If you were hired for this position, what are the first changes you would implement?

"If offered this position, I do not believe that major immediate change would be the answer. My initial approach would be to have a 1:1 meeting with everyone on the leadership team. I want to learn what the greatest challenges are and how I can alleviate those difficulties. From there, the trickle effect will be strong, and we will see an increase in sales and employee engagement. Only after that first positive shift would I consider a stronger approach to change."

Most organizations want to avoid onboarding someone who will make sweeping changes immediately. Sudden changes are hard on a team and can often result in knee-jerk reactions such as resignations. Explain to the interviewer that you plan first to observe to gain a better understanding of the organization's culture and team dynamics. Focus your discussion on building a strong rapport with your new team. If you are applying for a promotion within your current organization, you may already know what changes you would like to make upon receiving this position. Share with the interviewer what you have observed while in your current job, the changes you would make, and why you would make those changes.

"I would address any urgent and glaring issues immediately; however, I want to wait for the implementation of significant changes only after I have a thorough understanding of your organizational dynamics."

"I would prefer to observe the everyday activity within your organization before making significant changes. I plan to make an impact quickly; however, I don't want to jump the gun and make costly mistakes."

"Being the newest person in the organization, I would be wary of making any big changes off the bat. That said, I'd look at what has happened in the previous years' calendar for marketing initiatives and how they impacted sales. I would sit down with the team to understand the goals for the next 3, 6, 9, and 12 months so that I can make my best recommendations on how to be impactful in the coming year."

"I like to train in current processes before making changes. I know that my first question would be to ask what is not working. If I can see a quick fix to try, I will go after it, but I would likely still need to learn more about the business' operations and current struggles before making any changes."

"It's important for me to first understand the company culture, dynamics, values, and individual players, not to mention the short and long-term goals of the organization before making changes. I would wait for my onboarding process to be complete, then shadow the key players on my team and within the organization, to understand how the pieces fit together. I think it's essential not only to observe but also to listen to the team that predates me. I want to hear what they think is or is not working. Only after active listening and learning, watching, and evaluating would I begin to effect change."

"I would take a week or two to observe my class before making any changes. I am wary of shuffling kids around too much as most tend to be creatures of habit that resist change. My changes might be in the form of introducing more multi-media and hands-on opportunities or perhaps swapping the seating arrangement."

"I would first attempt to build a good solid professional relationship with my colleagues and staff. I would then get to know what issues within the organization are important to them. I would later try to gain more understanding of the organizations' structure and strategic direction through discussion with senior managers to identify specific changes and look at what these changes would have on the staff group."

"Any change would depend on what the manager and director think is the most pressing concern facing the department. Based on that feedback, I would focus my attention on it and set a goal to show significant improvement or resolution of the issue within a 90-day timeframe."

"First understand the challenges. I plan to make an impact quickly; however, I don't want to jump the gun and make costly mistakes."

Do you see yourself a leader? When have you led a team?

"In my current position, I am the President of the Social Committee. I love that I have the opportunity to encourage employee engagement while being a positive influence on the workplace culture. I am a natural leader because I start with leading by example, no matter my position. As a leader, I make myself available to others who need mentorship, a bit of assistance in adjusting to their role, or just a listening ear when they've had a tough day. I am confident in my leadership abilities and look forward to joining your team in a leadership role."

Perhaps you have led a club at work, been a coach for a youth sports team, or were on the advisory board for a non-profit organization. You should always be prepared to show the interviewer that you have a natural ability to lead others. Whether you have led a group of 500 or a team of 2, you must display to the interviewer that you are capable of handling the responsibility that comes with being a leader and mentor. Talk about your desire to be a leader. Share with the interviewer that you strive to be a role model for others. Explain that you jump at the opportunity to lead groups, encourage your counterparts, and be the face of the organization when challenges arise.

"Although I have never officially led in the workplace, I do take on a volunteer coordinator role on the weekends with the local animal shelter. I have many qualities that will make me a good leader. I am a keen listener, and I understand how to look at the big picture without losing momentum while performing small tasks."

"I do see myself as a leader. I currently oversee 50 employees in my company's 2nd shift production line. I host team meetings, disseminate information, monitor performance, approve scheduling and timesheets, and more. I enjoy being responsible for the activities of others while also encouraging them to take accountability for their performance."

"I would certainly consider myself a leader, though I'm not currently in a management role. In my previous career, I managed a small sales team. Now, in marketing, I collaborate with and encourage my team without being in an official management position. In my next leadership role, I will lead my team by showing respect, setting high but reasonable expectations, and fostering a collaborative environment where all ideas are encouraged. The beauty of being a true leader is that I don't need to be in an official position of management to exude leadership qualities."

"I have always been a confident leader, and I thoroughly enjoy being a team leader. I have been the Assistant Manager with my company for two years now and love to lead by example and train new employees. I lead a team of eight and usually train a new employee once per month."

"I see myself as a leader. Not only have I managed a junior sales team in two prior roles, but I also believe that leadership does not always equate to management. I am sure to lead at all times by providing the best model of enthusiasm and work ethic. I am open to new ideas and love to tackle a new project which, to me, embodies leadership."

"I do see myself as a leader. I lead in the classroom, I help coach extra-curricular athletics, and I encourage my fellow educators. Leadership, to me, is a mindset versus an official title."

"Leadership is about influence, and I have the ability to influence people, so I see myself as a leader. I have led my team on several occasions, the latest being to implement the SQCDP process, which helped to improve safety and delivery performance up from 60% to 95%."

"I have always considered myself a leader. Coaching and teaching is a true passion of mine. Over the past ten years, I have dedicated my life to becoming the best leader I can be. Most recently, I have worked with some small groups with individuals that possess different strengths and weaknesses. I have been able to communicate a clear vision to a diverse group of individuals, and through encouragement and guidance, I was able to get them all on the same page."

"I am a natural-born leader. From a young age, I led Sunday school classes for younger children. I was a counselor at camp and was the student council president in junior high and high school. I have led numerous teams in fundraising efforts for MS, Ride to End Aids, and Ride to Conquer Cancer. In my current sales role, I lead numerous projects within our sales team regionally and nationally and projects within my accounts. I have ample examples to pull from to illustrate my leadership abilities."

Tell me about your leadership qualities.

"My leadership qualities have grown over the years, and continue to shift as I find new resources. Lately, I have been learning a lot from Robin Sharma, the author of 'The Monk Who Sold His Ferrari' book series. Robin takes an approach that balances mindfulness with stress management, which then equates to a balanced leadership approach. I know your organization is seeking mindful leaders who encourage, teach, and lead from a place of understanding, which was why I chose to apply for this leadership opportunity."

The interviewer would like to know what you consider to be your best leadership qualities and how these qualities apply to them and their needs as a company. When describing your leadership qualities, avoid general terms or cliche statements, and give a unique answer. A great leader is someone who people naturally want to follow. They have exceptional interpersonal skills and the ability to build relationships with nearly any personality type. A respected leader will take ownership of their mistakes and will always lead their team by example. True leaders see the importance of motivating others and recognizing even the smallest achievements. To get you started, with which of these qualities do you most identify? - Confident - Optimistic - Encouraging - Accountable - Engaged - Passionate - Integrous - Loyal - Charismatic When describing your leadership qualities, be sure to tie your response to the characteristics and approach the company is seeking. You can uncover this information by carefully reading the company's job posting, website careers page, or social media posts related to its teamwork approach.

"I possess leadership qualities such as diligence, tenacity, and two-way communication. I am diligent in the sense that I follow company policy and lead by example. When it comes to tenacity in leadership, I am a consistent source of help and information to my other team members. I communicate like a leader because I make myself available to teach and also to learn. From my research, I understand that these are core characteristics of your existing leadership team, which makes me believe that my leadership qualities will be a natural fit."

"I have taken many workshops and courses to improve my leadership skills over the years. My leadership qualities are best summed as dedicated, attentive, and motivating. I like to recognize my employees' small wins because that motivates them to continue achieving."

"I believe I lead effectively by showing others respect regardless of their position or title, creating an open environment in which everyone knows that ideas are welcome, and setting achievable but high expectations for myself and the teams that I work on."

"My strongest leadership qualities are empathy, drive, and a passion for mentorship. Before approaching any personnel situation, I put myself in their shoes and figure out how I should approach the person to create the most constructive conversation. My drive and enthusiasm in the workplace are contagious. This drive ensures that, whether I am in a formal leadership role or not, I am still a positive influence on my coworkers. As a mentorship-minded leader, I naturally seek out the best in people, then help them to increase their performance based on their strengths."

"AI am enthusiastic, adaptable, and thirsty for knowledge. As an enthusiastic leader, I want to nurture others to their fullest potential. I display adaptability by taking a positive approach in the face of change, even if my team doesn't always embrace that change at first. I love to be an example to follow and to guide others to boost their careers, which is why I spend a lot of time listening to leadership-focused podcasts and reading books on leadership. I like to take this knowledge and pass it along to my team and peers. Do you feel that my leadership qualities would be a good match for your organizations' culture?"

"I lead my students by being passionate and charismatic towards new learning concepts. I encourage exploration and let them know that it's okay to make a mistake while learning new concepts."

"I possess integrity, problem-solving skills, and self-motivation. I have integrity and when it comes to tough decisions, I am ethically and morally grounded and would not compromise others. I love to problem solve and try to figure out an easier or quicker way of processes without losing quality. Finally, I am self-motivated to do my best and I think this is important because as a leader you lead by example, and motivating yourself can lead others to be self-motivated too."

"Good communicator, listener and have developed good relationships with my co-workers."

"The ability to persuade and influence people are my key leadership qualities."

When do you best demonstrate yourself as a leader?

"I best demonstrate myself as a leader when I know that a coworker could use my assistance. I seem to be a natural teacher and mentor, which means that when someone is struggling, my first instinct is to train them. Just recently, I coached a new employee on a sales technique that helped her to achieve her quota for the first time. I look forward to working in this role as I believe it will allow me to take on further leadership opportunities."

The interviewer wants to know that you are confident about your leadership abilities and that you understand when your leadership skills have been most useful.Perhaps you best demonstrate yourself as a leader when your manager is away. Maybe you often jump into a leadership mindset when a co-worker is struggling. Think about a recent time when an employee on your team was victorious at something because of your leadership skills. Discuss the scenario and how your leadership skills made the difference.

"I act like a leader every day, and with everyone that I come across. During my time off or during the workday, I always exude my leadership attributes, which include helpfulness, cheerfulness, and a spirit of giving back."

"Leadership in micro-moments is one of my favorite concepts. That is, taking a new hire out to coffee, even if it's not my job. To me, that is a display of leadership. It is important to make someone feel welcome by teaching them the ropes."

"I rise to the occasion whenever it presents itself, whether that's stepping into a leadership role in a collaborative cross-department project, when my boss is away, or when a new hire is wide-eyed and without direction. Whenever the group lacks a leadership presence, I step in and help the team."

"In my current position, every time my manager is away, I take on the role of leader for our team. This situation usually happens one day per week. When you call him for a reference, he will be able to tell you that I have naturally stepped into the responsibilities associated with being a leader."

"I show my leadership by walking in the door every morning with confidence. I am sure to let my supervisors know that I am ambitious and driven for growth. I also encourage my coworkers to grow professionally by sharing new career-building resources with them that I believe would be helpful."

"I best demonstrate myself as a leader when a student needs direction. This direction could be about their grades or how they relate to their peers. Growing up is tough, and I have a lot of empathy for my students and their journey."

"I work well under pressure and demonstrate leadership in difficult situations. I am able to stay calm, flexible, and come up with creative, positive solutions to problems. When presented with an occasion, I tend to rise to meet it."

"My drive and enthusiasm for delivering results for the team and the organization as a whole."

"I am a natural leader and like to demonstrate that ability when a team member is struggling with a new task and needs help. I am a very patient person and don't mind explaining things in detail several times until it is understood. Those qualities earned me the title of Super Star of the Month at the bank because my peers appreciated my efforts."

Tell me about a time when you took charge of a meeting. Was the outcome a positive one?

