Tell me about a time you had to set an important goal. How did you successfully reach that goal?

"The most important goal I set for myself was becoming an athletic director five years into my career. I worked very hard to make it here and studied diligently."

Discuss something relevant to this role that shows off your strengths. Share an accomplishment that gives you a feeling of pride. Your goal could be a promotion or the idea that you graduated from college with honors. Share the steps you took to reach the goal and why you think you were successful.

"While finishing my master's degree in sports marketing, I vowed to graduate top of the class. Even though I was working full-time while upgrading my degree, I managed to achieve this goal. I was very proud of this achievement."

"Early in my career, I was tasked with building a new team within the youth soccer program. I needed to hire a coach and support staff and drum up enough participants to justify the new program. I was very proud that in just a few short months, that program was fully staffed and full of participants; we even had a waitlist. It was an early accomplishment but one that I am proud of."

"Understanding our budget constraints and our need for new uniforms, I spoke to our team and set a fundraising goal for us to be able to purchase uniforms. I motivated our student-athletes and coaches daily on the importance of doing their part to help the team reach its goal. After our card sale, we surpassed our goal and the student-athletes received new jerseys and we were really excited about that."

Being an athletic director requires a flexible schedule. Can you meet these requirements?

"Being newer to my career as an athletic director, I am willing to work any hours needed. Rest assured, I will be present whenever it's required."

You don't need to share what your schedule looks like, but you should let the interviewer know you understand the expectations. If you're not clear and need to know more about what the schedule might look like, ask. The interviewer wants to see that you will treat this role seriously.

"I am willing to do what it takes to be successful in this role. If that means working overtime, that's okay."

"As an athletic director, I have learned that there is no set schedule, and I embrace that. I've always been on-call for important events, and my staff knows I'm a backup for emergencies if needed. The schedule is not a concern for me at this time."

"I have spent the better part of my career in at 6:15 am and leaving around 9 pm. So I feel like I am more than willing to devote whatever hours are necessary. I realize this is a 24/7 job at times. As club president, teacher, coach, I have students, coaches, referees texting and emailing and calling at all hours of the night b/c of problems that arise. Spending time is arguably the most important part of this job, and I will devote whatever time is needed to help us succeed."

"Having been the athletic director, head football, and head baseball coach for three years during my career and teaching three classes, I understand there is no set schedule in being an athletic director. It is a good thing my wife is so understanding and loves athletics as much as she does. I told her my schedule is as follows: "I'll be wherever I need to be whenever I need to be there." She just laughed and said she knew that."

Who is your role model and why?

"The athletic director at my old high school. She was the most resourceful person I've ever known and a sheer positive force. She mentored me early in my coaching career. A real inspiration, she taught me what it truly means to be a strong athletic director."

This informal question aims to reveal who your source of inspiration or role model is and how this influences your approach or style of leadership. It is a personality check to ascertain how well you would fit into their culture and the principles that would guide you and your work. Feel free to capitalize on this and showcase your merits and more of your personality with this question. It's an excellent opportunity to make yourself a more interesting and memorable candidate.

"I was a good friend of Tommy Lasorda. He grew up with my dad. The two of them were my role models. Not only for their ideologies and approach to teamwork but also for their friendship and camaraderie. But one thing Tommy always told me growing up was, 'The difference between the impossible and the possible lies in a person's determination.' Those are words to live by."

"I'd have to say John Wooden, the Wizard of Westwood. The way he could inspire his teams and bring out the best in them was a thing of beauty. One of my favorite quotes that I have on a plaque on my desk is, 'Success is never final, failure is never fatal, and it's courage that counts.'"

Do you think an athletic director should focus on managing the athletic program from behind the scenes, or do you think should they teach some PE classes as well?

"Any time I start a new position, I like to get my hands dirty and work beside my coaches. I like to guide the weight lifting and body fitness class. It is mostly hands-off and gives me a chance to connect with our athletes and get an inside perspective on what is happening on the ground. This allows me to earn the trust of those on my team and address any concerns which might arise with my coaches."

Before your interview, thoroughly research the budgetary constraints of the institution you are interviewing for and its budgetary outlook. Depending on the institution, they may have differing philosophies on the role an athletic director should play. If taking part in some coaching, getting your hands dirty, and being an ear to your athletes' concerns and feelings is part of your philosophy, be sure to share that. If you find this useful in identifying the strengths and weaknesses of the program you are coming into, don't hold that back. However, if you find speaking directly with faculty and your coaches and examining the systems in place more useful, share that as well. Whatever your approach, try to align it as well as you can with what this institution has to work with while displaying your adaptability as a team player.

"In all honesty, I think it is more valuable to concentrate on what is happening behind the scenes. Of course, I'll perform unannounced check-ins during practice or any other time that seems appropriate. I'll have conversations with our athletes to make sure everyone is doing okay. But there's a lot of work to do, and I'd prefer not to have too many distractions from the demands of my job."

"It depends on the philosophy of the school, the budgetary constraints, and what I have on my plate. If I have the resources and a solid team of coaches, I'll rely on them to be my eyes and ears. But I am adaptable. If our budget is tight, and I need to step in and instruct some classes, I will use that to connect with our students to get an inside view. There's value to be had in both approaches. But if I had my way, I would prefer to have an aerial view of the big picture and focus on bigger goals."

What are some examples of good sportsmanship you try to promote among your coaches and teams?

"I tell my team to keep their chins up and always show good sportsmanship. Shake hands, acknowledge and compliment your opponent's performance, and never be petty. Don't argue, antagonize, intimidate, or bully. That's a losing strategy."

