Most organizations want to avoid on-boarding someone who will make immediate and significant changes. Significant changes are hard on the staff and usually, result in knee-jerk reactions such as mass turnover. It's always best to explain to the interviewer that you plan first to observe to gain a better understanding of the organization's culture and team dynamics. Focus your discussion on building a strong rapport with the staff. If you are applying for a promotion within your current organization, you may already know what changes you would like to make upon receiving this position. Share with the interviewer what you have observed while in your current job, the changes you would make, and why you would make those changes.
"If offered this position, I do not believe that major and immediate change would be the answer. My first action would be to have a one-on-one meeting with everyone on the leadership team. I would want to learn what the greatest challenges are, and how I could alleviate those difficulties. From there, the trickle effect will be strong, and we will see an increase in sales and employee engagement. Only after that would I consider a stronger approach to change."
"I would address any urgent and glaring issues immediately; however, I would want to wait for the implementation of significant changes only after I have a thorough understanding of the organizational dynamics."
"I always prefer to observe the everyday activity within an organization before making significant changes. I plan to make an impact quickly; however, I don't want to jump the gun and make costly mistakes."
"Being the newest person in the organization, I'm always wary of making any big changes off the bat. That said, I'd look at what has happened to the 2018 calendar for marketing initiatives and how they impacted sales. I would sit down with the team to understand the goals for next year so that I can make my best recommendation on how to be impactful in the coming year."
"I like to train in current processes before making changes. I know that my first question would be to ask what is not working. If I can see a quick fix to try, I would try it, but I would likely still need to learn more about the business before making any changes."
"It's important to first understand the company culture, dynamics, values, and individual players, not to mention the short and long-term goals of the organization before making changes. That said, I would wait for my onboarding process to complete, then shadow the key players on my team, as well as across the organization, to understand how the pieces fit together. Also, I think it's essential not only to observe but also listen to the team that predates me and hears what they think is or is not working. Only after active learning, watching, and evaluating period would I begin to effect change."
"I would take a week or two to observe my class before making any changes. I am always wary of shuffling kids around too much as most tend to be creatures of habit that resist change. My changes may be in the form of introducing more multi-media and hands-on opportunities or perhaps swapping the seating arrangement."
Everyone has their style of communication. Whatever your style, show the interviewer that it is useful. Your response should demonstrate your ability to articulate constructive criticism, encourage your team, or relay policy changes in a way that makes them exciting! Here are some communication methods you may already employ: - Leading by example. Understanding that your actions mean more than the words you say. - Building a connection. Creating relationships that go beyond the surface is a great way to show you are a communicative leader. - Understanding social cues. Avoid asking personal questions but keep your communication professional. -Delivering effective presentations. Possessing the ability to give clear, concise, and helpful presentations. - Practicing honesty. Letting your employees know they can rely on your word. - Valuing transparency. Showing your employees that you do not have a private agenda. You always clearly communicate your intentions and end goal. - Setting reasonable expectations. You can show your strong communication skills by never giving changes at the end of the day and ensuring your requests are timely - Listening to your team. Exercising strong listening skills is often the best way to show you are a competent leader and discerning communicator.
"This way the team hears and reads expectations is significant for me. For that reason, I am careful how I present ideas and change; whether in person or via email."
"I will provide information to my team about struggles from another. Some of my staff members come back to me with advice to give the other teams and how we could help them with their problems."
"I believe I am direct but kind, and I am emotionally intelligent, so I feel as though I can sense the way in which the other person likes to be spoken to or coached. That said, I find I'm quite adaptable and customize my approach to the particular person with whom I'm working. This method has proven effective and allows for open, effective communication between other members of the team and me."
"I love to motivate my employees through floor sales contests. By communicating in an engaging and motivating way, I feel that their sales performance is better than ever before."
"I love to play to other's strengths. Everyone communicates differently, so I am sure always to send written, as well as give verbal, communication. Usually, that looks like a small, informal huddle outlining our topic or concern. I follow that up with a quick email detailing the discussion."
"I gave my student feedback because he appeared to be slacking off on a project. Rather than telling him, I thought he was lazy; I said, 'I've noticed that it's been taking longer for you to turn in those reports. What's going on? Is there anything I can do?' I always start by asking questions instead of making accusations. He was very appreciative and told me how he was struggling with motivation. I asked him what would motivate him and we were able to find a solution that worked for both of us."
The interviewer wants to know that you have successfully led a team, under pressure, without succumbing to the stress. Choose an example that is easy to explain. Outline to the interviewer how you kept the project in line with your excellent time management, and precise communication skills. Be sure to highlight the projects most significant successes as well!
"I recently led my team of researchers and recruiters in a retained search for a very high-level talent acquisition project. This project was a difficult one because the client wanted a boutique experience with particular candidate requirements. I asked my team to send me a project highlight at the end of the day, every day. From there, I would review the progress and tweak our plan of action, as necessary. In the end, the positions filled successfully, and our client was appreciative of the close eye our team kept on their hiring needs."
"The first project that comes to mind was a new product launch. I was on the team to develop and test the prototype. Coordinating design engineers, test engineers, and production, sales and marketing were difficult. We made it to the finish just in time to meet the deadline."
"I believe that to be successful on a difficult project, a good leader will always be prepared to critique their plan of action, and pivot when necessary. I had to exercise this when our company acquired a small competitor, and our team size grew by 35% overnight. It was a challenge to shuffle around responsibilities successfully, but I made it happen!"
"The most difficult team project I've taken the lead on would have to be when we migrated our site from WooCommerce to Shopify. It was a big undertaking since we redid the entire layout in tandem, and it required a lot of collaboration across department lines. I took point on the project, particularly as the liaison for communication across teams and with our outside agency that built the site. It took months of planning, coordination, and collaboration, but the outcome was a robust site, and it helped increase sales, too, which was incredible."
"Every project has its challenges, but the most difficult project I led recently was our location's annual inventory count. It's a long day with a lot of moving parts, but we were able to complete it all in time and with a proper count."
"I recently restructured our sales organization, which was a huge undertaking. I was not popular for doing so among the team. However, it was a necessary change. Identifying the best structure was one challenge, but getting buy-in from the teams, many of whom had preferred peers with whom they wanted to work, was tricky. Ultimately, by doing sales contests and getting them to bond as new sales pods, I got them on board."
"I organized a school-wide science fair and invited the community to participate and vote on their favorite projects. It was the first time our school opened the fair to the public. It was well worth it as our students were able to network with local business owners and even some media personalities."
The interviewer would like to know that you are capable of confidently delegating tasks to your employees or coworkers. A great leader is someone who can efficiently manage their time by ensuring jobs are equitably divided while utilizing the strengths of others. Display to the interviewer that you have the wherewithal to recognize the depths of your team by delegating tasks which compliment their skill sets.