"(Situation) My employer asked me to lead a 'lunch and learn' meeting to train 15 employees on our new client management software. (Task) I was already a subject matter expert on the software, so it wasn't difficult for me to plan the lesson. The challenge was making the content entertaining enough to keep the employees engaged. (Action) I created a PowerPoint presentation that included pop quiz questions throughout the performance. (Result) The presentation was a success, and my employer asked me to lead a follow up meeting a few weeks later."

The interviewer would like to know that you have the confidence to lead a meeting. Think about a time when you have conducted a successful meeting - big or small. This example could be a phone meeting, a lunch and learn, or an extensive client presentation. Behavioral-based interview questions that begin with 'Tell me about a time...' are best answered using the STAR method. STAR is an acronym for Situation, Task, Action, Result. Organizing your response using this framework will ensure that you provide the interviewer with the right amount of information and detail to form a compelling answer.

"(Situation) Just last week, my boss had a personal emergency and could not make it in time for our monthly staff meeting. (Task) Everyone gathered, and so he called to ask me to take control of the meeting. (Action) I feel that I did a great job relaying the information in a way that was visual and easy to absorb. (Result) My boss was thankful for the way that I was able to step in."

"(Situation) In my previous role, the company required department-specific meetings before the start of each day. (Task) As the Manager of the IT team, I met with the direct reports in my department every day. (Action) The meetings focused on the days' activities and weekly metrics that would make or break project timelines. I utilized the time in these meetings very effectively. (Result) As a result, my team was always on track with project expectations."

"(Situation) When freelancing, I was on a call collaborating with my clients' marketing director and freelance graphic designer. (Task) It seemed as though each person was going to defer accountability to the other person since there wasn't a leader. Their marketing director should have been it, but she was never a person to take control of a meeting. (Action) So, rather than go around in circles some more, I stepped up to take charge of the meeting. (Result) I am certain that the meeting was a success as the outcome was clear directives for all members of the team. That particular project had the highest ROI to date for my client."

"(Situation) I host a brief team huddle every day and co-host slightly larger meetings every month and quarter. (Task) There are times when, as the Sales Floor Manager, I am reporting that we missed a goal or have mandatory overtime. Those meetings are not quite as happy and upbeat. (Action) To ensure that the right point is made, but that the situation still ends on a productive note, I will also discuss what we are doing right. I also ask the team to contribute their thoughts and ideas to help us to improve. (Result) By deploying this approach to meetings, most of them have a positive outcome."

"(Situation) In my last role, I identified the need for ongoing learning and training. (Task) As the Sales Manager, I thought it would be a good idea if I held a 'lunch and learn' meeting focused on building a stronger sales pipeline. (Action) I created a visual presentation in PowerPoint and added stats and quotes from industry experts. (Results) We saw a 25% increase in sales activity the following week. I plan to do another presentation in the next couple of months."

"(Situation) Students, parents, and teachers must be all on the same page when it comes to a students' learning plan. (Task) As a teacher, I take charge of parent-teacher meetings regularly. (Action) In these meetings, I am specific, I provide feedback based on grades and facts, and give measurable goals for improvement. (Result) As a result, the parents of my students are more engaged in their child's' learning plan, and my students perform better."

"I started the morning meeting in my previous role. This acted as the catalyst for improved delivery performance up from 58% to 95%."

"In my previous position as a Senior Accountant, I was the primary contact person with the bank. I scheduled a meeting with them to review our overall business relationship. In the session, I discussed the low levels of service and high fees charged by the bank. By the end of the meeting, the bank's manager agreed to reduce the monthly Account Maintenance Fee by 25%. My manager complimented me on the effort."

"As an Interim Administrator, I led several Special Education meetings with parents and other stakeholders. Also, I led meetings while in Human Resources, and I spoke to the Annual Teacher of the Year and retirement programs."

Tell me about a time when you effectively delegated tasks.

"(Situation) In my current position, I was asked to put together a team for a special client project. (Task) I was allowed to handpick the team members and organize the project timeline. (Action) I chose my strongest employees in a variety of areas. In our initial meeting, I delegated the tasks while explaining my reasoning. This opportunity was great for me to show each team member that I had the utmost confidence in their abilities. (Result) Everyone played to their strengths, and it worked out well. We delivered this special project to our client on time and under budget."

The interviewer would like to know that you are capable of confidently delegating tasks to your employees or coworkers. A great leader is someone who can efficiently manage their time by ensuring the equitable division of tasks while utilizing the strengths of others. Behavioral-based interview questions that begin with 'Tell me about a time...' are best answered using the STAR method. STAR is an acronym for Situation, Task, Action, Result. Organizing your response using this framework will ensure that you provide the interviewer with the right amount of information and detail to form a compelling answer. Display to the interviewer that you nurture the skills of your team by delegating tasks that complement individual strengths and skillsets.

"(Situation) I recently trained a new Executive Assistant to the VP. (Task) Since I am the EA to the President, the leadership group felt that I was the best person to train the new EA correctly. (Action) She had a little bit of experience; however, she did require in-depth training on our systems, programs, and more. In total, I spent around 80 hours training her on a variety of systems. (Result) I now oversee her work and delegate to-dos. It's been a smooth onboarding so far!"

"(Situation) My current company employes hundreds of people, and it can become a challenge for the managers to track the individual performance of each person. (Task) As the Warehouse Manager who leads 150 warehouse staff, I found it challenging to maintain a keen and constant eye on every person on shift. (Action) For this reason, I introduced the idea of team leads. I have five team leads in total, and they are responsible for helping with productivity and safety. If any conflict arises, they report the situation to me immediately. (Result) Since I introduced this structural change six months ago, the workload is spread more evenly on the floor, and we have had approximately 5% lower turnover."

"(Situation) This year, we did an overhaul of our company website. (Task) I was responsible for coordinating and communicating across the design team, the IT team, and the developers. (Action) First, I assigned the copywriting, editing, design, and graphics. Then, I built another team to test and review functionality and responsiveness. (Result) The outcome was a sleek, functional website that has been very successful in boosting customer conversions and increasing click-through rates to our appointment booking page."

"(Situation) When I joined my current company, the customer service team had minimal drive and direction. (Task) As the new Customer Service Lead, the expectation was that I met with my team every month to outline the store targets and corporate's expectations. (Action) The first thing that I did was set a standing meeting time on the first and fourteenth day of each month at 9:00 AM. I talked to all team members about our plan for the month and how we would delegate the work. (Result) It's been a great strategy for the team since everyone begins the month with laid out expectations, targets, and plans for execution. We meet mid-month again to ensure we are on track with our goals."

"(Situation) In my previous role, I had three reports working on sourcing inventory for my accounts. (Task) Each day, I was expected to hold a huddle to delegate the individual work orders. (Action) In these huddles, we would discuss the current workload, urgency of each order, and I would approach why each one of them had been assigned to a particular account or order. (Result) My team appreciated this form of delegation, and I found that everyone was highly accountable for their work, often delivering ahead of time and exceeding expectations."

"(Situation) Students need a lot of direction and delegation. (Task) As an experienced teacher, I know how important this delegation is. (Action) Every day, I delegate tasks, homework, and assignments with clear expectations. I am a kind teacher but do command their attention when needed, to ensure they deliver their work on time. (Result) My group of students has learned a lot about accountability and time-management."

"Before going on vacation, I once had to delegate my tasks to a Co-worker. This particular employee was familiar with my duties but needed clarification on certain items. I trained him on the procedures before leaving and provided detailed written instructions. My co-worker felt very comfortable taking over my duties while I was gone due to the amount of preparation we put in."

"Whenever someone calls in sick I delegate tasks to others, to make no task is left undone."

"I am currently in a management position, and delegate tasks to team members to bring out their best and ensure they are adhering to the company vision."

When have you had to lead by example?

"(Situation) Last year our company merged with a competitor, and there was the talk of pending layoffs. (Task) As the Sales Leader, my team keeps a close eye on my actions. (Action) I know that I must lead by example every moment of every day! Rather than show my stress, I encouraged my team to try harder than ever. I suggested that we show our corporate office exactly what we can do! (Result) We ended up being the number one sales team in our region, which resulted in zero layoffs for our team."

The interviewer wants to know that you place importance on leading by example. As a leader, your actions, decisions, and demeanor are always under some form of scrutiny. Behavioral-based interview questions that begin with 'When have you...' are best answered using the STAR method. STAR is an acronym for Situation, Task, Action, Result. Organizing your response using this framework will ensure that you provide the interviewer with the right amount of information and detail to form a compelling answer.Highlight that you have genuine care when it comes to setting a good example in the workplace.

"(Situation) In my current role, we have a great deal of foot traffic come through the office. (Task) I manage the front desk, which means that I am often the customers' first impression of the company. (Action) I always choose to have a smile on my face, make eye contact, and show my excitement for the company for which I work. There are constant eyes on me, and I need to lead with positivity. (Result) At least once per week, I receive comments regarding how impressed a customer was with my overall presence and attitude."

"(Situation) While working for Company ABC, they announced they were closing their doors. (Task) I was the Plant Manager at the time, and all eyes were on me. (Action) I chose never to display frustration, and I kept my poise. (Result) As a result, I was able to retain 89% of my staff during the transition. I feel that my positive attitude helped others to feel hopeful."

"(Situation) In my current job, we have a lot of junior marketers on staff. (Task) As a more seasoned professional, I know these junior team members are impressionable. (Action) I demonstrate leadership by always acting as though someone is watching. I behave how I want my team to behave, and I openly praise behavior that I want to see more of. In my current job, I do a lot of leading-in-the-moment by taking the opportunity to showcase the proper approach in real-time, rather than wait for a formal meeting or performance review. (Result) My philosophy has resulted in the rapid professional growth of these junior marketers."

"(Situation) I often lead by example, especially when it comes to mandatory overtime. (Task) I work in an order-driven environment, and sometimes we have to work late to get the job done. (Action) Just last week, we were asked to put in overtime with just 5 hours notice. I did not let my peers see me get upset at the last-minute announcement. (Result) As a result, we remained productive, and the mood remained quite positive."

"(Situation) My current company puts a lot of emphasis on accountability. (Task) For that reason, I purposefully lead by example, in everything that I do. (Action) For instance, I strive to be early, I arrive dressed for the part, and I prepare for the next day before I leave the office. In meetings, I am attentive and ready to participate. (Result) As a result of my dedication and knack for leadership, I have received a few raises and title promotions over the years."

"(Situation) My students often come to class with their cell phones. They are scrolling through social media, answering texts, or allowing their phones to be a distraction on their desk. (Task) As their teacher and consistent influence, I attempt to lead through my actions. (Action) I put my phone away and have a notebook and pen out instead. This way, it's clear that I'm on task. If I were on my phone, my students would not know if my actions were 100% work-related. (Result) I believe that this example teaches my students to remain engaged and respectful of those around them."

"Most recently, we were asked to compile some information for one of our accounts. My colleagues grumbled and pushed back, feeling it was a 'make-work-project'. I understood the rationale behind the request so created the database, filled it out and asked my teammates to do the same. Within three days we had the document ready to submit."

"In a previous role, there was a need to get managers to come in and help when overtime was being worked. I led the way by coming in on Saturdays when overtime being worked."

"In my current position, as well as positions I've previously had, I lead by example every day. I demonstrate positivity, adaptability, and problem-solving."

Tell me about a time when you took charge of a situation but the outcome was disappointing.

"(Situation) When I first joined my current company, the mandate was to focus on the professional growth of the team. (Task) I had big plans to overhaul the existing sales team and send them on a business development workshop weekend. (Action) Once I announced this plan, I lost of the employees ended up quitting because they didn't understand what this growth opportunity would have allowed them. Looking back, what I should have done was build a stronger rapport with my new team before sending them to a weekend workshop. They felt it was a punishment of some sort, which wasn't the case at all. (Result) I learned my lesson, hired some stellar sales staff, and forged ahead! My new team ended up gaining strong momentum and finished the year 124% above budget."