This is another opportunity to touch on your athletic philosophy and how teamwork and good sportsmanship play into it. Offer any real-life experiences you've had where you have corrected poor sportsmanship, whether it be your coaches or players, and encouraged a good-sportsmanship culture, and how that aided your athletes' performance.

"One of the core principles I have all of my coaches instill in our athletes is it isn't about winning or losing; it is about how you play the game. Another is to always take the high road, regardless of the sportsmanship of the opposing team. Whether we win or lose, always congratulate the other team. One of the things that I love, for example, is how the teams trade their jerseys in the world cup. Brilliant sportsmanship."

"I tell our teams that attitude is everything. You can't put your all in and achieve something great without the right attitude. Also, you have to support the team, which means supporting each other through your failures and successes. It is the effort that counts. This includes trusting the judgment of your coach and your referee. Winning is a state of mind."

Describe a good coach.

"In my experience, there are many different coaching styles, and I'm not sure there is one typical style. However, I think a coach who can communicate effectively with each person on the team while leading the entire team toward one goal is truly an amazing coach. I like to hire coaches who are empowered and committed."

The interviewer wants to know more about your thoughts about what makes a competent coach. State the qualities you believe in and stress that you possess these talents. Take this as an opportunity to share your values. Reflect on the responsibilities listed in the job description. Providing training to the athletes, challenging them, and developing them to excel as individuals and as a team are some of the general expectations of a solid coach. Think about which characteristics are needed to fulfill these responsibilities.

"A good coach is encouraging, motivating, and understands the limitations of each team member yet does not allow them to limit themselves."

"A good coach will always show pure dedication, have high expectations of the players, and spend their time being an effective mentor."

"A good coach is knowledgable, passionate, and, most importantly, able to galvanize a unique and different group of individuals towards one common goal."

"We touched on this earlier. A great coach is someone who has a clear vision for the team, who can balance player development with competitive success, who is a good communicator at all levels, and who loves that sport and imparts his/her vision to passion for the sport to the players."

What do you believe is your best asset as an athletic director?

"I believe my biggest asset is my ability to listen and problem solve. When you have a strong relationship with your staff, they are more willing to share the good and the not-so-good. By listening to issues, I can more quickly work towards a solution."

The interviewer wants to understand what you do best as an athletic director. Share something that makes you stand out. How are you different from the other athletic directors they are interviewing for the role?

"I am creative and innovative, always seeking to better myself and think outside the box regarding coaching methodologies. My sincere dedication is certainly my best asset."

"I have been told that my best asset is my ability to motivate others to be the best they can be. Kids need motivation, and at times, I know that I am their biggest fan. It's a great feeling and keeps me accountable to bring my best to work every day."

"I think my best asset is that I am driven. Driven by success, driven by detail, and driven by a sense of purpose. Very rarely do I let things fall through the cracks. Every t is crossed, and every i is dotted. I refuse to settle. When you have a vision, a big event, it is always the details of those things that carry the mood with fans and participants. You have to give everything you have if you want to ask people to do the same."

"My passion for athletics and determination to strive for excellence."

Where do you see yourself in five years?

"In five years, I would like to be seen as an authority in our industry. I want to be well-connected and trusted in my work here."

It's impossible to know where you will be in five years, but you need to assure the interviewer that, given all possible circumstances, you could see yourself as a long-term fit for their position. You may want to start by sharing that you have a long-term goal of managing a professional sports team. Discuss where you'd like to be in the process of achieving that goal in the next five years. Consider sharing smaller goals, such as the success of your teams, and ways you plan to grow in your career or continuing your education. These goals show that you seek to develop and challenge yourself and have taken the time to think strategically about your career and what you want in life.

"Five years from now, I would love to see myself growing into a more prominent leadership role as your athletic department grows and sees more wins. My career interests align very nicely with your school's goals, which helps me to see a great long-term fit here."

"I'm proud of the progression I've had in my career so far, but ideally, I'd like to run a large, top-tier athletic program like the one at your university. I believe that, with my determination and education, I can achieve this goal."

"I have been here for seven years, and I am excited about the transition to a new avenue here. In 5 years, I see myself walking into our new gymnasium, or our current stadium as AD, having helped to lead a renaissance for our athletic program. It's packed full of parents and students! The atmosphere is electric as we compete for a county championship."

"As an Athletic director here."

What do you envision for our athletic program if you are hired?

"I have researched your program and am impressed with the direction you are taking the athletics at your school. My experience would allow me to focus on growing the intermediate-level programs and expand the offering to include swimming and diving. I would also get to know the coaches and staff to ensure their ideas come to fruition."

An Athletic Director needs to see the big picture and how the details come together. Share a realistic vision. Make sure your idea draws from experience and an understanding of the school's needs.

"I would like to see your students feeling supported by the coaches and the coaches feeling supported as well. I would like to see more fan participation and higher attendance at school sporting events. I'd also like to get our financials in a better place, making more efforts to support existing and future event needs."

"I envision change when it comes to growing the attendance at sporting events. I have researched your attendance numbers and the lack of profit from your events. I believe that a fresh new marketing strategy will greatly help."

"In a small community, I think sports play a vital role in connecting the school to those in the community. Developing relationships with businesses and community members would be a focus area of mine in this role. Creating an environment where our school is supported by the community, the student-athletes are supported by our coaches and our coaches are supported by the administration is what I envision."

Describe your passion for sports, and explain how that passion will translate to this position.

"In my youth, I participated in numerous sports, including soccer, volleyball, and swimming. I competed in collegiate volleyball and became a high-school coach after graduation. I've volunteered at the Summer Olympic Games and enjoy sports and competition at any level. Rest assured, I will bring this passion to this role as athletic director."

