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NeuroLeadership Institute Interview
Questions

28 Questions and Answers by
| Ryan has over 10 years of experience interviewing
candidates in the healthcare, public service, and private manufacturing/distribution industries.

Question 1 of 28

In this role with NeuroLeadership Institute, you will be asked to work with businesses across different industries. How would you go about best assessing training needs at an unfamiliar organization or industry?

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NeuroLeadership Institute Interview Questions

  1. 1.

    In this role with NeuroLeadership Institute, you will be asked to work with businesses across different industries. How would you go about best assessing training needs at an unfamiliar organization or industry?

      No matter the level of work experience or personal training you have received throughout your career in the business education and training field, your interviewer knows that you will be facing new and unfamiliar situations in this job if you are hired. On this question, they are looking to hear how you would take a systematic yet unique approach with clients that you would be working with to assess needs in developing training programs for their staff. Use your expertise to talk about your approach and be sure your interviewer knows that you will put a personal touch to your work with each client.

      Ryan's Answer #1

      "In this role, my first goal with any new client would be identifying the business need for them. I would do this utilizing many different channels and resources, such as conversations with leaders and current staff. This process would help me learn about the business in general and what overall thoughts are towards training needs. Following that, I would perform a gap analysis to see firsthand if reality is the perception of the staff and leadership of the organization. At that point, I can fully determine what training needs, if any, exist and start my recommendations from there."

      Ryan's Answer #2

      "I think a lot of the skills in assessing training needs for the large healthcare organization I've worked with for the last six years will translate nicely to this role. My current methods of assessing are conducting one-on-one interviews with staff, holding focus groups, sending out surveys and conducting job observations are all effective in the right situation and I have a lot of great experience using these in needs assessments. Working with new businesses in different industries, a key component to my assessments will also involve me learning new jobs and I will do this through research of job descriptions and talking to leaders and staff with the clients I would work with."

  2. 2.

    Do you have any experience in succession planning? If so, in what areas do you have specific experience?

      A key component to consulting services for leadership development is succession planning and for this question, your interviewer will be looking to hear what experience you have in this area and that you understand the key components to the succession planning process. If you have experience, be sure to highlight some examples and what role you played. If you don't have any direct experience in succession planning, be sure to research and be able to speak about the key components of the process.

      Ryan's Answer #1

      "With my current organization, I was directly involved in the creation of the succession planning processes for many of our key positions and this process really opened my eyes for how to be successful in the future planning. The first key item to undertake was identifying the key positions that we wanted to have succession plans for. We identified these roles by determining which roles were vital to the success of the organization and which roles would deter future growth if left unfilled. Once key roles were identified, I worked with leaders of and incumbents in those roles to build the key competencies for those positions. With these inventories of competencies now in hand, I worked with our HR staff to build plans for internal succession of selected employees and I helped build succession training programs for specific individuals. With this role at NeuroLeadership Institute, I think my experience would work well with your clients in many different industries."

      Ryan's Answer #2

      "My experience in succession planning falls in working with specific roles that I supervised and helping to identify great candidates to begin working with Human Resources staff on training and planning for future roles. During these processes, I used both quantitatvie performance data and personal experiences with my employees in identifying the best candidates. In planning to prepare for a leadership consulting role, I feel like I would bring great experience and ability to other key aspects of the succession planning process for your clients because I have extensive knowledge of different management roles adn their importance in the overall success of businesses."

  3. 3.

    Outside of work, what type of creative activities do you like to pursue?

      A genuinely creative minded person will have outside activities aside from what's happening in the workplace. Tell the interviewer about the variety of ways in which you express your creativity.

      Ryan's Answer #1

      "Outside of work I like to attend dance classes and I also attend the odd paint and sip wine nights at a local wine shop. I also enjoy reading as a way of nurturing my creative side."

      Ryan's Answer #2

      "I think it's important to exercise creativity in a variety of ways. This reasoning is why I am involved in a variety of things such as team sports, reading, and art classes."