Interviewers understand that leaders will have failed efforts now and then. What they want to know is that you can recognize those failures, learn from them, and enthusiastically move on. Behavioral-based interview questions that begin with 'Tell me about a time...' are best answered using the STAR method. STAR is an acronym for Situation, Task, Action, Result. Organizing your response using this framework will ensure that you provide the interviewer with the right amount of information and detail to form a compelling answer. Think about a time when your leadership plan didn't go as desired. Be sure to tell the interviewer what you learned from the scenario, as well as what you would do the next time.

"(Situation) This year our HR Manager was on maternity leave, and someone needed to take control of the company's most recent hiring fair. (Task) As the HR Assistant, I was next in line to take over the event. (Action) I worked hard to plan and leverage the few connections that I had. I attempted to build excitement through social media posts and our company e-newsletter. (Result) In the end, the hiring fair was not as successful as previous hiring fairs and, despite my best efforts, I didn't see the results that I was hoping. I will continue to learn the recruiting field and won't give up despite this disappointment."

"(Situation) Last month, we had a last-minute order come through from a customer, but our production scheduling manager was out sick. (Task) Although out of my wheelhouse, I was next in line to answer the clients' needs. (Action) I tried to get the order in place for our client quickly, even putting in overtime and making urgent calls to other departments. (Result) Despite my best efforts, I missed the deadline. The client was upset with us, so I took the brunt of her disappointment and promised her that the company would work hard to make it right. I am currently collaborating on a fix with the production scheduling manner; however, I am confident that we will find a way to re-establish the clients' trust."

"(Situation) A few months ago, my agency needed to change to a more reliable email marketing service provider. (Task) As the Digital Marketing Director, I was the right person to take charge of the project. (Action) I oversaw the migration of our email marketing provider to a new, much better one with more robust features and analytics. (Result) However, in the process, we lost one of our primary email lists in the migration. Luckily, the list was recovered by our IT team after about three weeks. This situation was a substantial disappointment initially, but it taught me to always back everything up and move extra carefully, even on a tight deadline."

"(Situation) The store where I work is known for its beautiful seasonal window displays. (Task) As the newest merchandiser, I was eager to learn and asked to take charge of the spring window display. (Action) I completely underestimated how challenging the job was and, despite my research and the tools offered to me, it was a flop. (Result) My boss was nice about the situation, and we worked together to make the display better. I was happy that I tried, and I learned a lot about visual merchandising along the way. I continue to learn more every day!"

"(Situation) Last year, I introduced the idea of 'lunch and learns' to boost team morale. (Task) As the Sales Manager, I noticed that the teams' energy had dwindled, and I wanted to encourage them. (Action) I put together a series of learning sessions, and they were well-received for the first few weeks. (Result) However, attendance in these sessions flopped after about six months. The team morale was so low that it became apparent that everyone needed to use their lunch breaks to disconnect from work so they could be more impactful overall. Looking back, I would have scheduled these meetings once every month rather than once each week to avoid this type of burnout."

"(Situation) Every spring, our high school seniors have a 3-day camping trip. (Task) This year, I took charge of planning the event. (Action) Despite speaking with other teachers who had led this event in the past, I truly underestimated the scope of work and planning. Quickly falling behind, I recognized that I bit off more than I could chew and ended up recruiting another teacher to help me plan the trip. (Result) In the end, the trip was a success, and I'm glad that I decided to ask for help when I did."

"When I interviewed for a job and did not get it. I learn from my failures and never give up on learning. Looking forward to opportunities."

"I took charge of the machine shop in a previous role. The aim was to improve the output. The method was to use OEE as the driver. The shop was not ready for using a tool such as OEE, and the outcome was disappointing."

"I once volunteered to perform the tasks of a co-worker who was sick. There was a tight deadline approaching before month-end closing entries were due, and I believed I could handle the month-end closing entries in addition to my regular duties. However, I miscalculated how long it would take me to complete both. The morning month-end closing entries were due, I realized I would not make it in time and contacted my boss to explain the situation. I apologized, explained what happened, and asked for an extension, which he granted. I learned that I need to be honest with myself about the workload I can handle each day. I also learned that when accepting additional assignments, I need to include a time buffer to ensure that even if unforeseen events arise, I can meet deadlines."

Have you had the opportunity to teach an important skill to a co-worker?

"Last week our company introduced a new module in our SAP system. I could see that our contracted HR Assistant was having some trouble with the new module. I was familiar with it already, so I offered to help him learn the module. We spent his lunch hour for the next three days working on it. He perfected the module, and our company was so impressed with his dedication to learning that they are now trying to find room to hire him on a full time, permanent basis."

Interviewers want to hear that you have experience teaching or mentoring others, regardless of your formal leadership experience. You may have taught a new hire all of your department's standard processes. Perhaps you taught a long-standing employee how to use Excel. You may have mentored an employee who was struggling to hit their monthly goals. All of these scenarios are great examples to draw on. Better yet, if you have personally seen someone struggling with workplace skills or knowledge, approached them, and offered to mentor them, it is a shining example of leadership! Whatever your story example may be, tell the interviewer what you helped the person with, while highlighting the positive outcome of the improvement of their skills.

"Recently, I trained our new Accounts Payable Clerk on the Salesforce CRM as well as our accounting software. She caught on quickly, and I made sure to let her know that I was available for questions anytime. I enjoy sharing my knowledge when I can."

"I have taught many individuals new skills, as it's always been a part of my leadership role to mentor and train new and existing employees. For instance, over the last 30 days, I have taken ownership of a group of 10 recently hired inside sales representatives. I have taught them our company's telephone sales scripts and how to overcome some of the toughest objections in our industry. I find it very rewarding to teach new skills to others."

"I'm proud to say that, even without any official management capacity, I often seize the opportunity to teach others at work. I helped contribute to the sales team's knowledge base, even from a marketing role. I try to take new hires under my wing to teach them anything from SEO to segmenting email lists. It's fun to share my knowledge and teach others, especially since I am always seeking out learning opportunities for myself. It's nice to have the opportunity to pus my knowledge forward."

"I was a corporate trainer before being promoted to National Retail Manager, so I had the opportunity to train quite a few employees on policies, procedures, and processes. I developed some great teaching methods that included quizzes and hands-on learning opportunities."

"Absolutely! In each of my two previous roles, I led a small team of sales reps. I worked with these team members on everything from appointment setting and overcoming objections to price negotiations. In my current role, I continually look for an opportunity to connect with new team members to ensure that I can be a helpful resource to them."

"We had a new teacher come on board this year, whom I took under my wing. I taught her about the school's history, the workplace culture among the faculty, and I introduced her to the community, including the highly involved parents and the President of the PTA. It felt great to help her settle in."

"I have had the opportunity to train staff and management in my current position. Additionally, each time I see an opportunity to share the knowledge that I have, that someone else may not have, I am happy to help them grow."

"I recently had the opportunity to teach my co-worker how to do safety risk assessments."

"I served as a trainer of classroom management for new teachers. With this training, I was able to demonstrate the importance of managing a classroom."

Have you ever had to give an employee a poor performance review? How did you feel about that responsibility?

"A large part of my role is to give monthly performance reviews to my team of 13 employees. When I need to deliver a poor review, the employee is already aware that I will be looking for improvement in their performance. This awareness is because I stay in close contact with all of my employees on their monthly progress. The last poor performance review I delivered was a 30-minute review that I booked with the individual ahead of time. Their productivity had been slipping for about four weeks, and it was time to make a new plan of action. I was sure to make the meeting private. I gave tangible feedback using specific examples. Then, we created a measurable plan together. This team member was appreciative of the time that I took to nurture the situation rather than reprimand them."

The interviewer wants to know how you react to uncomfortable tasks and awkward conversations. No matter how seasoned a leader you are, it is never fun to deliver a poor performance review.Showcase the fact that you are confident in your professionalism and communication skills, that you are capable of challenging conversations, and that you can give helpful feedback while providing valuable mentorship to your team. You could mention how you ensured that you did not humiliate the individual but that you discretely pulled them aside to have the conversation. Finally, be sure to mention that the person continued to have a healthy relationship with you following the discussion. This fact will highlight that you handled the situation professionally. If you do not have experience with performance reviews, it is okay! Tell the interviewer that you have never been in a role where you needed to give a formal performance review, but you look forward to learning the process. Add an example of a time when you provided someone with constructive feedback instead. This example can be in the workplace, school, or maybe even on a sports team.

"To be completely transparent, giving critical reviews is not my favorite task; however, if I am prepared for the conversation ahead of time, I can complete a well-balanced performance review. I have trained a few temp administrators in my current role, as we utilize a temp agency during our peak seasons. Just last month, I was asked to provide performance feedback to a new temp associate. I gave some critical points, with examples, and then offered suggestions and action steps for improvement. The temp associate was appreciative that I put in the added effort to help them do a better job."

"Recently, during my exit interview, I gave my company a performance review, which was an interesting twist from my typical performance reviews that I deliver as a manager. I sat down in private with the CEO before I left and gave him valuable feedback regarding some of the company's processes. It was a slightly uncomfortable conversation; however, he thanked me for my honesty in the end. I provided helpful information and thoughts that the company can build on for future growth and improvements."

"I have delivered a handful of performance reviews in my current role as Marketing Manager. When I give an unsavory review, I act as a mentor and ask the employee to work with me on a performance plan. I never want anyone to feel like they are on the verge of being fired because that never improves an employee's performance. I took this approach a few weeks ago when I noticed one of our junior marketers' productivity dwindle. We discussed the approach, the tools I could provide to support her better, and we also set a timeline for change. I wanted her to feel like she was part of an important collaboration to boost engagement."

"In my previous role, performance reviews were handled by my manager. However, I did help my manager file write-ups related to performance issues. I believe that performed correctly, a performance review with a poorly performing team member, is a great service since it's an investment of time aimed to help them improve. I am open to learning how to deliver a proper performance review."

"I am comfortable giving feedback to others when needed. I know to be specific, approach the situation with empathy, and ensure that all poor performance-related conversations happen in private. A couple of months ago, when I was giving an employee review, I started by asking the person to assess their performance. The person pointed out their shortcomings, which aligned with the notes that I had prepared. From the point of agreeance, we had a positive brainstorming session and came up with a plan for improvement. This particular team member thanked me for coaching rather than reprimanding them."

"I give student reviews all the time, even aside from report card time. I am comfortable giving constructive feedback in any situation; however, I have never critiqued a fellow teacher. In one of my more recent parent-teacher interviews, I needed to let the parents of my student know that his attentiveness in class was slipping. In the conversation, I focused on his performance, rather than his personality. This way, the situation did not become personal in any way. Together, we worked on a plan to help this student become more engaged in class. In the end, the student responded very well, and his parents were happy that I came to them with my concerns."

"Yes, poor performance reviews, although challenging, are part of leadership. I approached it from a perspective of reinforcement of the tasks that are being done correctly, then provided feedback on the tasks that need to be improved. To get them to engage in their improvement- I asked what tools or training did they need to help them succeed in the tasks. The result was provided with additional instruction and mentoring, which helped them improve."

"I believe that clear, constructive criticism is important for growth. I take a positive approach and lay out clear objectives on how to improve themselves."

"I have to give feedback, good or bad. Giving positive feedback is good. However, negative feedback is also essential when appropriate when it enables further employee growth."

What do you find to be the most difficult aspect of leading your current team?

"One challenge that I face as a leader is to avoid frustration when employees show continued disinterest in our company's education opportunities. My current company has an amazing program available for continued education, yet only about 22% of our employees take advantage. To alleviate this frustration, I am starting a company-wide recognition program for all employees who explore this option with our company."

The interviewer is trying to learn more about the challenges you currently face as a leader. If hired, this information will help the company to know where you could use additional training, encouragement, or education.Every leader has an aspect of people management that is challenging for them. One common challenge for leaders is the need to terminate an employee. Another problem could be continually motivating unengaged employees. A big challenge could also be sourcing and utilizing the best hiring resources to shave down your time spent on reading resumes. Other common problems include managing underperformers, handling conflict between coworkers, increasing employee retention, and delegating tasks. Share your most challenging aspect of leadership but also highlight the steps that you take to alleviate or overcome that challenge.

