Let's say you made an error at work and the impact of your mistake was significant. How would you correct the error?

"(Situation) I understand that making a mistake in the workplace can have serious repercussions, especially if it were left ignored. (Solution) If I were responsible for an error at work, significant or insignificant, I would jump into action immediately. I would fix the mistake independently or ask a leader for assistance if the problem was too large. Of course, I would apologize for my error and make the necessary skill improvements to ensure the situation did not happen again. (Benefit) I will not allow pride to get in the way of admitting when I have made a mistake. Because of this, I am very agile in my work, and a trustworthy team member whom you know will be honest about my performance and results. (Option: follow up with a story-based example using the STAR method) One example of this is, while working at Company XYZ, I did not meet my monthly sales goal in my fourth month of employment. I understood that my monthly sales goal impacted the department, so the disappointment was strong. I addressed the issue by speaking with my manager. I explained that I fell short and believed it was because I did not make enough cold calls the previous month. I wanted to show my manager that I was ready to take responsibility for mistakes, so I devised a few success strategies and presented them to my manager with a plan to get back on track the next month. I learned that taking ownership of my mistakes is important, as is doing all I can to become better. The following month, I exceeded my goal and covered my shortcomings from the previous month. Since then, I have exceeded my targets every month by at least 11%, a proud accomplishment that I look forward to generating here at Company ABC."

The interviewer wants to know about a specific time when you made a mistake and how you reacted to the situation. The goal of your response is to tell an engaging story that highlights your willingness to be accountable and repair your mistakes.

The interviewer knows that everyone makes mistakes and nobody is perfect. Avoid saying that you would never make a mistake in the workplace. A response like that could give the interviewer the impression that you are not self-aware and coachable. Instead, be prepared to discuss how you would approach fixing the error.

The interviewer wants to know how you would proceed if you made a mistake at work. Because this question is phrased as, 'How would you...' you can answer this question hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your approach to owning up to and fixing your mistakes will benefit the hiring company.

Your response should tell the interviewer a lot about your maturity and accountability levels. Express that you are willingly accountable for your actions and take responsibility if you make a mistake. You can discuss how an error might impact you, your employer, coworkers, clients, or other stakeholders. Then, detail the action steps you would take to fix the error. Include measurable statements such as how long it would take you to jump into action. When we make mistakes and learn from them, we often gain new skills and tools to help us improve our work performance. For that reason, at the end of your response, remember to highlight that you value lesson-learning scenarios that allow you to grow. Suppose you have encountered a similar situation in the past. In that case, you can use the STAR method (Situation, Task, Action, Result) to provide a story-based example to support your initial Situation, Solution, Benefit response. Rather than focusing on the fact that you made an error, be sure to highlight your professional and personal accountability. Spotlight the lesson you learned and show that you are a team player who can grow and learn.

"(Situation) Ignoring mistakes or creating temporary fixes is a surefire way to have the issue re-occur and often with bigger consequences. (Solution) If I made a mistake at work, I would immediately fix the problem. If the issue was too large and I needed help, I would ask my leader or co-worker to assist. I would apologize for my error and own up to the consequences of my mistake. (Benefit) I am an honest and trustworthy team member, and Company ABC can rest assured that I would not try to cover up a mistake to save face. (Option: follow up with a story-based example using the STAR method) One example of my level of accountability is that I made a financial accounting error during year-end last year, and four of our vendors ended up not being paid on time. As a result, our company faced some large fees for overdue payments. As the accounting administrator assigned to these accounts, it was up to me to find the cause of the mistake while doing damage control with our vendors and department leads. I stayed overtime that day and called each stakeholder personally. I owned up to the situation, explained the error that I caused, and negotiated a reduction in late fees from the vendors. I learned that I need to double-check my work before confirming any numbers, regardless of how busy I am. Since then, I have never rushed through my tasks. Instead, I follow a methodical pace that has resulted in 99% accuracy this year. I believe my diligence and history of accuracy will benefit Company ABC should you choose to bring me onto your financial administration team."

"(Situation) In retail, I understand that covering up or ignoring a mistake can have a trickle-down effect on many other people. (Solution) If I created an error, I would take full accountability and own up to my mistake while also immediately fixing the issue. Of course, I would also apologize for my error and own up to the consequences of my mistake. (Benefit) You can rest assured that I would not try to pass off a mistake in the workplace. I am very honest and sincerely want to do a great job for Company ABC. (Option: follow up with a story-based example using the STAR method) For instance, I joined Department Store XYZ as the Retail Manager of the shoe department about ten months ago. During my first month, I was placed in charge of making the scheduling decisions. The scheduling went quite well the first month, so I applied that same logic to the second months' schedule. I was so busy replicating my previous success that I forgot to account for our local schools being out of class the third week of the month. This oversight meant an increase in traffic flow and a need for more associates during that time. I thought I was being diligent by following a 'proven' formula, but I didn't consider that holidays and school breaks significantly changed the retail flow. Because of my mistake, we were short of two employees each shift. My staff felt the strain by the second day of the school break. I got creative and asked the manager of the housewares department if I could borrow two employees for an hour or two at a time. I also called our part-time staff and asked them to cover upcoming shifts. Luckily, I could cover our needs during that week, but it was a learning experience. Since then, I have followed a formula for scheduling while carefully highlighting any significant holidays, upcoming sales, days off of school, or other goings-on in the mall that could impact our traffic and have been much better prepared. This lesson has ensured that moving forward, I triple-check all scheduling decisions to ensure my team can trust that they have full shift coverage."

"(Situation) Making a mistake in a sales environment can result in significant consequences, especially if the mistake is never fixed. (Solution) If I made an error at work, large or small, I would get to work right away to fix the issue. If needed, I would ask a co-worker or my leader to help undo any damages. I would apologize for my mistake and seek additional training if necessary. (Benefit) I am not the kind of person to be too proud to admit when I have made a mistake. I am a trustworthy team member, and Company ABC will benefit from this honesty and willingness to be coached. (Option: follow up with a story-based example using the STAR method) For instance, while working for Company XYZ as a Territory Sales Associate, I frequently traveled to see clients. One particular day, I was slated to demonstrate our company's new technology and gain feedback from the client on improving the beta. I cut my time too close to the airport and missed my original flight. The next available flight was an hour later. When I got to the clients' office, I was frazzled and did not have adequate time to set up my presentation. As a result, the presentation was not as smooth as I hoped, and I didn't get the feedback I would have if I'd had the time to set it up properly. I apologized to the client and later to my tech team for failing to meet expectations. As a result of this day, I made sure to give myself ample time to make my flight and arrive at my client meetings fully at ease and well prepared. Rest assured, since that day, I have been early to every appointment, and it's helped my close rate significantly, which is a success. I plan to continue with Company ABC should you choose to hire me."

"(Situation) As a teacher, making mistakes in a learning environment can have serious consequences. (Solution) If I made a mistake in the classroom, I would fix the mistake as soon as possible. Then, I would approach my learning leader or faculty leader and let them know the error I made. In addition to fixing the mistake, I would show a willingness to apologize to any impacted party. Then, I would commit to gaining any necessary skills to ensure the situation did not happen again. (Benefit) I am always willing to learn and grow. If hired, you will see that I am accountable for my work. (Option: follow up with a story-based example using the STAR method) One example of my accountability is, early into my first teaching job, I had a student who was falling behind in class. As the new teacher, I felt that I could make a strong impression by directly addressing the situation with their parent. Unfortunately, I failed to understand the nuances of this parent's relationship with the school. So, when the parent became upset with me, the situation became awkward. I apologized to the parent for overstepping and immediately brought the situation to the school Principal. I explained my reasoning and asked for feedback on my approach. By asking for feedback, I learned that I skipped an important protocol because I didn't take my concern through to the principal. Even though I meant well, the principal expressed that protocols exist for a reason. By going outside the proper channels, I put myself, the school, the student, and the parent in an uncomfortable situation. Now, I am sure to follow all protocols carefully, even if they seem restrictive at first. I know that these guidelines are in place for a reason, and I fully respect the chain of order that the school and district have in place."

"(Situation) Ignoring mistakes or creating temporary fixes is a surefire way to lose accountability and trust in your team. This behavior can also generate a ripple effect of bigger consequences. (Solution) If I made a mistake, I would fix the issue the moment I became aware of the situation. If the problem was too large and I needed help, I would ask for assistance from the appropriate people. I would apologize for my error and own what I did. (Benefit) Company ABC can rest assured that I would not try to cover up a mistake to make myself look better. We all have room to grow and learn. (Option: follow up with a story-based example using the STAR method) One of the most humbling errors I made at work was when I terminated the wrong temporary contractor on-site. I was the project manager for a major construction project where we hired numerous temporary laborers and other contracted associates. We had one temp who was late to the job site three days in a row. My shift lead gave me the incorrect name, so I named the wrong person when I called the agency to ask them to fire this individual. As a result, a reliable worker was fired. When I found out that my call resulted in the wrong person losing their job, I called the agency immediately and explained the error. I apologized and asked them how we could correct the error and re-hire the person we initially terminated. This lesson taught me always to double-check before acting on anything that would directly impact a person or a project. If hired as your next project manager, I will be sure to bring this keen attention to detail and care for my team members to each project."

"(Situation) Mistakes in marketing can have significant consequences not only financially but also on a clients' brand and reputation. (Solution) If I caused a mistake at work, I would be fully accountable and immediately fix the issue. I would work overtime without billing the client to ensure that everything was how it should be with minimal long-term consequences. (Benefit) If Company ABC chooses to hire me, the company will be gaining a self-aware and accountable team player. (Option: follow up with a story-based example using the STAR method) One example that comes to mind is I recently created an Instagram ad strategy for a client who didn't even request one. I currently freelance as a marketing manager, and, as a team of one, it's up to me to fully review every file before a project begins. I should have caught the error sooner, but I didn't because I was rushing through my deadlines. To fix the error and recover the time I spent, I chose to be transparent with the client. I let them know that I created an Instagram ad strategy for their account in error and would provide it at half the regular price if they were interested in taking the service. The time I put in wasn't a total wash by taking this approach, and the client received a lot of value. Luckily the client agreed, and they were delighted with the surprise project. We were able to laugh about it later. Now, I always triple-check my client files before starting on their projects, ensuring that my time is always optimized and my clients receive exactly what they initially engaged me to do. The bonus that came from this situation is that I learned how simple it can be to upgrade a clients' services - a skill that I am eager to bring as your next social media marketing manager."

Discuss one crucial decision you made in your last role and the impact that decision had.

"(Situation) While working for Company XYZ as a customer service associate, I was tasked with addressing an angry customer who had called into the office. (Task) Typically, my manager would handle all escalated customer issues; however, they were away for the day for leadership training. I could have asked this customer to call back to speak with our manager the next day, but they were agitated. I felt that if I asked her to call back tomorrow, she would feel like we didn't care. I also believed the situation would escalate if it sat for another day. (Action) As a representative of my company, I made the calculated risk to handle the situation myself, using my managers' approach as a guideline. Since we messed up on the product we sent her, I decided to take full responsibility for the situation. I spoke with her about her concerns in full and gave three options for how I could fix the situation. (Result) I ended up issuing a refund, and at the end of the call, she thanked me for listening. She said that I provided one of the best experiences she had ever had with a service associate in the company."

The interviewer wants to know how you handle the pressure of making crucial decisions. The goal of your response is to describe your decision-making approach and highlight your confidence level when making important choices.

Avoid giving an example of a trivial decision or a decision that failed to impact your work. Also, avoid making it sound like you 'go with your gut' when facing a decision. Instead, be prepared to show that you are methodical in your decision-making approach.

If you have held a managerial position or higher, this question may be easier to answer since your role likely requires frequent decision-making responsibilities. If you are newer to your career, think about when you were left to make a choice, and you felt a bit in over your head. Be prepared to talk about how you came to your decision and the positive result.Some examples of crucial decision making in the workplace include: - Replacing broken or low-performing machinery or tools - Choosing a successful vendor from a pile of proposals - Deciding who to interview and hire for a new position - Triaging your clients' needs by order of urgency - Deciding where to hold the next company conference or client appreciation party - Choosing which actions to take to get a task back on track - Overriding company policy to do the right thing for a customer

Since the interviewer is measuring your critical thinking and decision-making skills, it's best to talk about a time when you made a decision with certainty and positively impacted your employer. Using the STAR method (Situation, Task, Action, Result), share the story of one crucial decision you made. Offer details about how you came to your final decision - perhaps through research, data gathering, or asking for advice from a senior leader. Then, show that you were aware of the result or consequence that your decision might create. This detailed approach should highlight your self-awareness and alertness to the cause and effect of your actions. These components will show the interviewer that you are a strategic thinker who makes well-considered decisions.

