Describe a time when you were asked to step in to rescue a failing project or program.

Remember to describe the previous state and the specific actions you took to turn things around. Also, include metrics to show the impact your actions had if applicable. Interviewers appreciate candidates that can clearly demonstrate the level of change they were able to create.

"I currently work for a major retail company that has purchased a number of suppliers and distributor companies over the course of my time working there. The process of integrating disparate systems through the merger and acquisition process can be difficult.

I was asked to step in and lead a program of projects to replace the inventory management system within the warehouses of an acquired company. The owners of the company were ready for the change, but their management and staff were upset about their company being purchased. They were located in a small town and felt like our company represented values that were out of alignment with theirs. The program to replace the inventory systems was not on track and the senior stakeholders expressed a lack of confidence in our senior leadership. That is when I was asked to take over.

I immediately facilitated a session to hear the concerns of the stakeholders involved. I let them know that while I worked for their parent company, I was invested in establishing a collaborative environment to find the best way forward. I did my best to remain neutral and listen to their concerns. They felt strongly that the communication they had previously received was poor and that they were being given orders as opposed to being led through a transition. Additionally, they felt they had several critical customization needs that were overlooked during the program discovery process.

I apologized for the issues of the past and partnered with them to establish a communication plan that would better suit their needs. They appreciated the opportunity to collaborate and the communication issues were resolved immediately. I also assigned a senior architect and analyst to work with them to better understand the processes that would require customization. We were able to define the must-have features that were necessary, and I worked with our senior product managers to ensure they were incorporated properly within our roadmaps.

These two actions demonstrated that my teams were willing to address the concerns of our new co-workers and take quick action. The program was back on track within a two-month period, and we met the operational and strategic goals of the original program even with the addition of the custom features necessary for success."