or two from co"workers. 3ither a specific statement or a paraphrase will work. 4ill 5lark) a co"worker at $mith 5ompany) always said + was the hardest workers she had ever known. +t is as powerful as 4ill having said it at the interview herself. 6. &hat do you know about this organi*ation' This question is one reason to do some research on the organi*ation before the interview. 7ind out where they have been and where they are going. &hat are the current issues and who are the ma#or players' 8. &hat have you done to improve your knowledge in the last year' Try to include improvement activities that relate to the #ob. 1 wide variety of activities can be mentioned as positive self"improvement. 9ave some good ones handy to mention. :. 1re you applying for other #obs' e honest but do not spend a lot of time in this area. ,eep the focus on this #ob and what you can do for this organi*ation. 1nything else is a distraction. ;. &hy do you want to work for this organi*ation' This may take some thought and certainly) should be based on the research you have done on the organi*ation. $incerity is e.tremely important here and will easily be sensed. Relate it to your long"term career goals. 1<. 0o you know anyone who works for us' e aware of the policy on relatives working for the organi*ation. This can affect your answer even though they asked about friends not relatives. e careful to mention a friend only if they are well thought of.

11. &hat kind of salary do you need' 1 loaded question. 1 nasty little game that you will probably lose if you answer first. $o) do not answer it. +nstead) say something like) that=s a tough question. 5an you tell me the range for this position' +n most cases) the interviewer) taken off guard) will tell you. +f not) say that it can depend on the details of the #ob. Then give a wide range. 1%. 1re you a team player' You are) of course) a team player. e sure to have e.amples ready. $pecifics that show you often perform for the good of the team rather than for yourself is good evidence of your team attitude. 0o not brag; #ust say it in a matter"of"fact tone. This is a key point. 1-. 9ow long would you e.pect to work for us if hired' $pecifics here are not good. $omething like this should work: +>d like it to be a long time. ?r 1s long as we both feel +>m doing a good #ob. 1/. 9ave you ever had to fire anyone' 9ow did you feel about that' This is serious. 0o not make light of it or in any way seem like you like to fire people. 1t the same time) you will do it when it is the right thing to do. &hen it comes to the organi*ation versus the individual who has created a harmful situation) you will protect the organi*ation. Remember firing is not the same as layoff or reduction in force. 12. &hat is your philosophy towards work' The interviewer is not looking for a long or flowery dissertation here. 0o you have strong feelings that the #ob gets done' Yes. That>s the type of answer that works best here. $hort and positive) showing a benefit to the organi*ation. 16. +f you had enough money to retire right now) would you' 1nswer yes if you would. ut since you need to work) this is the type of work you prefer. 0o not say yes if you do not mean it. 18. 9ave you ever been asked to leave a position' +f you have not) say no. +f you have) be honest) brief and avoid saying negative things about the people or organi*ation involved. 1:. 3.plain how you would be an asset to this organi*ation you should be an.ious for this question. +t gives you a chance to highlight your best points as they relate to the position being discussed. @ive a little advance thought to this relationship. 1;. &hy should we hire you' Aoint out how your assets meet what the organi*ation needs. 0o not mention any other candidates to make a comparison. %<. Tell me about a suggestion you have made have a good one ready. e sure and use a suggestion that was accepted and was then considered successful. ?ne related to the type of work applied for is a real plus. %1. &hat irritates you about co"workers' This is a trap question. Think real hard but fail to come up with anything that irritates you. 1 short statement that you seem to get along with folks is great. %%. &hat is your greatest strength'

