Why do you want to work here?

"Working for the Department of Veterans Affairs is in line with the career goals I've mapped out in my revised five-year career plan. Their core values are aligned with my own--integrity, commitment, advocacy, respect, and excellence."

Anyone bringing on a new employee wants to gauge how well they'll fit into their work environment. They'll test their like-mindedness and offer opportunities to reveal how in-depth they've researched the position. By testing the interviewee's knowledge of their company, they're testing their work ethic and whether they did their due diligence in competing for the job.

Explore what interests you most about the position you're interviewing for. Imagine yourself in the position. Ask if it feels like a good fit. If so, be emotionally invested in the opportunity but not presumptuous that you'll earn it. You shouldn't solely be interested in landing a job, but more so interested in what working for them could offer your career. Showcase your knowledge as well as the thorough research you performed. Be sure to incorporate their language into your own. Answer with sincerity, in a manner according to your nature.

"I worked for Veterans Affairs for a couple of years in different roles. I have always been interested in nutrition and when the position came up I knew I had to apply. I work in Food services and nutrition with the air national guard."

"I have family members who are Veterans. I see how hard they work. The position of Registered Nurse, at Care in the Community will afford me the opportunity to use my skills, knowledge, and abilities to assist our Veterans in need of services. I have been a Case Manager for 17 years and I am very familiar with the process of assisting our patients and families."

Do you ever take your work home with you?

"Sometimes, I'll take work home with me, but only when it makes sense. I'm all about working smarter, not harder. I'm a time management freak. By focusing on my time management, I ensure both my personal and work life remain balanced. However, should the need arise for me to go above and beyond in this regard, I'll jump at the opportunity--as rare as it is."

How well you manage your time will offer insights into how effective you'll be at your job. Not preparing for your morning can cause you to be late to work. Not managing your workflow or projects can cause missed deadlines, resulting in taking your work home with you. If you feel overwhelmed at work because of poor time management, you might bring more stress home from work, not sleep well, and underperform. All important things to weigh when determining if you are a good fit for the position.

Being methodical about your work grants more room for your personal schedule. Share a few tools you use to stay organized to more effectively manage your time. Explain how you have balanced your life in your current or past roles.

"I have never taken my work home with me, but if given the opportunity I am all about taking on new challenges, but to make sure my personal life and work stay balanced, and making sure that I keep my time management in check."

How do you deal with a bad day?

"It all depends on the definition of a bad day. Dealing with stress because of unexpected obstacles and roadblocks from when things don't go according to plan is one thing. In those situations, you just continue to respond and think on your feet. Resisting being flexible in situations like these can contribute to stress. But being pliable and thinking on your feet works as a coping mechanism for me. However, if it's a situation that's very stressful, like a medical emergency in the family or something so beyond our control that all you can do is roll with the punches, that's what I'll do. We all experience stress, but I've been able to reduce my stress by accepting my situation. Stress can be a paralyzing force. But if you're mobile, if you're moving forward and not freezing up, stress has a tougher time taking root. So, I guess I cope with a bad day by focusing on the output of my attitude. Attitude is everything."

This question seeks to gauge how you cope with stress. It also aims to determine what situations you find stressful. Someone who keeps calm under pressure will always be a desirable candidate for any job.

Detailing how you keep calm under pressure serves to exemplify emotional maturity. Acknowledging that we face stressful situations every day highlights your ability to take such situations in stride. Having a positive attitude can go a long way in demonstrating the ability to lead by example and foster a positive work environment.

"When my day's plan starts to run into obstacles and it starts to get stressful, like a medical emergency. I stay positive and keep moving forward. So overall how I handle a bad day is to keep my head high and stay on my feet."

"We all have bad days. I deal with a bad day by taking a break for a few moments and getting a cup of coffee. Refocus and start back working on the task at hand"

Describe a time when you went above and beyond.

"Once, my job needed volunteers for a project that was lacking in direction and information. So, I volunteered and expressed to our leadership that I wanted to have a sit down before I embarked on the project to determine not just what they wanted but what they needed and what the trajectory for this project was. I worked with them for all the big-picture "need to know basis" intel on what we were shooting for with this project and why. It took some work to get all the details from them, but once I had all of that, I knew what to shoot for. That helped me establish a guideline for what I was shooting to achieve. Any time something raised the question of what direction I should take with the project, I simply padded the job. As long as I wasn't exhausting company resources, I explored every avenue. Once my tasks were complete, I handed over my work. It turned out I was so thorough that I'd even completed the parts of the project that the leadership was responsible for. They were extremely pleased with my work. But that's my standard--to be as consistent as possible in being an above-and-beyond performer."

Interviewers ask this question to determine what going above and beyond looks like to you by determining how far you'll go when challenged to prove yourself. Think about what you consider "going all in" and to what level are you an overachiever.

Some employees evaluate their performance by crossing off items on a list and accomplishing short-term goals. Others feel as if they've underperformed by putting in the bare minimum. You want to convey that going "above and beyond" is your norm. Communicating how you weigh success is the aim. Break down what success means to you across all fronts; short-term goals, long-term goals, the big picture, and how you go about achieving your goals. It's okay to boast a little when answering this question. Be proud yet humble. Describe how this achievement acts as a milestone towards your goals and why you regard it as a success in your personal development.

"Once when on the job as a food service worker, I assisted another coworker that was getting behind with their assigned building. I helped retrieve dirty carts and walked them back to the kitchen. So for me going above and beyond is being a team player at all times."