"In my current position I was asked to put together a team for a special client project. I was able to handpick the team members and organize the project execution. I chose my strongest employees in a variety of areas. In our initial meeting, I delegated the tasks while explaining my reasoning. This opportunity was great for me to show each team member that I had the utmost confidence in their abilities. I played to their strengths, and it worked out well. We delivered to our client on time and under budget."
"I recently trained a new executive assistant to the VP. She had a little bit of experience; however, did require in-depth training on our systems, programs, and more. I now oversee her work and delegate to-do's."
"I find myself delegating work to my staff every day. Part of my job as a manager is to ensure the workload is spread evenly to deliver results on time."
"When working on the overhaul of our website, I was responsible for coordinating and communicating across teams, as well as delegates. I assigned who was to take each new page of the website to help build content and who was to edit, as well as what types of graphics or functionality we wanted. The outcome was a sleek, functional website that has been very successful in its conversions click-thru rates to sales."
"Every month I have a meeting with all team members to talk about our plan for the month and how we will delegate the work. It's a great strategy for us, and everyone starts the month with laid out expectations."
"In my previous role, I had three reports working on sourcing inventory for my accounts. Each day, I would hold a huddle to delegate the individual work orders. We would discuss the current workload, urgency of each order, and I would discuss why each one of them was assigned to a particular account or order."
"As a teacher, I delegate tasks, homework, and assignments to my students on a daily basis. I am a kind teacher but do command their attention when needed, to ensure they deliver their work on time."
Perhaps you have led a club at work, been a coach for a youth sports team, or were on the advisory board for a non-profit organization. You should always be prepared to show the interviewer that you have a natural ability to lead others. Whether you have led a group of 500 or a team of 2, you must display to the interviewer that you are capable of handling the responsibility that comes with being a leader and mentor. Talk about your desire to be a leader. Share with the interviewer that you strive to be a role model for others. Explain that you jump at the opportunity to lead groups, encourage your counterparts, and be a face of the organization when challenges arise.
"In my current position, I am the president of the social committee. I love that I have the opportunity to encourage employee engagement while being a positive influence on the workplace culture. I am a natural leader because I start with leading by example. As a leader, I make myself available to others who need mentor-ship, a bit of assistance in adjusting to their role, or just a listening ear when they've had a tough day. I am confident in my leadership abilities and look forward to joining your team in a leadership role."
"Although I have never led in the workplace, I do take on a volunteer coordinator role on the weekends with the local animal shelter. I have qualities that would make a good leader. I am a keen listener; I understand how to look at the big picture without losing momentum with the small tasks."
"I do see myself as a leader. I currently oversee the 2nd shift production line. I monitor host team meetings, disseminate information, monitor performance, approve scheduling and time sheets, and more."
"I would certainly consider myself a leader, though I'm not currently in a management role. In my previous life, I managed a small sales team, but in marketing, I currently collaborate, and project manages without being in a management position. That said, I feel I lead a team by showing respect, setting high but reasonable expectations, and encouraging a collaborative environment where all ideas are encouraged. The beauty of being a true leader is that you don't need to be in a position of management to exude leadership qualities."
"I have always been a great leader, and I thoroughly enjoy being a team leader. I have been in an assistant manager role in my company for two years now and love to lead by example and train new employees."
"I see myself as a leader. Not only have I managed a team in two prior roles, but also I believe that leadership does not always equate to management. I am sure to lead at all times by providing the best model of enthusiasm and work ethic. I am open to new ideas and love to tackle a new project which, to me, embodies leadership."
"I do see myself as a leader. I lead in the classroom, I help coach extra-curricular athletics, and I encourage my fellow educators. Leadership, to me, is a mindset versus an official title."
The interviewer would like to know that you understand what makes a leader genuinely stand out. Just because you are a manager, that does not mean you are a leader. A real leader is someone who makes others want to jump on board with their mission and follow them. A manager is just someone who has people under them. To be an excellent leader, you should offer a balance between the two. You need to be able to have people buy into your vision but at the same time, show authority when necessary.
"I believe that the difference between a leader and manager is that a manager has the job title and the incumbents, but not necessarily the required buy-in from their team."
"A leader is someone who people want to follow. A manager is someone who others feel they have to follow. I think a manager or supervisor should be a healthy blend of both."
"A manager is someone who has a team of people who answer to them. A leader is someone of influence and, I believe, anyone can be a leader - no matter their job title or position."
"To me, leadership is a mindset versus a title. A manager is more of a job title. Anyone can possess leadership skills, but a great manager will have leadership skills along with the ability to direct their team to success."
"I have worked with both leaders and managers. The biggest difference I can see is that a leader can be anyone who people want to follow. A leader will gain followers, and a manager merely has people who answer to them."
"In sales, a leader will tell you your goals and help you make a plan aimed at achieving those goals. Someone who is a manager will only tell you the company goals and send you on your way. I am the type of person who prefers to lead and guide. There is a huge benefit to investing in those you lead."
"Coaching and mentoring are activities of a true leader. I firmly believe that one does not need to be in a formal management role to lead. I have students who lead other students, and it's great to see."
There is no real right or wrong answer to this question, but the interviewer wants to hear an insightful answer. Being a leader can mean many things. As a leader you may feel that the most critical task is to guide, coach, mentor, teach, encourage, or train. Whatever your answer, be sure to provide an example of a time when you stepped up as a leader, putting your answer into action.
"At the beginning of my career I had a leader who spent a lot of time investing in my knowledge. He would give me books to read, podcast suggestions, and online audio courses. This investment in my knowledge was the most important thing he could have done for me. Now, I return the favor to all those that I lead. Investing in my team in this way is, in my opinion, the most important thing a leader could do."
"To me, the most important task I can take on as a leader is showing kindness to my team members. When an employee feels cared for, they will always perform better."
"The most important thing I can do for my team, as a leader, is to help them figure out their ideal career path and help them to grow. I like to invest in my team members by way of personality assessments and more, to help them in self-discovery."
"The greatest task I can take on as a leader in marketing is to share with others any new knowledge or resources that I acquire along the way. Knowledge-sharing is critical, especially in such a fast-moving and ever-changing industry."
"Retail is a fast-moving industry with a lot of staff turnover. What I find to be the most important task of a leader is to be an encourager. Often, my team members are young students or new graduates. I like to help them see the best of what they offer!"
"In sales, it is easy to become demotivated or discouraged, especially when you are unsure of your targets and goals. The best thing I can do as a leader is to give clear guidance to my team members. I create excellent roadmaps for each person and check in with them regularly to ensure they are on track and motivated."