(umerous answers are good) #ust stay positive. 1 few good e.amples: Your ability to prioriti*e) Your problem"solving skills) Your ability to work under pressure) Your ability to focus on pro#ects) Your professional e.pertise) Your leadership skills) Your positive attitude %-. Tell me about your dream #ob. $tay away from a specific #ob. You cannot win. +f you say the #ob you are contending for is it) you strain credibility. +f you say another #ob is it) you plant the suspicion that you will be dissatisfied with this position if hired. The best is to stay genetic and say something like: 1 #ob where + love the work) like the people) can contribute and can>t wait to get to work. %/. &hy do you think you would do well at this #ob' @ive several reasons and include skills) e.perience and interest. %2. &hat are you looking for in a #ob' $ee answer B %25 to 50 %6. &hat kind of person would you refuse to work with' 0o not be trivial. +t would take disloyalty to the organi*ation) violence or lawbreaking to get you to ob#ect. Cinor ob#ections will label you as a whiner. %8. &hat is more important to you: the money or the work' Coney is always important) but the work is the most important. There is no better answer. %:. &hat would your previous supervisor say your strongest point is' There are numerous good possibilities: !oyalty) 3nergy) Aositive attitude) !eadership) Team player) 3.pertise) +nitiative) Aatience) 9ard work) 5reativity) Aroblem solver %;. Tell me about a problem you had with a supervisor biggest trap of all. This is a test to see if you will speak ill of your boss. +f you fall for it and tell about a problem with a former boss) you may well below the interview right there. $tay positive and develop a poor memory about any trouble with a supervisor. -<. &hat has disappointed you about a #ob' 0on>t get trivial or negative. $afe areas are few but can include: (ot enough of a challenge. You were laid off in a reduction 5ompany did not win a contract) which would have given you more responsibility. -1. Tell me about your ability to work under pressure. You may say that you thrive under certain types of pressure. @ive an e.ample that relates to the type of position applied for. -%. 0o your skills match this #ob or another #ob more closely' Arobably this one. 0o not give fuel to the suspicion that you may want another #ob more than this one. --. &hat motivates you to do your best on the #ob' This is a personal trait that only you can say) but good e.amples are: 5hallenge) 1chievement) Recognition -/. 1re you willing to work overtime' (ights' &eekends' This is up to you. e totally honest. -2. 9ow would you know you were successful on this #ob'

$everal ways are good measures: You set high standards for yourself and meet them. Your outcomes are a success. Your boss tell you that you are successful -6. &ould you be willing to relocate if required' You should be clear on this with your family prior to the interview if you think there is a chance it may come up. 0o not say yes #ust to get the #ob if the real answer is no. This can create a lot of problems later on in your career. e honest at this point and save yourself future grief. -8. 1re you willing to put the interests of the organi*ation ahead of your own' This is a straight loyalty and dedication question. 0o not worry about the deep ethical and philosophical implications. 4ust say yes. -:. 0escribe your management style. Try to avoid labels. $ome of the more common labels) like progressive) salesman or consensus) can have several meanings or descriptions depending on which management e.pert you listen to. The situational style is safe) because it says you will manage according to the situation) instead of one si*e fits all. -;. &hat have you learned from mistakes on the #ob' 9ere you have to come up with something or you strain credibility. Cake it small) well intentioned mistake with a positive lesson learned. 1n e.ample would be working too far ahead of colleagues on a pro#ect and thus throwing coordination off. /<. 0o you have any blind spots' Trick question. +f you know about blind spots) they are no longer blind spots. 0o not reveal any personal areas of concern here. !et them do their own discovery on your bad points. 0o not hand it to them. /1. +f you were hiring a person for this #ob) what would you look for' e careful to mention traits that are needed and that you have. /%. 0o you think you are overqualified for this position' Regardless of your qualifications) state that you are very well qualified for the position. /-. 9ow do you propose to compensate for your lack of e.perience' 7irst) if you have e.perience that the interviewer does not know about) bring that up: Then) point out Dif trueE that you are a hard working quick learner. //. &hat qualities do you look for in a boss' e generic and positive. $afe qualities are knowledgeable) a sense of humor) fair) loyal to subordinates and holder of high standards. 1ll bosses think they have these traits. /2. Tell me about a time when you helped resolve a dispute between others. Aick a specific incident. 5oncentrate on your problem solving technique and not the dispute you settled. /6. &hat position do you prefer on a team working on a pro#ect' e honest. +f you are comfortable in different roles) point that out. /8. 0escribe your work ethic. 3mphasi*e benefits to the organi*ation. Things like) determination to get the #ob done and work hard but en#oy your work are good.