The interviewer wants to know that you have a genuine passion for sports. This desire will keep you going, even on tough days when students may act out or you experience multiple losses. When faced with challenges, you could lose momentum. Share how your passion will keep you going and motivate others.

"I have always played sports and enjoyed the game, the friendships made, and the energy. My passion for sports and coaching can be seen in my enthusiasm to maintain and grow our sports programs. I'm committed to empowering my coaches and offering programs that meet the needs of the students."

"My passion for sports is strong, which is why I completed my degree in sports marketing. I understand that being an athletic director has its ups and downs, but the excitement never fades."

"I am very passionate about interscholastic sports and the benefits it has on our student-athletes and the school. The skills and character traits that sports can deliver to students can not be understated. No matter the outcome of sports contests in terms of wins and losses, there are always lessons in sports that can be very beneficial to all involved."

Have you ever had to intervene in a conflict between two athletes?

"Yes, once. I was talking with one of my coaches when a fight broke out between two football players. I got them to stop and reminded them, regardless of their differences, that we were on the same team. At this point, my coach took over and got them sorted out. I recommended they both sit out the next two games."

This question tests your non-defensive communication, mediation, and negotiation skills. Share your approach to conflict resolution between players and how you enhance and promote a team mentality. Share how you would meet with and involve the player's coach and what disciplinary actions you would recommend. Touch on your athletics philosophy when answering this question.

"I haven't, but I ensure the coaches I hire are effective communicators, adept at non-defensive communication techniques and mediation skills. However, I place a lot of focus on the spirit of teamwork and dedicate a lot of energy to fostering a collaborative culture. As a result, my coaches and team players can identify any issues that arise before they escalate."

"Luckily, this hasn't happened to me. Part of my philosophy is installing team-building skills in our players to help prepare them for life and their future careers, whether in sports or not. Interpersonal skills and collaborating with a team while building relationships are fundamental skills. With the help of my coaches, we incorporate this philosophy early on. This is fundamental to my track record for success. So, any issues in their lack of collaboration are identified long before they escalate to violence and are sorted out early on."

How would you improve fan attendance?

"In my current position, we have improved fan attendance through social media strategy. We have seen a great increase in attendance by creating a Facebook fan page and marketing events through that platform."

As an athletic director, you are responsible for coordinating events, marketing, and management for all associated sports teams. Discuss a marketing strategy that shows off your experience and knowledge.

"Enhancing the fan's experience is one of the best ways to improve attendance. Last year we rewarded superfans with prizes through online contests using social media. This strategy increased overall attendance by 30%."

"I have two strategies to improve fan attendance. One is a grassroots effort to drum up interest at a local level by personally inviting folks to events and generating some excitement around our programs. The other strategy is to utilize social media like Facebook and Instagram to broadcast our wins and the excitement around our future events. These strategies have boosted our attendance at football games and swim meets."

Have you had to fire a coach before? How was that process?

"I have not yet needed to fire a coach, but if that situation came up, I would follow the procedures put forth by your school. I understand it would be a tough situation, but if a coach is not performing, they need to go."

The interviewer would like to know if you have experience in terminations. If you do not have experience with terminations, share a time you had to let someone down. If the answer is yes, discuss the situation and explain why it was necessary to let them go. Retention of your staff is essential. Show the interviewer the strides you take to support your team and keep them around. When you have exhausted your options, and what steps did you take?

"It was difficult to let go of the basketball coach a couple of years ago. He was with the school for five years, but we had some issues with attendance in his last year. I met with him two times when we noticed his tardiness, and he shared some of his issues. I told him I was an advocate for him and wanted to support him, but I also needed to support our teams and administration. We put him on a performance plan, and I checked in with him twice a month. Unfortunately, he couldn't meet our expectations, so I had my final meeting with him and let him go."

"In my current role, I had a coach who was underperforming, and I was getting unfavorable feedback from the participants. Initially, I laid out a short-term performance plan to bring her skills up to standard, but she was not able to meet the goals we set. It was tough, but I was committed to the integrity of our athletic program and let this coach go."

"A few years ago, I had to let my defensive coordinator go. While no one ever enjoys this, as a leader I felt I needed to do what was best for my program. We ran into some issues earlier in the year regarding his demeanor and we sat down to discuss my expectations and plans moving forward. Unfortunately, he was unable to follow my expectations and I made the decision that he had to be let go based on the integrity of the program."

What role do you believe athletics play in a student's development?

"I think that participation in sports can play an important part in a child's development. Sports can instill confidence, teamwork, communication, and leadership skills."

The interviewer wants to know how you feel athletics help a student. There are numerous benefits, so share your opinion and support with an example.

"I strongly believe that participating on an athletic team improves health and teaches kids about cooperation and teamwork. There are numerous benefits that every person should experience as they grow up."

"I had a student on a soccer team I was coaching who was having trouble in school. He loved soccer but couldn't play if he didn't pass his classes. I took time to get to know him and found he was smart but very discouraged. I noticed that the longer he was on my team, the more confident he felt. He was able to keep his grades up and got a scholarship to go to college."

"It is absolutely an extension of the classroom. Skills learned through sports are the exact skills business and employers are looking for in today's world: commitment, willingness to collaborate, leadership, sacrifice for a team goal, ability to influence and motivate others. These things aren't always available in the classroom, but sports are an avenue to open some student-athletes up to new experiences and showcase those intangible skills."

"Athletics provide the opportunity for kids to gain confidence, perseverance, and self-discipline, as well as team play, appreciation for hard work, and what that hard work can bring, just to name a few."