"As a teacher, I am a leader in a variety of ways throughout the day. I have found that the most important task as a leader and a teacher is to be an observant and active listener. Many students will show you what they need if you observe and listen attentively."
The interviewer would like to know that you understand the importance of self-development techniques for your team. Some suggestions for employee personal development initiatives: - Roadmapping of a professional growth plan - Setting learning goals - Conferences and other off-site learning opportunities - Related books, audio books, and podcast from industry influencers - Lunch and learns with exciting topics - Online learning portal or subscriptions to Udemy and other online universities - Mentorship partners - Internal volunteer initiatives or supporting their volunteer interests - Cross-departmental training opportunities
"I like to guide my teams in personal development by offering unique learning opportunities. My current company has a learning portal where employees can log-in and learn new skills from software to leadership. It's an excellent resource. Do you have anything like this in your professional development arsenal?"
"I will guide my team members by meeting with them individually and creating a professional growth plan. It's important to me that I understand the needs of each staff member and help them to achieve those goals."
"As a manager, I fully understand the importance of investing in my employees. For that reason, I will provide at least two off-site learning opportunities per year for each team member. This experience may be a conference, a trade show, or a seminar related to their role, goals, and of course - the company's mission."
"I like to guide my team with learning opportunities. Marketing is always changing, and the rules for digital marketing change overnight. My current agency has an online learning portal, including subscriptions to two online universities. When a team member shows great initiative or has a significant win, we will allocate credits to them to take a new course of their choice. These types of continued learning opportunities add significant value to both the employee and the company."
"Many of my employees are recent graduates or students who work part-time. I like to guide their personal development by suggesting books to read or influencers to follow. Even if they can listen to a helpful podcast while they study, or drive to work, all of the information will add up and help them to succeed in their careers and personal lives."
"I work with some highly competitive salespeople, so one of my favorite ways to help them in their professional development is through inter-office contests. I will have up for grabs, tickets to conferences or seminars of industry influencers, going to the top performers. My team loves these opportunities, and it also boosts their performance!"
"It's important that I invest in my students on a regular basis. I do not have a large classroom budget so I am often looking for book donations from local bookstores so that I can gift this literature to my students. I guide my students' development by encouraging them to discover their world through words."
Reading books on leadership, and professional development, in general, is essential to your career and personal growth. The interviewer would like to make sure that you are self-aware and invest in yourself. If you spend time investing in yourself, chances are you will also take the time to invest in your employees. Some excellent leadership books include: - "The New One Minute Manager," by Ken Blanchard & Spencer Johnson - "Good to Great," by Jim Collins - "How to Win Friends and Influence People," by Dale Carnegie - "The Five Dysfunctions of a Team," by Patrick Lencioni - "Leaders Eat Last," by Simon Sinek - "Primal Leadership," by Daniel Goleman - "Daring Greatly," by Brene Brown
"The New One Minute Manager,"
"Just this past week I read 'Daring Greatly,' by Brene Brown. The author is well-known in the personal growth space, and this particular book touches on vulnerability and setting out to be extraordinary in all that we do."
"My absolute favorite book on leadership and one that has shaped my management style is 'The New One Minute Manager,' by Ken Blanchard and Spencer Johnson. It's an older book, originally written in 1982, with a newly revised version. The publication discusses the concept of one-minute goals, one-minute praisings, and one-minute reprimands when necessary. Have you read it?"
"I have read many wonderful books on leadership! Most recently, I have read 'The Five Dysfunctions of a Team,' by Patrick Lencioni. I recently heard that the concepts addressed in this book as ones that were implemented by many NFL coaches. The dysfunctions he includes are the absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results."
"Right now, I am reading 'How to Win Friends and Influence People.' I know it's an oldie but Dale Carnegie is a staple in the business world, and I believe everyone can learn a great deal from him. I plan to read all of his books, and I encourage my team to do the same."
"The best leadership book I have read, and I am currently reading it for the third time, is 'Good to Great,' by Jim Collins. It's a book about leadership and companies in general. I have learned a lot about what separates a good company from a great company, and how most companies are never excellent, and why."
"I am currently reading "Leaders Eat Last," by Simon Sinek. I like Simon's books and his other teachings because they are realistic and insightful. This particular book focuses on why some teams pull together and why some do not. I plan to take what I learn and implement it in my classrooms, encouraging my students to pull together."
A successful leader focuses' on leading their team members to success, but they must also remember to measure that success. By doing this, you can show your team how far they have come towards reaching their goals, or how much harder they need to work if they miss targets. Employees are usually more responsive in an environment where they know how their performance stacks up again others. Some ways that you can measure the success of your team may include: - Note their attendance, punctuality, or number of sick days. You can then draw a correlation between the employee's performance and their overall engagement levels. - Taking note of how often they help their colleagues to succeed. When your coworkers are winning, so are you! - Looking at the timing between team members, and how quickly they complete everyday tasks. If a job that used to take a team member 2 hours, is now taking up the entire day, this is a sign that they do not have their eye on the prize. - Noticing the amount of times initiative is taken, is another excellent way to measure your team members' success levels. The more proactive everyone is, the more often goals will be achieved. - Measuring the quality of your team members' work is a significant success metric. You can analyze this through customer reviews or co-worker feedback.
"My favorite way to measure the success of my team members is to view their productivity reports, and compare month after month. Then, I share the results with them in their monthly performance reviews. When an employee knows that we notice even a small uptick in their productivity, they are more likely to perform at their peak ability."
"I plan to measure the success of my team members by how engaged they are. I will look at how often they are early for work, how many times they stay late to meet a deadline, or how often they go above and beyond their regular 9-5 to help a client."
"My favorite way to measure success is by noting how many times an employee has helped a coworker. This metric is one that I address in my team's performance reviews as well."
"I measure the success of my team members by how quickly and efficiently a project is completed. After we deliver a project, we all meet in the boardroom and discuss our success, and what we could have done better. I like to equip my team with the information they need to grow and pivot."
"Successes are important to measure. I like to measure proactive activities and praise my team every time I see them taking action without being asked. This initiative could mean going above and beyond for a customer, cleaning areas of the store that receive less attention, or finding new efficiencies to benefit the company."
"My favorite way to measure the success of my team members is through fun competitions that show graph comparisons of each person's performance through a variety of KPI's. This method is an excellent way to make each person aware of their overall performance while keeping things as light-hearted as possible."
"As a teacher, it's important that my students, and their parents, are aware of their success on a regular basis. I start each year by creating an individual learning plan with each student. Every month we review the plan together, and the student is responsible for rating their performance from 1-5. This approach keeps students accountable for their achievements and successes."