"Currently, I lead the temporary administrative assistants that we hire, from time to time, during peak seasons. It is a challenge to lead temp associates because it means re-training a new person every time the temp agency provides us with a new temp. Last week I had a meeting with our recruitment partner and asked them to send repeat temps as often as possible. I believe this request will be a happy workaround in the future."

"My current team works across different states, and 90% of them operate virtually from a home office. As a Regional Manager, I must understand the challenges that my team faces when working from home so that I can prevent turnover and also build a teamwork mentality regardless of distance or location. I recently introduced a Friday virtual happy hour, which has received an exceptional response!"

"My current company is growing at a rapid rate. At this time, keeping a pipeline full of talented candidates has been very challenging. To meet this challenge, I recently decided to try Zip Recruiter, which has made finding and interviewing candidates much easier so far."

"The most challenging aspect of being a leader, from my experience, is managing a large variety of personalities. It takes some time to get to know everyone, and in retail, there is also the challenge of high employee turnover. To meet this challenge, I have made it a point to make a personal connection with all new hires in the first three days of their employment. Not all personalities are my favorite; however, when I get to know the person on a different level, I can always find something about them to appreciate. This connection and appreciation will also increase the likelihood of enjoying their job and staying."

"The largest challenge I've faced as a leader is working with an unmotivated employee who cannot seem to be motivated by the normal channels. Typically, this lack of motivation stems from our HR Manager, hiring a poor fit for the role. For that reason, I have shifted my focus to coaching up or coaching out much quicker than I had in the past. I have also asked the HR Manager for more thorough collaboration before he extends any job offers."

"In my current classroom, I have a bit of a power struggle between a few of the students. It is a challenge to navigate personalities and peer groups while still encouraging inclusivity. I have tried a variety of seating arrangements as well as group meetings involving the Principal. The next step will be parent involvement, which I am hoping to avoid."

"The most challenging is having to work with so many different cultures. In the UAE, there are cultures from all around the world and people have different values and opinions. I had to sometimes change my approach to being less direct when approaching some of my team members."

"I am challenged to motivate unengaged team members."

"It is challenging when tensions form between students. It is a struggle, at times, to navigate. I have tried a variety of approaches including changing seating arrangements and group meetings involving the school director. I've spent time teaching students about empathy and using emotional intelligence to deescalate situations before they boiled over. My efforts have helped in most situations, but there are still a few that continue to arise. I continue to use positive reinforcement to remind my students of the coping skills I have taught them."

Tell me about a time when you tried to encourage a fellow team member. Was the encouragement well received?

"(Situation) Our business development lead was stressing out last month because she was only 88% to quota with just three days left in the month. (Task) As the BD Manager, I knew that I had some knowledge that I could pass along to her. (Action) I sat with her for a few hours, and we brainstormed some lucrative ideas to implement for quick results. (Result) She ended up closing the month at 104% and had an amazing ramp up to the next month. I believe that encouragement can come in many forms. In this instance, she just needed some fresh ideas."

The interviewer would like to know that you can successfully motivate others without it coming across as condescending. For this question, use a scenario when your encouragement was well received and resulted in a positive change or outcome. Behavioral-based interview questions that begin with 'Tell me about a time...' are best answered using the STAR method. STAR is an acronym for Situation, Task, Action, Result. Organizing your response using this framework will ensure that you provide the interviewer with the right amount of information and detail to form a compelling answer.

"(Situation) At Company ABC, I noticed a team member struggling with some computer-based tasks. She struggled with answering emails, understanding meeting requests, and monitoring her calendar. (Task) As the head Administrator, I knew that I was the best person to help her. (Action) After seeing that she was getting frustrated quickly, I verbally encouraged her to stick with it. I also offered her some step-by-step instructions on how to make the tasks easier to perform. (Result) She appreciated the encouragement, and her productivity and understanding improved substantially."

"(Situation) When I first joined my current company, the employees had minimal direction. (Task) As the newly appointed Manager, I saw an opportunity to implement regular performance meetings and regular reviews. (Action) I quickly implemented monthly one-on-one meetings with each team member. These meetings are to discuss what the team is doing right and how they feel about their growth and performance. (Result) Morale has increased significantly as the team members feel encouraged. Everyone is more reliable, productivity is up by 45%, and retention has improved significantly."

"(Situation) At Company ABC, we added a junior marketer on the team who was a bit of an introvert. This marketer had great ideas but was tentative about bringing them up in meetings. (Task) This junior marketer was working on a project that I was heading up, so I saw it as an opportunity to be a mentor. (Action) We spent some time together, running over her ideas and building up her confidence when it came to speaking up. (Result) I believe she learned an important career lesson on self-advocacy."

"(Situation) In my current role, we hired a retail sales member who wasn't reaching his targets at first. (Task) I am a strong sales associate, so I felt a desire to take him under my wing. (Action) I encouraged his efforts, gave him some sales closing tips, and provided guidance to get the ball rolling. (Result) After three months, this associate was surpassing his sales targets. He was thankful for my help, and my manager was pleased to see me go the extra mile as well."

"(Situation) Recently, one of my teammates was going to quit due to frustrations associated with missing sales targets. (Task) I am one of the longer-standing Sales Associates with the company, so I felt that my input would be helpful. (Action) I helped him to put SMART goals into place, a goal-setting framework that I had recently learned. (Result) This method allowed him to understand how to hit his targets, and he has excelled ever since. It is great to see him turn around so well."

"(Situation) I often support fellow teachers who feel discouraged when a student isn't performing. (Task) As one of the Learning Leaders, this encouragement is one of my favorite aspects of work. (Action) Just yesterday, I had a meeting with two teachers who were struggling with a challenging student. I actively listened and then offered a couple of behavioral-management suggestions they could easily implement in their classroom. (Result) The meeting was well-received, and each of the teachers sent me a thank-you email right away."

"I strongly believe in encouraging team members with positive words and affirmations. Stepping into a new role, for example, can be challenging for anyone. So when training a new team member, it is important to build confidence in their new skills."

"I tried to encourage the Health and Safety Manager to implement new safety procedures which were not popular but were necessary. The encouragement went well because the new methods were implemented successfully."

"I am always encouraging my team members. Most recently, a team member quit rather abruptly. Our work situation had been stressful since day one, but she credits my encouragement for the fact that she stayed as long as she did. Several months back, I had a situation at work where a team member and I made some adjustments to the curriculum. The owner of the school was not happy with the changes made and sent a very derogatory email. My co-worker got very angry, and she literally began to pack up and leave after reading the email. I calmed her down and encouraged her to stay. I reminded her how much the students were learning and how much they benefitted from her instruction. She stayed on until recently, and she credits me with being the reason she stayed as long as she did. She says that I was the one bright spot in her experience."

When are your leadership skills the most effective?

"My leadership skills are the most effective when my relationship with the employee isn't just a surface connection. I want to have true knowledge of their life and a good understanding of their career goals. When my employees feel assured that I can help them to achieve their goals, they are more likely to follow my lead and be an engaged part of the team."

The interviewer would like to know the type of situation in which your leadership skills thrive. Typically, when you have a great relationship with the individuals you are guiding, then your leadership approach will be the most effective. Tell the interviewer that you recognize how effective leadership begins with clear communication, trust, and honesty. Building a relationship with your team members will ensure that your leadership approach is accepted and absorbed. The more comfortable your team members are with you, the better chance they will follow your leadership approach.

"My leadership skills are most effective when I can take hold of a project, enthusiastically share the vision for the project, and delegate tasks according to the strengths of others."

"My leadership skills are most effective when my team is engaged in our company's mission and happy with their workplace environment. I spend a lot of time making sure that my team members are comfortable in culture, confident in their tasks and abilities, and invested in the company's overall mission."

"I believe I'm the most effective leader when the group is lacking direction. If I ever sense that there's a lack of leadership brewing, I step up to lead, even if it's not in my necessarily in my job description. I excel in providing direction in a time of need and do well when it comes to uniting a group of people to reach a common goal."

"My leadership skills are most effective when facing a tight deadline that the team has to push through. I pride myself on being and an excellent motivator, and I can uplift the energy in the room when other people feel stressed."

"I am the most effective leader when I am passionate and can ignite that passion in my team. When my team understands the 'why' behind our company's efforts and our mandate, it's easy to get the job done together and with enthusiasm."

"My leadership skills are most effective in a group setting. I have an excellent ability to ramp up the energy in a room and get my students excited about a lesson plan."

"I can apply my leadership skill best when there is an opportunity to build trust and connection with my team."

"I believe I excel in taking leadership when the group is lacking direction. I take the initiative immediately, even if it isn't my job necessarily. I feel I excel in providing direction in a time of need and do well uniting a group."

"It's most effective if I'm able to build a team and know them individually."

What do you believe would be your biggest leadership challenge in this role?

"I believe that the biggest leadership challenge in this role will be taking on the task of getting to know each team member on an individual basis. This task will be a time-consuming one, but I am looking forward to it! I like to be engaged in the lives of my team. I feel that this engagement creates more productive employees."

The interviewer wants to learn more about your level of comfort and confidence in a leadership role. Remember, interviewers want to see you be successful! Your answer will show them where you may need extra support or training when they hire you.Be transparent with the interviewer about what aspect of the role you see as a challenge; however, you must avoid talking yourself out of the opportunity. For instance, if you are going to lead a group of 50 people in this position, avoid saying that the most significant challenge will be leading a large team. Keep your answer positive and provide a solution to the problem that you present.

"I understand that this role includes providing support for the temporary administrators you employ on a seasonal basis. Although I am new to officially leading others, I am not new to being a mentor and coach. I look forward to this leadership challenge. I will meet these expectations by creating a training system that I can put on repeat for each new temp administrator that comes through the doors. This effort will ensure consistency and maximum productivity."

"The biggest challenge that I anticipate is gaining the trust of the group. From what I understand, many of your team members have worked here for a long time and have a great sense of loyalty to the company. I am preparing to work my way into their circle of trust. I will build this trust by following through on my commitments and being transparent about my goals for the department."

"I think fitting into a new team and having them see me as a leader, and a legitimate contributor will be the biggest challenge in my new role. Teams often have some form of resistance to change because the change may not be what they expected or envisioned. Earning the respect of my new team will be my primary goal. It will be a satisfying hurdle, once overcome."

"I find the toughest challenge when taking on a new leadership role is to understand the dynamics of the team fully. I want to make a great first impression while still being effective right off the bat. It's a fine balance, but I have developed my leadership skills significantly, through workshops, online courses, and reading books on the topic. This research and education leave me confident in my ability to handle this challenge."

"The largest leadership challenge I foresee in this role is the perception of me being their boss. From my experience, I have seen that many sales professionals have their 'way,' and they are not always accustomed to a new person coming in to take control of targets, training, and goal-setting. With that said, one of my greatest strengths is winning people over, and I have a variety of approaches to relationship building that I am ready to implement with my new team."

"My students often resist change, as children do. I expect there to be some statements like 'our old teacher didn't do that,' for instance. I will start by allowing the students to ask me questions about my teaching career and my favorite things to do. Once we create a more personal connection, I believe that everyone will be more comfortable."

"Moving the team in a new direction."

"I think the biggest challenge will be establishing a connection with each team member. It will be time-consuming given the size of the workforce, but in the end, it will prove to be productive. It will help me become part of the group and help us grow and become an effective team. It could take some time, but like any relationship, I will work to establish trust and rapport in small ways. I'll find opportunities to relate in unique ways with each team member. It could be as simple as a shared love of coffee or an interest in the same type of books, but I will find random ways to connect around the things that matter to them and look for ways to celebrate their successes so that they know they are appreciated."

"As a new addition to the team, the biggest challenge would be getting beyond the resistance to change, because each manager has their own style and mine may be extremely different from the previous one. Building rapport is always a challenge, but it is important, and satisfying, to overcome."

Tell me about a time when you led a difficult project. What was the outcome?