"(Situation) Many of the decisions I make as a retail associate for Store XYZ are surrounding accepting basic returns and helping customers with straightforward questions. (Task) However, because we do not always have a manager on the floor, I sometimes have to make crucial decisions when more complex customer issues arise. Last month, I decided to take back an opened electronic item even though that is against our store's return policy. The customer complained that their earbuds were making a buzzing sound. I was aware that there had been rumors about a potential product recall, and the grievance the customer described lined up with concerns I had heard from other customers and on a few online forums. (Action) Despite our no returns policy on opened items, I felt confident in serving the customer and giving them the requested refund. I told the customer that I would return the product directly to the manufacturer from our store. I believed I could leverage our vendor relationship or find a solution by reading the warranty fine print. (Result) The customer was relieved that their request went smoothly. Later, I approached my manager and explained my reasoning. Thankfully they agreed with my approach. My actions even resulted in the customer leaving a great Google review for the store, which made me feel proud."

"(Situation) In my most recent territory sales manager role, the CFO asked me to make budget cuts. (Task) My task was to reduce my departments' spending on human resources by 25%. (Action) I carefully analyzed what changes would make the biggest impact. I ran scenarios and numbers for a few days while researching territory management solutions from sales leaders in my industry. In the end, I decided to release three of my eleven sales team members. These terminations meant expanding the territory given to the remaining eight sales reps. I carefully reviewed which team members had the best performance over a 15-month period. I also looked at customer survey results. Based on a range of employee performance metrics, I chose who I would need to release from my team. Then, I mapped out new territories for each of the remaining eight sales reps and divided the unassigned clients accordingly. I ensured the changes were as balanced as possible and handled the three employee terminations with care. (Result) As anticipated, I received pushback and a few complaints, but I also supported my decision by sharing compelling metrics and data with the team. I showed my remaining team members that their expanded territory meant a significant increase in profit potential, which meant additional commissions. In addition to leaning out my team and helping my top performers to boost their earnings, I showed the CFO that I could make difficult decisions while remaining a thoughtful leader."

"(Situation) Last year, I decided to work with an IEP student during my lunch break three days a week. The student was previously removed from my Spanish class due to disruptive behavioral issues. (Task) Although this student was disruptive, I knew that it wasn't in his best interest to feel isolated from other students. If I could get his learning back on track and build trust with him, I was sure that his behavior would improve, and he would be permitted in my class again. (Action) We did these lunchtime lessons together for three months. (Result) After this time, the student asked the school's learning leader if he could participate in Spanish class again- an approved request. He became a star student in Spanish, and his behavior remained positive and focused. Attending classes regularly turned out to be a significant incentive for this student, and I am thrilled that I chose to spend my lunch hours investing in his learning."

"(Situation & Task) In my last administrative role at Company XYZ, I was tasked with finding three new vendors. One for our office supplies, one for our coffee produces, and one for our recycling services. The owner wanted to save money, so I was asked to initiate the research with $12,000 in annual savings as the goal. (Action) I did a great deal of research while prioritizing cost savings and each vendors' business reputation. I made a spreadsheet with vendor names, pricing options, and each vendor's bonus incentives. Then, I presented my findings to the owner, highlighting my recommendations. (Result) To my surprise, the owner gave me the responsibility to make the final decision and lead price negotiations with the potential new vendors. Once I made the changes, I tracked our company's savings for three months. Again, I presented those savings to the owner. Overall, my decisions saved us $25,000 over 12 months. At first, it felt intimidating to be in charge of an important decision like this. Still, I learned that with the proper research and a keen eye, I'm good at making calculated decisions and negotiating terms with vendors."

"(Situation) When I first joined Company XYZ as the human resources manager, one of the biggest pain points was the high level of turnover with employees within their first six months. (Task) After observing the hiring and onboarding processes for 30 days, interviewing existing team members, and reading a few case studies on employee turnover, I decided to change the onboarding process entirely. (Action) I implemented job shadowing for each territory sales person's first month, along with regular manager ride alongs and frequent client survey requests for the first three months. (Result) The changes dramatically increased the success of our new sales professionals and also increased employee retention by 15%, saving us thousands of dollars in rehires."

"(Situation & Task) When I first joined Company XYZ as the marketing manager, I knew I would have to make a strong case for investing in social and digital marketing efforts. The company was nearly 50 years old and relied on traditional advertising methods like print and radio. Any changes would be risky since the default attitude internally was to resist new ideas. (Action) I spent two weeks creating a proposal for the leadership team. I researched case studies of companies that shifted some of their advertising budgets away from traditional marketing toward social and digital advertising. In my proposal, I initially asked for 10% of the marketing budget to be moved to social and digital efforts. Then, once a particular goal was reached, the budget would increase to 20%. I tiered the budget request so that after 12 months of positive results, my department would have access to 60% of the company's marketing budget. I knew it was important that my request remain conservative while the results I delivered needed to be exceptional. (Result) The leadership team agreed to my approach and after the first year, my changes accounted for an additional $500K in revenue brought in from advertising efforts."

Tell me about a time when you received criticism from your manager. How did you react to that criticism, and did you make improvements?

"(Situation & Task) While working for Company XYZ as an executive assistant, I was asked to create presentation slides for one of our executive's client meetings. After the executive reviewed my work, he commented that some slides looked messy. This executive had different design concepts in mind and was not impressed with many of the style decisions I made. (Action) He had a background working for a creative agency in the past, so I chose to listen to his feedback, absorb the lessons he provided, and then incorporate those ideas into the presentation. (Result) In the end, the presentation looked very professional, and the executive was pleased with my changes. I kept the template in my Google Drive and made a few similar versions to have a library of slides to choose from whenever he needed a project from me. I felt inspired by his ideas, so I took a weekend course on designing presentations in Google Slides, and today I feel much more comfortable creating eye-catching presentations."

It can feel challenging to receive criticism in the workplace, especially from your leader, who you want to impress. The interviewer wants to know how you react in the face of criticism. The goal of your response is to show that you can hear criticism, respond professionally, learn from the feedback, and willingly take action to make improvements.

Avoid discussing a time when you received criticism about your character. Instead, consider providing an example where you received feedback on your skill level and were able to make noticeable improvements. Also, avoid discussing criticism around skills that are a must-have for the role. For instance, if you are applying for a business development position but often face criticism for being too shy to make cold calls, this example could cause concern with the interviewer that you don't have the confidence required to succeed in a BD role.

'Tell me about a time when...' means that the interviewer is looking for a story-based example for this scenario-based interview question. You can form an effective response using the STAR method. STAR is an acronym for Situation, Task, Action, Result. - Situation: Set the stage with the background information the interviewer needs to make sense of your story. - Task: Continuing to set the stage, give the interviewer an idea of your role and responsibilities in this story. - Action: Next, offer a detailed description of the steps you took to resolve the situation you described. - Result: Last, talk about the specific outcomes that resulted from your actions.

This question is another way for your interviewer to ask about your most significant weaknesses. For this reason, be sure to give a clear example of a time when you received critical feedback on an important skill.Using the STAR method, clearly outline the scenario and how you worked hard to improve. Be sure to highlight what you learned from the situation and spotlight how this criticism helped you improve your quality of work. Your response should end on a positive note about a lesson learned and how this lesson has boosted your career or work performance, benefitting your future employer.

"(Situation & Task) When I took my first assistant manager role, I received feedback that I was too much of a friend to the associates and needed to be a firmer leader. This feedback was hard for me to hear since it felt like a criticism of my personality. (Action) However, I listened to my manager when she told me this feedback because I knew that to keep my promotion and continue to grow, I needed to show improvements and a willingness to learn. I read a few books on leadership and communicating as a manager. I also listened to leadership-related podcasts every morning for a month. (Result) Ultimately, I realized that this weakness of mine came down to lacking clear expectations of my team members, thus failing to hold them accountable for the result of their work. I learned that I could still be friends with my team while ensuring that everyone performed to the best of their ability and met company expectations. The feedback ended up being a great learning experience for me and helped me grow professionally."

"(Situation & Task) While working at Company XYZ as a sales representative, I was new to my career and very eager to climb the ranks. I came to work early, worked late nearly every day, and did everything that I could to grow my client portfolio. My manager, the VP of Sales, approached me one day. She said that she appreciated the grit I showed and my hunger to succeed. She then provided me with the feedback that I needed to slow down. She was worried that I would burn myself out and advised that steady, hard work would result in strong and sustainable results. (Action) As frustrating as it was to hear this feedback, I listened. After receiving the feedback, I dedicated my time to learning as much as possible in my current position and paced myself more sustainably. (Result) What I found interesting was that my sales results steadily increased, and I wasn't burning myself out simultaneously. I am thankful for the feedback I received. Now, as a Sales Manager, I often provide this wisdom to my most eager team members when I witness them overextending themselves."

"(Situation & Task) Recently, the school principal pulled me aside for a conversation. They told me that, although I am a seasoned teacher who many team members respect, I could benefit from being more adaptable to the modern ideas of our newer faculty members. Before receiving this feedback, I didn't realize that I was reluctant to change. (Action) Initially, I felt a bit embarrassed and wondered if I had hurt anyone's feelings. I took the day to reflect on the feedback and realized that my principal was right. I could often be reluctant to change. I took this revelation to heart and have since been more open to hearing the input and suggestions of our newer faculty members. Taking my progress further, I started helping make some of the suggested changes at my school. I've asked my colleagues for more feedback on how I can grow, and I asked one of the newer teachers to mentor me and show me some of the new learning plans she has been incorporating in her classroom. (Result) Thanks to the feedback I received and the action I have taken to change, my teaching and interpersonal skills have improved."

"(Situation & Task) A couple of months ago, my manager asked me to increase my typing speed. This feedback came as a surprise since I did not think I was a slow typer - about 65 words per minute, which I believed was above average for an admin assistant. (Action) Initially, I felt a bit defensive. Then I thought that, rather than react, I should give myself an online typing test to see where my skills landed. I was surprised to see that my typing speed was only 50 words per minute. After receiving the feedback and seeing the results of my typing test, I started doing typing exercises every day. (Result) It didn't take me long to improve, and now I type around 76 words per minute with high accuracy."

"(Situation) Last year, while working as the research manager for Company XYX, my director sat me down during my performance review and asked that I submit my weekly documentation faster than I had been. I agreed with his feedback. I knew that I preferred working on other tasks and less on typing up reports. (Task) However, I understood that timely documentation was critical to the success of our projects. (Action) I started to time block my calendar, giving myself three 20-minute time slots every day to complete my documentation. I set the time and did the work with no excuses. (Result) Eventually, the documentation became a natural part of my workflow. Now, my documentation is detailed and always on time."

"(Situation) At Agency XYZ, my marketing director places a lot of focus on using team-based apps such as Asana and Slack. She recently expressed that I am not as well versed in these platforms as she would like me to be. (Task) As the marketing manager, I need to set a good example. So, I accepted the feedback graciously and made an improvement plan. (Action) I have been taking time in the evenings to watch YouTube videos and other online tutorials on the most efficient ways to use these team tools. (Result) To my delight, I am learning creative ways to utilize features that many of my team members don't even know about. I've been able to teach my team a few shortcuts and tricks to optimize their productivity and boost our departments' communication significantly."

Discuss a time when you went above and beyond the call of duty. How did your actions exceed your standard job requirements?

"(Situation) This year, when we were setting up the department for the holiday season, my day shift was over before the window merchandising was complete. (Task) The store has a no overtime policy, so my manager asked me to wrap up my progress, and another team member would finish the merchandising task in the evening. (Action) Instead, I clocked out, returned to the floor, and finished what I started. (Result) My manager was incredibly appreciative and thanked me for my hard work, all off the clock. I had so much fun doing the merchandising. I loved finishing what I'd started, and the icing on the cake was getting the verbal appreciation from my manager."

The interviewer wants assurance that you are the type of employee to deliver exceptional results. The goal of your response is to highlight your excellent work ethic.

Avoid giving an answer that sounds like you reluctantly went above the call of duty in your role, but you did it out of obligation. Instead, provide an example of when you were eager to help, and your helpfulness made a positive impact.

'Discuss a time when...' means the interviewer is looking for a story-based example for this scenario-based interview question. You can form a memorable response using the STAR method. STAR is an acronym for Situation, Task, Action, Result. - Situation: Set the stage with the background information the interviewer needs to make sense of your story. - Task: Continuing to set the stage, give the interviewer an idea of your role and responsibilities in this story. - Action: Next, offer a detailed description of the steps you took to resolve the situation you described. - Result: Last, talk about the specific outcomes that resulted from your actions.

When you answer this question, the interviewer should feel confident that you are the type of person who will consistently deliver more than the minimum expectations. Perhaps you exceed expectations on a project by doing additional research. Maybe you helped a co-worker reach a deadline, even though it meant working overtime. Think back to the accountabilities in your most recent position. Then, using the STAR method, tell a memorable story about when you eagerly went above your typical expectations and shone in the workplace. Be sure to provide details on the impact of your actions, ensuring the interviewer has evidence that you will bring a strong work ethic to their organization.