The interviewer is interested in knowing your leadership and management style when it comes to delivering less than pleasant news. Some people have trouble facilitating difficult conversations, so it's essential that you display your ability to be uncomfortable while maintaining a position of authority. Give an example of a time when you had a challenging conversation and explain how you were able to deliver the news professionally.
"I don't believe anyone enjoys delivering bad news; however, as a leader, it is part of what I need to do - sometimes on a weekly or even daily basis. When I have news to share that I know will disappoint someone, I will sit down with them, one-on-one, and express that I know how much the situation meant to them. I will then highlight to my team member what they did very well, and make a plan with them to either try again or come up with an alternate plan."
"Before I deliver bad news, I like to prepare my self for every possible reaction from the person to whom I am delivering the news. I will make sure to have a reply ready for someone who reacts angrily, someone who becomes emotional, and someone who may have a 'cold' reaction. By having a variety of 'conversations' prepared, I can enter an uncomfortable conversation with confidence."
"I learned early on in my management career that you should never joke around or make light of a situation when you are delivering unpleasant news. When I need to have an uncomfortable conversation, I approach the situation as though it were me receiving the news. I am kind, patient, and understanding of their reaction."
"It's important to remember when delivering bad news, that you are having a conversation with someone. I directly deliver the news and then allow the team member to speak their mind. They can vent, and get everything off their chest, before they return to their desk. If the situation is dire, I will invite them to go for a walk to the coffee shop down the road to get some fresh air and blow off some steam."
"When delivering bad news, I make sure to give it to the person straight, and never beat around the bush. That's as bad as receiving the 'We need to talk' text from your significant other. I will talk to the person as soon as possible, and fill them in on the situation. I am always empathetic in my delivery."
"Salespeople are often very specific personality types which means they want detail and as much information as possible. When I have to deliver unsavory news, I will avoid being vague. This approach means collecting as much data as possible before having the conversation. If someone missed their monthly target, for instance, I would sit them down with the monthly numbers and analytics so they can create a vision of where things went awry. We can then make a plan of action together to avoid the situation from repeating itself."
"As an educator, I approach all difficult conversations with the utmost empathy. I know that no student goes out and tries to fail. Everyone wants to succeed it's just that some people may not know how to do that. I will deliver the bad news, an 'F' grade, for example, and then sit down to make a plan with the student on how we can avoid that from happening again. Before ending the conversation, I will give the student one example of what I enjoy or like about them. I aim to always leave a conversation with a student on an encouraging note."
Missed deadlines are never good and can reflect poorly on you, as a leader. The interviewer would like to understand better how you react to disappointment and plans not going your way. Give an example of a time when your team missed a deadline and walk the interviewer through the action that you took.
"My team is highly efficient, and we rarely miss a deadline. When we do, it's surprising. We had a very challenging client last year who made a significant amount of changes throughout the entire project. These changes caused us to miss our deadline. I took action after that to ensure a better client onboarding process. This new process made sure we dug deeper with each client at the start which has resulted in fewer mid-project changes."
"When my team misses a deadline it is disappointing, for sure. On the odd occasion that this has happened, I first ask my team for feedback. I want to know what I could have done better, as a leader, to make sure we hit our goal. Then, I ask them to look internally and tell me what they honestly feel they could have done differently. I prefer a collaborative approach to these types of conversations."
"Deadlines are reached as a team, and they are missed as a team. I truly believe that. When a deadline is missed, I look at how we could have moved better as a machine, to make the delivery happen on time. I do not react negatively to my team members, but I do use situations like this as learning and coaching opportunities."
"Our office is highly collaborative so, when we miss a deadline, we all take accountability. As the leader, I need to be accountable for the project as a whole and for that reason, I always call the client to let them know of any hiccups we are having along the way."
"There are very few deadlines that my team has missed. We are a great mix of personalities, and we will all stay late, if needed, to support each other. I do recall, last year when we did not get our annual inventory count submitted on time. There were technical glitches with a few of the scanners, so employees had to share them. We worked at a fast pace, but also supported each other, yet we still missed. I congratulated my team on pulling together, and then we made a plan to ensure we were prepared, should this type of situation happen again."
"My sales team takes it pretty hard when they miss a deadline, mainly because they are a group of highly competitive individuals. I don't need to be hard on them because they are hard enough on themselves. What I will do is take the situation as an opportunity to better myself as a leader, and strengthen them as a team. We assess, and pivot."
"As a teacher, it is important that I never place blame on my students for a deadline that I missed, or a deadline that I missed because I was rushing through a module, for instance. Education is a team effort, and I am the leader so, for that reason, if a deadline is missed I will always reflect internally, first."
The interviewer would like to know that you are discerning when it comes to the types of people you further promote on your team. Share with the interviewer the kinds of skills, characteristics, and attitudes that you look for when rewarding employees. Some things you may like to see: - Self-motivation - Reliable & dependable - Strong work ethic - Great customer service - Goal-setting - Consistency - Helpful to others - Positive attitude - Needs little direction - Team-oriented and collaborative - Clear & effective communicator - Flexible & willing to adapt - Interested in professional development
"Before promoting someone on my team I will read through all of the employee's performance reviews and ask for references from former managers. As far as skills go, I look for someone collaborative and reliable."
"I believe it's important to look at someone's level of collaboration and helpfulness. If the employee has shown leadership skills without a management title, you can be sure they will pull through as a solid leader and solid manager, once promoted."
"Management and leadership roles are too often given to people who are not true leaders. Many are promoted simply out of tenure, and I do not believe in this practice. What I look for when I promote a team member is a history of professional and self-development activities. I would rather promote someone who reads regularly, and wants to learn as opposed to someone who has been cushy in their role for many years without any growth initiative."
"In marketing, we often look for those who will show self-motivation and take the initiative without being asked. Much of what we do is independent project work remotely. Before promoting someone, I would ensure the person could handle the balance between working independently and collaborating with a team of creatives."
"It can be a challenge to find a reliable staff member in the retail industry. For that reason, I would first assess the person's track record when it comes to showing up on time, staying for their entire shift, and calling in sick. If they proved to be reliable, I would consider a promotion should they be interested."
"Sales organizations and departments require organized leaders, great motivators, and managers who are competitively minded. If I had a team member seeking a promotion, I would look for those qualities. Also, I would want to see a history of success and achievement."
"A promotion would rarely be up to me, as an educator; however, if I were hiring a teacher or promoting someone to a Principal role, I would look for consistency in behavior and higher education. Also, someone that the students respect and listen to."
There is no real right or wrong answer for this question but be sure to back up your personal preference when you provide it. If possible, avoid firmly leaning one way versus another. It's best if you can show the interviewer that you are capable of either facilitating group discussions, or one-on-one, depending on what is most appropriate for the situation.