Have you ever had to commit an unsafe act in order to get a job done?

"I take safety seriously. I've not been in a situation where an employer demanded I commit an unsafe act, but if such a request was made of me I don't think I would comply. It goes against what we're working towards as a team."

This question is set up to identify any red flags based on how you interpret this question and how you'll justify your actions. One person might interpret this question as an off-the-record approach to going to batt for the team by exhibiting a willingness to break the rules. However, this introduces a limited view that doesn't support big-picture thinking. An employee who is willing to commit an unsafe act "for the team" puts the whole team at risk.

Consider the phrasing of the question. Ask yourself if you've ever had to do something unsafe. Being made to commit an unsafe act by an employer has its own problems. But how you determine "having to" shows a choice was made to comply with the request. Exhibiting unsafe behavior presents an employee as a liability. A person injured on the job can lead to easily avoided workers' compensation claims and a lawsuit. You want to come across as exhibiting sound judgment and a commitment to protecting a company's assets.

"Safety is the top priority. I've never been in a situation where an employer asked me to do an unsafe act, but if I ever was asked I would not comply."

"I have not committed to an unsafe act in order to get a job done. If someone asked me to do so, I would decline and report the situation."

What's the least rewarding work you've done?

"Attendance issues were rampant at my last job. Everyone, including management, showed up whenever they wanted. I always show up to work early. There was a group project I was working on, but since the rest of the team showed up late and took their time to get started on the work, I did more than my part. But eventually, I addressed this with management. They listened to my complaint and folded their arms and smiled and nodded. 'I get it,' they said to me. They said, 'You're always here early waiting for me to unlock the building and let you in, so I'll tell you what, I'll give you the key to the building so you can set up the morning before everyone arrives. That way you're not standing out in the cold waiting on us.' Well, in this situation I found a lot of the group work I was performing in this environment was not very rewarding. I was putting my all in, and the rest of the team came and went at their leisure, and in the end, received their equal share for 'the team's' accomplishments--for which I did most of the work. When things went that way, which they did for a while, I found the work in those days to be the least rewarding."

The interviewer asks this question to understand what motivates you, what distracts you, and what kind of work environment suits you best. They're also interested in your general attitude towards life. Someone who has a lot of negative things to say about their last position might feel that way about their work no matter where they are. The same goes for positivity. Attitude is contagious. Think about the attitude you bring to work and where your priorities lie.

You want to come across as having a can-do attitude. Not every task you perform should be rewarding or fun. Focus on the positive impact you made, regardless of whether the work you performed was according to your preference or not. Demonstrate positivity and the collaborative impact you had. Keep your answer focused on you and what you loved about your last job. Be honest about what you liked least but stay focused on the positives. For example, saying that the leadership was toxic will show that you might have issues with people in positions of authority. However, saying that attendance wasn't enforced and you were the only employee who prided yourself on showing up early for work made the higher standard you hold yourself to feel as if it was unappreciated is a different matter.

"When I worked in the Operating room, I took it upon myself to update the physician's "preference cards" for procedures, so that we could have the right equipment listed and would not have to go looking for items that were missing and not listed. Despite my updating the cards and turning them, the changes didn't get made. So I started keeping my own personal copies for myself and pulled them out when needed."

Tell me about a time you sought feedback from your subordinates.

"Whenever I'm learning something new, I always seek feedback. I've always been wary of presumption, which can often lead to rework. I find rework discouraging and I pride myself on being proactive in my work and having a positive outlook. So, I try to strike a balance. I don't just limit external input to one person, either. Everyone has something different to offer, so the more resources I can tap into, the better my work will be. I guess I've always chomped at the bit, per se. The sooner I can get versed in something, the sooner I can overachieve."

The interviewer is interested in learning more about your approach to your work. They're curious if you seek feedback or you wait for others to come to you. Doing the basics of your job and assuming that no news is good news isn't a sign of leadership but rather a red flag for putting in the bare minimum.

The term "you're in charge of your own development" rings true here. The answer to this question isn't in providing a single example where you sought feedback, but in how frequently you do so. "Always ask questions" is solid leadership advice in this context. This is the moniker of a person whose norm is striving to go above and beyond. Checking in with your subordinates, making sure you identify growth opportunities, ingratiating them, and affirming your collaboration and that you don't have an elitist attitude can go a long way in establishing trust with those on your team.

"I am all about asking questions and receiving feedback from my fellow employees and my supervisor to keep continuously growing and making improvements within my job."

What do you place greater value on, praise or pay? Why?

"I'd say they're not mutually exclusive. In any leadership setting, taking a unified approach of ensuring you're delivering prompt, often, and specific feedback creates greater engagement and a more rewarding experience for the team. It also offers each member of the team a firm footing in knowing where they stand in their performance, keeping them in tune and out of the dark by not having to wait until review time to get a performance evaluation. But without rewarding their efforts through pay increases...well, words are nice when it comes to praise but actions speak louder than words."

The interviewers are curious what your motivators are and are also attempting to discern your big-picture lens. How you answer will reveal your leadership skills, whether you are primarily concerned about money more than the work itself, or if you'll sell yourself short--which could convey a lack of ambition.