"(Situation & Task) Although I am not the sales manager at Company XYZ, I make it a point to be the unofficial welcoming committee to new hires. It can feel daunting to arrive at a new office when you don't know anyone, and I know how far a friendly face can go. (Action) Recently, I volunteered for our newest hire to sit with me at lunch and learn the office dynamics. I checked in with him between training sessions and let him know that I could answer any questions he had. I also invited them to the group's morning coffee walk before the sales meetings started. (Result) After their first week, the new team member approached me and thanked me for my kindness. It goes a long way in making a teammate feel welcome, and it ultimately helps the company since this approach can boost new employee retention and productivity."

"(Situation & Task) During curriculum development two summers ago, every teacher at School XYZ received one learning module to update. Once the learning modules were updated, I was responsible for compiling them into one lesson plan while ensuring cohesiveness. Once I received all of the learning modules, I noticed gaps in the plans, and the lessons didn't string together seamlessly. (Action) So, rather than send the work back to each teacher to re-do, I carved out some spare time and spent the next week reworking the lesson plans to ensure they flowed. (Result) During the school year, it was very gratifying to see the lesson plans in action and witness how well they flowed with our student's learning plans."

"(Situation & Task) I currently work at Clinic XYZ as a medical office assistant. The clinic director does not want me to spend a lot of time chasing patients for their follow-up appointments, so, as clinic policy stands, patients are responsible for this task. However, we have one patient who often forgets her appointments and fails to remember to book her follow-ups. (Action) This particular patient has memory troubles due to her illness, so I go out of my way to ensure she's always pre-booked at least three months in advance. When I see her appointment coming up, I will call her rather than rely on our automated appointment reminder system. (Result) This patient is always thankful for the reminder, and this extra step ensures that our clinic continues to run smoothly while also extending empathy to our patients who need an extra dose of care."

"(Situation & Task) When I worked for Company XYZ as the finance manager, I had one exceptional employee who was incredible with numbers but was struggling to understand some of the changes we made in our financial software program. The struggle was so significant that it was affecting his productivity. I did not want his job to be in danger or see him quit out of frustration. (Action) So, I asked if I could provide him with a few one-on-one training sessions during our lunch breaks. He agreed. (Result) After two weeks, he understood the new system, and his performance improved exponentially."

"(Situation & Task) As the marketing assistant for Agency XYZ, I often help the marketing manager onboard our new clients. Last month I went above and beyond to help a client who did not understand social media. (Action) I went to her office, helped set up her Instagram and TikTok accounts, and provided guidance on navigating through the platform's functions from her phone. (Result) This service was not part of this clients' marketing package. However, she increased her budget shortly after because I went out of my way to help. The client was happy and felt comfortable using the platforms we'd be leveraging for her company's digital marketing campaign."

"While working at the hospital as a registrar, I helped the housekeepers clean up shattered glass from the hallway. Although it wasn't a part of my job, I wanted to ensure everyone's safety. The housekeeper was thankful because he had a lot of work that already needed to be done."

Tell me about a time your former manager or coworker upset you. What did they do to upset you, and how did you handle the situation?

"(Situation & Task) When I was sales administrator at Company XYZ, my colleague and I were asked to build a presentation. The presentation was an important 20 slide sales pitch for one of the company's largest client accounts. When my colleague and I met to discuss the scope, we agreed to split the work evenly. We were each assigned ten slides, and we clarified who was responsible for which tasks. Unfortunately, my colleague didn't finish her half in time for the deadline. I was concerned about her lack of involvement since the project, if left incomplete, would disappoint the client, and our leaders would question our ability to work as a team. (Action) I decided to go ahead and complete my colleague's portion of the work as well. I worked late into the evening, completed all the slides, and submitted them to our leadership team. I approached my colleague in the morning and let her know that the project was complete after I dedicated additional hours. I was upset with her, and, to my surprise, she became upset with me. She started crying and then blamed me for making her look bad to our leadership team. I asked her to explain what she meant. We sat down and talked about the project and discussed how she lost track of her deadline. She kept bringing up the fact that she looked irresponsible. I realized during our conversation that she thought I submitted the work and told our leaders that I did everything. I assured her that I did not let our leaders know that she had fallen behind in the project. I let her know that I maintained the project's integrity without shedding light on the roadblock she had with her deadline. (Result) She felt better afterward and apologized for losing track of her deadline. We agreed that she would be transparent with me if it happened again, and I could help her. Since this instance, my colleague and I have had a strong, trusting relationship, and she's always submitting her work on time."

Being drawn into an emotional circumstance at work can make you feel out of control. The interviewer wants to know that you can handle emotionally-driven scenarios professionally. The goal of your response is to highlight your conflict-management abilities while showing a strong level of professional self-awareness.

There are a few factors to avoid when answering this question: - Avoid telling a long, drawn-out story surrounded by negativity. Instead, keep your answer focused on the positive factors. - Avoid giving an example of when you initiated the conflict. Instead, consider talking about a time when the dispute arose due to a miscommunication. - Avoid bad-mouthing anyone. Instead, talk more about how well you handled the situation and what you learned in the process. Overall, rather than dwelling on the problem, focus your response on the solution you generated.

'Tell me about a time...' means that the interviewer is looking for a story-based example for this scenario-based interview question. You can form an effective response using the STAR method. STAR is an acronym for Situation, Task, Action, Result. - Situation: Set the stage with the background information the interviewer needs to make sense of your story. - Task: Continuing to set the stage, give the interviewer an idea of your role and responsibilities in this story. - Action: Next, offer a detailed description of the steps you took to resolve the situation you described. - Result: Last, talk about the specific outcomes that resulted from your actions.

Think back to a work-related scenario where you felt upset by a co-workers' words or actions. Then, without dwelling too much on the wrongdoing you felt, use the STAR method to describe how you moved through the situation to create a resolution. Assure the interviewer, through the actions you describe, that you are a professional who can handle instances where you might feel upset or emotional in the workplace.Behavior patterns are a significant focus of any skilled interviewer. So, if your response is too vague, be prepared for follow-up questions about why you felt bothered by the situation. The interviewer may want to dig deeper into the reasoning behind the trigger.

"(Situation) I once worked with an individual who was frequently late for their shift. Her tardiness impacted the whole store and our team because we couldn't trust her to arrive on an opening or closing shift. (Task) Since I was the only retail sales rep. without young children who needed me in the morning and evening, the manager always asked me to take the opening shift or closing shift stay. I also covered shifts for this person on occasion. At first, I was happy to be a team player, but I started to feel taken advantage of as time passed. (Action) Once I realized that the situation was starting to bother me, I knew it needed addressing. Discussing the issue right away would prevent feelings from bubbling over. So, I sat down with the co-worker who was always late and let her know how her actions impacted me. I also let my manager know that the situation was starting to affect my overall job satisfaction. (Result) After having an open discussion, my co-worker realized that her actions had a domino effect that rippled to other team members. We were able to agree on fixing the situation. She worked with our manager on a performance plan, where consequences were put in place if she were late or missed another shift. I was happy to clear the air and see the situation resolved quickly, ensuring I could focus on my work and maintain a healthy level of job satisfaction."

"(Situation & Task) When I worked at Company XYZ as a sales rep., there was a significant focus on client service. One of our department's rules was that we needed to have a backup sales rep. who would take our accounts if we went away on vacation or had a sick day. The backup sales rep. was to provide relief and take care of the other reps clients' needs as though it were their account. I was often asked to be the backup sales rep. on my co-workers' accounts, which was flattering because everyone trusted me with their book of business. What became frustrating was when I would ask for someone to back me up, nobody would volunteer. Everyone expected the highest level of work from me on their accounts in their absence, but they were aloof with my clients. (Action) I let my co-workers know that I felt frustrated and disappointed. I needed to address and solve the imbalance to avoid feeling upset towards my team. It was a tough conversation to have, and it felt awkward to ask my team members to commit to supporting me better, but I'm glad I approached the issue. (Result) The next time I took a vacation day, one of the top producing team members volunteered right away to take care of my clients for the time I was away. They did an exceptional job supporting my clients in my absence, and I was thankful for the care they put into my accounts. Moving forward, my co-workers continued to assist without hesitation, and I continued to reciprocate."

"(Situation) A few years ago, when I first started my teaching career, I noticed that the seasoned teachers at my school made many disparaging comments to me and the four other new teachers. Their actions in department meetings, such as brushing off our suggestions, scowling at the ideas we had, or even flat-out criticizing our contributions, left us all feeling upset and undervalued. (Task) I was the most outspoken of the five teachers new to the faculty. Knowing this, I felt it was my responsibility to initiate a resolution. (Action) I chose to follow our school district's formal grievance procedure to address the situation. I wrote to the principal and clearly stated my grievance. In my letter, I asked for mediation to be present in the next department meeting. Although a formal grievance seemed extreme at first, I realized through the resolution that what the other new teachers and I were feeling was discrimination. It was indeed a serious issue. (Result) Our department went through the proper steps to resolve the problem amicably. The new teachers were relieved that I escalated the situation and pushed new teachers to be valued and respected. When serious issues arise, it's essential to be constructive and address the concern as soon as possible to avoid the problem from growing."

"(Situation & Task) I do not get upset very quickly. The last time I recall feeling upset in the workplace was last year when my manager blamed me for not sending an email that I indeed did send. The email communication was critical, so the emotions were high. If I had not sent the email, it could have lost us a client, so I understood the passion behind her reaction. Still, it bothered me that she so quickly jumped to blaming me. (Action) To resolve the issue, I showed her my sent folder, which contained the proof my manager needed. It turned out that she had been looking under the wrong email account for the communication. (Result) After I offered evidence of the sent email, she immediately apologized for her reaction. I was honest with her that this situation made me feel distrusted, and we agreed to improve communication in the future. Since then, we have worked well together and have not encountered another misunderstanding."

"(Situation & Task) When I became the sales manager at Company XYZ, I took on a team with a sales team member who was very emotional. They would threaten to quit at least once a month and often complained about minor issues. At first, I would always scramble and do what I could to make the person happy. However, I noticed a pattern that once one issue was resolved, they would bring up another. Soon, I realized that I was being taken advantage of for being the 'new' manager. (Action) This realization upset me, and so the next time this person threatened to quit, I said, 'That is probably for the best.' The shock on their face said it all! I had an honest conversation with them and expressed my frustration with their behavior and lack of morale. (Result) This person started working harder and immediately stopped pushing my patience. This situation helped me to establish confidence as a manager, and today, my team members are respectful of me, the company, and they appreciate my straightforward communicative approach."

"(Situation & Task) While working as a marketing manager at a previous agency, I reported to a marketing director who was highly traditional in their approach. He would focus primarily on print advertising strategies and seem resistant to many modern marketing ideas. He was budget-conscious, so I explained that we don't always need a significant budget when using digitally-driven marketing efforts. Instead, we need to be highly innovative and creative. I attempted to win him over by explaining how well-planned digital marketing strategies can be budget-friendly for some clients be quite effective. To my disappointment, he continually disagreed with what I was saying. (Action) After some frustration, I realized that I needed to show him the digital potential rather than tell him. So, I created a mock campaign on my own time. I created a mock brand, tracked the most important metrics, and engaged potential consumers online. Then, after 60 days, I presented my results with clear findings. (Result) Once I showed him what I could do with a short digital marketing campaign, he agreed to explore my marketing ideas. I learned that sometimes I need to stop telling and start showing to be more persuasive."

What would you do if you had to collaborate on a project with a colleague with whom you disagreed?

"(Situation) I believe it's important to collaborate with my colleagues even if we don't always agree. (Solution) If I had a challenging time agreeing with a colleague, I would approach the situation in a way that made them feel seen and heard. I would initiate an amicable conversation and ensure that they felt validated. (Benefit) My communication skills are strong, and I look at situations from various angles. My previous leaders have recognized me as a highly collaborative team member. (Option: follow up with a story-based example using the STAR method) One example of this, in my current office, the Accounts Payable and Accounts Receivable departments often disagree. Regardless of disagreements, we must collaborate and get the job done every month-end and year-end. Each time, I am the person who encourages collaboration and asks everyone to deliver the other departments' needs on time and in a friendly manner. My leaders have commented on how much they appreciate the way I encourage teamwork and collaboration."

Getting along with different personalities is an expectation in any workplace. The interviewer wants to know that you are flexible and can collaborate with your colleagues even if you disagree. The goal of your response is to showcase your ability to learn from others when you may not wholeheartedly agree with their perspective or approach.

Avoid giving a response that hints to the interviewer that you have never faced a disagreement in the workplace. For instance, 'I'm not sure how I would handle that situation since I get along with everyone.' Instead, answer the question in a way that shows the interviewer you are thoughtful in your communication even when you may not agree with a colleague's opinion or approach.