"I believe that group discussions and one-on-one meetings should be facilitated appropriately, according to the situation at hand. I prefer to have group meetings because they can turn into amazing brain-storm sessions but I do understand the importance of more intimate conversations as well."
"I prefer one-on-one meetings when corrective action needs to be taken; however group discussions are best when making plans for a project. I believe both types of communication are important when the time is appropriate."
"I am more of a one-on-one person in my personal life which I tend to lean towards in my management career as well. I prefer making a genuine connection with each of my team members. Individually. Group discussions need close moderation, so they remain on track. With that said, there are great advantages to group discussions as well. Ideas tend to flow better, and they can create an environment of camaraderie."
"In marketing, we are all about group discussions. It's pretty important to us that we have great discussions where we can brainstorm, make progress on projects, and be creative. I am comfortable having one-on-one discussions when necessary as well."
"There are a time and place for all discussion types which is why I would say that I do not lean one way or another; rather, I am discerning about the type of meetings that I call. As a leader, I am comfortable in a group or one-on-one setting."
"As a manager of a sales team, I prefer group discussions or team huddles as we call them. In these meetings, we can make plans for upcoming months while also discussing ideas on how we will meet our targets. I like to keep one-on-one meeting for making individual performance plans or taking corrective action with underperforming team members."
"Group discussions have their value, but I know the importance of connecting with my students on an individual basis as much as possible. I can comfortably facilitate either. "
The interviewer wants to see that you have a genuine passion for leadership. Perhaps you are a people person who loves to motivate and encourage your team members. Maybe you enjoy helping others identify their strengths. Perhaps you thrive on assisting others to work towards accomplishing their professional goals. Whatever you enjoy most, be sure to tell the interviewer that you plan to be a passionate leader within their organization.
"I love being a leader! If I had to choose one aspect that made leadership the most rewarding, it would be the fact that I can change someone's life or career path by guiding and encouraging them. I am excited to have the opportunity to be a leader for your team."
"I like to make a positive impact on the lives of others. By being a positive person, I can influence the thought patterns of my coworkers."
"The best part of being a leader in the marketing industry can teach and train new and exciting methods for advertising and content creation. I am a highly creative individual, so this leadership factor appeals to me."
"I love helping people grow and achieve their potential. It's fun for me to identify someone's potential and help groom them and support them in achieving it."
"I enjoy helping other people reach their potential. Seeing someone grow and flourish in a new role is very satisfying."
"I love the responsibility of being a leader; you get to help mold people into a better version of themselves and in the process, I know I am always being challenged. I always learn and grow with each new task, team, and challenge that comes my way."
"My favorite part of being a leader is the fact that I can influence and impact our future leaders. I am excited to see where my students will end up one day."
The interviewer would like to know what you consider to be strong leadership qualities. When describing leadership qualities, try to avoid general terms and give some unique ideas. A great leader is someone who people naturally want to follow. They have exceptional interpersonal skills and the ability to build relationships with nearly any personality type. A respected leader will take ownership of their mistakes and will always lead their team by example. True leaders see the importance of motivating others and recognizing even the smallest achievements. To which of these qualities do you most identify? - Confident - Optimistic - Encouraging - Accountable - Engaged - Passionate - Integrous - Loyal - Charismatic
"I possess great leadership qualities that include diligence, tenacity, and open communication. I look forward to taking these skills to work for you!"
"I have taken many workshops and courses to improve my leadership skills over the years. My leadership qualities are best summed as dedicated, attentive, and motivating. I like to recognize my employees' small wins because that motivates them to continue achieving."
"I believe I lead effectively by showing others respect regardless of their position or title, creating an open environment in which everyone knows that ideas are welcome, and setting achievable but high expectations for myself and the teams that I work on."
"My leadership qualities are communication, drive and mentoring. I naturally seek out the best in people, then help them increase their performance."
"To me, a leader is someone who is enthusiastic, knowledgeable, adaptable, and open. A leader wants to nurture others to their fullest potential, and it is something I have enjoyed since childhood. I love to be an example to follow and help guide others to bettering themselves and their careers."
"I lead my students by being passionate and charismatic towards new learning concepts. I encourage exploration and let them know that it's okay to make a mistake while learning new concepts."
The interviewer wants to know that you are aware of the need to always lead by example. Your answer should be, 'All the time!' As a leader, your actions, decisions, and demeanor are always under some form of scrutiny. The most stressful workplace situations often surround change, so it's a great idea to talk about a time when your organization went through a significant transition. A transition can be very challenging for some people. Discuss how you accept change with a positive attitude. Perhaps a new software system was being implemented. Maybe your company was being acquired. Perhaps a change occurred in your senior leadership. Talk about how quickly your team could have leaned towards negativity by becoming unmotivated or acting fearful of the change. Highlight that you have genuine excitement surrounding the possibilities that come with change and that this excitement rubs off on your team.
"I lead by example every moment of every day! My sales team keeps a close eye on my actions and, in our industry, it is very easy to over-dramatize situations. Last year our company merged with a competitor, and there was the talk of pending layoffs. Rather than show my stress, I encouraged my team to try harder than ever. I suggested that we show our corporate office exactly what we can do! We ended up being the number one sales team in our region which resulted in zero layoffs for our team."
"In my current role, I manage a front desk with a great deal of foot traffic. I choose always to have a smile on my face, make eye contact, and show my excitement for the company for which I work. There are always eyes on me, and I need to lead with positivity."
"I was a plant manager for Company XYZ when they announced they were closing their doors. By not allowing myself to display frustration, I was able to retain 89% of my staff during the transition. I feel that my positive attitude helped others to feel hopeful."
"I think you're always showing who you are and either demonstrating your leadership qualities or lack thereof. That's why I believe it's so important always to act as though someone is watching. As a parent, that's something that is always a possibility, and in the workplace, it's just as important to be on your best behavior. You never know who is watching or listening and you can either make or break your career with your actions."
"I often lead by example when it comes to mandatory overtime. I work in an order-driven environment and sometimes we have to work late to get the job done. I don't let my peers see me get upset at last minute announcements."
"I believe I am always leading by example. For instance, I am either on time (ideally early), dressed for the part (or better), and prepared, or you're not. One critical moment when my leadership capabilities are displayed is in meetings. I am attentive and ready to participate."
"These days, students come to class with their phones and are either scrolling through text, or at the minimum, they're out on the table. I prefer to put my phone away and have a notebook and pen out instead. This way, it's clear that I'm on task. No one knows what you're doing on your phone- it could be 100% work related, but it looks like you're texting. I teach my students to remain engaged."
Interviewers understand that leaders will have a failed efforts now and then. What they want to know is that you can recognize those failures, learn from them, and enthusiastically move on. Think about a time when your leadership plan didn't go as desired. Be sure to tell the interviewer what you learned from the scenario as well as what you would do the next time.