By validating this question from a leadership standpoint, you'll be able to navigate this question. Exhibit your understanding that some employees who receive constant praise throughout the year will be less let down by an average pay increase than if their accomplishments went unrecognized. Answering this question wrong could show that you are only in it for the money, which frames you as a less desirable candidate. The trick to answering this question is by exhibiting an understanding of why they ask this question and displaying your big-picture thinking.

"I believe that both are important. I put my best foot forward always and try to ensure that things flow as smoothly as possible. I take pride in my work and being acknowledged for that matters and offer encouragement in continuing a job well done. Performance increases also encourage one to continue their best foot forward."

What do you do for fun?

"I enjoy reading and watching documentaries a lot. I also love getting on my bike and riding through the park. Mountain biking, too. When I can, I go to the mountains and go skiing. But more than anything, I enjoy spending the evening snuggling on the couch with my significant other and streaming something on the TV."

This is commonly posed as a wrap-up question to gain a more casual insight into your personality, interests, and motivators. It is important for employees to have stress-relievers outside of work to help them recharge, balance work life with their personal life, and keep their productivity up while at work.

This is an opportunity for you to make yourself more interesting. Offering a glimpse into what makes you relatable is the goal. If all goes well, your answer could generate a connective conversation that will leave the interviewer with a memorable experience at the conclusion of your interview. Share the hobbies and interests that make you seem interesting and affable. Find relatable points of common interest. The less guarded you are about your personal life, the more it shows you'll be able to foster interpersonal work relationships. Your interviewer will take this into consideration when they are evaluating your fit into the team.

List three characteristics you feel you possess that make you a sensitive, effective leader.

"I'd say an effective leader should be able to adapt their communication style to the person they are communicating with. This requires active listening, empathy, and flexibility. It also requires decisiveness, which requires being fully skilled and effective in one's job."

This question gauges how well-suited you are for a leadership role. Working for The Department of Veterans Affairs requires emotional sensitivity for the more challenging situations. Veterans face a wide variety of issues, from PTSD, mental health needs, physical ailments, etc. What they're seeking is whether you have control over your emotions or if you will burn out on the job.

Being overly sensitive could open the door to burning out from the more trying aspects of this job. Being insensitive or jaded could be a disservice to those whom a representative of The Department of Veterans Affairs aims to serve. So, while meditating on how you'll answer this question, try to exhibit adaptability, flexibility, and being able to strike a balance when performing the required work. The impression you want to make is that of emotional maturity and stability.

Tell me about a time you disagreed with a coworker.

"There was a coworker who was clocking in late to work. The staff gave them cross looks when they snuck in. I'd given them a heads-up a few times, trying to be helpful. I even offered some tips and tricks to manage their time to avoid arriving at work late, but they kept reiterating that it wasn't their fault that the bus rolled by their stop early two weeks in a row. The next time they were late, they were written up the next day. They were pretty upset and blamed me for 'ratting them out.' I did nothing of the sort. But I let them accuse me and when they were done, I responded by asking them why they thought I told on them. I objectified the situation and asked them several questions without proclaiming my innocence. I then mirrored their statements and asked in a clarifying way that the reasons they listed were what led them to believe I brought their attendance issues to management. I then said that's an interesting conclusion to come up with based on that evidence, and I left it at that. Later, they came up and apologized and asked me again for those suggestions to help them manage their time. As good of an ending as I could hope for, I guess."

This question is layered. It tests your consistency between your answers to similar questions in the interview set, but also evaluates your communication skills as well as your focus on a team mentality. They're also keeping a keen eye out for any red flags.

This is an opportunity to reveal how skilled you are at non-defensive communication in difficult situations and how you approach conflict resolution. Explain the steps you took to work through a conflict. Taking a thoughtful approach by listening to the opinions of others first is always a good place to start. Focus on empathy, tolerance, understanding, and exceptional communication skills when delivering your examples. Show that you took the initiative and stayed calm throughout the situation. Avoid speaking negatively about the person you choose as the subject of your example. Avoid talking about situations lacking a positive resolution.

Tell me about a time when you weren't able to build a relationship with a difficult coworker.

"There are rare occasions where I ended up having difficulty befriending someone on the team. My trick is to identify the culprit for the friction. Some people are sensitive and perhaps more guarded when meeting and trusting someone new. Trust is earned. So, if I haven't earned their trust, I'll examine why. Their range of experience differs from mine, so I never assume where they're coming from. What I aim to find out is if I'm the anomaly or if they don't get along with most of the team. There were two occasions where I faced this, and both times they had a strong comaraderie with only one other person on the team and the rest of us were just there. In both cases, they were more analytical/introverted personalities, and that's fine. If they have a reason for being guarded around new people, that's fine too. I give them their space, never take it personally, and ensure they know I am there, with positivity, should they need anything. We're still on the same team, and I want them to know I can be trusted."

This question goes deeper than working with a challenging co-worker. Its true nature is in determining how easy you are to work with. They're curious what you do to foster a more collaborative environment. Delving deeper into overcoming personal differences, their ideal candidate will exhibit leadership skills by stepping outside of their comfort zone. This requires enhanced communication and a "can-do" team mentality.

Soft people skills and being able to non-defensively communicate with a wide range of personalities are traits of strong leadership. Investing the time to work with employees who take more effort to get on the same page makes for a much stronger team. However, providing several examples of difficult co-workers you worked with could betray your narrative. Rather than siding with your perspective of working with multiple difficult employees, they might wonder if those multiple employees were working with the one problem employee--you.