/:. &hat has been your biggest professional disappointment' e sure that you refer to something that was beyond your control. $how acceptance and no negative feelings. /;. Tell me about the most fun you have had on the #ob. Talk about having fun by accomplishing something for the organi*ation. 2<. 0o you have any questions for me' 1lways have some questions prepared. Fuestions prepared where you will be an asset to the organi*ation are good. 9ow soon will + be able to be productive' and &hat type of pro#ects will + be able to assist on' are e.amples.

20 Powerful Tip !or A"#$%&i%' (our C$reer

You don>t want to stay in your current position forever... you want to move upG 9ere are %< ways to boost your chances of getting that nice promotion: 1. Do )ore t*$% i e+pe&te" of ,ou . Arove that you>re capable of handing more responsibility. Holunteer for special assignments. %. T$-e i%iti$ti#e $%" "o w*$t %ee" to .e "o%e ) before being asked. -. /e$r% t*e -ill ,ou0ll %ee" to advance. Take advantage of on"the"#ob training) but don>t rely e.clusively on that. 5onsider taking Dand paying forE skill"enhancing courses on your own. /. 1e lo,$l to your boss) your team) and your company. DYes) you can be loyal without being a Ibrown"noser.IE 2. 1e p$tie%t and don>t e.pect to be promoted without demonstrating your abilities over time. 6. View t*e .i' pi&ture and understand your company>s mission. 7ind ways to help them accomplish it. 8. S$#e )o%e, for your company by identifying ways to boost revenues) reduce e.penses) or streamline processes. :. Offer olutio% to the problems you must take to your boss. ;. S*ow re pe&t to everyone "" superiors) peers) subordinates) and especially customers. 1<. Do%0t .e $fr$i" to $, 2I "o%0t -%ow32 +f you don>t know something) say so; don>t try to fake it. 7ind the answers you need. 11. T$-e re po% i.ilit, for ,our $&tio% . +f you>re at fault) admit it and take the blame. +f you>re wrong) apologi*e. 1%. Ne#er 'o ip . @ossip can hurt the careers of two people: the person being talked about) and the person doing the talking. 1-. Ne#er $, 2T*$t0 %ot ), 4o.32 0on>t think you are above anything. Aitch in and set a good e.ample) especially if the #ob is one that nobody else wants to do. Your willingness to do so will be noticed and appreciatedG

1/. S*$re t*e &re"it . Aeople who share credit with others make a much better impression than those who take all the credit themselves. 12. A - for *elp w*e% ,ou %ee" it . 0on>t let a difficult task get out of hand. &hen you need help) ask for it "" before things get worse. 16. 5eep ,our "i li-e to ,our elf . +f you don>t like someone) don>t let it show. (ever burn bridges or offend others as you move ahead in your career. 18. Do%0t *ol" 'ru"'e . !ife isn>t always fair. +f you were passed over for promotion) didn>t get the pro#ect you wanted) etc.) let it go. e gracious and diplomatic) focus on the future and move on. 9arboring grudges won>t advance your career. 1:. 1e *u).le . &hen you>re right) don>t gloat about it. (ever say I+ told you soGI 1;. M$-e ot*er feel i)port$%t3 5ompliment others) emphasi*e their strengths and contributions) and help them whenever you can. They will enthusiastically help you in return. %<. 6oi% $ o&i$tio% $%" profe io%$l or'$%i7$tio% related to your career. +n addition to helping you learn more about your industry) this can provide invaluable networking opportunities. D&hich might come in handy if your employer isn>t promotingGE