The interviewer wants to know how you would proceed if you faced a challenging collaboration. Because this question is positioned as, 'What would you do if...,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your collaborative approach will benefit the hiring company.

It's not uncommon to find ourselves in a situation where we need to collaborate with a co-worker who approaches their work quite differently from us. When we find it challenging to agree with someone in the workplace, it raises opportunities for frustration or conflict. The interviewer wants to see that you have the ability and maturity to recognize when you disagree with a co-worker and handle the situation professionally. They want evidence that you would choose to remain solution-focused rather than dwelling on the point of disagreement.Since this scenario-based question is hypothetical, consider what you would do if you had to collaborate with a person with whom you disagreed. Perhaps you might disagree with the person's behavior, approach, or actions. Then, using the Situation, Solution, Benefit formula, describe what you would do to move through the situation and work productively with this person. Assure the interviewer that you are a professional who can handle instances where you might not always agree with a co-worker.Suppose you have encountered a similar situation in the past. In that case, you can use the STAR method (Situation, Task, Action, Result) to provide a story-based example to support your initial Situation, Solution, Benefit response.

"(Situation) Approaching a disagreement in the workplace can be a sensitive situation, and it's essential to avoid making the disagreement worse by acting defensively. (Solution) I would approach a difference of opinion by taking an honest look at the other person's point of view. Then, I would respectfully ask them to look at the circumstance from my viewpoint. From there, we could discuss which approach would ensure the best outcome for our team, employer, and customers. (Benefit) When hired, you'll find that I often approach situations from a range of viewpoints which helps to smooth disagreements and often prevent them from occurring in the first place. (Option: follow up with a story-based example using the STAR method) In my current job, I am responsible for merchandising mannequins throughout our department. However, I am to collaborate with the department next to me to ensure cohesive branding. At first, the other merchandiser and I disagreed on the direction of our mannequin styling. So, I proposed that we lay out our plans and make a mini 'pitch' to each other. From there, we could see the other person's vision and understand the end goal. This plan got us on the same page and allowed us to see that our visions weren't much different - our approach was different. We collaborated and came up with an incredible set of stylized mannequins. We ended up working together more frequently after then, and today our working relationship is very friendly and in-synch."

"(Situation) Collaborating with a colleague with who we disagree can occur from time to time, especially in a highly competitive sales environment. (Solution) I would handle this situation by making the disagreement part of the creative process. I would approach my colleague and work on developing our ideas together so that the solution would end up being a compromise. (Benefit) If I were to join Company ABC's sales team, you can rest assured that I would add to your culture of finding solutions professionally and constructively rather than shy away from a disagreement. (Option: follow up with a story-based example using the STAR method) For instance, my co-worker and I were recently asked to do a joint presentation to a group of prospective clients. It was a high-stakes presentation, and he and I have very different styles of performance and preparation. Luckily, we both identified this as a potential obstacle early on. We agreed to get together and brainstorm ideas on how the outline would go and who would say what. Because we were able to identify that we could clash and took a proactive approach to delegate tasks and distribute the presentation, we worked very well together and delivered a successful presentation."

"(Situation) It's crucial to handle situations like this with the utmost care for the good of our students and our learning community. (Solution) If I disagreed with a colleague but still needed to collaborate with them, I would apply the same rule that I have in my classroom. This rule is to 'listen without interruption.' One of my favorite adages is that 'disagreements become arguments when we fail to listen.' If I were to disagree, I would let my colleague express themselves uninterrupted. (Benefit) I will never reject someone for their point of view and believe that my approach strongly aligns with School ABC's culture of giving people the space to be themselves. (Option: follow up with a story-based example using the STAR method) While writing curriculum, teachers' creative differences come to light--both in regards to our teaching styles and what we prioritize in teaching our students. There's one particular teacher with whom I sometimes clash, but we are the two most tenured in the department, so we are the leaders. This difference can challenge my patience, but I am always sure to go to the meetings with enough coffee, patience, and kindness to get me through even my most challenging moments. Because I choose to listen without interruption, we can get through our curriculum development and come out better, which is a significant benefit to our students and school community."

"(Situation) Disagreeing shouldn't be frowned upon as these situations present opportunities for relationship growth. (Solution) I believe it's possible to disagree respectfully. So, if I disagreed with a colleague with whom I needed to collaborate, I would work to find common ground and focus on the points where we agreed. Then, we could work on refining the points of disagreement. (Benefit) The benefit of this approach is that it means getting to know others on a more personal level to understand better how they problem solve and come to critical decisions. (Option: follow up with a story-based example using the STAR method) For instance, our digital agency recently received a project from a client that required us to work alongside another agency specializing in mixed reality environments. It was up to me to ensure that everyone worked smoothly together. The other agency's manager and I decided to start with a team-building night out, which helped us get to know each other and find common ground personally and professionally. This approach ensured that we all came to the project with respect for each other and an understanding that, although we all had different approaches, we were on the same side of the project with the common goal of building a stellar marketing plan for our client."

"(Situation) I believe it's important to collaborate with my team members, regardless of a disagreement. As an administrator, it's my job to deliver solutions rather than focus on problems. (Solution) When faced with a disagreement with a colleague, I will ask myself if it's important to address the problem now or can it be done later. I 'put it on pause' and then return to it later. (Benefit) This approach often gives me time to understand my colleague and their viewpoints better. The benefit is that I look for compromises rather than focusing on the problem, allowing it to escalate. (Option: follow up with a story-based example using the STAR method) For example, I was recently assigned to a Regional Sales Manager as their Administrator for a major client project. This RSM was incredibly challenging. They would email me tasks in the middle of the night and then expect that I had the tasks completed by the time they arrived at the office in the morning. I maintained less of a work/life balance than I prefer to admit, but there was an end date in sight, so I just did the work. When the project was over, I requested that I not be paired on future projects with this individual. My sales director understood the challenge and respected my request. Despite the challenge, I did not cause an unnecessary rift with the regional sales manager, a point that my director was thankful for."

"(Situation) Collaborating with colleagues with whom I disagree is a reality that can arise, especially when working in an environment where people are professional and want to do what they believe is best for their team and employer. (Solution) If I disagreed with a colleague and needed to collaborate with them for a project to be successful, I would be very mindful of my communication. For instance, I would avoid absolute statements like, 'That's wrong,' or 'You're not doing it right.' I would be sure to qualify my point of view and then give my colleagues room to qualify their point of view. (Benefit) I understand that Company ABC values collaboration and qualified approaches. If hired, you can be sure that my desire to qualify everything I say and do will be an excellent match for your team. (Option: follow up with a story-based example using the STAR method) For example, my current company just finished its year-end inventory audit. This audit required all three department managers to work together for a week. The other two department managers preferred to direct orders to their team rather than collaborate with them. The differences in our management styles were noticeable. I could have said, 'How you treat your team members is wrong.' Instead, I said, 'I understand you prefer to manage your team by providing firm instructions; however, I believe that we generate better performance from our teams when we collaborate versus dictate.' The two department managers agreed to try my approach, and we ended up having the fastest and most accurate year-end inventory count the company had seen in a decade."

What would you do if an angry customer confronted you?

"(Situation) I understand the importance of creating exceptional customer experiences. A significant part of delivering these memorable experiences is expertly handling angry customers. (Solution) If an angry customer confronted me, I would take it as an opportunity to turn the negative situation into a positive customer experience. I would proactively listen to them by concentrating on what they had to say and actively gaining a clear understanding of why they were upset. I would genuinely work to understand the upsetting emotions behind their concern. Then, I would present a resolution that resolved those negative emotions. (Benefit) By being present and giving the customer my undivided attention, they know they are supporting a company that actively listens and values the relationship. (Option: follow up with a story-based example using the STAR method) In my current position, I face challenging clients daily. I often come to a resolution by asking questions and actively listening. A recent example would be when an unhappy customer called in to speak with the manager. Our manager was away, and I was the only employee available to help. By listening and accepting responsibility for the company's actions, I was able to calm the customer down. We came to a solution that was great for everyone. The following day I followed up with the customer to ensure they were still satisfied and would retain their loyalty."

The interviewer wants to know that you can handle customers who come to you with challenging emotions. The goal of your response is to show that you can remain level-headed and stay professional if ever confronted by an angry customer. The interviewer also wants evidence that you are solution-focused when faced with customer-related disputes or grievances.

Avoid giving an answer that shows you have a short fuse or weak conflict-management skills. For instance, avoid saying something like, 'If an angry customer confronted me, I would immediately call security or escalate the situation to my manager.' Instead, show that you would take the time to get to the issue's core and de-escalate the situation through intelligent communication and problem-solving.

The interviewer wants to know your reaction if an angry customer approaches you for a solution. Because this question is positioned as, 'What would you do if...,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your approach to resolving the customer conflict will benefit the hiring company.

Since this scenario-based question is hypothetical, consider what you would do if you had to handle a confrontation with an angry customer. Using the Situation, Solution, Benefit formula, describe how you would de-escalate the situation. Outline how you would come to a solution that appeased the customer and the company. Be sure to highlight your excellent communication skills and ability to deliver creative customer service solutions under pressure. Assure the interviewer that you are a professional who can handle potentially uncomfortable customer-facing situations. Suppose you have encountered an angry customer in the past. In that case, you can use the STAR method (Situation, Task, Action, Result) to provide a story-based example to support your initial Situation, Solution, Benefit response.

"(Situation) Delivering happiness to an angry customer is certainly not an easy task; however, it's an essential skill to have while working in a retail environment. (Solution) If approached by an upset customer, I would apologize for the problem they were experiencing. By acknowledging their feelings and taking ownership through an apology, I would show that I understood and aimed to solve their frustration. (Benefit) It's clear that Company ABC values its customers. If hired, you can rest assured that I would deliver this value through genuine and thorough accountability in any customer dispute. (Option: follow up with a story-based example using the STAR method) One example of my approach in action was when my current company changed our return policy. We started offering store credit for returns over 30 days rather than a refund. Before this change, the store maintained an incredibly lenient return policy, which customers sometimes took advantage of. On the day of the policy change, a customer brought in a coat with excessive wear. I was responsible for handling the return. I offered the customer a store credit explaining that due to the sale being more than 30 days past, I could not provide a refund on her credit card. She became immediately angry and said, how dare I lie to her - this was not our store policy, and she knew it. I calmly outlined the new policy and asked open-ended questions about her feelings and frustrations. I sincerely apologized for making her feel upset. I carefully explained the rationale behind our new return policy, ensuring she was clear it was company-wide policy, and I was not targeting her specifically. The customer felt heard and eventually recognized the reasoning behind the policy change. In the end, she accepted her store credit and apologized for causing a scene."

"(Situation) Especially in the sales space, customer expectations are incredibly high. For that reason, it's critical that I can handle an angry customer with the utmost professionalism. (Solution) If an angry customer confronted me, I would empathize with their feelings. Showing empathy doesn't mean that I would entirely agree with the customer. Rather, it means showing that I understand their feelings and can relate to them on a personal level. As a result, the customer would feel respected and heard. (Benefit) By showing empathy toward an angry customer, I can de-escalate issues and ensure that Company ABC's customers are retained regardless of the hiccups that we may face along the way. (Option: follow up with a story-based example using the STAR method) For instance, I recently had a customer call me saying that our company delivered a defective piece of merchandise. He was threatening to stop doing business with us. This customer was one of my biggest accounts, and I had to make the situation right. I immediately took responsibility and asked open-ended questions to get to the root of the issue. I brought the COO and Director of Operations into the call, and we all assured the customer that we valued his business and would make the situation right. We also agreed to introduce new steps to ensure this situation did not slip through our quality assurance ever again. Ultimately, we had a satisfied customer who praised how we remedied the situation."

"(Situation) As a teacher, I consider the parents and guardians of my students to be the 'customer.' With school environments ever-changing, I must provide parents and guardians with the utmost diligence in communication, especially if a dispute arises. (Solution) If approached by an angry parent or guardian, I would maintain a calm demeanor even if it was tempting to match their tone. I would avoid any aggressive or blaming language and filter anything that might seem harsh. Also, I would frequently use the person's name in the conversation as this is a proven strategy for de-escalating a heated discussion. (Benefit) Using the person's name during a heated moment while maintaining a calm demeanor shows that I care. This approach aligns with the core of School ABC's goals - to maintain a safe and caring learning environment for the students and our community. (Option: follow up with a story-based example using the STAR method) Recently, in an IEP meeting, I met with a parent who was incredibly resistant to any suggestions I made. I anticipated that this parent would be sensitive and perhaps even angry based on previous encounters. This parent argued with every recommendation I made on their child's learning plan. I was forthcoming yet very calm and kind. I started using the parent's name in my sentences and expressed that my child was on an IEP, so I understood their concern and sensitivity. After a few minutes, the parent softened and became more receptive to my suggestions regarding their child's learning plan. We ended up with a productive IEP writing session."