What major challenges and problems did you face in your last position?

"The most challenging aspect of my last role was a very tight and sometimes restricting budget. Our athletic programs had to be efficient and productive without many resources. This opportunity allowed me to fine-tune my budgeting skills and learn to collaborate with all of the head coaches. It was a challenge but a great learning opportunity."

The interviewer wants to know how you handle conflict or challenges in the workplace. Share an experience and a strategy you applied to resolve a problem in your most recent role. If you were working in a place entirely different from the athletic director role, think of a situation that applies to the types of challenges you might anticipate, such as difficulties with an employee or low attendance at sporting events.

"In my last position, we did not have a great turnout for our women's sporting events. To solve this, we created a new marketing campaign with a slogan that caught everyone's eye. We got local media coverage as our teams started to win more games. Slowly and steadily, the school spirit increased, and we saw a 40% attendance increase in just three months."

"In my most recent position, participation was our biggest challenge. It's hard to have an effective team when you are short on players. I launched a recruitment campaign that offered free swag and highlighted the open use of our school gym if you tried out. It worked well, and we continue to grow."

"In my last position, funding for our program was a problem that we faced every year. Realizing this, I decided that we would have to get creative with our fundraising efforts and I developed gold card sales, golf outings, and can drives to name a few and we raised over $50,000 in my five years as head coach."

Do you have any experience with booster clubs?

"I'll typically offer suggestions for my coaches for activities and how to organize them. You can't tap into them throughout the year, so you need to strategize the best time to take advantage of what they have to offer. When used appropriately, they can engage the parents, make it fun for the students, and capture the community's attention."

Discuss occasions where you had to recruit the help of or form a Booster Club to address budgetary concerns. Share whether you were directly involved in the efforts or got the parents, students, coaches, or other administrators involved to spearhead those efforts while enriching the student experience.

"I prefer to time the booster club's activities with programs for our events. For example, I might suggest a scavenger hunt, where I involved local businesses, and when involving them, take advantage of that touchpoint to offer advertising at a discount in our program, which I suggest is a tax write-off for their business and helps out the team. You have to take advantage of and maximize every opportunity that arises."

"Any time I've needed to get creative, I've taken advantage of booster clubs. Frequently, when parents are upset about having to spring for their student's equipment, I'll keep the booster club idea up my sleeve to offer as a solution to their problem. Whether raising money through a car wash or a fun run, we've been able to engage and involve parents and students to help with sports equipment or travel expenses."

What experience do you have with fundraising?

"This year, we are putting together a gala to raise money for our girl's soccer team. There will be a silent auction with items donated by local businesses and a local band playing. We did a similar event last year, and the event was packed."

In education, budgets may be tight and efficient fundraising will be necessary. Talk about a specific experience that displays your knowledge and skills. Tell the interviewer about your success in fundraising. Share how many people attended and how much money you raised. Specific numbers will speak volumes. Research the school and its current fundraising efforts. Based on what you know about their fundraising and financials, present something cutting edge and creative that they may not have considered or aren't investing as much energy into. Events, new athletic programs, social media, and broadcast marketing are all compelling examples.

"Last year, our athletic department sold raffle tickets for a trip donated by a local travel agency. We raised $55,000, which went directly to our team's new uniforms and travel expenses."

"In my previous role, I was the fundraising lead for all athletic programs. Each year, we needed to raise an additional $50,000 to support our hiring of coaches and equipment purchases. I implemented small-scale fundraising efforts like a local donation drive and led large-scale efforts such as the annual auction. We met our goal, but it was a team effort, and I had some of the best volunteers you could ask for."

"Our youth soccer club is a non-profit, so we survive through fundraising efforts. We have coordinated different sales, hosted large-scale events to sponsor the funding for our scholarship as well. As a class advisor, we have also sold items like discount cards, subs, pretzels, etc. So I have extensive experience with utilizing fundraising."

"Some with the AAU club I presided over - car washes, lottery ticket sales, sub sales, etc."

What makes a successful athletic event?

"The fans always make the event great! There should be elements of hype, excitement, and competition. This energy drives athletes to perform and the crowd to cheer!"

Attendance is not the only indicator of a successful event. How will you ensure everyone has a positive experience? Consider all the different elements that play a role in the success of a sporting event.

"Overall attendance is always important, but the experience of the fans is key. There will always be hiccups, but as long as the fans don't notice and enjoy themselves, positive feedback and energy make it successful."

"A successful event should be fun, fair, and safe for all participants. By effectively managing the details, participants can show up to a safe and clean venue, ready to compete with the support of fair officials and helpful staff."

Tell me about your experience coordinating and developing events.

"I have not personally been in charge of events, but I have helped coordinate events as part of a team. The part I enjoyed the most was recruiting the volunteers."

This question is open-ended and allows you to share your past experiences. Give an example or two to demonstrate that you are capable of fulfilling the responsibilities of an athletic director. Show that you have done these tasks before and have overcome challenges along the way.

"A large part of my current role has been fundraising. Every year, we do a chili cookoff with live music and a basketball toss. My role in this event is coordinating with the band, volunteers, and catering. It is bigger every year, so I have learned to anticipate the numbers and accommodate changes."

"I've coordinated small and large events. For smaller events, I've been able to take a minimal budget and drum up local resources and volunteers that offset certain expenses. For the larger events, I've managed the bid process for venues, food vendors, and transportation. I'm organized, efficient, and a strong communicator."

How do you like to be recognized for your accomplishments?

"I am a highly competitive person who is compensation driven. I like recognition for my accomplishments through monetary bonuses or contests where the stakes are high."