  4. 4.

    Talk about a time that you used data to your advantage during the recruitment process. How did this data lead to success?

      Year after year, data is becoming more readily available to HR and recruiting professionals and your interviewer is looking to hear that you are resourceful in utilizing data to your advantage in recruitment efforts. Think of a time where you used data to help improve a recruitment campaign or effort and be sure to explain why the data was important to helping in the success of the recruitment effort. Make sure your interviewer walks away knowing that you are a resourceful consultant that can be unique and creative with their clients at NeuroLeadership Institute.

      Ryan's Answer #1

      "A couple of years ago, I was working with large general contracting company that was having trouble recruiting project managers in their region. Knowing the industry quite well, I wanted to really delve into where past successful hires had been sourced from and use that to the companies advantage in where they'd spend advertising dollars. Unfortunately, they had an archaic system for applicants because paper applications were housed in the finance office back at their corporate office. I took time to dig through files to see where recent project manager hires had found out about the jobs. With that in mind, we focused recruitment efforts on college construction program career fairs and two industry specific publications. These efforts had never been looked into in the past and they helped lead to two great hires in a short amount of time."

      Ryan's Answer #2

      "Based on my current organization's low acceptance rate of offers, I approached our senior leadership team on the main reasons why offers were being declined. Based on data, I was tasked with doing market research for competing jobs to help ensure that our offers were fair compared to our competition in the job market. As well, we wrote new recruitment procedures for both hiring managers and our recruitment staff to ensure clear communication to candidates on expectations for jobs. In the end, the senior leadership team ended up approving new pay scales for several positions and an increase in the total benefits package. To this day, we are seeing a much higher acceptance rate just due to becoming more competitive and more clear in our job expectations."

  5. 5.

    How do you stay organized and on track when working on a long-term project?

      Working for NeuroLeadership Institute in the role you are interviewing for will require an innate ability to manage projects from conception to final implementation. For this question, your interviewer will be looking to hear that you have the ability to maintain organization to meet deadlines and customer expectations. Talk about your personal methods for organizing project work and give any examples that you have of your methods being successful. In the consulting and advisory industry, customer satisfaction and word of mouth are integral to success and growth of a business and effective project management is key in satisfaction.

      Ryan's Answer #1

      "I really pride myself on my ability to multitask and my ability to stay organized in key in multitasking. For me personally, organization starts with using technology to my advantage and I do this through the use of my Outlook calendar and tasks functions. I take time each day to update my tasks and project work and use my ability to prioritize tasks to ensure that the right things are being worked on. In looking to bring these skills to long-term project work with your clients, staying organized and on task will be extremely important for the success of both NeuroLeadership Institute and your clients."

      Ryan's Answer #2

      "In my work, the ability to stay organized and on track comes down to having a plan of attack for each project and keeping track of the plan as milestones are hit. If you are familiar with the program Trello, it really helps me organize all of the components of the projects that I work on and give me the ability to track who is doing what, what deadlines are coming and what milestones have been hit. But even with a great program like this, I always have the ability to re-prioritize due dates and new tasks as needed with any project."

  6. 6.

    What knowledge do you have of differing leadership styles and how would you work effectively with each in this role?

      People that work their way through the ranks of the business world and find themselves in high level positions can lead with many different styles. For this question, be sure to do your research on the differing leadership styles and be able to speak about specific times you have worked with leaders with that style or how you would effectively work with each style. Make sure to speak to the importance of differing leadership styles equating to the need for an individualized approach to training leaders.

      Ryan's Answer #1

      "I have received training on working with the most common leadership styles in the sales industry: transformational leadership, transactional leadership, autocratic leadership, bureaucratic leadership and democratic leadership. I also fully understand the important characteristics and personality traits that leaders in each style display. I have some personal experience training an autocratic leader very closely on promoting teamwork within his department due to low morale. For this leader, it was important for me to personalize my approach by teaching him about his leadership style and what the pro's and con's both were. From there, my focus remained outward towards his team and their performance and how his approach could help impact that positively. Moving forward from our training, his team definitely felt a positive uptick in their morale and production."