"I have had this happen at least 2 times during my career. I let the person know that I am available for any work-related needs. I remained cordial and professional. I take pride in being a team player."

Tell me what you've done to bolster trust within your team.

"I'd get to know everyone there. I'd work hard side by side with them and keep my head down. I'd exhibit my positivity and ask for their insights and their tips and tricks to get the work done as efficiently as I could. I'd actively listen and participate and keep asking tons of questions to absorb as much as I can. Once I feel I've built some strong working relationships, I'd keep trying to identify kaizen opportunities and would innovate from there. I'm there to contribute and make the team stronger as a whole. That's my goal."

What they are asking here is how you've gone about earning credibility in the workplace. Even if you were the top performer at your last job, you still have to prove yourself when working with a new team. It takes time to establish relationships and even more time to show you have what it takes. When hired at a new job, it's natural to want to prove yourself. Your approach to building relationships while exhibiting a strong work ethic is a tricky balancing act. There are many ways to approach this; your approach aims to reveal your personality type to the interviewers and how well you'll fit into their team.

In order to build rapport and trust with a new team, a recruit needs to learn the ins and outs before suggesting it needs fixing. The best way to evaluate what you can contribute is by first working side by side with those who are more familiar with the environment. Seeking their insights, asking questions, and getting a clear understanding of their systems before you offer suggestions for how to improve upon them goes a long way. Familiarize yourself with the 30/60/90 rule: The first month of a new hire's 90-day probation period should focus on familiarizing themselves with the team, company, products/services, clients, etc. Month two should be spent studying current processes and procedures and identifying strengths and weaknesses. In the last month, that hire should be well-grounded in the role and capable of identifying growth opportunities. Past the 90-day mark is considered an acceptable time to implement innovation.

"I listen to understand. I offer assistance if and when needed."

What is your vision for your future here at this company?

"I'm interested in helping those who've fought for and served our country. If graced with the opportunity, I'd put my all into providing our country's veterans the world-class services and benefits they've earned. As a steward of the VA, I'd commit to the high standards they've set to deliver professional excellence and accountability with compassion."

Most major brands achieve success by recruiting those who identify with, embody, and represent their ideology and personality. Your interviewer wants to find candidates who embody and embrace what their brand represents. This ensures consistency when delivering their services to those whom they represent. This question determines how your values align with theirs.

Study The Department of Veterans Affairs' philosophy and purpose. The information isn't difficult to find on their website. List the points you identify with. Compare how those align with your philosophy and core values and how they align with your career goals.

"My goal is to remain until retirement. Working at the VA has been a desire for a long time. I plan to put my best work ethic forward. Looking forward to my new career and providing service to our Veterans."

Describe a time when you disagreed with a performance evaluation.

"I received a mediocre review early in my career. I'd been working my tail off and been going above and beyond. Then, when I received my review every category fell in the 'meets expectations' category and I did not receive the score I felt I deserved. I then broke down all the things I'd done, but my boss said no one knew, and labeled me a stealth worker. He said that I needed to make others more aware of my accomplishments and that perception is reality. So, I started keeping a journal in my pocket where I detailed all the ways I was going above and beyond. I composed a weekly report of all of my accomplishments to my boss and when the next review came, all of my scores fell in the 'always going above and beyond' category. My boss kept complimenting me on how far I've come along and how incredibly my performance improved. I told them the only thing that changed was how I documented my accomplishments and made them aware of them to which they replied that perception is reality. I get that now."

They frame this behavioral question to see how you cope with feedback, to glimpse your outlook/attitude, and to see how important self-improvement is to you. This will help them evaluate how you deal with those in positions of authority. How you frame your answer will clue them into your receptiveness to feedback, whether you're defensive or proactive, and what you learned from that feedback if anything at all.

Consider your example before offering it. Be humble in your answer. The key is to present yourself as calm and professional, with the goal of striving to improve your performance by learning and growing from your experiences on the job. Offering examples where you felt victimized, if justified, may not present in the same context you're trying to relay. Your answer should communicate how well you get along with others. Steer clear of examples where you felt a supervisor was victimizing you or singling you out. Even if a supervisor's actions were misguided or inappropriate, this is not the goal of the question.

"I had a new manager and she had only been in place about 3 months prior to completing my evaluation. The evaluation was very limited and did not include things I had done all year long. We sat down and discussed it and I provided her with examples of things I had done over the course of the year. She changed the information and I was pleased."

What do you know about what we do here?

"The VA administers benefit programs for veterans, their families, and their survivors. These benefits include pension, education, disability compensation, home loans, life insurance, vocational rehabilitation, survivor support, medical care, and burial benefits."

Similar to asking why you want to work here, this question aims to gauge who the front runners are in the interview pool. It not only seeks to assess how informed you are but also how enthusiastic you are about joining their team.

Review the basics of what The Department of Veterans Affairs does. Any badges of pride they advertise are worth sharing when exhibiting your enthusiasm for what they do. Also, feature any facts or items of interest that resonate with you.

"I know that we provide service to our Veterans and families to ensure their needs are met. This position provides high-quality, cost-effective healthcare services to our patients by/through community providers."

If assigned more tasks than you could handle, what would you do?