"When I first joined my current company, I had big plans to overhaul the existing sales team and send them on a business development workshop weekend. Most of the employees ended up quitting because they didn't understand what this growth opportunity would have allowed them. Looking back, what I should have done was build the stronger rapport with my new team before sending them to a weekend workshop. They felt it was a punishment of some sort which wasn't the case at all. I learned my lesson, hired some stellar sales staff, and forged ahead! My new team ended up gaining strong momentum and finished the year 124% above budget."
"I took control of our company's most recent hiring fair, in the absence of our HR Manager, as she was on maternity leave. It was not as successful as previous hiring fairs and, despite my best efforts, I didn't see the results that I was hoping. I will continue to learn the recruiting field and won't give up despite this disappointment."
"We had a last minute order come through from a customer, but our material planner/production scheduling manager was out sick. I tried to get everything planned correctly for her, but we ended up having to do an unplanned changeover because we ran out of a part that was needed to continue. She was slightly mad at me, but she loves me overall so it will be alright."
"I took charge of migrating our mail service provider to a new, much better one. However, in the process, we ultimately lost one of our mailing lists in the migration. Apparently, this was a huge problem and disappointment, but it taught me to always back everything up and move extra carefully, even on a tight deadline. Luckily, the mailing list was on the backend of our website, so I was able to recover the list. Also, it gave me an opportunity to become more familiar with the backend of our site, so there were more lessons learned than figurative tears shed."
"I asked to take charge of our spring merchandising display. Underestimating how challenging the job is, it was a bit of a flop. My boss was nice about it, and we worked together to make it better. We now hire out the task to a professional merchandiser."
"The 'lunch and learns' that I created were effective the first few times, and then flopped. The team morale was so low that it became apparent that everyone needed to use their lunch breaks to disconnect from work so they could be more impactful overall. Looking back, I would have scheduled them every month rather than each week to avoid this type of burnout."
"I took charge of planning a 3-day camping trip for our high school seniors. I truly underestimated the scope of work and planning. Quickly falling behind, I recognized that I bit off more than I could chew and ended up recruiting another teacher to help me plan the trip."
Interviewers want to hear that you have experience teaching or mentoring other employees one-on-one. You may have taught a new hire all of your department's standard processes. Perhaps you taught a long-standing employee how to use Excel. You may have mentored an employee who was struggling to hit their monthly goals. All of these scenarios are great examples to draw on. Better yet, if you have personally seen someone struggling with workplace skills or knowledge, approached them, and offered to mentor them, it is a shining example of leadership! Whatever your scenario may be, tell the interviewer what you helped the person with, while highlighting the positive outcome of their skills improvement.
"Last week our company introduced a new module in our SAP system. I could see that our contracted HR Assistant was having some troubles with the new module. I was familiar with it already, so I offered to help him learn the module. We spent his lunch hour for the next three days working on it. He perfected the module and our company was so impressed with his dedication to learning that they are now trying to find room to hire him on a full time, permanent basis."
"Recently, I trained our new A/P clerk on the Salesforce CRM as well as our accounting software. She caught on quickly, and I made sure to let her know that I was available for questions anytime."
"I have taught many individuals on the job, as it's always been a part of my leadership role to mentor and train new and existing employees."
"I'm proud to say that, even without any official management capacity, I often seize the opportunity to teach others at work. Not only have I helped contribute to the sales team's knowledge base, even from a marketing role, but also I try to make new hires or curious parties under my wing to teach them anything from SEO to segmenting email lists, or how to use different software. It's fun to share and teach others, especially since I am always seeking out learning opportunities for myself, so it's nice to give back or pay it forward."
"I was a corporate trainer before being promoted to national retail manager, so I got to train quite a few employees on policies, procedures, and processes. I had some great teaching methods that included quizzes and hands-on learning opportunities."
"Absolutely! In each of my two previous roles, I led a small team. I have worked on everything from appointment setting and overcoming objections to price negotiations with those respective teams. What's more, I always look for an opportunity to connect with the new folks to the team to ensure them that I can be a resource to them."
"We had a new teacher come on board this year which I took under my wing. I taught her a lot about the school's history, the culture among the faculty, and introduced her to the community. It felt great to help her settle in."
The interviewer wants to know how you react to uncomfortable tasks and awkward conversations. No matter how seasoned a leader you are, it is never fun to deliver a poor performance review. Highlight to the interviewer that you are confident in your professionalism and communication skills, that you are capable of challenging conversations, and that you can give helpful feedback while providing important mentorship to your team. If you do not have experience with performance reviews, it is okay! Tell the interviewer that you have never been in a role where you needed to give a formal performance review, but you look forward to learning the process. Add an example of a time when you provided someone with constructive feedback instead. This example can be in the workplace, school, or maybe even on a sports team. Discuss how you ensured that you did not humiliate the individual but that you discretely pulled them aside to have the conversation. Finally, be sure to mention that the person continued to have a healthy relationship with you following the discussion. This fact will highlight that you handled the situation professionally.
"A large part of my role is to give monthly performance reviews to my team of 13 employees. When I need to deliver a poor review, the employee is already aware that I will be looking for improvement in their performance. This awareness is because I stay in close contact with all of my employees on their monthly progress."
"Yes, I have had to give critical employee reviews to temporary associates before. It is a task that I do no love doing but can do it."
" When I deliver an unsavory review, I act as a mentor and ask the employee to work with me on a performance plan. I never want anyone to feel like they are on the verge of being fired because that never improves an employees performance. I want them to feel like they are part of an important collaboration."
"I haven't had to give any employee reviews in a management capacity, but when I left one role, it was in large part due to the poor management. That said, I did sit down with the CEO before I left and gave him candid feedback about the VP of Sales that no one else was going to provide while still working for the company. It was indeed uncomfortable, but it was valuable feedback to give to him, and he made company decisions based off of it."
"Performance reviews were handled by my manager. However, I did give employees warnings and write-ups for performance failures. I felt that I was doing them a service by helping them see what they needed to do to improve."
"When giving an employee review, if possible, I start by asking them to assess their performance. Almost without fail, they will point out the shortcoming that I am noticing, and we then can have a positive brainstorming session about it together, rather than feeling like I am reprimanding them."
"I give student reviews all the time, even aside from report card time. I am comfortable giving constructive feedback in any situation; however, I have never critiqued a fellow teacher."
The interviewer is trying to learn more about the challenges you currently face, as a leader. If hired, this information will help the company to know where you could use additional training, encouragement, or education. Every leader has an aspect that is challenging for them. Share your most challenging aspect of leadership but also highlight the steps that you take to alleviate or overcome that challenge. One common challenge for leaders has to terminate an employee. Another problem could be continually motivating unengaged employees. A big challenge could also be sourcing and utilize the best hiring resources to shave down your time spent on reading resumes.