We all like recognition for our accomplishments in the workplace. Share with the interviewer how you want appreciation for your hard work. Through gifts, financial perks, public recognition, kind words, or title promotions?

"I am an over-achiever and find that the best way to be recognized for a job well done is through words of kindness and recognition. I am easily encouraged, and the best reward is to know that my hard work makes an impact."

"I am an athletic director, so I naturally love competition and winning. Beyond that, I love accolades given, in sincerity, by those whom I respect. I love the shout-out in the school meetings. The pat on the back in a private setting is fantastic, too, but honestly, it's even better when others know that my hard work is not only noticed but appreciated and commended."

"I enjoy being recognized by those I respect and serve. I am never in search of recognition for what I do, it is very nice to hear kind words from a superior on a job well done."

What do you like about your present job?

"I love making an impact on my students. I have seen many students excel in self-confidence and academics after becoming part of a flourishing athletic group."

The interviewer would like to know which aspects of the job make you happiest. Share what makes you want to go to work every day. Elements such as the team you work with or your responsibilities are good examples.

"I like the camaraderie among our staff. It will be difficult to leave, but my current faculty is supportive of me taking on more challenges in a new position. We are a tight group, and I hope to establish that in my role with my new team."

"The most fulfilling part of my current job is the opportunity to lead a team of talented and committed department heads. My current athletic program is one of the best in the state, and I am grateful for the chance to have grown the program to this status."

"I love teaching and coaching. I love the interactions I have every day with students and colleagues. I have the opportunity to help student-athletes develop daily and influence how they see the world, how they commit to their goals, and how they can influence others."

"I am currently a paraprofessional working with special ed students for a local high school. I enjoy seeing them gain confidence, coping skills, and academic skills."

What motivates you as an athletic director?

"Helping kids gain confidence is all the motivation I need. Kids who participate in athletics have higher self-esteem and a lower suicide rate. It's incredible what some exercise and camaraderie can do."

The interviewer would like to understand what motivates you on the job. Perhaps it is your passion for helping your students, developing new talent, or working with the community. Share with the interviewer your primary drivers.

"The students motivate me. My role indirectly affects their experience out on the court or the field. If I'm doing a good job of handling the administrative side and supporting the coaches, I know I am making it possible for kids to play the sports they want to and get the training and skills they deserve."

"I am motivated by a few things. First, I have pride in meeting budgetary goals and being fiscally responsible. I have been on budget every year in my role. Second, my motivation also comes from the opportunity to lead coaches and program directors who take excellent care of the student of this school."

"I am motivated by service to those I am tasked to serve and developing programs our community can be proud of."

What brings you the most joy as an athletic director?

"My favorite moments as an athletic director are those when our students rise to the challenge and stretch their skills. Whether they win the championship or not, if they have grown throughout the season, it brings me joy to witness that growth."

There are many responsibilities within the athletic director role. Rather than sharing a specific duty, like fundraising, consider sharing how much you enjoy motivating your coaches or strategizing and problem-solving. Think about what excites you most about the role.

"I love my staff. I take pride in building a team of individuals who strive for excellence and have fun together. It makes me happy to grow my coaches, getting to know their personal goals and investing in them to see them achieve them."

"What has brought me the most joy over the years is the idea that I am making a life-long impression on my young students and athletes. I have had the honor of mentoring many people in my career as an athletic director, and for that, I will always be grateful."

"Working with coaches and student-athletes and seeing them accomplish goals after working so hard to attain them is something that I would take great joy in."

What type of experience do you have with hiring?

"I have not spent time hiring coaches yet; however, I know how to interview from my time as a recruiter in the army."

Give the interviewer confidence in your onboarding experience by sharing examples of how you have completed the interview and hiring process. If you lack experience in this area, share any related knowledge and experience that would assist you in performing this duty.

"I hired five coaches last year, completing the process from start to finish. It was pretty time intensive, but I coordinated my support staff to help me through the job posting and screening process. I found that once we identified the top candidates, it was best to come up with a system for interviewing to be efficient with time."

"I have experience writing job descriptions, posting job ads, sourcing candidates, and managing the interview process. I have also been involved in the negotiation and offer process."

Do you consider yourself a leader?

"I do consider myself a leader. Since becoming an athletic team lead, I have hired, trained, and promoted numerous members of the staff and students. My leadership style is to empower those around me so that collectively, we are a stronger and more productive team."

Be prepared to show the interviewer that you have a natural ability to lead others. Whether you have led a group of 500 or a team of 12, you must demonstrate that you can handle the responsibility that comes with being a leader and mentor. Talk about your desire to be a leader. Share with the interviewer that you strive to be a role model for others. Explain that you jump at the opportunity to lead groups, encourage your counterparts, and be the face of the school's athletic department.

"In my current position, I am also the president of the social committee. I love that I have the opportunity to encourage staff and student engagement while being a positive influence on the workplace culture. I am a natural leader because I start by leading by example. As a leader, I make myself available to others who need a mentor, assistance adjusting to their teaching role, or a listening ear when they've had a tough day. I am confident in my leadership abilities and look forward to joining your team as athletic director."

"Coaching sports teams has taught me what it takes to be a leader. I have learned to be assertive, organized, and disciplined. I anticipate needs and plan for the future. I set goals and teach my kids to set goals. I apply these same skills and characteristics to the athletic director role to lead my coaches and schools."

"Definitively yes. I have always served in leadership roles, whether it be as a captain when I played, or as a coach, teacher, or advisor. I take on those roles because I am confident enough (and maybe delusional enough) to think I can make a difference on a broad scale. I believe in empowering the people you work with and mentoring them to become better leaders themselves. I am organized, always with a clear vision for where we are headed with distinct goals for our success."