"Early on, I wanted to display myself as an overachiever by taking anything and everything on, all on my own. But I realized this was hurting my performance more than it was helping. I realized my supervisors were distributing the workload based on what every member of the team promised to deliver. But when one person on the team has taken on too much work that will then need to be redistributed, that'll hurt these big picture goals and set everyone behind. Once I realized I needed to recruit help or risk over-promising and under-delivering, I took on fewer responsibilities first, then when I'd finished early with high-quality results, I'd step up to help wherever I was needed."

This question is a test of your communication skills. It also gauges how well you know yourself regarding your capabilities balanced against your limitations.

Demonstrate how you back up your decisions. Exhibit your ability to adapt, detailing how quickly you react. Keep your eye on the big picture and that it is more supportive of your superiors and your team to be honest and ask for help when you've taken on too much. Intentions to overperform won't go very far if those intentions weren't actualized. So, avoid examples that reflect poorly on your performance. Describe the situation, the obstacle, and how you overcame them.

"If assigned more tasks than I can handle, I would ask other coworkers if they could assist me to make sure that goals that are set, don't get behind."

"I have the ability to multitask in a proficient manner. I prioritize and put the most important urgent requests/needs first. Also if I need assistance, I will ask a coworker if something is extremely urgent. Time management is important."

Tell me about a time where you felt you hadn't communicated as well as you could have. How did you remedy it?

"I've always prided myself on being an effective communicator. It's been my practice to meditate on how I wish to communicate something, then communicate and ask if they have any clarifying questions. But early on, I learned this wasn't sufficient enough on its own. There are too many variables with macro behavior. I noticed that, for some, effective and thorough communication can be intimidating. Especially when that person might have had a question but was too embarrassed to ask it. So, asking if they had questions wasn't enough. Now, I take the adage, 'message sent is message received' to heart. Now I ask them to mirror what I've said to them and then ask what part of what I explained remains unclear in how I communicated it. That's worked better for me and yielded better results."

Communication is integral to any position. This is a test of your communication skills. Whether you take clear communication for granted or are accustomed to working in an environment where clear communication with others is key, make sure you communicate your answer clearly. Communication is more than getting everyone on the same page. It's about how a message is conveyed.

Take care with your choice of words and what they might communicate. Acknowledge the importance of clear communication in the workplace. Describe what you contribute to enhancing clear communication. If the communication standards set into practice by your employer were not what you felt they should be, communicate this. Talk about how you'd find opportunities to clarify when communication was unclear. Provide specific examples of situations where you had to ask questions, mirror what was being communicated to you, and how a consensus was reached.

"Communication is key to conveying a clear message. So I find effective communication comes down to having the individual repeat what I said and let me know what part they didn't understand. This method seems to work the best for me."

Tell me about a time when a subordinate had a personal need that conflicted with the needs of the team.

"A key member of our team had some non-emergency personal issues. They needed some extended time off in the middle of a high-pressured assignment that the team was working on. It was in my power to not grant their request for time off, but at what cost? It would have hurt morale, devalued their contribution, and guaranteed they'll not perform at their best, being distracted by their personal issues. So in the end, I asked myself, what does winning look like?"

This, again, tests your leadership style and how adaptive you are to the needs of your team. There will always be circumstances where things don't go according to plan or according to the vision of your strategic management.

This is an opportunity to exhibit your flexibility and how adaptive you are when things don't go according to plan. Equating that with your ability to show support for the individual and the team can go a long way.

"I remember working in the ICU and a co-worker had to leave in the middle of our shift. I had to take an extra patient on top of having 2 very ill patients. I remember at that time that we had a nurse practitioner as an educator. I called her to come assist me. She was more than happy to do so. I used our available resources to get through a tough situation."

Tell me about a time when you dealt with two very different employees that could not be treated the same.

"Everyone is different in what they bring to the table. I think it would be a failure to treat everyone the same and expect everyone to perform the same on any task. A team full of different personalities with different backgrounds contributes toward innovation. However, I don't believe we should make exemptions as far as adhering to workplace standards. It's up to a leader to adapt their work style towards their team, not the other way around."

This question tests your soft skills, especially concerning interpersonal communication. Being able to adapt your communication style to distinct personality types is of value here. Being able to identify what those unique personalities bring to the table with their skills and talents is also important. Be sure to exhibit being able to promote the different strengths of individuals who cannot be compared to one another.

Recognize how everyone is different and should be treated differently. They recruited your team members for their merits and because they all bring something unique to the collaborative environment. When leadership puts a member of the team on a job that doesn't match their skills, not only is it exploiting the weaknesses but it fails to promote their strengths and reflects poorly on the leader who placed them on a task ill-suited for their talents.

Tell me about a time you had to complete a job with inadequate resources.

"It all starts with asking questions. Once you have a question, the right question, then your answer will reveal itself with enough determination. So, the trick is to never stop asking questions. Often, this begins with asking what questions you should be asking. For example, if a job with inadequate resources was assigned to me, I'd begin by asking which of those resources brings the most value to the project and make sure they are well incorporated."

This question reveals how resourceful you are and how adept you are at exhibiting outside-of-the-box thinking. Whether you tapped into resources you weren't aware of before, pushed back a deadline without compromising the core values of an organization, or delegated tasks, this is an opportunity to advertise your merits and make yourself shine.

Detail how you identified an opportunity, and the process you took to implement it. Explain why it was important. Describe the impact it had on the business and your team.

"As case managers, we often lack the resources to complete our patients' discharge planning needs. I had a patient who had no insurance and needed home care services. I called 3 different home care companies who each agreed to provide a week's worth of care to the patient. This allowed the patient to get 3 weeks' worth of physical therapy at home."