"One challenge that I face as a leader is to avoid frustration when employees show continued disinterest in our company's education opportunities. My current company has an amazing program available for continued education, yet only about 32% of our employees take advantage. To alleviate this frustration, I am starting a company-wide recognition program for all employees who explore this option with our company."
"Currently I only lead the temporary administrative assistants that we hire, from time to time, during peak seasons. It is a challenge because it's re-training a new person everytime the agency provides us with a new temp."
"My current team is spread out in different states. As a regional manager, it is crucial that I understand local markets, slang, and customs when talking to individuals and the team."
"I currently collaborate with my team, but am not in a specific management position. That said, I feel as though I lead by example and naturally take the lead in marketing projects or delegation of tasks when working in a collaborative environment."
"The most challenging aspect of being a leader, in my opinion, is managing the large variety of personalities. It takes some time to get to know everyone, but I am confident that I can do it."
"The largest challenge I've faced as a leader is working with an unmotivated employee who cannot seem to be motivated by the normal channels. Typically, this stems from hiring a poor fit for the role but happens far too often. It's so important, as a leader, to work on consistently coaching up or coaching out."
"In my current classroom, we have a bit of a power struggle between a few of the students. It is a challenge to navigate, and I have tried a variety of seating arrangements as well as group meetings involving the Principal. The next step will be parent involvement which I am planning to avoid."
The interviewer would like to know that you can successfully motivate others without it coming across as condescending. For this question, use a scenario when your encouragement was well received and resulted in a positive change or outcome.
"Our business development lead was stressing out last month because she was only 88% to quota with just two days left in the month. I sat with her after work, and we brainstormed some great ideas to implement for quick results. She ended up closing the month at 104% and had an amazing ramp up to the next month. I believe that encouragement can come in many forms. In this instance, she just needed someone to bounce ideas off of!"
"I tried hard to help a new team member promoted from the production line to the office. She was very good at understanding production and quality, but her computer skills were lacking. She struggled with answering emails, understanding meeting requests and monitoring her calendar. She was getting frustrated quickly, but I encouraged her to stick with it and ask for help. I think she appreciated the encouragement."
"I have scheduled meetings with all of my team members since taking over as manager three years ago. These are meetings to discuss what they are doing right, and how they feel about their growth and performance. When my team members feel encouraged, they are more reliable and work harder."
"We had a new hire on the marketing team who was shy. This marketer had great ideas but was tentative about bringing them up. We spent some time together off the clock, running over her ideas and how to best approach our boss, and just building up her confidence in speaking up. It was in her best interest and that of the team as a whole, plus it was an important career lesson on self-advocacy."
"We had a newer retail sales member on our team who wasn't reaching his targets at first. I took him under my wing and encouraged his efforts, gave him some tips, and provided guidance anytime he needed it. After three months he was surpassing his sales targets!"
"A teammate was going to quit due to various frustrations. By putting SMART goals into place that would allow him to understand how he'd get to hit his targets, he changed his attitude at work and ultimately received a promotion. It was great to see him turn around so well."
"I often work on encouraging my fellow teachers who feel discouraged when a student isn't performing. It's one aspect of my current school that I enjoy - we all lift each other up when it's needed."
The interviewer would like to know that you have the confidence to lead a meeting successfully. Think about a time when you have conducted a meeting - big or small. This example could be a phone meeting, a lunch and learn, or an extensive client presentation. Begin by telling the interviewer the reason for the meeting, who was involved, and what approach you took to prepare for the meeting. Finally, be sure to mention why you felt the meeting was a success! What did you do in that meeting to create a productive and positive outcome?
"My employer asked me to lead a 'lunch and learn' meeting to train 15 employees on our new client management software. I was already a subject matter expert on the software so it wasn't difficult for me to plan the lesson. The challenge was making the content entertaining enough to keep the employees engaged. I created a PowerPoint presentation that included pop quiz questions throughout the performance. The presentation was a success, and my employer asked me to lead a follow up meeting a few weeks later."
"Just last week my boss had a personal emergency and could not make it in time for our monthly staff meeting. Everyone gathered, and so he called to ask me to take control of the meeting. I feel that I did a great job relaying the information and my boss was thankful for the way that I was able to step in."
"I hosted daily small group meetings in two roles with my direct reports. The meetings focused on day to day, and weekly metrics that would make or break production numbers."
"When freelancing, I was on a call collaborating with their marketing staff of one and freelance graphic designer, and it seemed as though everyone was going to defer to the next person since there wasn't a leader. Their marketing director should have been it, but she was never a person to take control of a meeting. So, rather than go around in circles some more, I stepped up to take charge of the meeting. I am certain that the meeting was a success as the outcome was clear directives for all members of the team. That particular project had the highest ROI to date."
"I host short team meetings every day and co-host slightly larger meetings every month and quarter. Most meetings have a positive outcome, but there are always times when I am reporting that we missed a goal or have mandatory overtime. Those meetings are not quite as happy and upbeat."
"In my last role, I identified the need for ongoing learning and training, so I founded weekly 'lunch and learn' meetings with a different department of focus in each session. I worked across departments to feature various guest lecturers and industry experts from our board to educate the sales team better. This way we would all be more effective in our pitches."
"I take charge of a classroom every day! I have not led many official meetings, but I do think that parent-teacher meetings could count for some of my experience. I know how to command attention and can control the direction of a meeting and its tone."
The interviewer is trying to learn more about your level of comfort and confidence in a leadership role. Remember, interviewers, want to see you be successful! Your answer will show them where you may need extra support or training if hired. Be transparent with the interviewer about what aspect of the role you see as a challenge; however, you must avoid talking yourself out of the opportunity. For instance; if you are to lead a group of 50 people in this position, avoid saying that the most significant challenge will be in leading a large team. Keep your answer positive and provide a solution to the problem.
"I believe that the biggest leadership challenge in this role will be taking on the task of getting to know each team member on an individual basis. This task will be a time-consuming one, but I am looking forward to it! I like to be engaged in the lives of my team. I feel that it creates productive employees."
"I will make a point to not only prove my credentials on paper and in practice but also once I get to know the team; I see any of their fears and objections melt away quite quickly."
"The biggest challenge that I see from the outside will be to gain the trust of the group. From what I understand, many of these team members have worked here for a very long time and have great seniority. I am preparing for a lot of 'how it used to be' comments."
"I think fitting into a team and having them see you as a leader and legitimate contributor is always the biggest challenge in a new role. There is almost always some resistance to change, even if they feel it was needed, because it may not be what they thought it should be, or they thought there should be a different leader in the position. Earning their respect and a degree of being liked is always a challenge, but a satisfying hurdle, once overcome."