How do you decide what gets top priority when scheduling your time?

"Each morning, I meet with my team, and we prioritize the workload for the day. By communicating regularly with my staff, I can ensure that the highest priority items get tackled first and that everyone is working towards the department goal."

Give the interviewer an idea of the tools you use to stay organized. You can share that you keep a calendar, make lists, and set alarms on your phone. When you have multiple high-priority objectives, you need to be able to explain how you dedicate your time to each one to accomplish each task efficiently.

"When prioritizing, I look at the deadlines first. Then, based on urgency, I decide where to focus my attention first. An event might not happen for five months, but there are always details that need to be tackled along the way."

"I break down the needs for events and set dates for each one, like finding a photographer or hiring a caterer so that the pieces come together smoothly and promptly. Most of the time, other daily tasks need attention at the same time, so I keep track of these in my daily calendar, setting reminders and checking things off my lists."

"Maintaining an up-to-date schedule is first. I spend some time on Sunday looking at what is on my schedule for the week and I assign orders on the basis of top priority down. Establishing this is a great way for me to stay organized and minimize stress in my work environment."

If you were informed your budget would be cut by 15%, how would you address this shortfall?

"I suppose it depends on where the budget currently stood and what there was to work with. I recently had a conversation with an athletic director who ran a program that was already well under budget and then suffered cuts by another 20%. They had no choice but to shift the entire athletic program to a lower division. But I would evaluate everything, carefully weigh all my options, and try to think of several viable options. I would then hold a meeting with all our stakeholders and see what we could come up with."

Whether you recruited the help of your booster club for fundraising efforts or reduced your team's travel or the number of games, share how you dealt with and troubleshot the issue if this has happened to you. If this hasn't happened, showcase your resourcefulness and management skills by breaking down the steps you would consider. Before your interview, spend time familiarizing yourself with the institution's budget you are interviewing with, and try to come up with options that are realistic and applicable to them.

"I'd implement cutbacks evenly across all the institutions' sports. I'd recruit the parents to contribute to expenses, such as athletic physicals and fees. I'd ramp up fundraising efforts, build relationships with higher wealth donors, restructure the financial support tiers, and possibly recruit parents for fundraising."

"I suppose it depends on the institution, their priorities, and community involvement. I would avoid any cuts that would create controversies, such as eliminating any sport that brings national attention to the institution, eliminating any boys' or girls' sports, or eliminating athletic trainers or staff. I might double up on schedules to save on transportation costs and restrict the range of travel, trying to keep it more localized. I would evaluate any big-ticket items, like construction, renovations of facilities, or scholarships."

Describe your ideal athletic coach and the types of coaches you would like to see in our program.

"I want coaches who truly care about their work and want to improve themselves. I want a coach who wants to learn more and is a problem solver, looking for ways to improve the programs and strengthen their teams."

The interviewer would like to know what characteristics you look for when hiring coaches. List characteristics that would make a person successful in a coaching role. Think about your favorite coach and explain what they were like. Being able to speak from experience will make your answer more authentic.

"My ideal athletic coach is passionate about their work and their students. They are self-aware, goal-minded, and determined to meet and exceed the school's financial goals."

"In my experience, there are many different coaching styles, and I'm not sure there is one ideal style. However, I think a coach who can communicate effectively with each team member while leading the entire team toward one goal is truly an amazing coach. I like to hire coaches who are empowered and committed."

"I want to see coaches that are passionate and driven. This is not a job you get rich doing, and it is frequently without reward. Are they driven to educate kids - then help them develop into better people. Are they results-driven, or are they driven by the process? You want someone that is not only willing but comfortable communicating with parents, players, etc. I also think the ideal coach has to be someone who has a vision for their program."

"They must be knowledgeable, able to relate to the athletes, competitive, compassionate, hard-working, and coachable. They have to achieve a good balance between player development and team success. They have to be able to manage parent expectations and get everyone to buy into his/her vision for the team."

If a coach was loved by the students but under-performing on the field, what would you do?

"This situation has come up in my current role, and I think clear communication of expectations is key. By providing solid feedback to the coach while setting specific goals and guidelines, we can create a performance plan to measure success."

This is a problem-solving question. Consider your experience from the past. If you have experienced this scenario, discuss how you handled it and what the positive outcome was. Share that you understand you would be responsible for resolving this situation, even though the coach is to be held accountable.

"If I had a well-liked coach who was underperforming, I would discreetly put the coach on a performance plan. Most individuals perform better when their work is monitored, and it's a short-term requirement. I have found that performance plans are fast solutions for those motivated to keep their jobs."

"If the coach cannot meet the needs and requirements of the school, there may be an opportunity to move them into another role. I would hope to keep the strong team dynamic in place while managing our team members appropriately."

"I think it depends on what under-performing means to a point. A coach that is loved by the students but not winning is different than one that loved but not doing their job to live up to our standard. If they are not meeting our standard, I think you need to meet with them and discuss what the concerns are. Do your homework. Talk to parents and assistant coaches, see what the culture within the team looks like. If the culture is there, then a performance plan can help. Make sure they are still invested. If they are, they will be driven to improve."

"I would confer with the coach to see if anything could be done to improve on-field performance and implement those solutions. If the team was underperforming because of the coach and he/she could not or would not affect the changes needed, then perhaps a change would be needed. Sometimes won/loss records are the fault of feeder programs or lack thereof, a culture of failure within the athletic community at large, the talent pool, etc. It is not always the coach."

Several parents complain that a coach plays favorites. After evaluating the situation, you realize this is true. How do you address the situation?