      Ryan's Answer #2

      "Having worked with leaders all across my current organization, I quickly came to realize that every leader works in and is motivated by their own unique set of circumstances. And because of those facts, it is important for me to take a personalized approach to training. I've worked with leaders that had a hard time delegating work and ruled with more of an iron fist than most others. For these leaders, a direct approach from myself as the trainer was required and a focus on the importance of teamwork and recognition were important. I've also worked with leaders on the opposite end of that spectrum that approached leadership from a very hands off perspective and were successful more on the administrative side of their roles. With these leaders, I had success in approaching training with an emphasis on establishing standards and procedures for their department and promoting their involvement with their team. I think my versatility in working with every leadership style would be an advantage here at NeuroLeadership Institute."

  7. 7.

    Being successful in the consulting industry requires adaptability and the ability to learn a business fast. What would be your approach to help you learn the ins and outs of a new client?

      NeuroLeadership Institute contracts with businesses in different industries for their services and it is likely that your job would require you to learn the fine details of each business that you would work with. Demonstrate your ability to be flexible by giving examples of times you've had to do this during your career. As well, describe the approach that you would take to get the know the businesses you would be working with so you can apply your knowledge and expertise toward helping them.

      Ryan's Answer #1

      "As you can see from my resume, I've been in corporate training and education for over ten years. In my current role, I have to use similar techniques working with different departments to try and tailor programs that meet their specific needs. I feel that my current approach of hosting an intake meeting with leaders would be effective in a consulting role with external customers. The current intake meetings that I lead are an opportunity for me to ask questions and learn as much as I can about my customers. In turn, it is an opportunity for me to lay the groundwork for the project and set expectations. Do you see this as an effective approach for this role?"

      Ryan's Answer #2

      "Having worked in quality roles for most of my career in both the private and public sectors, I think my career experiences have shaped me well for this role. Transitioning to a consultative role would definitely be a transition for me and the biggest transition will be this need to work in many different industries. For me, researching clients, their business and their industry will be the first step to my approach in learning about them. I want to make a great first impression when I am face to face with a new client and that first impression starts with my knowledge. Then, my openness and ability to communicate would take over when I am working directly with clients. I know the right questions to ask for laying out quality initiative projects and I know the right things to educate clients on."

  8. 8.

    What do you feel is the key to developing and/or operating a great succession planning program?

      The total succession planning process encompasses many different steps from planning to final implementation. Even then, once implemented, there are many keys to ensuring the program is successful into the future. However you answer this question, be sure to speak passionately and knowledgeably as to why you feel your key is one essential key to the process. Discuss how this will be an advantage for the clients that you would work with and how you would help implement the step for them.

      Ryan's Answer #1

      "While I consider myself an expert on the planning stages and identifying the positions that should have succession plans, I think the toughest and most crucial step for an organization in a succession planning process is identifying top talent to groom into new roles along their career journey. Understanding that my role as the consultant for your clients would be over, it would be my job to educated the clients on how to identify, train and measure successes down the road to make the program a true success."

      Ryan's Answer #2

      "Every good project needs a solid plan to be successful and this is no different for implementing a succession planning process. A good succession plan starts with involving leadership to identify the future needs of the business and key positions that succession planning should occur for. Another key insight towards building a great succession planning program is taking into account future growth and development of the business. With these things in mind, I can help the clients here at NeuroLeadership Institute build solid succession planning programs."

  9. 9.

    For our clients here at NeuroLeadership Institute, how would you sell them on implementing a succession planning program for high level leaders in their organization?

      On top of the cost of conducting an external search for the next leaders of an organization, home growing talent to get the right people with the right talent in the right positions can begin earlier than most leaders think. In your answer for this question, talk about the importance of an organization always keeping an eye towards the future, cost savings and the ability to train people in the way the organization wants them to be trained and prepared for a high level role.