How would you respond if you were placed in a situation where we needed you to do something we did not train you for?

"That's what someone who is career-focused is waiting for, right? Any opportunity to expand the sphere of your comfort zone, learn new skills, and take full advantage of growth opportunities is the name of the game. Otherwise, how else am I to continue to grow in my career and accomplish those career-oriented goals I've set for myself?"

This question aims to answer whether you have a "can-do" attitude. Having a can-do attitude requires stepping outside of one's comfort zone. There are many work styles. Exhibiting a willingness to step outside of one's comfort zone reveals one's adaptability and flexibility.

The idea here is to convey that your comfort zone lies in stepping outside of your comfort zone. This exemplifies a determination to learn, grow, and develop that recruiters are often on the hunt for. Detail how you go the extra mile and what you have learned and applied to your career from such experiences.

"I would ask questions to help me with the situation. This is a new "learning opportunity". I would put my best foot forward and learn as much as possible in case this is something I would need to address in the future"

When have you displayed "outside-the-box" thinking?

"We were using an overpriced vendor for our office supplies. I knew someone who managed an office supply company, and I negotiated a bulk buyer's discount for our company while cutting out the middleman. Our annual savings allowed us to readjust our company budget in innovative ways."

The interviewers are seeking to measure your preferred working style and whether it meets their required criteria. They want to know how resourceful you are and how much of an innovator you are.

Frame yourself as having a propensity to think fast on your feet. Demonstrate that you aren't easily discouraged. You want your answer to exhibit determination. 'Where there is a will, there is a way,' is the attitude you want to convey. Meeting deadlines, overperforming, learning, and innovating are all things you want to convey in your answer.

"A family member was afraid to take a patient home who had a stroke. They were afraid that he would fall out of bed. I suggested putting a mattress on the floor until the patient got stronger with physical therapy. They called me back a month later and told me that the patient was now walking on his own with a walker."

What organizational changes have you implemented in the past?

"I'm all about system implementation for how I do things. In my last job, they asked me to take over ordering supplies. I always made sure I kept a running total of what we had in stock but also forecasted the next three days and how long it would take our orders to arrive. I made sure I had a total number at the end of the order. I would then add up all the running totals to ensure all numbers matched and that there were no mistakes. Mistakes had been an issue in the past but when I ran this area, orders were error-free. The person who took over the ordering from me adapted my system, and eventually, it became a standard. But that is just one example of many where my systems to check and balance my own work ended up adopted to the entire team as a standard."

This question isn't designed to set up an expectation for you to reinvent the wheel the second you're hired. Rather, if hired--once you have a broader sense of how they do things and why they do them--you can let your work experience and ingenuity pour in. They're curious what your answer to this question will reveal about not only your propensity towards innovation but also your propensity towards leadership.

This is an opportunity to highlight what aspects of your work style have benefited from your work environment in the past. Be sure to focus on aspects of your work style that coworkers have borrowed and adapted for themselves, which advertises you as a thought leader.

Tell me about a time you had to help your staff understand the relevance of the work they were performing.

"We were in a friendly competition at work, and they separated us into several teams. I've always felt that effective communication is integral to success. To delegate work to someone without explaining to them how the quality of their work will positively impact the team is a disservice to those performing the work. They should understand the impact their work will have. Not communicating that to them reflects poorly on the leadership. So, with this friendly competition, I explained the ins and outs of every piece of the puzzle to the team. I ensured everyone was on the same page. This way, when one person didn't understand or felt uncomfortable asking for clarification during the meeting, they turned to another member of the team to get a helping hand. When every member of the team is in a support network, how to achieve big-picture goals is clearer, and you have a greater chance of hitting the mark. I was the only team leader who took that approach and we won the competition."

This question assesses your communication skills and your leadership skills. It's important for a leader to understand the big picture as well as the direction they must steer the ship. The interviewers want to see that you are also a leader who can communicate the importance of the work their team is tasked with and make sure that all individuals understand how their specific contributions are valuable.

Provide the situation or goal and how you communicated it to the team. Explain how impactful that communication was in driving positive results. Detail the outcome, from the quality of the work performed to the time it took to deliver, and the degree to which those results impacted the morale of the team.

"Assisted in training 2 new social workers. We discussed the importance of discharge planning and seeing the BIG picture prior to DC and anticipating discharge needs."

What's your biggest professional disappointment?

"As I was launching a career, I found a position with XYZ limited. It was a great job that furthered my career goals, and I learned a lot from that experience. When I took the job, they were well aware of my career goals and they assured me, promised, that I could grow in the direction I wanted through several opportunities they claimed I was perfect for. I took the job, and things moved forward in the right direction. There was some leadership change, and as I asked about growing into some other positions in the company, our new leadership claimed they had misled me and that those growth opportunities they lured me with were never there. It was difficult to determine who had misled who in this situation. I was very disappointed and soon came to grips that there was no room for growth in the company I thought I had a future with. Our new leadership spent a good deal of energy trying to promote me into a department that was not at all conducive to my career goals, but where they felt my interpersonal skills would serve them well. So, the experience felt one-sided for me. We were no longer growing together, and I realized I had to move on. As I said, I am grateful for the skills I learned from those experiences. But my career goals are more aligned with long-term employment opportunities."