"I would assure the parents that I would talk with our coaches and get to the bottom of it. I would then pull the coach in question aside and weigh all the circumstances before making a decision. I would help the coach develop a winning strategy where everyone is happy."

As an athletic director, you have a critical role to play and must display above-average communication skills to communicate differently with students, parents, and coaches. You'll have to showcase excellent communication skills in written form, as well as verbal and non-verbal forms. While answering this question, share the communication approach you would take with the students and the parents and the corrective action you would take with the coach in question.

I would have a frank conversation with the coach, informing them of my conversation with the parents and relaying their concerns and my observations. I would give them a chance to respond and remind them that we should be coaching all our players equally. We want every member of the team to shine; otherwise, there will be less collaboration and less opportunity for success.

I've run into this issue a few times; however, I don't wait for the parents to come around before I address the situation. I challenge my coaches to not play favorites and to identify the strengths of every teammate. Too often, they state that they are trying to help me, and my budgeting concerns, by promoting their best players. The six words I've heard too often are, 'you want to win, don't you?' To which I reply, when a good coach is doing their job, every one of their players is their top player.

One of your star players has fallen below their required GPA to participate in their sport. What do you do?

"I'd meet with everyone I should - the coaches, the student's instructors, the compliance officer, and their parents - and come up with a plan. Only once did a student get dropped from the team. The rest of the time, we were able to curb the behavior and get the kid back on track. But it is highly individualized, and you have to identify the root of the problem before you can address it."

Part of the role of an athletic director is to create a culture where athletes are encouraged to perform at their best, academically and athletically. If an athlete's academic performance is not what it should be, this imbalance should immediately be corrected by coordinating with compliance officers, school administrators, or instructors to support their continued engagement in their chosen sport. Often, this involves maintaining a healthy lifestyle, per an athletic director's preventative healthcare and safety protocol.

"This happens from time to time. I keep a list of outstanding tutors I have had positive results with. They work on a sliding scale, and sometimes I can recruit a donor or two to cover the costs."

"Part of the program is balancing mind, body, and spirit. I not only make sure our athletes have a positive physical routine and proper diet, but I make sure our coaches are mentors who have a good feel for the athlete's state of mind and emotional well-being. Additionally, I am proactive in ensuring everyone is on top of their studies. As with everything in life, it pays to be proactive rather than reactive."

What is your current salary?

"As a recent graduate, I would like to be offered a fair salary that reflects my recent education. I am most concerned with joining an organization that will help me to grow my career in this industry. Compensation is not my primary driver."

The interviewer would like to know what you are currently earning so they can make a competitive offer when the time comes. A potential employer will often base their offer on your current salary. You should be transparent about your most recent earnings and be prepared to back up any salary requests.

"I earn a base salary of $98,000 plus a car allowance of $900/month and health benefits. I am looking for a competitive salary in my next position."

"I am currently making $100,000 per year with two bonus opportunities. I am looking for compensation aligned with the role and provides an opportunity for growth."

Your tennis team’s players and parents complain to you about being under-funded and having to pay for their own gear while the football team seems to be over-funded and receives special treatment. How do you handle this?

"It would depend, of course, on the circumstance and whether I had all the information. I would first hear their concerns and empathize with how this has affected them. If I had the information required to answer them, I would break down the facts, dispel any misconceptions, and enhance communication. If I didn't, I would give them a timeframe by which I would look into and answer their concerns and follow up with them later."

This question tests your communication skills as well as your problem-solving skills. Share how you communicate and justify the tough decisions you have to make regarding the allocation of funds and resources. This is an opportunity to showcase how well you creatively solve problems, how resourceful you are, and how you reach a compromise with all of your athletic program's stakeholders.

"It isn't uncommon. Situations like this can happen in any job - someone forms a cursory judgment drawn from speculative assumptions. All that's required is to enhance communication, offer transparency, and then paint the full picture for them. You can invite them to help you come up with some creative solutions. For example, I once had two sets of parents from our track and field team complain that they thought we were allocating a greater portion of our budget to our football team. I explained that the attendance at the games and the resulting ticket sales funded the gear and travel expenses. Once they realized how it worked, I immediately engaged them to help with our fundraising efforts or get them involved in a booster club. Sadly, on that occasion, the parents didn't want to participate in helping their children, saying they were too busy, and instead pulled their kids from the team."

"I try to circumvent this by holding a meeting involving all the parents at the beginning of the sports season. I make sure I am transparent from the start, communicating any budgetary constraints and offering the parents opportunities for involvement. In the presentation, we'll cover the basics of how to allocate additional resources, options for fundraising efforts, and the costs they will have to cover. We'll explain this is an investment in their children's future, and I'll cover my philosophy for athleticism and teamwork. After this, we'll open it up to questions and comments and allow the parents to voice their concerns and feel heard and validated. The loudest voices are often the ones we recruit in getting involved, and my coaches typically engage with them throughout the season."

A student is seriously injured at an athletic practice. What do you do?

"It depends on the injury, of course. Recently one of our soccer players had an injury on the field, and it was clear they were hurt. After a minute, they wanted to play on, but my coach, according to my guidelines, kept them from playing on until they could be further evaluated. It turned out they had a torn ACL. So we sent them to receive treatment as was appropriate. Safety first. Play on another day, not today."

Describe your efforts to ensure all safeguards are in place for your students and your coordination efforts to ensure all of your coaches, athletes, and parents are on board and fully versed on the protocols you have put into place. Break down the preventative measures you put into place, including education about nutrition and hydration and routine physical examinations. Then share your response protocol to any injury or emergency.