Tip for Re8ue ti%' $ R$i e

You probably think you deserve a raise. ut does your boss think so' 9ere>s how to go about convincing your boss that you>re really worth more than you>re being paid. 7irst) you must reali*e that doing a great #ob is (?T a good enough reason to #ustify a raise. Your employer 3JA35T$ you to do a great #ob. Your performance must be Iover and aboveI what other employees in similar positions are doing. 1nd you can>t rely on your boss to recogni*e your true worth without help from you. +f you don>t ask for one) you may never get a raise. $o here>s what you do. 7irst) make a list of your specific accomplishments that 3J5330 the #ob you were hired to do. Cake your list as specific as possible. Arovide a detailed record of how you>ve beaten goals) taken on additional responsibilities) and contributed to the organi*ation>s success in ways that were significant. $econd) do some research) perhaps at a site like $alary.com. 7ind out what others in similar positions at other companies are making. +f it>s more) you definitely want to have this information to back up your request. D+f it>s less) don>t mention it and be satisfied with what you>re earningGE &hen you have your ammunition ready) wait for the right time to ask your boss if you can talk with him about your performance. Timing is criticalG You want to talk to him when he>s in a @??0 C??0. +f he>s in a bad mood) distracted by work problems) or otherwise not very approachable) &1+T. +t doesn>t matter how eager you are to request your raise. +f your boss is not in a good mood) you>ll #ust be wasting your time. ?nce you>ve determined the timing is right) tell your boss that you would appreciate his considering giving you a raise) based on your Iabove and beyondI performance. $ay you>ve taken the liberty of writing out your accomplishments for his easy reference) and give him your list. Then mention Dif appropriateE what employees in similar positions are earning at other companies) and give him the data to back it up.

0o not mention a specific salary figure that you>d like to earn. This is the beginning of a negotiation process) and your first step is to convince your boss that your request deserves consideration. ?nce you pass that hurdle) be prepared to suggest a R1(@3) such as a -"2K increase. +f you>ve presented a good case and you know from your research that you are worth more than you are being paid) chance are good that you>ll obtain your raise. ut it depends on many factors) least of which may be your boss>s desire to keep you on his staff. 9e may agree that you deserve a raise and desperately want to give it to you) but this may not be a decision he has the authority to make. Alus the company>s budget is another important factor. 0epending on how well things are going) there simply may not be enough in the coffers to pay you what you>re worth. +f for whatever reason you are unsuccessful in obtaining a raise) you>ll need to decide what your ne.t step should be. +f you love your #ob) you may be willing to continue working there. +f not) be prepared to start looking elsewhere if a higher salary is your top priority.

W*$t Tur% Pote%ti$l E)plo,er ON9 W*$t Tur% T*e) O!!:

1ccording to an annual survey conducted by the (ational 1ssociation of 5olleges and 3mployers) these are the most important qualities that employers are looking for in a #ob candidate) in priority order: ;1< Co))u%i&$tio% -ill 9 ;2< =o%e t,>i%te'rit,9 ;?< Te$)wor- -ill 9 ;@< I%terper o%$l -ill 9 ;5< A tro%' wor- et*i&3 e sure to highlight those skills in your resume) during your interview) and in your thank"you letter. That same survey discovered the number"one thing that can turn potential employers off "" a #ob candidate>s appearanceG $pecifically) they cited unusual hair color or style) body piercings) tattoos) and unusual clothing as things that most often gave a bad first impression. &hat you think is IcoolI may be the IhotI ticket to the re#ect listG $o keep your need to e.press yourself under wraps during the interview) and you>ll have a better shot at getting the #ob.

T*e !i#e 5e, !$&et of =i'* Perfor)$%&e /e$"er *ip

Five characteristics that distinguish the exceptional leaders from the rest of the pack! ., 1ri$% W$r" Cany people in leadership positions struggle with understanding what makes a great leader. &hile billions of dollars are spent annually on leadership development) quality leadership is still in