"(Situation) In an administrator role, I am often the first person a customer faces. For this reason, I must know how to handle unpredictable customer needs or behaviors. (Solution) If an angry customer came to me, I would focus on repairing the damage and rebuilding trust. Regardless of the cause, I would apologize and own up to the mistake. I would use wording such as, 'Let me find a solution for you,' and 'I will make sure this situation is resolved.' (Benefit) By handling the angry customer with positive language, I can tame the situation rather than add aggression. This approach will benefit Company ABC since less time is spent arguing about who is right and more time goes to rebuilding positive customer relationships. (Option: follow up with a story-based example using the STAR method) I often get challenging customers on the phone, demanding to speak with the company's owner. The company owner frequently travels, and I have to tell the customers that he is unavailable. When I have an especially worked-up customer, I remain kind and helpful. I am understanding and let the customers' anger wash off, never taking the situation personally. I offer solutions rather than problems while remaining calm and kind."

"(Situation) As a manager, I must be prepared to keep our customers happy and deliver delightful experiences. Despite our best efforts, there will be roadblocks with customers. (Solution) If I had an angry customer approach me, I would steer the conversation to be more positive by avoiding negative language or matching their angry tone. I would use words like, 'Yes,' and 'Most certainly,' rather than 'I don't know,' or 'No, we can't do that.' I would also jump to resolve the issue immediately by collaborating with the customer to resolve the issue. (Benefit) Making the customer part of the solution ensures we productively get to the end goal. My approach saves a lot of time on disputes and provides better customer collaboration moving forward. (Option: follow up with a story-based example using the STAR method) For instance, I have a major client who complains about his monthly delivery, like clockwork. Usually, they are mild complaints about our third-party delivery service than our actual product. I keep note of his complaints, and then the following month, when he calls again, I show him the action steps we took to resolve his previous concern. Because he feels heard and included in the resolution, we maintain an amicable relationship."

"(Situation) Experiencing an angry customer is a difficult situation; however, it's often unavoidable since we don't know what will trigger people to become upset. Although I cannot control outside forces that might cause a customer to become angry, I can control how I respond. (Solution) If an angry customer came to me, I would use the situation as a teachable moment. I have found that in this industry, some customers become angry because they don't understand what we do. by sharing knowledge with the customer about our process and workflow, I can often change the customers' experience. (Benefit) The benefit of my approach is that upset customers feel like they are part of the process. The teaching opportunity is two ways, as the customer also feels that our team can learn from them. This results in a much stronger agency-to-customer collaboration, one factor that I understand is important to Agency ABC. (Option: follow up with a story-based example using the STAR method) I recently worked on a project where the client had unrealistic expectations and deadlines. She fully expected me to completely change her business around in just 30 days with a social media marketing campaign. I let her know that most customers see the most significant change 90 days or more into the strategy. She was livid and fired our agency. I didn't argue with her; I just gave her facts. She ended up coming back to us a few days later when she heard the same thing from multiple other agencies. I am happy that I stood my ground and was consistent with my information - helping her to form realistic expectations."

How do you convince others to see things your way?

"When I would like others to see my way, I am sure to carefully lay out the ways that my idea will benefit them. I review those reasons, collect agreement from them, and then close them on the idea by having them agree that it's the soundest decision or choice."

The interviewer wants to know that you have solid persuasive skills. The goal of your response is to show that you can influence people through an inspirational approach rather than pushing others to see things from your perspective in an uncomfortable, forceful, or unprofessional manner.

Avoid an answer that makes you sound pushy and forceful. Instead, give a response that shows you are persuasive without being a workplace bully.

There are a variety of persuasion techniques that are helpful to use in the workplace. Some approaches include: - The 'Framing' method - The 'WIIFT' technique (What's In It For Them) - The 'BYAF' technique (But You Are Free) - Describing how your approach is working for others - Using words like 'we' rather than 'me' - Gaining agreement on a more minor point and then working toward an agreement on the more significant point - Leveraging data and evidence to make your case

Perhaps you are a confident and opinionated person, and maybe you are not. This question can be challenging to approach either way since you don't want to come across as a push-over, and you don't want to come across as too pushy in the workplace. It's essential to show that you have professional balance when convincing others to see your point of view. Describe your favorite method of persuasion. If you have a real-life example of a time when you persuaded someone to see things your way, be sure to provide a brief story-based example for the interviewer. In that case, you can use the STAR method (Situation, Task, Action, Result) when forming your story.

"When I'm trying to convince someone to be on my side, I am sure to make it clear how my ideas will benefit them. As I speak with them, I make small comments throughout the conversation to get them to agree with me along the way. As they start to say 'yes' to smaller questions or comments, they begin to come over to my side. Then, I review the reasons they just agreed with, getting another, bigger 'yes,' and conclude with them making a verbal statement of official agreement."

"To get customers or coworkers to see things my way, I first learn what they want to achieve and work to understand their pain point. Then, by doing so, I can emphasize the points that are the most meaningful to their goals. In doing this, I craft a personalized, persuasive case that ensures they will get to the point of 'yes' that I am looking to achieve."

"I often have to convince my students to see things my way, which usually involves getting them excited or challenging them in a fun, interactive way. Interestingly enough, it's a reasonably effective approach with adults, too. I find that if I can get my students excited about a task, project, or idea, they buy-in and do most of the convincing on their own without too much convincing from me."

"If I want others to see things my way, showing them my raw passion is the best way to do it. I get excited about my idea and tell them the 'why' behind the excitement. Once someone understands the 'why' behind what I'm looking to achieve, it becomes much simpler to gain their buy-in."

"I have found that facts are the best way to support an opinion and idea. If I have a big idea, I will create a presentation and gain buy-in from my team based on all the benefits of the proposed idea that I am pitching."

"What's In It For Them (WWIFT) is one of the first things I was taught in marketing when it comes to gaining the interest of a new customer. If I want others to see things my way, I focus on what they will gain by coming to my side! This approach works for me nearly every time."

Let's say you lost track of a deadline. How would you recover to ensure that you completed your project on time?

"(Situation) I understand that deadlines sometimes get lost, and it can be difficult to recover at times. However, it's critical to all stakeholders that I do what I can to ensure that I meet my deadlines. (Solution) First, I would give advance notice to all stakeholders, if possible. I would explain the situation while taking accountability and never blaming others. I would present a couple of solutions for recovering the project, such as asking for overtime or a deadline extension. Then, I would express my appreciation for the understanding. (Benefit) The benefit of this approach is that my colleagues and project stakeholders trust that I will be transparent if I feel a deadline is at risk. (Option: follow up with a story-based example using the STAR method) Last week I was asked to complete a task that one of my colleagues left incomplete before leaving on vacation. Although it wasn't my deadline, I felt responsible for it since our company's reputation was on the line with this particular client. I took the work home and completed it over the weekend. In the end, the client was delighted with my work, and my dedication landed me a small bonus, which was a pleasant surprise."

The interviewer wants to know how you course correct once you realize you are in danger of missing a deadline. The goal of your response is to prove to the interviewer that you work diligently to ensure you complete your projects on time.

Avoid answering in a way that makes it seem you've never lost track of a deadline. Time has escaped us all at one point, so the interviewer will view a response like, 'I've never missed a deadline,' as an easy way out of giving a thoughtful response. Instead, walk the interviewer through your approach when you need to make up for the lost time.

We've all lost track of a deadline in our work or school. The interviewer isn't looking for evidence that you've messed up - they are looking for evidence of how you would proceed when facing this kind of challenge. Because this question asks, 'How would you...,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your approach to recovering railroaded deadlines will benefit the hiring company.

So you dropped the ball. It happens to the best of us. Think about how you made the situation right. Whether you asked for extra assistance, or put more hours in, explain how you did your best and took responsibility for your actions. Suppose you have encountered a similar situation in the past. In that case, you can use the STAR method (Situation, Task, Action, Result) to provide a story-based example to support your initial Situation, Solution, Benefit response.

"(Situation) It's common for deadlines to be at risk in such a busy work environment. In retail, we must address the issue immediately, or it can quickly impact the store's sales performance. (Solution) If I realized that a deadline was at risk, I would notify my management team immediately. I would explain what happened and, without blaming others, I would take responsibility for the issue. I would offer to work additional hours to get the work completed on time. If my manager were understanding of the situation, I would be sure to thank them for the added flexibility. (Benefit) I am a keen worker, and my current management team trusts that I will be honest with them if I fall behind on my work.(Option: follow up with a story-based example using the STAR method) For example, I recently ran out of time on a shift while doing the mannequin merchandizing. Technically, merchandising is a shared responsibility. However, I felt as though I was letting the team down since I was the one who started merchandising the mannequins. So, rather than pass the buck to the next shift, I decided to stay on the floor, after clocking out, to finish the merchandising. This effort allowed the team to continue with their scheduled tasks. At the same time, I demonstrated my commitment to the team."

"(Situation) Sales environments are often high-pressure, and deadlines can be very tight. However, it's critical to my sales success and the company's financial health that I do what I can to meet my deadlines. (Solution) If I felt that a deadline was at risk, I would notice my leadership team as far in advance as possible. I would explain the situation and assume accountability for the problem. I would offer a solution or two on what I could do to recover the timing. (Benefit) The benefit of my problem-solving approach is that my employer has the assurance that I will do everything in my power to bring a deadline across the finish line on time. (Option: follow up with a story-based example using the STAR method) For instance, our sales team had a big target still looming at the end of the year. We needed to hit the target for Company XYZ to bonus us out. I felt additional pressure because I had a customer ready to buy a lot of inventory if I could source it on time. While everyone was heading home for the holidays, taking their scheduled time off, I stayed late each evening and worked at home to source the inventory for my client. It was a tight timeline, but I knew everyone depended on me to close this sale and hit our target. We closed the month at 125% to goal. The sales team members were thrilled to earn our year-end bonus."

"(Situation) As you are aware, teachers work on a limited schedule, so we have little flexibility with meeting curriculum deadlines. It is of the utmost importance for the students and our school community that I am on deadline at all times. (Solution) If I felt that I was at risk of missing a deadline, I would notify my leadership team. I would explain the situation while taking accountability and never placing blame. I would come up with solutions rather than dwell on the problem. For example, I might take the work home and make up for the loss during my personal time. (Benefit) I am a hard-working educator who will always dedicate the time needed, whether on or off the clock, to ensure that I never miss a deadline or let my students and faculty down. (Option: follow up with a story-based example using the STAR method) For example, when I took my first teaching job, the lesson plans I received had gaps and lacked flow. I spent my own time bridging the gaps and re-writing the lessons that seemed to be missing content. I cut it close, but I was able to get the improved curriculum all wrapped up just in time, and my students were much better for it."

"(Situation) As an administrator, I must address deadline risks immediately since they can quickly ripple and impact multiple people within the company. (Solution) If I realized that a deadline was at stake, I would notify the affected stakeholders immediately. I would explain the situation and offer to work additional hours to complete the work on time. If the stakeholders were understanding, I would be sure to thank them for their flexibility. (Benefit) I am a hard worker who keeps a keen eye on deadlines, so luckily, if a deadline were at risk, I am confident that I would catch the situation as soon as possible. (Option: follow up with a story-based example using the STAR method) For example, last month I was almost done updating our company directory when my computer crashed. Rather than be defeated and start over again, I called our IT department with an SOS and told them my deadline for retrieving the data. I knew they would pull through for me! The IT team quickly recovered the document for me, and I handed in the work to our designers just in time."

"(Situation) As a Manager, I often feel a lot of pressure to meet deadlines since I know that my team relies on me to be a diligent project manager. A missed deadline could mean that bonuses' are not given, or our customers leave us for our competitors. (Solution) If I realized that a deadline was at risk, I would immediately bring my team together for a strategy meeting. Together we would workshop what needed doing to ensure we reached our deadline on time. I would take full responsibility for the error in timing and ask my team to be patient with me as we collaborated on a solution. (Benefit) The benefit of my problem-solving approach is that my team members are confident that I will do everything to support them and their success. (Option: follow up with a story-based example using the STAR method) For instance, we had a significant production deadline for a client last year. We were in the middle of the project when one of our most essential pieces of equipment failed. Instead of panicking or telling the client that we would not meet the deadline, I called a team meeting, and we came up with a solution together. I pulled in a late-night favor from our mechanical department, and we stayed at work until 3 AM. We are a team of do-ers, and I knew that one all-nighter would be much better than letting our client and my team down."