"The toughest challenge when taking on a new leadership role is to understand the dynamics of the team fully. You want to make a great first impression while still being effective right off the bat. It's a fine balance!"
"The largest challenge I foresee is the perception of me being their boss. I often am younger than those that I end up managing, and I am a woman, so that can be quite off-putting for some who are not accustomed. This situation wouldn't be the first time I've faced and overcome a challenge like this, so I am not worried."
"Children often resist change, and I expect there to be some statements like 'our old teacher didn't do that,' for instance. I will start by allowing the students to ask me questions about my teaching career and my favorite things to do. Once we create a connection, everyone will be more comfortable."
The interviewer wants to know that you are confident about your leadership abilities and that you understand when your leadership abilities have been most useful. Perhaps you best demonstrate yourself as a leader when your manager is away. Maybe you often jump into a leadership mindset when a co-worker is struggling. Think about a recent time when an employee on your team was victorious at something because of your leadership skills. Discuss the scenario and how your leadership skills made the difference.
"I best demonstrate myself as a leader when I know that a coworker could use my assistance. I seem to be a natural teacher and mentor which means that when someone is struggling, my first instinct is to train them. Just recently, I coached a new employee on a sales technique that helped her to achieve her quota for the first time. I look forward to working in this role with you because it will allow me to take on further leadership opportunities."
"I am a leader every day, and anytime I am in the presence of subordinates, be it a picnic, in the parking lot, or during the workday. I always exude my leadership attributes."
"Leadership in micro-moments is one of my favorites. That is, taking a new hire out to coffee, even if it's not your job is great leadership. It is important to let someone feel welcomed into the fold by teaching them the ropes, especially in the often competitive environment like a sales floor."
"I feel as though I rise to the occasion whenever it presents itself, whether that's by stepping into a leadership role in a collaborative cross-department project, when my boss is away, or when a new hire is wide-eyed and without direction. Whenever the group is lacking a leader, I love the opportunity to step in and help the team along with a bit of an opportunity to shine."
"In my current position, every time my manager is away, I take on the role of leader for our team. This situation usually happens one day per week. When you call him for a reference, he will be able to tell you that I have naturally stepped into the responsibilities associated with being a leader."
"I think it's important always to be a leader. The old cliche of "dress for the job you want, not the one you have" applies here. From the get-go, it's important to walk in the door and let your supervisors know that you are ambitious and driven for growth and also let your coworkers and reports know that you're here to grow and help them grow, too."
"I best demonstrate myself as a leader when a student needs direction. This direction could be about their grades or how they relate to their peers. Growing up is tough, and I have a lot of empathy for my students and their situations."
This question challenges you to think about how you act as a leader in your daily life. Even if you're not leading a team, you can still demonstrate the qualities of a leader! Give an example of how you coached a coworker who was having difficulty preparing for a big presentation. Maybe you gave them confidence in their strengths by encouraging them, or perhaps you offered some helpful hints. You can be a motivator and a confident communicator in any situation at work!
"I naturally take on a leader and mentor-ship type of role with my co-workers. In one instance, I had a new coworker who was having some troubles fitting in. I took her out for lunch and talked to her a bit about the workplace culture and semantics surrounding the various departments. I wanted her to stay and enjoy her employment with us, so I took the responsibility of ensuring she was settling in well. I believe there are always opportunities for leadership - you have to keep your eyes open!"
"I aim always to demonstrate my leadership abilities, even though I am a junior administrator. I always strive to set a good example for my peers and take charge when needed."
"I have been in a managerial and leadership role for most of my career which means that the actions of a leader are now naturally ingrained in me. I am leading by example in all that I do, inside and outside of work."
"I demonstrate leadership ability on a daily basis by effectively managing my projects and clients independently. It shows that I can take the lead on a project without having to be walked through every small step."
"I feel I'm always leading by example, with or without any managerial authority. I always come in a bit early and stay a bit late, pitching in and going the extra mile whenever possible. I feel this makes you just a good teammate and human, not to mention sets you up for a strong career trajectory. That way, when the opportunity for a true leadership role presents itself, I have positioned myself to be top of mind for the promotion."
"It's so important always lead by example; you never know who is watching. That applies to stepping foot in the office lobby, or on social media when you have your Facebook profile linked to your company or an after-work event that is serving alcohol. No matter what the situation or where you find yourself, to be a true leader, you need to pretend like your CEO is potentially watching. If you want to be taken seriously as a businessperson and leader, you have to be leading at all times. This lesson is something I learned very early on, and I put into practice daily."
"As an elementary school teacher in a small town, I have to be very aware of my actions at all times. At work, while volunteering, grocery shopping, or going for a couple of drinks - I have my leadership hat on."
The term micromanagement is a relative term, meaning something different from manager to manager. Micromanagement is the practice of carefully observing or controlling the work of your employees or team members. Micromanagement is rarely looked on as a positive thing because it is demotivating to employees and is rarely helpful. Show the interviewer that you are capable of leading effectively.
"To me, micromanaging is giving unnecessary supervision to your team members, telling them how to do their job or controlling the smallest of their moves. I have been micro-managed by bosses in the past, and it's truly awful and irritating. I like to give my subordinates the benefit of the doubt and let them work their magic in peace, with the space required to do their job."
"To me, micromanagement is when you unnecessarily tell your employees what to do. It is a waste of time and, in my opinion, if someone needs to be micromanaged to perform, they should not work for me in the first place. It's important to give employees space to move."
"I define micromanagement as the practice of towering over your employees' every move. I believe this to be a waste of time. If you cannot trust your employees to do a great job, why are they on your team? Instead, I like to give clear guidance from the start and have an open door policy for all questions an employee may have."
"In marketing, there is rarely time to watch over each team members' progress every minute of the day. I do not micromanage. Instead, I show trust to those on my team. I give many opportunities for growth and learning, and check in regularly to ensure understanding along each project stage."
"When I was a junior retail sales representative I experienced a floor manager who watched my every move and micromanaged me. It was unnerving and did not help my performance. I will never do that to a staff member. Instead, I coach and mentor and make myself openly available for help and learning opportunities."
"Many sales organizations are known for micromanaging. I keep a close eye on my team members' performance as I look at their sales on a daily basis, and how close they are to target. I like to keep this close eye so that I can pivot them to success if their achievements are sliding for the month. In my mind, this is not micromanaging because it is a helpful action, versus a controlling act."
"Teachers are often known for pushing their students to work harder, and for squeezing the best grades that they can out of their students. I do not consider this micromanaging - more, I think of this as continual encouragement. When I know that a student has more in them than they are giving, I will push and encourage them to do better."