"(Situation) I recently led my team of researchers and recruiters in a retained search for a very high-level talent acquisition project. (Task) This project was a difficult one because the client wanted a boutique experience with particular candidate requirements. (Action) I asked my team to send me a project highlight at the end of the day, every day. From there, I would review the progress and tweak our plan of action, as necessary. (Result) In the end, we filled the positions successfully, and our client was appreciative of the close eye our team kept on their hiring needs."

The interviewer wants to know that you have successfully led a team, under pressure, without succumbing to the stress. Choose an example that is easy to explain. Outline to the interviewer how you kept the project in line with your excellent time management, and precise communication skills. Be sure to highlight the project's most significant successes as well! Behavioral-based interview questions that begin with 'Tell me about a time...' are best answered using the STAR method. STAR is an acronym for Situation, Task, Action, Result. Organizing your response using this framework will ensure that you provide the interviewer with the right amount of information and detail to form a compelling answer.

"(Situation) The first project that comes to mind was a new product launch at Company ABC. (Task) I was the project coordinator on the team in charge of developing and performing the beta launch. (Action) I expertly coordinated design engineers, test engineers, and the production team. This task is typically arduous; however, I am a whiz in Excel and our project management software, which meant that I could create tools to organize the project and a schedule that kept everyone on track with their tasks. (Result) We made it to the finish line ahead of time and launched the beta two days earlier than expected. This result made me very proud of my efforts, and my manager was thrilled."

"(Situation) I was recently challenged on a project when our company acquired a small competitor, and our team size grew by 35% overnight. (Task) As the Production Manager, I gained about 40 new staff members who I had never met. (Action) I spent many hours shuffling responsibilities, assessing the schedule, and then meeting one-on-one with each new team member to gauge their strengths and enthusiasm for the job. (Result) It was a challenge to manage all of these moving parts, but it was a success in the end. My department saw growth in production, and we had the lowest percentage of employee turnover in all six departments."

"(Situation) The most difficult team project I've led was when we migrated my current company's website from Shopify to Wordpress. (Task) It was a big undertaking since I created the entire sitemap and then passed our ideas onto the web development company that we hired. (Action) I ensured collaboration between myself and the web company by holding a standing meeting every morning from 10-11 am daily until the new website went live. I took control of the project timeline and held everyone accountable for their tasks and deadlines. (Result) In the end, the new website took three weeks of planning, coordination, and collaboration, but the outcome was a robust site that has increased our sales conversions by 15%, which is incredible."

"(Situation) The most difficult project I led recently was our location's annual inventory count, which our head office enforces every January 2nd. (Task) It's a long day with a lot of moving parts, but as the retail manager, I am expected to participate for the entire day. (Action) Since I was aware ahead of time what day the inventory count would be, I was sure to create the schedule ahead of time with back-up staff if people did not show up for their scheduled shift. I made sure the store was clean and organized, which made the count go much smoother. (Result) In the end, we were able to complete an accurate count in under 6 hours, a record time for our location."

"(Situation & Task) I recently restructured our sales reporting tool in our internal CRM, which was a huge undertaking. This restructuring was not a well-received idea by the sales team; however, as the Business Development Manager, I saw a lot of opportunities for further optimizing our CRMs capabilities. (Action) Identifying the best way to structure the new sales reports was one challenge, but getting buy-in from the teams was even trickier. Once the CRM was restrucutured, the IT team and I held a 'lunch and learn' meeting to show the sales team how to optimize the new set-up. (Result) In the end, most of the sales associates loved the latest tracking and reporting capabilities that they could utilize to increase their sales and reduce research time. I also incorporated sales contests to encourage the use of the new system, and in the end, I got the entire sales team on board."

"(Situation) Last month, I organized a school-wide science fair. (Task) As the senior science teacher, I felt it was important that our school kept the science fair tradition going. (Action) To make the science fair successful and grow attendance, I invited the community to participate and vote on their favorite projects. (Result) This event marked the first time our school opened the science fair to the public. It was well worth the change as our students were able to network with local business owners and even meet some media personalities."

"In my last role, my manager was concerned that we had an operations audit by senior personnel. My task was to ensure that the audit went well. It meant that my department of 20 people had to be prepared for the audit and that the operations tasks that needed to be done were in place. I had two months to do this. I created a project team and produced an action plan to ensure that the desired tasks were done. The team worked well, and the actions were completed on time, and the audit went well."

"I recently led my team of network administrators and system administrators for a very high-level packaging line serialization project. The project was difficult due to complex requirements in serialization, and there were different stakeholders from different geographies involved. This project was also difficult because the packaging line operators wanted a boutique experience with a particular match of requirements. I asked my team to send me a project highlight at the end of the day, every day. From there, I would review the progress and tweak our plan of action, as necessary. In the end, the positions filled successfully, and packaging line operators were appreciative of the close eye our team kept on their needs."

"One of the most difficult projects I was part of a lead team was the budget conversion project. We were converting "Old Blue" to Adaptive and there were a lot of challenges. I helped to create an Excel tool for the conversion of old accounting strings to new ones. I was also responsible for training everyone on the new system. Great communication with the departments, written procedures, and easily accessible tools made the conversion go smooth."

Give me an example of a time when your communication style helped you to be a more effective leader.

"(Situation) In my current role, we have undergone many policy changes over the past eight months due to a company merger. (Task) As the HR Partner, it is up to me to communicate all personnel-related changes to the entire employee roster. (Action) While communicating these changes, I have deployed a transparent communication approach. I describe my communication style as honest and often vulnerable. I show the employees that I do not have a private agenda; thus, building their trust. I communicate my intentions, the intentions of the company's leadership team, and the end goal. (Result) Typically, many people do not trust their HR department; however, I have been able to overcome that stigma by being consistently honest, open, and transparent about their employment and the direction our company is heading."

Everyone leader a unique style of communication, and most people in a leadership role can clearly define that style. Whatever your approach to communication, take time to show the interviewer that it is well-received in the workplace. Some of the best leaders communicate through:- Demonstration. This approach means understanding that your actions mean more than the words you say.- Building meaningful connections. This approach means creating relationships that go beyond the surface; thus, building a strong foundation for leadership acceptance. - Transparency. This approach means valuing vulnerability in the workplace and demonstrating vulnerability and openness first. - Listening. This approach means that you spend time actively listening to your team. Sometimes 'communicating' means not talking! Exercising strong listening skills is an incredibly effective way to show you are a competent leader and a discerning communicator.Situational-based interview questions that begin with 'Give me an example of a time...' are best answered using the STAR method. STAR is an acronym for Situation, Task, Action, Result. Organizing your response using this framework will ensure that you provide the interviewer with the right amount of information and detail to form a compelling answer. Your response should demonstrate your ability to articulate constructive criticism, encourage your team, or relay policy changes in a way that makes fosters a culture of acceptance from your team.

"(Situation) In our office, there have been past instances where team members feel upset after receiving an email and misinterpreting the tone. (Task) As an Administrative Assistant, so much of my communication is by email, so I am highly aware of my tone, or perceived tone, before sending an email. (Action) I will re-read my messages before I send them, looking for areas of potential misinterpretation. If the email is too complicated, I choose to pick up the phone and have a verbal conversation instead. (Result) By using this approach, our team morale has improved, and communication hiccups have reduced significantly."

"(Situation) When I worked with Company ABC, we had a significant struggle with staff turnover. (Task) I had taken over as General Manager from a previous individual who was not very engaged with the team. (Action) Immediately after being promoted to GM, I decided to take an active listening approach since I could sense that the team did not feel they were 'heard' on the job. I held one-on-one and group meetings, giving the team the floor, and simply listening. After hearing their grievances, I created an action plan for change. (Result) By deploying a communication approach built on listening, I was able to help boost team morale significantly."

"(Situation) My current company places a lot of value in conversation and feedback. (Task) Since joining as the Marketing Manager, I have learned more about communicating expressively and constructively. I am now more direct and specific in my feedback. (Action) Just last week, my team was running behind on a client project. Overall, I was dissatisfied with their performance and also the creative outcome. I held a meeting where I was direct but kind. I spoke to the team respectfully and approached the meeting as a coaching session. Once I relayed the areas of disappointment, we worked together toward a solution. (Result) My communication approach proved to be effective, and we turned the project around completely."

"(Situation) My current team of retail sales associates often default to chatting amongst themselves rather than be entirely engaged with our customers. (Task) As the Assistant Manager, I feel a responsibility to encourage these associates to be present when they are on the floor. (Action) Recently, I launched a sales contest to motivate the team. The contest ran over an entire weekend, and the sales associate with the most sales dollars was awarded a Starbucks gift card. (Result) The incentive worked so well that the Store Manager has approved that I run this contest every week! I love to motivate my team through incentives and a high-energy approach. By communicating in an engaging and motivating way, their sales performance is better than ever before."

"(Situation) My current sales team consists of highly competitive and independent individuals who are hard to reign in when it comes to group efforts. (Task) As the Sales Manager, it's my mandate to ensure that everyone is on the same page and working towards a common corporate goal. (Action) With my team, to speak to their strong personalities, I aim to delegate and encourage according to strengths. Everyone on the team communicates differently, so I tailor my communication to each person. Usually, that looks like a small, informal one-on-one huddle throughout the day. (Result) This quick but personalized touch-point helps to keep each sales rep grounded in their goals and feeling encouraged throughout the day."

"(Situation) Last month I gave my student feedback because he appeared to be slacking off on a project. (Task) I care for my students and believe that, as their teacher, I am there to lead them onto the right path. (Action) Rather than telling him, I thought he was slacking off; I said, 'I've noticed that it's been taking longer for you to turn in those reports. What's going on? Is there anything I can do?' When communicating, I always start by asking questions instead of making accusations. (Result) My student was very appreciative and told me how he was struggling with motivation. I asked him what would motivate him, and we were able to find a solution that worked."

"Listening to others' ideas and listening to their challenges in doing their job. Like the time it takes to complete one of our tasks. Coming up with a way we can input the data in Excel and making that task a more automated process, improving the time it takes to accomplish that task."

"Again I've never worked in a leadership role.I think it's important to listen and understand what someone is saying before acting. In many cases, people feel better after telling someone about a difficult situation. Coworkers sometimes come to me with frustrations, I listen and then offer another perspective. Sometimes understanding where the other party is coming from can help them see the best way to address the issue."

"In my last role, I always ensured that my team was well informed about the needs of the business. I did this by having weekly meetings where I conveyed the various business needs, and my team was then able to ask questions and get immediate feedback. It kept me engaged with the business requirements."

Do you demonstrate leadership qualities even when you are not in a leadership role?

"I naturally take on a leader and mentor-ship type of role with my co-workers. In one instance, I had a new coworker who was having some trouble fitting in. I took her out for lunch and talked to her about the workplace culture and semantics surrounding the various departments. I wanted her to stay and enjoy her employment with us, so I took the responsibility of ensuring she was settling in well. I believe there are always opportunities for leadership - you have to keep your eyes open!"

This question challenges you to think about how you act as a leader in your daily life. Even if you're not leading a team, you can still demonstrate the qualities of a leader! Rather than just tell the interviewer that you are a leader in non-leadership situations, try a 'show and tell' approach. Give an example of how you coached a coworker who was having difficulty preparing for a big presentation. Maybe you gave them confidence in their strengths by encouraging them, or perhaps you offered some helpful hints. You can be a motivator and a confident communicator in any situation at work!

"I aim always to demonstrate my leadership abilities every day, even though I am a junior administrator. I strive to set a good example for my peers by performing my tasks quickly, without having to be told. I will also take charge when I see a task falling behind, which I believe is a good example of leadership."

"I have been in a leadership role for most of my career. As a result, the actions of a true leader are now naturally ingrained in me. Every year I re-read Simon Sinek's book, 'Leaders Eat Last,' which has ingrained in me a foundation of leadership based on inspiration and creating a remarkable team environment. I am leading by example in all that I do, inside and outside of work."

"I demonstrate leadership ability daily by effectively managing my projects and clients independently. This display of accountability is a good example to others, and it shows my leadership team that I can take the lead on a project without having to be encouraged by outside sources to perform."