"I take such situations very seriously and ensure our coaches are well-equipped to respond quickly and appropriately. Our athletes are our responsibility, so we have to take their health and safety seriously. So I make sure that health, nutrition, and routine physicals are required for all our athletes. That is fifty percent of ensuring their safety. In the event of injury, I would follow the protocol, ensure our on-campus medic was on the scene, and escalate swiftly, as appropriate for the circumstances."

"I tell my coaches we're in it for the long game. When you push your athletes to their limits, teach them how to know their limits. In the event of serious injury, taking care of that player is your number one concern. Fail in that regard, and you fail your whole team."

When have you negotiated a deal?

"I have negotiated deals, including supply costs and overtime hours for coaches. Before becoming an athletic director, I worked in sales. I believe this experience has greatly increased my negotiation skills."

Negotiation is a large part of your role as an athletic director. Show your knowledge of the position and the types of negotiations you will anticipate. You will have new and existing vendors. Show how you cultivate relationships with these businesses. You also want to articulate your creativity and ability to create alternative options within the framework of the contract.

"I had to negotiate the price of uniforms with an athletic outfitter for our basketball teams. I had worked with them before, but the price increased since the last time we made a purchase. We had a longstanding relationship with this mom-and-pop company and wanted to continue to support them. I anticipated needing new uniforms for the softball team, so I was able to get a better deal because of the volume, which kept us within the budget as well."

"As an athletic director, I negotiate deals all the time! I love to negotiate because it brings out my competitive side. This may mean working out deals with vendors or the school board. I don't back down from the chance to work out a deal for my students and athletes."

Athletic Director Interview Questions

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1. Tell me about a time you had to set an important goal. How did you successfully reach that goal?
2. Being an athletic director requires a flexible schedule. Can you meet these requirements?
3. Who is your role model and why?
4. Do you think an athletic director should focus on managing the athletic program from behind the scenes, or do you think should they teach some PE classes as well?
5. What are some examples of good sportsmanship you try to promote among your coaches and teams?
6. Describe a good coach.
7. What do you believe is your best asset as an athletic director?
8. Where do you see yourself in five years?
9. What do you envision for our athletic program if you are hired?
10. Describe your passion for sports, and explain how that passion will translate to this position.
11. Have you ever had to intervene in a conflict between two athletes?
12. How would you improve fan attendance?
13. Have you had to fire a coach before? How was that process?
14. What role do you believe athletics play in a student's development?
15. What major challenges and problems did you face in your last position?
16. Do you have any experience with booster clubs?
17. What experience do you have with fundraising?
18. What makes a successful athletic event?
19. Tell me about your experience coordinating and developing events.
20. How do you like to be recognized for your accomplishments?
21. What do you like about your present job?
22. What motivates you as an athletic director?
23. What brings you the most joy as an athletic director?
24. What type of experience do you have with hiring?
25. Do you consider yourself a leader?
26. How do you decide what gets top priority when scheduling your time?
27. If you were informed your budget would be cut by 15%, how would you address this shortfall?
28. Describe your ideal athletic coach and the types of coaches you would like to see in our program.
29. If a coach was loved by the students but under-performing on the field, what would you do?
30. Several parents complain that a coach plays favorites. After evaluating the situation, you realize this is true. How do you address the situation?
31. One of your star players has fallen below their required GPA to participate in their sport. What do you do?
32. What is your current salary?
33. Your tennis team’s players and parents complain to you about being under-funded and having to pay for their own gear while the football team seems to be over-funded and receives special treatment. How do you handle this?
34. A student is seriously injured at an athletic practice. What do you do?
35. When have you negotiated a deal?

Athletic Director Interview Questions

1. Tell me about a time you had to set an important goal. How did you successfully reach that goal?

2. Being an athletic director requires a flexible schedule. Can you meet these requirements?

3. Who is your role model and why?

4. Do you think an athletic director should focus on managing the athletic program from behind the scenes, or do you think should they teach some PE classes as well?

5. What are some examples of good sportsmanship you try to promote among your coaches and teams?

6. Describe a good coach.

7. What do you believe is your best asset as an athletic director?

8. Where do you see yourself in five years?

9. What do you envision for our athletic program if you are hired?

10. Describe your passion for sports, and explain how that passion will translate to this position.

11. Have you ever had to intervene in a conflict between two athletes?

12. How would you improve fan attendance?

13. Have you had to fire a coach before? How was that process?

14. What role do you believe athletics play in a student's development?

15. What major challenges and problems did you face in your last position?

16. Do you have any experience with booster clubs?

17. What experience do you have with fundraising?

18. What makes a successful athletic event?

19. Tell me about your experience coordinating and developing events.

20. How do you like to be recognized for your accomplishments?

21. What do you like about your present job?

22. What motivates you as an athletic director?

23. What brings you the most joy as an athletic director?

24. What type of experience do you have with hiring?

25. Do you consider yourself a leader?

26. How do you decide what gets top priority when scheduling your time?

27. If you were informed your budget would be cut by 15%, how would you address this shortfall?

28. Describe your ideal athletic coach and the types of coaches you would like to see in our program.

29. If a coach was loved by the students but under-performing on the field, what would you do?

30. Several parents complain that a coach plays favorites. After evaluating the situation, you realize this is true. How do you address the situation?

31. One of your star players has fallen below their required GPA to participate in their sport. What do you do?

32. What is your current salary?

33. Your tennis team’s players and parents complain to you about being under-funded and having to pay for their own gear while the football team seems to be over-funded and receives special treatment. How do you handle this?

34. A student is seriously injured at an athletic practice. What do you do?

35. When have you negotiated a deal?