"(Situation) As a marketing professional, I must address deadline risks immediately since they can quickly grow and impact multiple project stages. (Solution) If I saw that I was about to miss a deadline, I would tell my client right away and explain the situation. Without hesitation, I would work additional hours to ensure that I did not let my client down. (Benefit) I am a very diligent person who thrives on the pressure of deadlines. If a deadline were at risk, I would do anything and everything to meet expectations.(Option: follow up with a story-based example using the STAR method) For instance, I recently forgot about a client project until one week before their first project phase was due. I was baffled by how I could have missed it, but I did. I calculated how many hours of work I needed to put in to catch up, divided those by seven days in the week, and worked that many hours overtime for the week. As a result, I delivered a great product on deadline."

Tell me when you naturally took on a leadership role. Did you enjoy being a leader, and were you happy with the outcome?

"(Situation) Last year, I was tasked to complete a project with a group of ten co-workers. During our project kickoff meeting, we agreed to appoint a project leader. (Task) Most of the team members were shy to take on the responsibility, so I volunteered to be the project lead. Although I was not the most experienced team member in the group, it was important that I stepped up and demonstrated leadership. (Action) First, I showed an interest in learning about the team members and understanding the team dynamics. In our next meeting, I presented a project plan with clear expectations for myself and the rest of the team. During the project, I worked to ensure communication remained clear. I relayed project briefs regularly and offered support to the team members to ensure we reached our goal. (Result) This experience gave me confidence and showed me that leadership is a true art. I thoroughly enjoyed creating a vision and helping my team members reach the finish line successfully. In the end, I earned compliments from my supervisor on my leadership abilities. Since this experience, I have actively developed my leadership abilities. I recently attended a leadership workshop at our local college, and every morning while driving to work, I listen to a podcast episode where I learn from other thought leaders."

The interviewer would like to know that you have the desire and skills to be a leader. The interviewer also wants to know that you perform like a leader at work, even if you aren't in an official leadership position. The goal of your response is to show that you enjoy helping others develop and grow while still learning things yourself. Show that you are the type of person who strives to inspire others.

Regardless of your current job title or career seniority, you should continually develop leadership abilities. For that reason, avoid giving a response that shows disinterest in being a leader. Instead, provide an example of when you acted as a leader and generated a positive outcome.

'Tell me when...' means the interviewer is looking for a story-based example for this scenario-based interview question. Talk to the interviewer about when you proactively led a team or initiative. You can form an effective response using the STAR method. STAR is an acronym for Situation, Task, Action, Result. - Situation: Set the stage with the background information the interviewer needs to make sense of your story. - Task: Continuing to set the stage, give the interviewer an idea of your role and responsibilities in this story. - Action: Next, offer a detailed description of the steps you took to act like a leader. - Result: Last, talk about what you enjoyed the most while demonstrating leadership. Be sure to include the positive outcome that resulted from your leadership actions.

Being a leader is not the same as being a manager. Acting as a leader in the workplace can give you a different perspective on business, often helping you grow your career. The interviewer wants to be sure that you value the skill of leadership. So, be sure to include details on why demonstrating leadership is important to you. Consider expanding your response to include details on how you continually improve your leadership abilities. For instance, perhaps you take leadership courses, look for opportunities to lead in everyday scenarios, or maybe have a mentor helping you develop your leadership skills.

"(Situation) When I first joined Store XYZ as the assistant store Manager, I encountered a disagreement between two of my team members. The two individuals were arguing, which was disrupting the store environment. I could see the other team members and our customers becoming increasingly uncomfortable. (Task) Although I was new to the team, I was not new to being a leader in a retail environment. So, I chose to intervene. (Action) I asked the two employees to join me in the staff room. Once we were in a more appropriate place, I led them through a conversation focused on finding common ground and engaging in a constructive conversation. (Result) The two team members worked out their differences which helped generate a much healthier and more enjoyable work environment in the short and long term. It felt great to take action, help to clear the air, and contribute to a happier workplace environment. I quickly became recognized for my leadership abilities and was promoted to store manager after just six months."

"(Situation & Task) As an experienced sales professional, I understand the importance of being coachable and also being able to coach. When I first joined Company XYZ as a sales manager, my biggest task was diversifying the sales team. Before joining, the company was quite flat and had previously trained its team members with a 'one-size-fits-all' sales style. (Action) I quickly took note of my team members' personalities and found ways to adapt to their style. I coached my team members strategically while ensuring everyone remained on track. I started mentoring the new hires and raised other leaders within my team to do the same. (Result) As a result, team turnover drastically reduced, and we won a record amount of new business. I was thrilled with the outcomes these changes generated. I eventually turned my process into a formal training and mentoring program that the company implemented in other branches. It's a leadership initiative that I'm very proud of developing."

"(Situation) Last month, during one of our faculty meetings, I took an opportunity to lead. Our group found it difficult to agree on a few critical curriculum changes. (Task) I have been teaching with School XYZ for many years and felt that speaking up was the responsible thing to do. (Action) I showed authoritative leadership by encouraging our teachers to pursue one common goal: to do what is best for our students. I spoke up to inspire the attendees to realign their focus and set higher expectations in the name of effective education. (Result) My words resonated with many of the teachers and, for a few weeks following the meeting, they often approached me and thanked me for sharing my passion."

"(Situation) Company XYZ recently hired a new employee to join the administrative team. The work is fast-paced, and I could see that this individual seemed nervous and unsure. (Task) Although I did not see myself as a natural leader at that point, I wanted to see her succeed. (Action) So, I took her under my wing right away. I took her out for lunch, explained the office dynamics, and encouraged her to ask questions. (Result) It felt terrific to share my knowledge with this person, and we have become great workplace friends who support each other during the busiest times."

"(Situation & Task) Before I became manager at Company XYZ, I was often jumping in to train new employees. I truly wanted a promotion to manager and knew that I needed to show my ability to do the job far before the promotion would be a reality. (Action) I spent hours studying the company and production process. My product knowledge became very strong, and I started to positively impact our new hires, resulting in stronger employee retention rates. (Result) This dedication to leadership quickly paid off as I was one of the fastest promoted Managers in company history. I love being a leader. It comes naturally to me, and I care about the success of those new to the team."

"(Situation) Recently, our marketing director was unexpectedly out of the office on a family emergency for two weeks. (Task) I volunteered to take on her role because I know it well and have worked alongside her the longest. (Action) I encouraged collaboration with the team, divided tasks evenly, and incorporated daily team meetings to ensure that we were on the right track. No important detail slipped by us during that time. (Result) When the director returned, she ended up implementing a couple of my temporary processes and complimented me on my dedication to the team and agency. It felt amazing to be a leader."

Describe a time that you did not fit in. How did you ensure that you found a way to fit in and make yourself comfortable?

"(Situation & Task) When I first joined Company XYZ as a junior analyst, I did not feel comfortable in my work environment. I was a go-getter, while the senior analyst I worked with had a more quiet confidence. (Action) One day, I asked him if we could spend one day approaching our work as the other person would. The idea was that, in the end, perhaps we could learn to appreciate better how the other person approached their tasks. (Result) He agreed, and, in the end, we gained a newfound respect for how the other person processes information. This approach encouraged us to be more mindful of each other's perspectives, and we generated a much stronger mutual respect."

Each of us has a time in our life when we felt as though we did not fit in. The interviewer wants to know how you act in such a scenario. The goal of your response is to show the interviewer that you have the confidence and initiative required to make yourself feel more comfortable in uncomfortable situations.

We have all felt uncomfortable at one time or another. For that reason, avoid using cliche statements like, 'I am a chameleon who can fit in anywhere.' Instead, give a thoughtful response that describes your people and social skills in detail.

'Describe a time that...' means the interviewer is looking for a story-based example for this scenario-based interview question. You can form an effective response using the STAR method. STAR is an acronym for Situation, Task, Action, Result. - Situation: Set the stage with the background information the interviewer needs to make sense of your story. - Task: Continuing to set the stage, give the interviewer an idea of your role and responsibilities in this story. - Action: Next, offer a detailed description of the steps you took to resolve the situation you described. - Result: Last, talk about the specific outcomes that resulted from your actions.

When taking the interviewer through your story, explain if you sat back and waited to fit into the group or if you took the initiative to fit in and make yourself feel comfortable. Take the time to describe your personality and express how you react in situations like this. Be sure to display your confidence when encountering new and potentially uncomfortable situations.

"(Situation & Task) I was the youngest person in a leadership role at Department Store XYZ. At first, being the youngest leader was alienating, and I found it challenging to make peer-based connections with my co-workers. (Action) Despite feeling discouraged, I made every effort to make myself a part of the team, whether finding ways to relate to what they were talking about or going the extra mile to help them out with a challenging task. (Result) Over time, my co-workers noticed my dedication and desire to collaborate. They warmed up to me and even started offering to help me with my challenging tasks."

"(Situation) Being the new person in a competitive environment rarely means 'fitting in' immediately. The situation was no different when I joined Company XYZ as an Inside sales rep. (Task) As the newest team member, I felt it was up to me to put in the effort to build trust and connection with my new co-workers. (Action) I started by asking my co-workers out to lunch within the first days. That way, I could make a personal connection with a few of them and slowly start to gain their trust. (Result) After my first month, I had made at least three strong co-worker connections which helped make my days go faster and made the work much more enjoyable."

"(Situation & Task) I think back to my first day of work at School XYZ. I was definitely an outsider! The faculty was made up of a tight-knit group. Although they extended niceties to me, I was still the new person they didn't know. I was just one person, and they were many, so I made it my mission to take the initiative and build a few strong relationships. (Action) I made sure to involve myself in their social fabric by bringing coffees and baked goods in the morning. (Result) By being kind and thoughtful, I became a part of their inner circle in no time. Today, when we have a new teacher arrive at our school, I am sure to extend a warm welcome so that they feel accepted right away."

"(Situation) When attending university, I was significantly older than many of my classmates. This was because I had my kids early and then returned to my post-secondary education goals once they were school-aged. (Task) I decided that, rather than competing, I needed to become a bit of a parent figure to the other students. (Action) I started offering to help them with their studies and extended a warm smile when they needed it. (Result) As a result, I had a great time in university and made long-lasting friendships with a wide range of people."

"(Situation) When I initially stepped into my management role at Company XYZ, I was not widely accepted by my new team. I was replacing a very beloved manager who left due to relocation. (Task) Nobody seemed happy that I was there, but I was persistent in my pursuit to be seen for who I was rather than who I was not. (Action) I started by holding a group meeting and encouraging the team to ask me questions. I also asked them questions regarding how they liked to be managed. I wanted them to describe their ideal workplace culture to me. (Result) As a result of that meeting, the team became more at ease and quickly warmed up to me. They understood that I was there to carry the torch and not disturb the progress the previous manager had generated."

"(Situation) I was a bit of a misfit all through high school. I felt like my brand of creativity was unappreciated by my peers. It wasn't until I left for university that I realized it wasn't other people's job to understand me. (Action) After that realization, I started attending creative meetups in my area. Two nights per week, I would attend these meetups and get to know other like-minded creatives. (Result) It didn't take long for me to find some excellent friends. We made deep connections and are still friends to this day."

Tell me about a time when you had to resolve a conflict between two employees. How did you generate a resolution?

"(Situation) When I first joined Company XYZ as the retail sales manager, the most frequent disagreement I witnessed between employees occurred over commission disputes on shared customers. (Task) Despite being a new addition to the leadership team, I decided to take on the challenge of re-framing how the company approached commission splits. (Action) I generated a way for our CRM system to auto-split commissions in these instances. Rather than continue to resolve the issues on a case-by-case basis, I also created a department policy in which it's apparent who gets the commission and when, based on the customer's behavior, number of interactions, and time passed. (Result) As a result, the company saw an 87% reduction in commission-related grievances over 12 months. I am proud to have introduced this solution and look forward to making a similar impact on the workplace culture here at Company ABC."

The interviewer wants to understand how you handle conflict in the workplace. The goal of your response is to show that you are thoughtful in challenging conditions and can be the voice of reason when needed.

Avoid answering in a way that makes it seem you avoid conflict. For instance, saying, 'I would let my co-workers battle it out themselves,' could be interpreted as avoidance. Instead, show the interviewer that you understand the importance of helping to resolve a dispute that might hurt the workplace environment or impact team performance.

'Tell me about a time when...' means that the interviewer is looking for a story-based example for this scenario-based interview question. You can form an effective response using the STAR method. STAR is an acronym for Situation, Task, Action, Result. - Situation: Set the stage with the background information the interviewer needs to make sense of your story. - Task: Continuing to set the stage, give the interviewer an idea of your role and responsibilities in this story. - Action: Next, offer a detailed description of the steps you took to resolve the situation you described. - Result: Last, talk about the specific outcomes that resulted from your actions.

Use this question as an opportunity to showcase your conflict-resolution system through storytelling. Describe the steps you took to help resolve this conflict and explain why you believe your approach was so impactful. If you have a specific conflict-resolution framework that you lean on, be sure to outline the process for the interviewer.