      Ryan's Answer #1

      "To me, succession planning has so many positives with so little drawbacks that it makes total sense for an organization to implement succession planning. But high level leaders often do need some coaxing to buy into the philosophy. My selling point with an organization would be to use statistical data to point out that projected retirements over the next 10-15 are astronomical compared to the number looking to enter the workforce. Because of this face, it is more important than ever to begin planning and growing the next CEO, COO and CAO of organizations as early as possible. Shadowing opportunities and training opportunities that can take place over a time period of years versus months is very important in the business world today."

      Ryan's Answer #2

      "In today's modern world, every business and industry is unique and carving out their own niche markets and ways of doing business. Because of this, succession planning and the need to grow leaders from within is extremely important. I would use this as a selling point to high level leaders like CEO's and point out the fact that they could begin training their potential replacements years ahead of time with the help of HR staff and Organizational Learning staff."

  10. 10.

    This role will put you face to face with leaders of our clients and have you coaching them on how to coach performance related issues. What insight will you bring to the area of performance evaluation and development?

      In this role with NeuroLeadership Institute, part of your role would be working with clients on performance management and optimizing the performance of their staff. Be prepared to talk about any aspects of perfomance management that you have been a part of during your career as well as speaking about hte importance of the bigger picture of performance manageemnt in respect to teh performance of an organization. Another important thing to discuss is anything pertaining to coaching those that will be coaching others.

      Ryan's Answer #1

      "During my career, I have been involved in the creation of two different performance management system creations and both have provided a ton of insight to me looking to move into this role. I have been a part of creating effective evaluation tools that are used to drill down to the KSA's required for a particular job. This process entailed detailed job evaluations to help in identifying key performance measures for each job. The tool creating process also offered me the chance to design and create soem great feedback guidelines that hiring managers were trained on. I think this experience will pay off very well for your clients that are in need of creating or revamping their current performance management systems."

      Ryan's Answer #2

      "In my current role, I have worked with our management and leadership staff on education and training for a new performance management system that my organization began using two years ago. While the technical side of learning the electronic evaluation program was very important, our leaders found the background knowledge around the evaluation process even more helpful. During that training, we talked about the importance that effective performance management played in reducing turnover and boosting employee satisfaction and gave our leaders great tips and tricks to use with their staff. I'd love to bring these things here to work with teh clients of NeuroLeadership Institute."

  11. 11.

    At NeuroLeadership Institute, we always seek to provide the best service possible to our clients and one way we do that is through constant evaluation of our programs. What familiarity do you have with training evaluation and why is this important to do?

      While all of the preparation, research and work that goes into setting up and implementing a training program is important, it is equally important to evaluate a program's effectiveness for future use and learning and NeuroLeadership Institute recognizes this. Make sure to highlight some reasons as to why proper evaluation of a training program is important. An organization needs to know if the expected results were achieved to either replicate the training for future use if they were or to alter the approach if they weren't. If you have any direct experience in evaluating programs, be sure to talk in detail about that experience.

      Ryan's Answer #1

      "When I took my current role, I was thoroughly trained in Kirkpatrick's Training Evaluation model and I still use all four components to this day. With a recent training I put on for our leadership staff on servant leadership, I gauged initial reaction to the training by an emailed survey sent the afternoon the training concluded. I tested their learning with a fun quiz game during the final 30 minutes of the training. To follow up on the behavior component, we had our Director level leaders observe their staff in team meetings and 1:1 interactions with employees over the 3 months following the training. As we are finally entering the results stage, we are utilizing feedback from our Directors and also an all-staff survey that is currently in progress. All of the components of the Kirkpatrick model help get to the root answer of if a training program was effective and the model is very efficient in providing those results."