This will help the interviewers evaluate how you handle disappointment and what you learned from such experiences. It will reveal if you take responsibility for your own actions, inactions, limitations, and self-awareness, as well as your attitude towards life. Every failure is a growth opportunity with positive takeaways you can learn from.

It's easy to fall into the emotion of an event when revisiting it. Try to resist this impulse when relaying it. Keep your tone positive and upbeat. The last thing you want to do is present yourself as a victim through your tone, mannerisms, or body language. The only emotional tell you want to reveal is the confidence you have that this event will not repeat itself because of what you've learned from it. Try to offer examples where the circumstances of the disappointment were beyond your control.

"I was very disappointed that there are not enough places for those with mental health crisis to obtain assistance. I started working in ____ Behavioral Health about 10 years ago and it is a very real concern for me. We need more resources for that patient population."

How would you go about learning a new skill set?

"I'd default to the judgment and experience of whoever is mentoring me on this new skill, tapping into their way of doing things and how they impart their knowledge and how their experience has worked for them. In this way, I'll learn the way they think I should be trained. Then once I practice implementing their method, I'll focus on whether this is the right way for me to do it, and then improvise from there. As my wife always says, you have to know the rules before you can break them."

The interviewers are assessing how you'll fit in the team and the work environment. Your answer will also offer insight into how adaptable you may be to their way of doing things.

Know the basics of what the position at this company looks like. Highlight your strengths, your flexibility, and that you are easy to work with. Describe your systematic approach as well as how you adapt your work style based on the situation.

"I love learning. I would obtain as much knowledge as possible from that person. Once out of training, I would continue to learn and add new ideas to what I have learned and find out what is the best way for me to continue to grow"

What have you learned from your mistakes on the job?

"Any time I've made a mistake on the job, I've been pretty hard on myself for it. In fact, I've been told by my superiors that being as hard on myself as I have was just as big of a mistake as the mistake I was being hard on myself for. So, I've learned from those conversations where leadership mentored me. I've shifted my perspective to taking those mistakes in stride as lessons to learn from. I've learned to improve my systems to ensure I don't miss any steps or repeat those mistakes. I've also learned to shift my attitude to look at each mistake as an opportunity to improve the way I do things, learn from those lessons, and enhance my output and quality of work. Now I perform with far fewer mistakes made and can barely remember the mistake I made."

It's normal for a person to fear being judged for a mistake they've made. Making mistakes is human. How we deal with and remedy a mistake comes down to exercising good judgment and knowing when asking for help is appropriate. The interviewer hopes to ascertain whether you take ownership of your mistakes and setbacks and learn from them or deflect blame, repeating the same errors, making you a more difficult member of the team to work with.

Consider the needs of your team. When you provide your example, explain the reasoning behind the course of action you took. If you tried to fix the mistake before bringing it to the attention of your superiors, explain what drove your decision. Not burdening your supervisors with more pressing concerns they're dealing with is a good reason to not burden them. If it was simpler and less exhaustive of the company's resources for you to fix it yourself, that's another good reason. If you were afraid of the consequences of bringing your mistake to light, that sacrifices the greater good and the welfare of the team. In this scenario, it is better to have brought the mistake to your superiors' attention, especially when it would've cost the workplace more to have you fix it but the issue could have been solved by a superior in a matter of minutes.

"I am very critical of myself and I appreciate constructive criticism. I learn from mistakes. I look at what could have been done differently and take that and move forward. I haven't made any detrimental errors that have affected a patient. I have made some clerical typing errors or documented in a wrong area (which I did correct)."

Name three things you've done in the past to grow in your job.

"The first thing to do is navigate the questions that you want to ask. This requires seeking an understanding of every foundational question one might have until they have the full scope of the big picture. I realized early on that the best way to grow in your career is to learn the ropes inside and out. Not just learning how to perform the work but why it is necessary to the big-picture goals of the company or the team. Then, once they have broadened your scope, it's time to make a habit out of seizing every opportunity to step outside of your comfort zone. Next, is seeking feedback through enhanced communication. This way you're bringing others into your career growth, which is a kaizen opportunity for the team to grow together. So, asking questions and learning the ins and outs of the big picture, making a habit of stepping outside your comfort zone, and seeking feedback and enhancing communication are three things I do to foster my career growth."

This question is a test to see if you are happy with the status quo in your work or if you are striving for growth in your career and keeping your ambitions in the crosshairs. By learning how you have been innovative in accomplishing your career goals, they hope to find out what kind of performance you'll deliver if hired.

You want to take into consideration what the position offers regarding your career growth. You'll also want to study the verbiage of the position as advertised to determine the growth and maturity they are looking for in their ideal candidate for this position.

"I obtained a BSHA degree which taught me a lot about administrative issues.I obtained my BSN for nursing which is now required for a lot of positions.I also obtained my CCM in 2020.All of these have impacted my career in a positive way by allowing me to move up the tier in my company."

Give me an example of a time you made poor choices at work. What did you learn? What would you do differently?

"Early on, when I was new to leadership, I wanted to win the favor of those on my team. I thought, if I'm well-liked, they'll all perform well for me. But I learned that wasn't the case. Taking a more democratic/participative approach, I allowed several on my team to choose their own tasks, thinking it would act as a motivator. Although I recognize this works well in some situations, it depends on how seasoned you are and being able to say 'no' when it benefits the team to do so. But early on, I let several teammates choose their own tasks. Unfortunately, they did so just to hang with their buddies on the job. They put in the bare minimum because they chose easy work rather than work where their skills would have been put to the test. I've learned the many nuances of this approach since then and prefer taking a more transformational approach these days."