"I choose to lead by example, with or without any managerial authority presence. I arrive early to work and stay late when needed. I pitch in and go the extra mile whenever an opportunity presents itself. I feel this approach makes me a good teammate and a good human. This eager attitude also sets me up for a strong career trajectory. When the opportunity for a true leadership role presents itself, I have positioned myself to be top of mind for the promotion."

"I want to be taken seriously as a business person and sales leader, so I must always lead by example. I never know who is watching! Leading by example applies to my time in the office, my activity on social media, or my actions at a company event. No matter what the situation or where I find myself, to be a true leader, I believe in acting like someone is always observing my actions."

"As an elementary school teacher in a small town, I have to be very aware of my actions at all times. At work, while volunteering, grocery shopping, or going for a couple of drinks - I have my leadership hat on by acting as a positive influence."

"Leadership is about influence, so you do not have to be in a formal leadership role."

"Having been in a leadership role for the past 20 years of my career, I try to show my actions as a leader at work, and outside of work as well."

"Yes, I demonstrate leadership qualities both in and out of work. At my current job, the staff has a lot of visibility because of all the community events we are involved in. Our pictures are often plastered on big banners and in the local papers, and we are often seen on the nightly news. If you go on the company's website, you will still see my picture with other members of staff. As a result, it makes me hyper-vigilant about putting my best foot forward in public."

Have you ever helped to implement a significant company change in one of your past roles?

"(Situation) Last month our company introduced a new software program called XYZ. (Task) I was already familiar with the program because I had used it in a previous role. (Action) I offered to do employee training on the program, and my boss agreed to it. I took a lunch hour to give my presentation and then offered myself as the subject matter expert, moving forward. (Result) The implementation went very well, and my boss was thankful for my expertise and assistance."

The interviewer would like to know that you have the type of personality where you can take the initiative without it being a formal requirement of your position. When you respond, it will be essential to show that you are happy being an engaged part of your company and team. Behavioral-based interview questions that begin with 'Have you ever...' are best answered using the STAR method. STAR is an acronym for Situation, Task, Action, Result. Organizing your response using this framework will ensure that you provide the interviewer with the right amount of information and detail to form a compelling answer. Perhaps a new company policy was coming into place, and you helped to execute some changes. Maybe a new employee benefits program was introduced, or your company implemented a new software program. In your story example, be specific about what you did, and the impact your actions had - whether short or long term.

"(Situation) At my current company, I noticed our coffee expenses rising each month. (Task) As the Administrator who handles vendor invoices, I knew that a change could greatly benefit my employer financially. (Action) I suggested that we install a higher quality coffee machine in our office rather than continue to purchase the disposable coffee pods. We calculated that the savings would be about $12,000 per year. (Result) My company agreed, and so far, we have seen significant savings, in addition to the positive environmental impact."

"(Situation) At Company ABC, I led the initiative to implement Lean Six Sigma into our quality processes. (Task) I had been formally trained in Lean Six Sigma and knew it could be a useful tool for our team. (Action) To lead the initiative, I had a sign-up sheet where my coworkers could come to me for 1:1 training if needed. I also provided a list of helpful online resources on which my team could rely. (Result) With these added efforts, I was able to cushion the impact of the change. Overall, my team adjusted very quickly to the shift."

"(Situation) In my previous role at Company ABC, I coordinated the migration of our website and e-commerce platform. The project required significant departmental cross-collaboration, working with an outside agency, editing, and testing the entire site. (Task) As the Marketing Manager, I knew that it was up to me to keep the project on track. (Action) I had daily meetings allowed to the project and was diligent in ensuring the project timeline was on track. (Result) It was a several-months-long project, but ultimately completed successfully and led to a 67% increase in e-commerce sales."

"(Situation) In retail fashion, each new season requires a change in the look of the store. (Task) As the team leader for my current employer, I ensure that our sales reps are motivated to make the changes quickly and efficiently. (Action) For our last seasonal change, I created a list of tasks and ensured that everyone on the team had a copy of the planogram as provided by our corporate head office. (Result) By keeping tasks organized and delegating to the right people, I ensured that our store turnover from Spring/Summer to Fall was as smooth as possible. My boss complimented me on my efforts, which felt great!"

"(Situation) Last year, I identified some significant opportunities for improvements in our sales process. (Task) As the Sales Manager, I took it upon myself to improve an important part of the sales process. (Action) The process went from a daily free-for-all where buyers were assigned randomly to a systematic and streamlined process. By coupling sales executives with a team of buyers, not only did we create a collaborative team mentality, but the buyers became experts on their accounts. (Result) The revised process was much more effective and positively impacted the company's bottom line."

"(Situation) Our school went under major renovations last year. (Task) The teachers had the opportunity to meet with the contracting company to discuss areas where we would like to see change. (Action) I gave a few recommendations that included a focus on student safety. (Result) It was wonderful to see my recommendations come to fruition in the end."

"In a previous position, I created store events and helped increase company revenue by 20%."

"I have helped my current company in many ways. Those ways range from changing the new POS company-wide to teaching all the managers how to write and implement a budget for their restaurant."

"The implementation of the SQCDP (Safety Quality Cost Delivery and People) method at my last company was a significant change. It meant daily monitoring of the critical areas of concern and replaced a system where there was little or no monitoring. It took four months to implement under my leadership."

Tell me your favorite part of being a leader.

"I love being a leader! If I had to choose one aspect that made leadership the most rewarding, it would be the fact that I can change someone's life or career path by guiding and encouraging them. I am excited to have the opportunity to be a leader for your team."

The interviewer wants to see that you have a genuine passion for leadership. Are you a people person who loves to motivate and encourage your team members? Maybe you enjoy helping others identify their strengths. Perhaps you thrive on assisting others to work towards accomplishing their professional goals. Whatever you enjoy most about leadership, be sure to tell the interviewer that you plan to be a passionate leader within their organization.

"I like to make a positive impact on the lives of others. By being a positive person, I can influence the thought patterns of my coworkers and those around me outside of the workplace."

"The best part of being a leader in the marketing industry is that I can teach and train new and exciting methods for advertising and content creation. I am a highly creative individual, so passing along the 'creative torch' appeals to me."

"I love to imagine a world where everyone feels inspired by at least one thing every day. To contribute to this vision, I help people on my team to grow and achieve their potential. It's fun for me to identify someone's potential and help groom them and support them in achieving their highest potential."

"I enjoy helping other people reach their potential. Seeing someone grow and flourish in a new role is very satisfying."

"I love the responsibility of being a leader because I get to help mold people into a better version of themselves. In the process, I am being challenged and growing at the same time. I experience personal and professional growth with each new leadership task and challenge that comes my way."

"My favorite part of being a leader is the fact that I can influence and impact our future leaders. I am excited to see where my students will end up one day. I believe they all have the potential to change the world."

"My favorite part of being a leader is the sense of giving someone the chance to reach their potential. It's a great feeling to see someone's skills and be able to help them develop their skills while supporting them."

"What energizes me as a leader, is seeing one of your mentors grow within the organization."

"Being a leader gives me the opportunity to grow someone's life or career path by mentoring them, teaching them what I know."

How can we motivate you as a leader?

"I gain motivation through words of encouragement and compensation based rewards. For instance, I could compete for a gift card or a contest where I can earn a bigger holiday party budget for my team. Being a leader comes naturally to me, so I don't find it to be a taxing task very often. My competitive nature keeps me internally motivated, as well."

Even the most fantastic leader can be in danger of burning out now and then. The interviewer wants to know how they can be an encouragement to you, in turn. As a leader, you need to be able to identify and express what keeps you showing up, working hard, and supporting your team. Your motivation may come from successes and achievements. Perhaps you are working towards career advancement. Take some time to think about what truly motivates you and share your thoughts with the interviewer.

"I feel motivated when I work in a trust-filled, positive, and collaborative environment. When I can trust my team and am offered trust in return, I feel empowered to work even harder."

"I am motivated by shout out's and recognition for my team members when they perform well. As a manager, I take a lot of time motivating my teams. When I have the opportunity to reward them through recognition from the corporate head office, it is extra motivating."

"What motivates me is the potential to continue to grow with a quality company. I value recognition, especially when this recognition presents an opportunity to take my career to the next level. I value a company that appreciates not only me but all of its employees. Loyalty is rare these days, and it's something I truly value."

"I am a very competitive person and find a great deal of motivation through sales contests and challenging but achievable goals. I am motivated to win, learn, and grow professionally."

"I'm competitive, and also love praise when it is meaningful. Being in sales, of course, I gain motivation through financial rewards. I love opportunities to tap into accelerated growth based on my sales performance."

"You can motivate me, as an educator, by noticing the great things I do for my students. If a parent calls to mention their child's learning has improved, I want to hear about it. Kind words of appreciation drive my motivation. I like to know my efforts are making an impact."

"To see my direct reports working as a team."

"The potential to grow within a company is motivational. I value recognition, appreciation of myself and the team, and loyalty."

"People can motivate me by making me feel appreciated. Providing words of encouragement is a very simple method and motivates the team and me a lot. I am a very competitive person. Therefore I can motivate myself daily."

What is the difference between a leader and a manager?

"I believe that the difference between a leader and manager is that a manager has the job title and the incumbents, but not necessarily the required buy-in from their team. A leader gains buy-in through inspiration."

The interviewer would like to know that you understand what makes a leader stand out, and what you believe defines a leader. Just because you hold a management title, it does not mean you are a leader.A real leader is someone who makes others want to jump on board with their mission and follow them. A manager is just someone who has direct reports. To be an excellent leader, you should inspire others. A true leader gets people excited to buy into the vision.

"A leader is someone who people want to follow. A manager is someone who others feel they have to follow. I believe a manager or supervisor should be a healthy blend of both approaches so that they can earn their teams' respect organically but also maintain their authority."

"A manager is someone who has a team of people who answer to them. A leader is someone of influence. I believe that anyone can be a leader - no matter their job title or position."

"To me, leadership is a mindset versus a title. A manager is more of a job title. Anyone can possess leadership skills, but a great manager will have leadership skills along with the ability to direct their team to success."

"I have worked with both leaders and managers. The biggest difference I can see is that a leader can be anyone who people want to follow. A leader will gain followers, and a manager merely has people who answer to them."

"In sales, a leader will tell you your goals and help you make a plan aimed at achieving those goals. Someone who is a manager will only tell you the company goals and send you on your way. I am the type of person who prefers to lead and guide. There are significant benefits to investing in those you lead."

"Coaching and mentoring are activities of a true leader. I firmly believe that one does not need to be in a formal management role to lead. I have students who lead other students, and it's great to see."

"A leader leads others into being leaders where a manager just manages the work being done by their direct reports."

"A manager is someone who has a team of people who answer to them. A leader is someone of influence. I believe that anyone can be a leader - no matter their job title or position."

"A leader is an innate set of mind. A manager is a title, with one of its characteristics being a leader. A great manager will have leadership skills along with the ability to direct their team to success."

What is the most important task of a leader?

"At the beginning of my career I had a leader who spent a lot of time investing in my knowledge. He would give me books to read, podcast suggestions, and online audio courses. This investment in my professional growth was the most important gift he could have given me. Now, I return the favor to all those that I lead. Investing in my team in this way is, in my opinion, the most important thing a leader could do."

As a leader, you may feel that the most critical task is to guide, coach, mentor, teach, encourage, or train. There is no real right or wrong answer to this question, but the interviewer wants to hear an insightful response. Whatever your response, consider providing a story of a time when you stepped up as a leader or experienced true leadership from another person.

"The most important task I can take on as a leader is showing kindness to my team members. When an employee feels cared for, they will always perform better. I exercise this approach in my current role by lending a hand when an opportunity arises. My coworkers know they can safely come to me when they need assistance."

"As a leader, it is important that I help my team to figure out their ideal career path and help them to grow towards those goals. I invest in my team members by way of personality assessments, online courses, workshops, and more, to help them in their self-discovery process."

"The greatest task I can take on as a leader in marketing is to share with others any new knowledge or resources that I acquire along the way. Knowledge-sharing is critical, especially in such a fast-moving and ever-changing industry."