"(Situation) A few months ago, two of our sales reps were continually bickering with each other. The bickering started in jest but quickly escalated, making it very unpleasant to work with them. (Task) Although I was also a sales rep, and neither of them reported to me, I decided to approach them individually and get to the root of their disagreements. (Action) I intently listened to each person's perspective. Then, I suggested that the three of us sit down together. I acted as a mediator and got them both talking about what was bothering them. (Result) In the end, we were able to uncover the core of the disconnect, and I helped coach them into a meaningful conversation. This experience taught me about conflict resolution, which boosted my confidence to apply for the assistant manager promotion shortly after. Since then, I have taken a weekend workshop on interpersonal conflict management. I look forward to bringing my leadership abilities to Company ABC in this sales manager role."

"(Situation & Task) As a junior high teacher, I am often resolving conflict between students. A spark recently ignited between three students who were trying to complete a small group project together. (Action) In this instance, I used the SOAR framework. Stop, Observe, Assess, and React. This approach allowed me to intervene while acknowledging each student's emotions. (Result) We resolved the conflict quickly, and I minimized the classroom distraction. In any setting, if I sense tension or witness a disagreement, I will confidently step in as the intermediary and encourage respectful conversation."

"Although I am new to my career and have not yet faced this kind of situation, I believe it's essential to address issues between colleagues before the situation escalates. In this instance, I would make sure each person heard the others' perspective, so both people felt acknowledged. I would also make sure there was a solution for moving forward. I the conflict was significant, I would ask HR to lead the conversation according to company policy. Those are some of the first steps I would take if I had to mediate a conflict."

"(Situation & Task) There are often small conflicts between my production staff on matters of safety, quality assurance, and procedural issues. If left unattended, things will quickly escalate since we work in a high-stress environment. So, I need to address conflicts, big or small, right away. (Action) Last week I called a meeting between two employees when I saw them bickering on the production floor. The two did not leave my office until they agreed on a solution and shook on it. (Result) This approach works well for minor conflicts that I can fix on the spot. I have yet to lose an employee over an unsettled argument and look forward to experience this same employee tenure as the Production Manager for Company ABC."

"(Situation & Task) I recently witnessed two project managers, who were collaborating with a large client, arguing quite heavily about what direction to take a particular ad campaign. I understand creative types can be very passionate about our approach to projects; however, these passions should not disrupt productivity. (Action) I suggested they have an anonymous team vote, and the idea with the most votes would win. I created a quick virtual poll and sent it to our entire staff of 400. (Result) It was a landslide for one idea, and the argument was settled. As a marketing professional, I enjoy bringing creative solutions to conflict and believe that this approach will be a great fit with the team culture at Company ABC."

"A co-worker went over her sick and personal days when her father passed away; when she returned a co-worker started a heated argument with her about the absenteeism policy.I knew I had to act so I brought the angry co-worker to the side and calmly explained management is well aware of the policy in place but chose to allow her to return to work and if anyone in the office including himself needed to take extended leave due to the death in a family we would be happy about the leniency in policy. It did diffuse the situation and everyone was able to return to work."

How would you react if a co-worker called in sick and asked you to put in overtime to cover for them? Where do you draw the line when being a team player?

"I will always choose to be a team player. If a co-worker called in sick, I would take over where I was capable. The only time I would draw the line would be if I felt I was being taken advantage of for my kindness. For instance, if they were purposefully being inefficient and expecting me to pick up the slack. For the sake of the company, I am always willing to go above and beyond expectations."

The interviewer wants to know that you are willing to jump in and take additional responsibilities when you identify an opportunity to help others. The goal of your response is to show your willingness to be part of the team while also explaining your boundaries when filling in for unreliable co-workers.

If you've encountered a similar situation, avoid speaking poorly of the co-worker who took advantage of your availability and kindness. Instead, take your time to highlight that you are a team player willing to help out your co-workers within reason.

The interviewer wants to know how you would react if asked to make a last-minute change to your availability to cover for a sick co-worker. They also want to know where you draw professional boundaries. Because this question asks, 'How would you,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your approach to teamwork will benefit the hiring company.

It's absolutely okay to show the interviewer that you have personal and professional boundaries. Express to the interviewer that you are a reliable team player. At the same time, it's essential to explain that you have reasonable limitations when you encounter a situation where a co-worker might be taking advantage of your willingness to assist.

"I am happy to help the team out and work overtime, should my schedule allow. While working at Company XYZ, I had a co-worker who consistently showed up late, and I was always the go-to for covering her extra 15 to 45 minutes. This situation, of course, grated on me, and I tactfully addressed it with the teammate. I am happy to help as much as possible and hope that the team will help me if I ever need it - of course, within reason. Consistently poor planning isn't a reasonable excuse, in my opinion."

"In sales, the job has to get done no matter how many employees are absent. So, it's not uncommon for me to pick up work that others have left. Whether or not they're holding up their end of the bargain, I still have financial targets to meet, so I have to make up for the work. That said, it's frustrating to be responsible for the lion's share of the work regularly when it is to be a team effort. If I were to feel that someone was taking advantage of my hard work, I'd be frustrated. I would find time to speak to the co-worker in question and let them know how their actions were impacting me."

"I am happy to help my co-workers if they are sick or need to miss a day due to a personal situation. I enjoy being a teacher and view situations like these as a privilege rather than an annoyance. That said, it's important to have professional boundaries. If I felt that someone was taking advantage of me, I'd address the situation with my co-worker to ensure negative feelings did not develop."

"I am happy to help others. The only way I would draw a hard line was if I knew the person was taking advantage of me on purpose. Otherwise, with mutual respect present, I will always be a team player and jump in when I am needed."

"My team is, overall, excellent when it comes to my sick day policy. I have asked that team members not come in if they are contagious. One team member called in sick every Monday for a month. That pattern was suspicious to me, so I called him out on it. He admitted to taking advantage of my understanding nature. I wrote up a corrective action report, and he corrected his behavior immediately."

"If a co-worker called in sick, I would pick up their project without hesitation. I believe it's important to act quickly and collaboratively in a team environment. With that said, I would expect that my team members would do the same for me if I were sick or out of the office unexpectedly."

What would you do if a customer asked you about a product or service and you were unsure of the answer?

"(Situation) I understand that it's crucial to give customers accurate responses and solutions to their questions. (Solution) If I had a customer ask me about something that I didn't know enough about, I would take the time to find the answer for them before giving a potentially false answer. I would find the answer quickly by asking the appropriate person or finding a solution within the company's internal resources. (Benefit) I am okay with admitting when I don't know something, and I love to learn new things."

The interviewer wants evidence that you are an independent thinker who can find answers for yourself. They also want to know that you wouldn't just make up an answer to appease your customer. The goal of your response is to show the interviewer that you are ready to put in the effort to find solutions for your customers.

Avoid statements that show a lack of proactiveness, such as, 'I would tell the customer that I didn't know the answer.' Instead, show the interviewer that you bring an 'I will find out' mentality.

It's challenging to admit that we don't know something; however, nobody has all the answers. The interviewer wants to see how you would proceed if you didn't have a solution for a customer. Because the interviewer asks, 'What would you do if...,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your approach will benefit the hiring company.

Since this scenario-based question is hypothetical, consider what you would do if a customer asked you about a product or service and you were unsure of the answer. Using the (Situation, Solution, Benefit) formula, describe how you would handle the situation. Outline how you would come to a response that appeased the customer. Be sure to highlight your excellent communication skills and ability to deliver creative solutions under pressure. Suppose you have encountered this situation in the past. In that case, you can use the STAR method (Situation, Task, Action, Result) to provide a story-based example to support your initial Situation, Solution, Benefit response.

"(Situation) Telling a customer something untrue, simply to look like an expert, is wrong. Also, it could potentially create a long-term issue. (Solution) I'm not afraid to put myself in a position where I don't know everything or am not the expert. I would get out of my comfort zone to grow, learn, and help the customer in this situation. I would not hesitate to involve a more tenured employee, do my research, and work collaboratively to find a comprehensive answer. (Benefit) I am accustomed to thinking on my feet and coming up with a creative answer based on the information I have at hand. I believe my tenacity and honesty align well with the mission of Company ABC."

"(Situation) I believe that there are two important things to remember when speaking with a customer. One - be incredibly prepared for any question. Two - the conversation is not always going to go as anticipated. (Solution) I'm comfortable answering questions to the best of my knowledge and then saying something like, 'You know what, I'm not certain about that, but I will get you an answer by the end of the day.' Then, I would follow up and answer the customer within my promised time frame. (Benefit) As a member of the sales team at Company ABC, I will be happy to think on my feet and be a problem solver while also being comfortable knowing that I am not an expert on everything."

"(Situation) As a teacher, I encounter very thoughtful questions from my students. Often, I don't have an answer immediately available. (Solution) When a situation like this arises, I am perfectly comfortable admitting when I need to obtain more information. I will first give ideas based on my current knowledge and then pass the question to the right channel or personnel I believe can better assist. (Benefit) My willingness to learn is part of what makes me an excellent teacher. I am continually growing and have a willingness to absorb new information."

"(Situation) It's important that, as an administrator in a customer-facing role, I put the customers' needs before my ego. (Solution) If a customer asked me a question and I did not have the right answer, I would admit my lack of knowledge on the topic then go out and find the answer for them. My process could include researching online or asking a more tenured administrator for help. (Benefit) My mantra is to say 'I will find out,' rather than 'I don't know.' I believe this mindset fits well with the learning-focused work environment Company ABC has carefully crafted."

"(Situation) As a manager, it's essential that the customer feels that I have provided them with the most accurate and up-to-date information. (Solution) If my customer requires a solution that I do not have, I will immediately search for one by looking through our company resources. Then, I will add the solution to our communication binder. This way, my team has the answer should the query come up again. (Benefit) This level of organization has been incredibly beneficial to my team at Company XYZ since it improves the speed at which we respond to customer inquiries, boosting overall productivity and customer satisfaction. I look forward to bringing the same benefits to Company ABC."

"(Situation) Marketing trends are always changing, and I often have clients ask insightful questions about new strategies and marketing methods. Sometimes, I don't have a well-researched answer prepared. (Solution) When I don't have a comprehensive answer, I view it as an opportunity to research and learn something new. I go to a few trusted online resources, speak with my most creative colleagues, and then bring a well-supported answer back to my client. (Benefit) The benefit of my thorough approach is that the client knows they have been provided with a solution supported by research versus subjective opinions. I understand that Company ABC takes a similar approach when providing its customers with marketing recommendations. Is that accurate to say?"

What would you do if you were made aware of a co-worker being dishonest or stealing from the company?

"I certainly would not consider myself a 'whistle-blower' in the workplace. If I found that a co-worker was stealing or doing anything to harm the company, I would approach them directly to ask what was happening. There is a good chance of the situation being a simple misunderstanding. If it wasn't a misunderstanding and the co-worker was outright defiant with their damaging actions, then I would bring it, professionally, to the appropriate parties."

The interviewer wants evidence that you are an honest person who would do the right thing even in an uncomfortable situation. The goal of your response is to show the interviewer that you have the confidence to address dishonesty amongst your co-workers and that you would support integrity inside the organization.

Avoid answers that make it seem like you are sympathetic to dishonesty. Instead, show that you are proactive in protecting your company and work environment while balancing 'doing the right thing' with being kind to others. For instance, you would report the situation according to company policy without embarrassing the co-worker or gossiping about it to the rest of your team.

The interviewer wants to know how you would proceed in a situation involving employee dishonesty. Because this question is positioned as, 'What would you do if,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your approach to handling this dishonesty will benefit the hiring company.

Companies want to know they are hiring loyal employees. Make sure that you illustrate in your answer that you would do the right thing and represent the company for which you are working. If you have an example from when this happened, you can talk to the interviewer about it but avoid naming people outright or speaking poorly of anyone.

"When I was a server in college, I became aware that another server was altering his tips. It was an incredibly uncomfortable situation. The server was open about having many family issues and financial problems. I was empathetic to his situation; however, stealing is never okay. I told him that I knew what he was doing and expressed how I felt about the situation. He brushed it off as though I imagined the situation. So, I approached our manager with my discovery, and he was terminated shortly after. It's important to me that I work with honest individuals who are unafraid to hold each other accountable."

"In a previous role, I had a hunch that one of the appointment setters was inflating the number of appointments that he was setting but had no solid proof. There was a sudden uptick in productivity, but it appeared he was not putting in any extra effort. That said, it was not my department, direct report, or my place to address the situation. So, I mentioned the situation to another account executive, who was in his department, and they agreed to keep an eye on the situation."

"I have never found myself in this situation, but I feel I'd address it with the person in question and then involve the appropriate supervisory parties as necessary if the behavior continued. As a teacher, there isn't much opportunity to take or be greedy, so I can't see this happening, honestly, but if it did, that's how I would handle it."

"If I knew that an employee was stealing from the company, I would report it to my manager. When employees steal, their actions put everyone at risk."