      Ryan's Answer #2

      "Looking to provide education to a workforce is an extremely important undertaking in today's business world and constant evaluation is necessary in the changing landscape of all industries. We can work and work creating programs and implementing them, but we never achieve desired results if we don't evaluate the programs. Over the last five years in my role in our Organizational Learning department, I have developed some very effective post-training surveys and job observation methods that have given my department very useful evaluation data. I'd love to bring some of these ideas to the clients here at NeuroLeadership Institute."

  12. 12.

    How would you solicit feedback from people during the change management process and why is obtaining feedback important?

      Reinforcement is an important factor during the change management process that is often overlooked. Communication is key and while you as the champion of change need to communicate in an effective manner, your collection and analysis of feedback from others is also very important. Explain to your interview why obtaining feedback from others is important and discuss ways that you have done this in the past. Express that this would always be an important process as you work with the clients of NeuroLeadership Institute.

      Ryan's Answer #1

      "Front line employees are the catalysts for change with just about any organization and I make a point to seek their feedback during the implementation of change processes. Last year, I was working with a large regional retailer that was rolling out new branding and customer service processes. In the weeks following the rollout of the changes, I spend a few days on the road visiting stores and talking to customer service associates. I ensured that the conversations were confidential and frank, making sure that employees knew that any feedback was good feedback. With some of the things I learned, we were able to put forth a couple of important post-implementation change activities. If hired for this position, this would be an important follow-up step with any client that I work with."

      Ryan's Answer #2

      "In my work consulting through change management processes, it is important to solicit feedback from employees both prior to starting a project and during implementation of a project. I have found that soliciting feedback through conversation and/or surveys helps lead to get employees to believe in and feel a part of change management processes. Front-line employees know the processes and how change will impact their processes."

  13. 13.

    If hired for this role, what team building skills and techniques would you be able to bring to our clients here at NeuroLeadership Institute?

      NeuroLeadership Institute consults with a wide array of clients that spans across different businesses and industries. One things that every industry has in common is the need for effective teamwork and consultants with NeuroLeadership Institute are expected to bring a team building atmosphere to their clients. For this question, talk about your experience and techniques for helping to promote a high functioning team. In your answer, keep in mind that you will most often be working with high level leaders of clients and speak to your ability to create cohesiveness in teams involving these leaders.

      Ryan's Answer #1

      "Throughout my career, I've always held the belief that more can be done in a team based atmosphere. Even when working with bull headed leaders that want to do things on their own versus working with others, I think I bring a great deal of experience in convincing these leaders to be part of a greater team. For me, great teams that I've been a part of knew each other well and knew each others strenghts and weaknesses well. Because of this, I like to use fun ice breakers and activities to promote laughter and conversation at the start of meetings about new projects. As well, I always promote and discuss the importance of open lines of communication and I always stress that team members pick up the phone or send an email to always be in communication on progress made or questions that need to be asked."

      Ryan's Answer #2

      "If hired for this position here at NeuroLeadership Institute, my team building techniques that I would bring to the table for your clients would center around respect and trust as I've found these to be the biggest detriments of teams. Step one would be to promote an environment where every team member has a voice and the ability to be part of the decision making processes. Step two would be to create an environment where team members are honest and walk the talk towards a greater goals. Once these things are accomplished, a team can function to the highest of its ability."

  14. 14.

    Talk about a time you had to work with a very difficult person. What was the situation and how did you handle it?

      At some point in any person's career, they have to work with a colleague or customer who is extremely difficult. Rather than looking to hear the fine details as to why this person was difficult, your interviewer will be looking to gain insight into how you personally handled the situation and others like it to ensure that a sound relationship was fostered even when you faced difficult circumstances. In your answer, some key things to focus on are your ability to be tolerant, understanding and a great communicator in these situations.

      Ryan's Answer #1

      "In my current role, I have a customer that flies off the handle very easily if things don't happen just right and I learned this from my first interactions with him. In seeing this happen from the start, I have always maintained a calm demeanor when he was upset and showed empathy by asking questions about his expectations and how to fix situations for him. To this day, I expect difficulty from him when we work together and the years we've had a working relationship together have better prepared me for more clients like him in the future."