"Retail is a fast-moving industry with a lot of staff turnover. What I find to be the most important task of a leader is to be an encourager. Often, my team members are young students or new graduates. I like to help them see the best of what they offer, even if they are new to their careers."

"In sales, it is easy to become demotivated or discouraged, especially when you are unsure of your targets and goals. The best thing I can do as a leader is to give clear guidance to my team members. I create excellent roadmaps for each person and check in with them regularly to ensure they are on track and motivated."

"As a teacher, I am a leader in a variety of ways throughout the day. I have found that the most important task as a leader and a teacher is to be an observant and active listener. Many students will show me what they need if I take the time to observe and listen attentively."

"The most important task of a leader is to share any new knowledge or resources that I acquire while learning."

"The most important task for a leader is to encourage, train, and mentor. In my four years in a supervisory position, I've been able to guide two people through the process of earning coding certification."

"I appreciate that, as a leader, I have the opportunity to help other people grow in their career by mentoring them, and teaching them what I know."

How will you guide your team in terms of personal development?

"I plan to guide my team in personal development by offering unique learning opportunities. My current company has a learning portal where employees can log-in and learn a variety of new skills, from software to leadership. It's an excellent resource. Do you have anything like this in your professional development arsenal?"

The interviewer would like to know that you understand the importance of self-development techniques for your team. Some suggestions for employee personal development initiatives: - Roadmapping of a professional growth plan - Setting learning goals - Conferences and other off-site learning opportunities - Related books, audiobooks, and podcast from industry influencers - Lunch and learns with exciting topics - Online learning portal or subscriptions to Udemy and other online universities - Mentorship partners - Internal volunteer initiatives or supporting their volunteer interests - Cross-departmental training opportunities

"I will guide my team members by meeting with them individually and creating a personal growth plan for the year. It's important to me that I understand the desires of each staff member and help them to achieve their professional goals."

"As a manager, I fully understand the importance of investing in my employees. For that reason, I will provide at least two off-site learning opportunities per year for each team member. This experience may be a conference, a trade show, or a seminar related to their role, goals, and of course - the company's mission."

"I like to guide my team with learning opportunities. Marketing is always changing, and the rules for digital marketing change overnight. My current agency has an online learning portal, including subscriptions to two online universities. When a team member shows great initiative or has a significant win, we will allocate credits to them to take a course of their choice. These types of continued learning opportunities add significant value to both the employee and the company."

"Many of my employees are recent graduates or students who work part-time. I like to guide their personal development by suggesting books to read or listing influencers to follow. Even if they can listen to a helpful podcast while they study, or drive to work, all of the information will add up and will help them to succeed in their careers and personal lives."

"I work with highly competitive salespeople, so one of my favorite ways to help them in their professional development is through in-office contests. I will have up for grabs, tickets to conferences or seminars of industry influencers. These tickets go to the top performers. My team loves these opportunities, and it also boosts their performance!"

"It's important that I invest in my students regularly. I do not have a large classroom budget, so I often look for book donations from used bookstores so that I can gift new literature to my students. I guide my students' development by encouraging them to discover their world through words."

"I like to guide by giving learning opportunities. Continued learning is important to both the company and the team. It adds significant value to all involved."

"Through web conferences through our various partners."

"I have created an assessment chart for each manager that is based on 15 different criteria; from computer skills to financials, food knowledge, etc.. Each criterion is then ranked from 1 - 5 (5 being the best). We then develop the manager on all the criteria on which they scored the lowest."

Which leadership book have you most recently read?

"The leadership book that I most recently read was 'The 10X Rule,' by Grant Cardone. He speaks not only of being a winner, at the front of the pack, but also giving your absolute best in everything that you do. It's one of my favorites, and I read it every year."

It's widely agreed that reading books on leadership development is essential to personal and professional growth. The interviewer would like to make sure that you are self-aware and invest in yourself. Also, if you spend time investing in yourself, chances are you will also take the time to invest in your employees! Some excellent leadership books include: - 'Start With Why' by Simon Sinek - 'Primal Leadership' by Daniel Goleman - 'Extreme Ownership' by Jocko Willink and Leif Babin - 'Lean In' by Sheryl Sandberg

"Just this past week, I read 'Daring Greatly' by Brene Brown. The author is well-known in the personal growth space, and this particular book touches on vulnerability and setting out to be extraordinary in all that we do."

"My absolute favorite book on leadership and one that has shaped my management style is 'The New One Minute Manager' by Ken Blanchard and Spencer Johnson. It's an older book, originally written in 1982, with a newly revised version. The publication discusses the concept of one-minute goals, one-minute praisings, and one-minute reprimands when necessary. Have you read it?"

"I have read many wonderful books on leadership! Most recently, I have read 'The Five Dysfunctions of a Team' by Patrick Lencioni. I recently heard that many NFL coaches implement the concepts addressed in this book. The dysfunctions the author includes are the absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results."

"Right now, I am reading 'How to Win Friends and Influence People.' I know it's an oldie, but Dale Carnegie is a staple in the business world, and I believe everyone can learn a great deal from him. I plan to read all of his books, and I encourage my team to do the same."

"The best leadership book I have read, and I am currently reading it for the third time, is 'Good to Great' by Jim Collins. It's a book about leadership and companies in general. I have learned a lot about what separates a good company from a great company, and how most companies are never excellent and why."

"I am currently reading "Leaders Eat Last" by Simon Sinek. I like Sinek's teaching because his concepts are realistic and insightful. This particular book focuses on why some teams pull together and why some do not. I plan to take what I learn and implement it in my classrooms, encouraging my students to pull together."

"The Tipping Point" by Malcolm Gladwell."

"I have read Managing Successful teams by John Humpries."

"I have read John Maxwell book the irrefutable laws of leadership. I find that John Maxwell has so many inspiring leadership books which I use as an add on to my leadership career."

As a leader, how will you measure the success of your team members?

"My favorite way to measure the success of my team members is to view individual and group productivity reports, and compare the data month after month. Then, I share the results in their monthly performance reviews. When an employee knows that I notice even a small uptick in their productivity, they are more likely to perform at their peak ability."

A successful leader focuses' on leading their team members to success, but they must also remember to measure that success. By measuring success, you can show your team how far they have come towards reaching their goals or how much harder they need to work if they miss targets. Employees are often more responsive in an environment where they know how their performance stacks up again others. Some ways that you can measure the success of your team may include: - Note their attendance, punctuality, or number of sick days. You can then draw a correlation between the employee's performance and their overall engagement levels. - Taking note of how often they help their colleagues to succeed. When their coworkers are winning, so are they! - Looking at the timing between team member performance and how quickly each person completes everyday tasks. If a job that used to take a team member 2 hours, is now taking up the entire day, this is a sign that they are highly demotivated. - Notice the number of times a team member takes the initiative. The more proactive everyone is, the more often goals will be achieved. - Measuring the quality of your team members' work is a significant success metric. You can analyze this through customer reviews or co-worker feedback.

"I plan to measure the success of my team members by how engaged they are. I will look at how often they are early for work, how many times they stay late to meet a deadline, or how often they go above and beyond their regular 9-5 to help a client."

"My favorite way to measure success is by noting how many times an employee has helped a coworker. This kindness metric is one that I address in my team's performance reviews as well."

"I measure the success of my team members by how quickly and efficiently a project is completed. After we deliver a project, we all meet in the boardroom and discuss our success, and what we could have done better. I like to equip my team with the information they need to grow professionally."

"Successes are important to measure. I like to measure proactive activities and praise my team every time I see them taking action without being asked. This initiative could mean going above and beyond for a customer, cleaning areas of the store that receive less attention, or finding new efficiencies to benefit the company."

"My favorite way to measure the success of my team members is through fun competitions that show graph comparisons of each person's performance through a variety of KPI's. This approach is an excellent way to make each person aware of their overall performance while keeping things as encouraging as possible."

"As a teacher, it's important that my students, and their guardians, are aware of their progress. I start the year by creating an individual learning plan with each student. Every month we review the plan together, and the student is responsible for rating their performance from 1-5. This approach keeps students accountable for their achievements and successes."

"I meet with each manager weekly and set weekly goals. I also do quarterly review meetings and review the team goals that were set and set new ones."

"I like to measure proactive activities when a team member does something extra for the store or team. Also, when team members are helping each other."

"The success of my team members will be measured by how efficiently a goal is completed. After this, discussing its success, and what we could do better, is important. I like to give my team the information they need to grow and adapt."

How do you present bad, or disappointing news, to your team members?

"I don't believe anyone enjoys delivering bad news; however, as a leader, it is part of what I need to do - sometimes on a weekly or even daily basis. When I have news to share that I know will disappoint someone, I will sit down with them, one-on-one, and express that I know how much the situation meant to them. I will then highlight to my team member what they did very well and make a plan with them to either try again or come up with an alternate plan."

The interviewer is interested in knowing your leadership and management style when it comes to delivering less than pleasant news. Some people have trouble facilitating difficult conversations, so you must display your ability to be uncomfortable while maintaining a position of authority. If possible, give an example of a time when you had a challenging conversation. Explain how you were able to deliver the news professionally.

"Before I deliver bad news, I like to prepare my self for every possible reaction from the person to whom I am delivering the news. I will make sure to have a reply ready for someone who reacts angrily, someone who becomes emotional, and someone who may have a disengaged reaction. By having a variety of conversation approaches prepared, I can enter an uncomfortable conversation with confidence."

"I learned early on in my management career that I should never joke around or make light of a situation when I am delivering unpleasant news. When I need to have an uncomfortable conversation, I approach the situation as though it were me receiving the news. I am kind, patient, and understanding of their reaction."

"It's important to remember when delivering bad news, that I am having a conversation with a person who has a range of feelings. I directly deliver the news and then allow the team member to speak their mind. They can vent and get everything off their chest before they return to their desk. If the situation is dire, I will invite them to go for a walk to the coffee shop down the road to get some fresh air and blow off some steam."

"When delivering bad news, I make sure to give it to the person straight and never beat around the bush. That's as bad as receiving the 'we need to talk' text from your significant other! I will talk to the person as soon as possible and fill them in on the situation. I am always empathetic in my delivery."

"Salespeople often have particularly strong and competitive personality types, which means they want to get to the point. When I have to deliver unsavory news, I avoid being vague. This approach means collecting as much data as possible before having the conversation. If someone missed their monthly target, for instance, I sit them down with the monthly numbers and analytics so they can create a vision of where things went awry. We can then make a plan of action together to avoid the situation from repeating itself."

"As an educator, I approach all difficult conversations with the utmost empathy. I know that no student goes out and tries to fail. Everyone wants to succeed; it's just that some people may not have the tools to do that. I will deliver the bad news, a low grade, for example, and then sit down to make a plan with the student on how we can avoid that from happening again. Before ending the conversation, I will give the student one example of what I enjoy or like about them. I aim always to leave a conversation with a student on an encouraging note."

"I sit down with my team individually and then as a group and explain to them what we have done well and where we missed the mark. I explain what we can do in the future to succeed. I present the news in a patient and compassionate manner."

"Whenever I have to deliver bad news, be it to patients/family or team members, I present it in private with compassion. No matter what the situation, even if the news is due to team members conduct, I present it with compassion and encourage them that there's room for improvement."

"It's important to start on a positive note and to take a conversational approach. It's also important to be direct, address the issue, and allow team members a chance to speak their minds."

How do you react when your team misses a deadline?

"My team is highly efficient, and we rarely miss a deadline. When we do, it's surprising. We had a very challenging client last year who made a significant amount of changes throughout the entire project. These changes caused us to miss our deadline. I took action after that to ensure a better client onboarding process. This new process made sure we dug deeper with each client at the start, which has resulted in fewer mid-project changes."

Missed deadlines are never a good situation and can reflect poorly on you as a leader. The interviewer would like to understand better how you react to disappointment when plans do not go your way. Rather than just telling the interviewer how you react, consider giving a story example of a time when your team missed a deadline and walk the interviewer through the action that you took.