"I have caught employees stealing before. I have zero patience for this type of behavior. It costs the company a lot of money, resulting in increased costs to my customers, and potentially jeopardizes future raises and team growth. Whenever I have caught an employee stealing, I bring the matter up with HR, along with supporting evidence. This approach ensures a clean termination eliminates the company being at risk of being sued by the disgruntled former employee."

"I have caught a co-worker plagiarizing their work before. This practice is a huge faux pas in our industry, resulting in immediate termination. When I caught the co-worker, I reported it anonymously to our marketing director. He had been terminated shortly after, which I felt a bit bad for, but reminded myself that he put our entire agency's reputation at risk, including my job."

What would you do if you made a mistake at work and nobody noticed?

"(Situation) I have made mistakes at work - everyone has. What is most important is how I handle repairing the mistake. (Solution) If I made a mistake at work and nobody noticed, I would first assess the severity of the issue. This assessment would determine if I needed to involve anyone else in the resolution. If my mistake had a significant negative impact and I needed to apologize, I would do so immediately. Next, I would create a game plan to fix the mistake as soon as possible. If this resolution required extra hours on my behalf, I would do this off-the-clock so that my employer was not responsible for the cost of additional resources. (Benefit) I am the type of person who values actions over words. Rest assured, if hired by Company ABC, you will see that I am a highly accountable individual who is transparent with my work and eager to do what is best for my team and the organization as a whole."

The interviewer wants to know more about your level of integrity in the workplace. Integrity means doing the right thing, even when nobody is watching. The goal of your response is to show the interviewer that you are a trustworthy person who makes the right choice and fixes your mistakes, even when nobody has noticed your error.

Avoid responding in a way that suggests you never make mistakes at work. Everyone makes mistakes, and the interviewer wants evidence that you are self-aware. Instead of trying to look like the perfect employee, highlight that you respond to errors in a way that shows integrity and accountability.

Everyone makes mistakes in the workplace. The most important part of a situation like this is not the mistake you made but how you repaired the error. Because this question is positioned as, 'What would you do if...,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your honesty and integrity will benefit the hiring company.

When you talk about handling mistakes in the workplace, it's essential to show that you would first admit your mistake. Employers want to see that you are accountable for your actions versus blaming others or shirking responsibility. Next, it's important to apologize for your errors. Remember, the interviewer doesn't want to hear you grumble over the issue. It's vital to apologize for your mistake and present a solution rather than dwell on the problem. Show that you would jump into action to create a plan to fix the error. Consider how you would repair the mistake, preferably on your own time, without costing your employer additional resources.

"I once missed an attendee on a meeting Outlook request. Luckily, I had set up reminders at the end of every day to double-check my work and caught the mistake the day it happened. After catching the mistake, I added the attendee to the invite without anyone realizing there was an error. Keeping myself organized and accurate really helped me with that."

How would you proceed if your boss asked you to complete a task that you had never done before?

"(Situation) Trying new tasks and accepting new responsibilities is one of the best ways for me to grow in my career. (Solution) If my boss asked me to complete a task that I had never done before, I would first be upfront with them that this was the first time taking on a task of that sort. Then, I would access various reliable resources to learn everything I could about how to best approach the task. Next, I would jump in and get the work done. Along the way, I would remind myself that it's okay not to be perfect, and it's more important that I try my best. (Benefit) I enjoy being in a work environment that pushes me to reach new heights, so I would greatly appreciate working for a manager who introduces new tasks to me when they feel I am ready."

The interviewer wants to know that you have the confidence to jump into a new task. The goal of your response is to showcase your positive spirit when approaching new responsibilities and highlight your desire to learn new skills.

Avoid giving a response that sounds unsure and lacks confidence. Instead, express your interest in being involved with various tasks and learning new skills.

The interviewer wants to know how you would proceed if asked to complete a task that was entirely new to you. Because this question is positioned as, 'How would you proceed if...,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your approach to learning new tasks will benefit the hiring company.

Show the interviewer that you would proceed with the task thoughtfully while showing an eagerness to learn and gain new skills. Suppose you have encountered a situation like this in the past. In that case, you can use the STAR method (Situation, Task, Action, Result) to provide a story-based example to support your initial Situation, Solution, Benefit response.

What would you do if an angry customer approached you and demanded an immediate resolution to their problem?

"(Situation) Through my years of customer service training and experiences, I have come to realize that most angry customers are simply expressing their frustration over the situation versus being angry at me personally. (Solution) If an angry customer approached me and demanded an immediate resolution to their problem, I would listen intently. I would let the customer speak and then use phrases like, 'So, what I'm hearing is that...is that correct?' Then, I would ask questions such as, 'What can I do to make this situation better?' Remaining calm and using the resources provided to me by my company, I would work to come up with a solution that felt fair and equitable. (Benefit) The benefit to hiring someone like me, with many years of customer service experience and extensive dispute-resolution training, is that I bring confidence in uncomfortable situations while still focusing on solutions that align with Company ABC's promise of providing unmatched customer care."

The interviewer wants to know how you react in the face of a customer-related pressure situation. The goal of your response is to show that you are a level-headed professional who can think under pressure and create a solution rather than allow the conflict to intimidate you.

Avoid responding in a way that shows you would do anything to avoid the conflict. For example, saying, 'I would give the customer what they wanted,' shows a lack of problem-solving and critical-thinking skills. Instead, point to the fact that you would lean on your training and the company's policies to reach a well-thought-out resolution that served all parties equitably.

The interviewer wants to know how you would proceed in this customer-service scenario where the pressure is high. Because this question asks, 'What would you do if...,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your approach to de-escalation will benefit the hiring company.

When you talk about handling upset customers, it's essential to show that you would act quickly and professionally while abiding by company policy. Employers want to see that your dispute-resolution skills are strong and that you can think fast when a pressing matter arises. Show the interviewer that you would jump into action to generate a fair resolution for the customer.

What would you do if a boss or co-worker blamed you for a mistake that you were not responsible for?

"(Situation) It can feel really uncomfortable and even disheartening to be blamed for a mistake that you know you are not responsible for making. (Solution) If a boss or co-worker blamed me for a mistake that I was not responsible for, I would take a moment to reflect on the ways I could have contributed to the mistake. Rather than become defensive, I would show an openness to having a constructive conversation. I would ask my boss or co-worker to explain how they concluded that I was responsible for the error. (Benefit) I am a positive team player. The benefit of this is that even if I do not take the blame, I will approach the situation as an opportunity to take responsibility to fix the mistake."

When blamed for an error that we didn't cause, it can be human nature to become defensive. The interviewer wants evidence that you are the type of employee who would maintain professionalism even in a situation where you felt blamed. The goal of your response is to showcase that you have the communication skills needed to overcome this potential conflict.

Avoid giving a reactive response. For instance, responding with, 'I would tell my boss or co-worker that they were mistaken,' shows that you are reactive vs. proactive. Instead, give a reply highlighting your willingness to get to the issue's core. This approach might sound like, 'I would start by asking my boss or co-worker why they believed I was responsible for the mistake.'

Being blamed for a mistake that you did not make can be among the most frustrating situations in the workplace. The interviewer wants to know how you would handle this situation if it happened to you. Because this question asks, 'What would you do if...,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your communication style will benefit the hiring company.

Since this scenario-based question is hypothetical, consider what you would do if a boss or co-worker blamed you for an error that you know you did not cause. Using the Situation, Solution, Benefit formula, describe how you would handle the encounter. Be sure to highlight your excellent communication skills and ability to come to a resolution without becoming overly defensive. Suppose you have encountered this situation in the past. In that case, you can use the STAR method (Situation, Task, Action, Result) to provide a story-based example to support your initial Situation, Solution, Benefit response.

How would you handle providing constructive feedback to your manager?

"(Situation) It can be intimidating to give feedback to the person you report to; however, providing helpful feedback can ensure that my leaders grow and improve as well. (Solution) If I were to provide constructive feedback to my manager, I would first ensure an appropriate time and place. Ideally, this feedback would occur during a 1:1 meeting or a performance review. Next, I would keep the conversation focused on work versus any potential personality clash. I would never bring up any personal matters or habits that seemed nit-picky. My feedback would be solution-oriented and based on fact versus feeling. I'd also provide positive feedback so that my manager would not feel discouraged or overwhelmed. (Benefit) Regardless of seniority, everyone deserves to be told the truth; however, only in a kind and constructive manner. Should Company ABC hire me, you'll find that I am a thoughtful communicator who encourages sharing valuable information to my co-workers and leaders."

Providing feedback to others in a constructive manner is a challenging skill to obtain, so the interviewer wants to know that you have worked on your constructive feedback skills. The goal of your response is to take the interviewer through your feedback delivery process, ensuring they see your approach as a good fit for their workplace culture.

Avoid telling the interviewer that you would never give constructive feedback to your manager. Yes, it is essential to respect your leaders. However, providing them with opportunities to improve is one way to show that you also care about their professional growth.

The interviewer wants to know how you would proceed with giving constructive feedback to your leaders. Because this question is positioned as, 'How would you...,' you can respond hypothetically. The Situation, Solution, Benefit formula is helpful in this instance. Step 1) Situation: Express your understanding of the hypothetical situation. Step 2) Solution: Outline the solution you would introduce in this hypothetical situation. Step 3) Benefit: Highlight how your approach to delivering feedback will benefit the hiring company.

Giving proper constructive feedback can be an art form in itself. Show the interviewer that you understand how to provide appropriate feedback, even if it's for the person to whom you report. Suppose you have encountered a situation like this in the past. In that case, you can use the STAR method (Situation, Task, Action, Result) to provide a story-based example to support your initial Situation, Solution, Benefit response.

Scenario Based Interview Questions

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1. Let's say you made an error at work and the impact of your mistake was significant. How would you correct the error?
2. Discuss one crucial decision you made in your last role and the impact that decision had.
3. Tell me about a time when you received criticism from your manager. How did you react to that criticism, and did you make improvements?
4. Discuss a time when you went above and beyond the call of duty. How did your actions exceed your standard job requirements?
5. Tell me about a time your former manager or coworker upset you. What did they do to upset you, and how did you handle the situation?
6. What would you do if you had to collaborate on a project with a colleague with whom you disagreed?
7. What would you do if an angry customer confronted you?
8. How do you convince others to see things your way?
9. Let's say you lost track of a deadline. How would you recover to ensure that you completed your project on time?
10. Tell me when you naturally took on a leadership role. Did you enjoy being a leader, and were you happy with the outcome?
11. Describe a time that you did not fit in. How did you ensure that you found a way to fit in and make yourself comfortable?
12. Tell me about a time when you had to resolve a conflict between two employees. How did you generate a resolution?
13. How would you react if a co-worker called in sick and asked you to put in overtime to cover for them? Where do you draw the line when being a team player?
14. What would you do if a customer asked you about a product or service and you were unsure of the answer?
15. What would you do if you were made aware of a co-worker being dishonest or stealing from the company?
16. What would you do if you made a mistake at work and nobody noticed?
17. How would you proceed if your boss asked you to complete a task that you had never done before?
18. What would you do if an angry customer approached you and demanded an immediate resolution to their problem?
19. What would you do if a boss or co-worker blamed you for a mistake that you were not responsible for?
20. How would you handle providing constructive feedback to your manager?

Scenario Based Interview Questions

1. Let's say you made an error at work and the impact of your mistake was significant. How would you correct the error?

2. Discuss one crucial decision you made in your last role and the impact that decision had.

3. Tell me about a time when you received criticism from your manager. How did you react to that criticism, and did you make improvements?

4. Discuss a time when you went above and beyond the call of duty. How did your actions exceed your standard job requirements?

5. Tell me about a time your former manager or coworker upset you. What did they do to upset you, and how did you handle the situation?

6. What would you do if you had to collaborate on a project with a colleague with whom you disagreed?

7. What would you do if an angry customer confronted you?

8. How do you convince others to see things your way?

9. Let's say you lost track of a deadline. How would you recover to ensure that you completed your project on time?

10. Tell me when you naturally took on a leadership role. Did you enjoy being a leader, and were you happy with the outcome?

11. Describe a time that you did not fit in. How did you ensure that you found a way to fit in and make yourself comfortable?

12. Tell me about a time when you had to resolve a conflict between two employees. How did you generate a resolution?

13. How would you react if a co-worker called in sick and asked you to put in overtime to cover for them? Where do you draw the line when being a team player?

14. What would you do if a customer asked you about a product or service and you were unsure of the answer?

15. What would you do if you were made aware of a co-worker being dishonest or stealing from the company?

16. What would you do if you made a mistake at work and nobody noticed?

17. How would you proceed if your boss asked you to complete a task that you had never done before?

18. What would you do if an angry customer approached you and demanded an immediate resolution to their problem?

19. What would you do if a boss or co-worker blamed you for a mistake that you were not responsible for?

20. How would you handle providing constructive feedback to your manager?