      Ryan's Answer #2

      "A couple of years ago, a close colleague of mine had a very abrupt turnaround in her attitude and performance on the job. She was very curt and abrasive in conversations when she was normally very talkative and friendly on the job. After noticing some concerns in her work, I approached her with an open mind and asked her what was going on to cause these things to change. I showed concern and approached her as a friend and this approach prompted her to tell me about some issues happening in her personal life. By taking this approach, rather than getting upset or even made with her, I showed her that I cared and valued her as a person and my approach helped her open up and turn her life at work back around to the positive side."

  15. 15.

    Talk about a time that you successfully educated another individual or group in your area of expertise. What made your educational experience effective?

      The role that you are interviewing for with NeuroLeadership Institute will likely involve providing education to clients in your area of expertise. For this question, your interviewer will be looking to hear that you are comfortable and effective in providing education by having you talk about a time that you have done so. In the example that you provide, try to point out some key items to making business education successful like developing a plan/goals, respecting differing viewpoints/opinions, making it hands on and making it fun.

      Ryan's Answer #1

      "Probably the aspect that I love the most about my current job is being the lead for training new hires into our department. Because of my years of experience and my innate ability to effectively orientate new employees, my director asked me to take this duty about four years ago. My approach with any new hire is to customize their training based on their knowledge and experience so the training is effective for them. What works for one person may not work for another and I always need to be fluid with this. I also prioritize the need to make orientation and training a hands on experience for the new hire because classroom learning can only take a person so far in the learning process."

      Ryan's Answer #2

      "As you can see from my resume, I've spent the last seven years working in the corporate tax field. While in this job, I worked very independently for a private organization, so I've been out of the training and education side for a while now. During my first job out of college as a CPA though, I was very adept at providing education to the clients that I worked with on a daily basis. What I learned in that experience was the importance of putting material out there in a manner that the person being trained understood. As well, talking to clients and understanding my client's wants and needs were very important for me to be able to best educate them. I really believe that these skills would enable me to hit the ground running with NeuroLeadership Institute and your clients would benefit greatly."

  16. 16.

    What have you found to be the most effective methods for training workers? Are there any you've found to be very ineffective?

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  17. 17.

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

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  18. 18.

    At NeuroLeadership Institute, you will have the opportunity to work with high level executives and leaders from the companies we contract with. What experience do you have in working with people at these levels?

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  19. 19.

    What do you think is the key quality for a great business leader and how would you promote and educate this quality with our clients here at NeuroLeadership Institute?

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  20. 20.

    What do you see as a potential hurdle you would have to overcome to be able to work with groups of high level leaders at our clients on their team development?

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  21. 21.

    Do you have any experience in 1:1 coaching of business leaders? If given the opportunity to coach leaders as a consultant here at NeuroLeadership Institute, what skills would you bring to the table?

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  22. 22.

    As a consultant here at NeuroLeadership Institute, helping our clients set growth strategies through both short-term and long-term goals is important. Give an example of a time that you set both short and long-term goals for a growth strategy.

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  23. 23.

    With a lot of our clients here at NeuroLeadership Institute, we introduce them to new and innovative sourcing strategies to help them hire and retain top talent in their industries. What sourcing strategies are you familiar with and most successful with?

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  24. 24.

    Talk about a success story that you have in implementing an organization design change with an organization. How will your skills used here benefit the clients of NeuroLeadership Institute?

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  25. 25.

    What types of challenges have you faced in your career with mangers/leaders when faced with a difficult recruitment effort? Do you see this experience helping you in a consulting role?

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  26. 26.

    For our clients here at NeuroLeadership Institute that are working through a change management project, accountability is of utmost importance for the entire organization. How would you help ensure accountability from the leadership team?

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  27. 27.

    In the change management process, talk about the importance of providing a clear vision to staff of an organization. How do you think this is best done?

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  28. 28.

    Would you say that you are a goal oriented person on the job? Why would you say that?

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