"When my team misses a deadline, it is disappointing. On the odd occasion that this has happened, I first ask my team for feedback. I want to know what I could have done better, as a leader, to make sure we hit our goal. Then, I ask them to look internally and tell me what they honestly feel they could have done differently. I prefer a collaborative approach to these types of conversations."

"We reach deadlines as a team, and we miss deadlines as a team. I truly believe that. When a deadline passes, I look at how we could have moved better as a machine, to make the delivery happen on time. I do not react negatively to my team members, but I do use situations like this as learning and coaching opportunities."

"Our office is highly collaborative so, when we miss a deadline, we all take accountability. As the leader, I need to be accountable for the project as a whole, and for that reason, I always call the client to let them know of any hiccups we are having along the way."

"There are very few deadlines that my team has missed. We are a great mix of personalities, and we will all stay late, if needed, to support each other. I do recall a situation last year when we did not get our annual inventory count submitted on time. There were technical glitches with a few of the scanners, so employees had to share scanners. We worked at a fast pace, but also supported each other, yet we still missed the target. I congratulated my team on pulling together, and then we made a plan to ensure full preparation, should that situation happen again."

"My sales team takes it pretty hard when they miss a deadline, mainly because they are a group of highly competitive individuals. I don't need to be hard on them because they are hard enough on themselves. What I will do is take the situation as an opportunity to better myself as a leader, and strengthen them as a team, through a lesson or professional development opportunity."

"As a teacher, it is important that I never place blame on my students for a deadline that I missed, or a deadline that I missed because I was rushing through a module, for instance. Education is a team effort, but I am the class leader. For that reason, if a deadline is missed I will always reflect internally, first."

"Stay calm, and thank the team for their time. The next step is for me to identify what caused the delay and to fix it in the near future."

"We win as a team and we fail as a team."

"Seek first to understand why the deadline was missed. Sometimes these things are beyond your control. If there were a misstep, I'd review with my team and identify how this can be avoided in the future. This may be an opportunity to improve an existing process."

What do you look for, before giving someone on your team a promotion?

"Before promoting someone on my team, I will read through all of the employee's performance reviews and ask for references from former managers. As far as skills go, I look for someone collaborative and reliable."

The interviewer would like to know that you are discerning when it comes to the types of people you further promote on your team. Share with the interviewer the kinds of skills, characteristics, and attitudes that you look for when rewarding employees. Some things you may like to see: - Self-motivation - Reliable & dependable - Strong work ethic - Great customer service - Goal-setting - Consistency - Helpful to others - Positive attitude - Needs little direction - Team-oriented and collaborative - Clear & effective communicator - Flexible & willing to adapt - Interested in professional development

"I believe it's important to look at someone's level of collaboration and helpfulness. If the employee has shown leadership skills without a management title, I can be sure they will pull through as a solid leader and solid manager, once promoted."

"Management and leadership roles are too often given to people who are not true leaders. Many are promoted simply out of tenure, and I do not believe in this practice. What I look for when I promote a team member is a history of professional and self-development activities. I would rather promote someone who reads regularly, and wants to learn as opposed to someone who has been cushy in their role for many years without any growth initiative."

"In marketing, we often promote those who will show self-motivation and take the initiative without being asked. Much of what we do is independent project work remotely. Before promoting someone, I would ensure the person could handle the balance between working independently and collaborating with a team of creatives."

"It can be a challenge to find a reliable staff member in the retail industry. For that reason, I would first assess the person's track record when it comes to showing up on time, staying for their entire shift, and calling in sick. If they proved to be reliable, I would consider a promotion should they be interested."

"Sales organizations and departments require organized leaders, great motivators, and competitively minded managers. If I had a team member seeking a promotion, I would look for those qualities. Also, I would want to see a history of success and achievement."

"A promotion would rarely be up to me, as an educator; however, if I were hiring a teacher or promoting someone to a Principal role, I would look for consistency in behavior and higher education. Also, someone that the students respect and listen to."

"The characteristics and attitudes I would look for in before promoting someone on my team are self-motivated, Reliable & dependable, Strong work ethic with consistent individual contributions, and achieving personal goals. Helpful to others with a positive attitudeNeeds little direction Team-oriented and collaborative, Clear & effective communicator"

"I look for someone who is self-motivated, who leads by example, and has taken the initiative to engage in professional and self-development activities."

"I look at initiative and consistency in performance and success."

Do you prefer group discussions or one-on-one meetings?

"I believe that group discussions and one-on-one meetings should be facilitated, according to the situation at hand. I prefer to have group meetings because they can turn into amazing brain-storm sessions, but I do understand the importance of more intimate conversations as well."

Show the interviewer that you are capable of facilitating group discussions or one-on-one meetings, based on what is most appropriate for the situation. There is no real right or wrong answer to this question, but be sure to back up your personal preference when you provide it. If possible, avoid firmly leaning one way versus another.

"I prefer one-on-one meetings when corrective action is required. Group discussions are best when making plans for a project. I believe both types of communication are essential, but each approach must occur in their appropriate timing."

"I am more of a one-on-one person in my personal life, an approach I tend to lean towards in my management style as well. I prefer making a genuine connection with each of my team members individually. Group discussions need close moderation, so they remain on track, but there are great advantages to group discussions as well. Ideas tend to flow better, and they can foster an environment of camaraderie."

"Among my marketing team, we are all about group discussions. It's important to us that we have great discussions where we can brainstorm, make progress on projects, and be creative. I am comfortable having one-on-one discussions when necessary. For instance, I will choose a private conversation when corrective action is in order."

"There are a time and place for all discussion types, which is why I would say that I do not lean one way or another; rather, I am discerning about the type of meetings that I call. As a leader, I am comfortable in a group or one-on-one setting."

"As a manager of a sales team, I prefer group discussions or 'team huddles,' as we call them. In these group meetings, we can make plans for upcoming months while also discussing ideas on how we will meet our targets. I like to reserve one-on-one sessions for individual performance plans or taking corrective action with underperforming team members."

"Group discussions have their value, but I know the importance of connecting with my students on an individual basis as much as possible. I can comfortably facilitate either approach."

"It's important to have group discussions as well as one-on-one meetings when necessary."

"It all depends on the topic at stake. If it relates to an individual's performance then one-on-one is okay. But if it's about improving on departmental processes then a group discussion will be the best option."

"I think one-on-one meetings and group discussions are both useful. I meet one-on-one one with my managers to set weekly goals and talk about what they do right and wrong. For group discussions or brainstorming meetings, I will bring up broader subjects."

What does micromanagement mean to you?

"To me, micromanaging is giving unnecessary supervision to team members, telling them how to do their job or controlling the smallest of their moves. I have been micro-managed by bosses in the past, and it's truly demotivating. I like to give my team the benefit of the doubt and let them work their magic in peace, giving them the space required to do their job."

Micromanagement is the practice of carefully observing or controlling the work of your employees or team members. Overall, the term 'micromanagement' can mean something different from manager to manager. Discuss what the word 'micromanagement' means to you. Be sure to mention whether or not you deploy a micromanagement approach.

"To me, micromanagement is when a manager unnecessarily tell their employees what to do. I believe that if someone needs to be micromanaged to perform, they should not be in the role the first place. It's important to give employees space to move and trust them to do their job with care."

"I define micromanagement as the practice of towering over your employees' every move. I believe this to be a waste of time. If I cannot trust my team members to do a great job, why are they on my team? Instead, I like to give clear guidance from the start and have an open-door policy for all questions an employee may have."

"In marketing, there is rarely time to watch over each team members' progress every minute of the day. I do not micromanage. Instead, I show trust to those on my team. I give many opportunities for growth and learning, and check in regularly to ensure understanding along each project stage."

"When I was a junior retail sales representative, I experienced a floor manager who watched my every move and micromanaged me. It was unnerving and did not help my performance. I will never do that to a staff member. Instead, I coach and mentor and make myself openly available for help and learning opportunities."

"Many sales organizations are known for micromanaging numbers and KPIs. I keep a close eye on my team members' performance. I look at their sales daily and check how close they are to target. I like to keep this close eye so that I can pivot them to succeed if their results are sliding for the month. In my mind, this is not micromanaging because it is an effective action versus a controlling act."

"Teachers are often known for pushing their students to work harder, and for squeezing the best grades that they can out of their students. I do not consider this micromanaging - more, I think of this as continual encouragement. When I know that a student has more in them than they are giving, I will push and encourage them to do better."

"Micromanagement means a lack of trust in the individual to get the job done. It can be highly de-motivating."

"Micromanagement is not something that I do. It's important to coach and train your team so that you can trust them to manage their tasks without feeling as though you need to do their job for them. I check in regularly to ensure objectives are clear and goals are being worked towards and achieved, however, autonomy is important to a team's success."

"I dislike micromanagement because I see it as you don't trust your staff to do their job."

Leadership Interview Questions

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1. If you were hired for this position, what are the first changes you would implement?
2. Do you see yourself a leader? When have you led a team?
3. Tell me about your leadership qualities.
4. When do you best demonstrate yourself as a leader?
5. Tell me about a time when you took charge of a meeting. Was the outcome a positive one?
6. Tell me about a time when you effectively delegated tasks.
7. When have you had to lead by example?
8. Tell me about a time when you took charge of a situation but the outcome was disappointing.
9. Have you had the opportunity to teach an important skill to a co-worker?
10. Have you ever had to give an employee a poor performance review? How did you feel about that responsibility?
11. What do you find to be the most difficult aspect of leading your current team?
12. Tell me about a time when you tried to encourage a fellow team member. Was the encouragement well received?
13. When are your leadership skills the most effective?
14. What do you believe would be your biggest leadership challenge in this role?
15. Tell me about a time when you led a difficult project. What was the outcome?
16. Give me an example of a time when your communication style helped you to be a more effective leader.
17. Do you demonstrate leadership qualities even when you are not in a leadership role?
18. Have you ever helped to implement a significant company change in one of your past roles?
19. Tell me your favorite part of being a leader.
20. How can we motivate you as a leader?
21. What is the difference between a leader and a manager?
22. What is the most important task of a leader?
23. How will you guide your team in terms of personal development?
24. Which leadership book have you most recently read?
25. As a leader, how will you measure the success of your team members?
26. How do you present bad, or disappointing news, to your team members?
27. How do you react when your team misses a deadline?
28. What do you look for, before giving someone on your team a promotion?
29. Do you prefer group discussions or one-on-one meetings?
30. What does micromanagement mean to you?

Leadership Interview Questions

1. If you were hired for this position, what are the first changes you would implement?

2. Do you see yourself a leader? When have you led a team?

3. Tell me about your leadership qualities.

4. When do you best demonstrate yourself as a leader?

5. Tell me about a time when you took charge of a meeting. Was the outcome a positive one?

6. Tell me about a time when you effectively delegated tasks.

7. When have you had to lead by example?

8. Tell me about a time when you took charge of a situation but the outcome was disappointing.

9. Have you had the opportunity to teach an important skill to a co-worker?

10. Have you ever had to give an employee a poor performance review? How did you feel about that responsibility?

11. What do you find to be the most difficult aspect of leading your current team?

12. Tell me about a time when you tried to encourage a fellow team member. Was the encouragement well received?

13. When are your leadership skills the most effective?

14. What do you believe would be your biggest leadership challenge in this role?

15. Tell me about a time when you led a difficult project. What was the outcome?

16. Give me an example of a time when your communication style helped you to be a more effective leader.

17. Do you demonstrate leadership qualities even when you are not in a leadership role?

18. Have you ever helped to implement a significant company change in one of your past roles?

19. Tell me your favorite part of being a leader.

20. How can we motivate you as a leader?

21. What is the difference between a leader and a manager?

22. What is the most important task of a leader?

23. How will you guide your team in terms of personal development?

24. Which leadership book have you most recently read?

25. As a leader, how will you measure the success of your team members?

26. How do you present bad, or disappointing news, to your team members?

27. How do you react when your team misses a deadline?

28. What do you look for, before giving someone on your team a promotion?

29. Do you prefer group discussions or one-on-one meetings?

30. What does micromanagement mean to you?