short supply. 7or e.ample) the move towards total quality has inspired many organi*ations to take a long) hard look at building their leadership capacity. Fuality management systems such as aldrige) +$? ;<<<) 3uropean 7oundation for Fuality and the 5anadian (ational Fuality +nstitute all demand an emphasis on quality leadership. ?rgani*ations have responded to this with myriads of education and training resources) which seem to be plentiful) D1ma*on.com has over ;)<<< references on leadership.E) yet most attempts at building high performance leadership are either far too comple. or too simplistic to be of any practical use to leaders who need to make things happen. So w*$t "oe wor-: +n working with leaders we have isolated fi#e -e, &*$r$&teri ti& that successful leaders demonstrate. These work e.tremely well whether the emphasis is on >quality> or some other approach to building and sustaining a customer focused) team based organi*ation that pays as much attention to results as it does to process...a high performance organi*ation. =ere $re t*e fi#e -e, f$&et of *i'* perfor)$%&e le$"er *ipA !ocus " Authenticity " Courage " Empathy " Timing !o&u 3ffective leaders stay focused on the outcomes they wish to create) and don=t get too married to the methods used to achieve them. They provide this >outcomes focus> for their organi*ation by emphasi*ing the mission) vision) values and strategic goals of their organi*ation and at the same time building the capacity of their organi*ations to achieve them. This capacity building emphasi*es the need to be fle.ible) creative and innovative and avoid becoming fossili*ed through the adoption of bureaucratic structures) policies and processes. Aut*e%ti&it, !eaders who are authentic attract followers) even leaders who are viewed as being highly driven and difficult to work for. $imply put) they are viewed as always being themselvesLand therefore followers know what to e.pect from them and can rely on them) come thick or thin. 1uthenticity provides the leader with the currency to obtain >buy"in> from key stakeholders) because it builds and maintains trust. 1uthenticity is the bedrock upon which the other facets are built. Cour$'e The challenges facing leaders today are immense) and require great courage to overcome. !eaders are constantly being challenged by others) be it their own team) customers) the public or other stakeholders. $tanding firm in the face of criticism) yet having the courage to admit when they are wrong) are hallmarks of courageous leaders. 7or e.ample) shifting an organi*ation from being introspective to becoming customer focused requires courage when people pay lip service to the new direction...it means calling people on their bluff. E)p$t*, 3ffective leaders know how to listen empatheticallyLthus legitimi*ing others= input. y doing so) they promote consensus building) and build strong teams. They coach others to do the same) and so create a culture of inclusiveness. They tend to be great listeners who capitali*e on the ideas of others) and provide recognition for these ideas) yet they don>t get bogged down in overly complicated dialogue. &hile they create learning organi*ations that place a high value on dialogue and continuous feedback) they know when to take action) when to >fish or cut bait>) which brings us on to the final facet...

Ti)i%' The one facet that can make or break a leader is in knowing when to make critical decisions and when not to. 1ll of the other facets must be viewed as subservient to getting the timing of critical decisions right. There is a need to be focused) authentic) courageous and empathetic) but get the timing wrong on critical decisions and everything else stands to be nullified. @reat leaders move with appropriate speed. They don>t believe that everything must be done immediately...they know how to prioriti*e) and how to get their team to prioriti*e. 1s well) they engage in timely follow" through to ensure actions that are committed to happen in a well coordinated and timely way. I t*$t $ll it t$-e to .e $ 're$t le$"er: These facets of high performance leadership are not e.haustive. 4ust as one would look at the facets of a diamond) upon closer observation other facets become observable. 1ny person can aspire to being a great leader by commencing with these facets. +f you are in a leadership role) regardless of your position in your organi*ation) start by asking yourself the following key questions: 5e, Que tio% 1. 9ow fo&u e" am +' 9ow much of my time do + spend communicating and inspiring people about our mission) vision and strategic goals' 9ow much focus do + create in my organi*ation' 9ow married am +Mmy organi*ation to methods that have outlived their usefulness' %. 1m + viewed as $ut*e%ti&' 0o people see and hear the real me' 0o + wear a mask at work) and remove it when + leave each evening' -. 9ow &our$'eou am + when my values) vision and goals are challenged' 0o + stand firm and only change my position when + know that + am wrong' /. 9ow e)p$t*eti& am +' Too muchMtoo little' 0o + create enough opportunities for open and candid dialogue' 0o + ever find myself getting bogged down in consensus building) or achieving false consensus' +s there a feeling of inclusiveness amongst the members of my organi*ation) and with other stakeholders) including customers' 2. 0o + make and e.ecute decisions in a ti)el, f$ *io%' 0o + know when to >fish or cut bait'> " do + demand well coordinated and timely e.ecution of strategy from others' W*$t &$% ,ou "o to &re$te $ *i'* perfor)$%&e le$"er *ip &ulture: 1sking these questions in a candid way will open up many possibilities for you) your organi*ation or your clients...if you have the courage to do it. uilding and sustaining a high performance leadership culture takes time) patience and a clear focus on the vital few characteristics that leaders can develop naturally and authentically. !istening to what people e.pect from you as a leader) and then responding empathically) in a timely fashion) will move you dramatically towards mastering these five key facets of high performance leadership. 1bove all) you need to T1,3 15T+?(.