This question tests your ability to take responsibility for your own actions/owning your mistakes and what you learn from them. A sense of self-accountability is a desirable leadership skill that exhibits strength, otherwise, there is little opportunity to learn and grow from one's setbacks. Making mistakes is human. How we deal with and remedy a mistake comes down to exercising good judgment and knowing when asking for help is appropriate. Many times, a person might fear being judged for a mistake they've made. How they confront their fear and the situation is an accurate test of their character.

Relay a positive experience, providing how the mistake was made, how you dealt with it, and what you learned from it. Detail what you would've done differently and how you avoided repeating it. If you tried to fix the mistake before bringing it to the attention of your superiors, explain why. In this scenario, a good reason would be to not distract your superiors from more important matters, and it was simpler and less exhaustive for you to fix the mistake yourself. If you brought the mistake to their attention, explain that it would've cost them more to have you fix it, whereas the issue could be solved by a superior in a matter of minutes. Avoid defensive posturing and self-aggrandizing. Avoid examples of not protecting the company's assets or compromising the safety of the workplace. Do not deflect blame or point fingers at others on your team. Do not offer excuses. Avoid examples resulting in disciplinary action.

"When I was a new case manager, a patient's family member convinced me that she was going to care for the patient at home. I felt that was not going to be the best option but I said ok if you are sure. She declined home care and I felt that at least a nurse should come to do an assessment. However, she declined. I called the next day to check on the patient. The daughter (caregiver) said you are right this is too much. I need help. I called the physician and got home care set up with a PT nurse and aide. In the future, and from that day forward, I got the family member to come in and take care of the patient for 24 hours while in the hospital to make sure that they could care for the patient at home. This was an eye-opener for some family members and they agreed to placement."

Department of Veterans Affairs Interview Questions

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1. Why do you want to work here?
2. Do you ever take your work home with you?
3. How do you deal with a bad day?
4. Describe a time when you went above and beyond.
5. Have you ever had to commit an unsafe act in order to get a job done?
6. What's the least rewarding work you've done?
7. Tell me about a time you sought feedback from your subordinates.
8. What do you place greater value on, praise or pay? Why?
9. What do you do for fun?
10. List three characteristics you feel you possess that make you a sensitive, effective leader.
11. Tell me about a time you disagreed with a coworker.
12. Tell me about a time when you weren't able to build a relationship with a difficult coworker.
13. Tell me what you've done to bolster trust within your team.
14. What is your vision for your future here at this company?
15. Describe a time when you disagreed with a performance evaluation.
16. What do you know about what we do here?
17. If assigned more tasks than you could handle, what would you do?
18. Tell me about a time where you felt you hadn't communicated as well as you could have. How did you remedy it?
19. Tell me about a time when a subordinate had a personal need that conflicted with the needs of the team.
20. Tell me about a time when you dealt with two very different employees that could not be treated the same.
21. Tell me about a time you had to complete a job with inadequate resources.
22. How would you respond if you were placed in a situation where we needed you to do something we did not train you for?
23. When have you displayed "outside-the-box" thinking?
24. What organizational changes have you implemented in the past?
25. Tell me about a time you had to help your staff understand the relevance of the work they were performing.
26. What's your biggest professional disappointment?
27. How would you go about learning a new skill set?
28. What have you learned from your mistakes on the job?
29. Name three things you've done in the past to grow in your job.
30. Give me an example of a time you made poor choices at work. What did you learn? What would you do differently?

Department of Veterans Affairs Interview Questions

1. Why do you want to work here?

2. Do you ever take your work home with you?

3. How do you deal with a bad day?

4. Describe a time when you went above and beyond.

5. Have you ever had to commit an unsafe act in order to get a job done?

6. What's the least rewarding work you've done?

7. Tell me about a time you sought feedback from your subordinates.

8. What do you place greater value on, praise or pay? Why?

9. What do you do for fun?

10. List three characteristics you feel you possess that make you a sensitive, effective leader.

11. Tell me about a time you disagreed with a coworker.

12. Tell me about a time when you weren't able to build a relationship with a difficult coworker.

13. Tell me what you've done to bolster trust within your team.

14. What is your vision for your future here at this company?

15. Describe a time when you disagreed with a performance evaluation.

16. What do you know about what we do here?

17. If assigned more tasks than you could handle, what would you do?

18. Tell me about a time where you felt you hadn't communicated as well as you could have. How did you remedy it?

19. Tell me about a time when a subordinate had a personal need that conflicted with the needs of the team.

20. Tell me about a time when you dealt with two very different employees that could not be treated the same.

21. Tell me about a time you had to complete a job with inadequate resources.

22. How would you respond if you were placed in a situation where we needed you to do something we did not train you for?

23. When have you displayed "outside-the-box" thinking?

24. What organizational changes have you implemented in the past?

25. Tell me about a time you had to help your staff understand the relevance of the work they were performing.

26. What's your biggest professional disappointment?

27. How would you go about learning a new skill set?

28. What have you learned from your mistakes on the job?

29. Name three things you've done in the past to grow in your job.

30. Give me an example of a time you made poor choices at work. What did you learn? What would you do differently?

23. When have you displayed "outside-the-box" thinking?