| 697 | | * |
| | 697 | * This question is not about your weaknesses. |
| | 698 | * The wrong answer is to play down your missteps. |
| | 699 | * The right answer is to play up the fact that you try new things, rapidly assess if they're working & move on if they aren't. |
| | 700 | * Show that you're willing to take risks & experiment to improve your work. |
| | 701 | |
| | 702 | ==== 65. Tell me about a time you've disagreed with a senior member of staff. |
| | 703 | //When it comes to office politics, are you going to be a pot stirrer or can you work through disagreements in a mature, productive way? We don't want playground drama around here.// |
| | 704 | |
| | 705 | **Tactic**: Show you can debate like an adult for the betterment of the business, by responding openly & honestly. |
| | 706 | |
| | 707 | * Convey warmth, understanding, rationality & professionalism when you deal with disagreements. |
| | 708 | * Stay away from political struggles, hurt feelings or turf wars. |
| | 709 | * Stress your ability to fight your corner in a constructive way that utilizes evidence & emotional intelligence. |
| | 710 | |
| | 711 | ==== 66. If offered the job, what would be your first priority or thing you would change? |
| | 712 | //Can you strike a good balance between consultation & initiative? Are you going to charge in & step on toes?// |
| | 713 | |
| | 714 | **Tactic**: Decide how much initiative / change the company is looking for & pitch your answer accordingly. |
| | 715 | |
| | 716 | * Keyword here is **or**. |
| | 717 | * Priority is about how you'll approach getting acclimatized. |
| | 718 | * Change focuses on shaking up the status quo & is often most appropriate for management-level positions or if the company is actively seeking change. |
| | 719 | * For priorities: |
| | 720 | * Getting to know your co-workers. |
| | 721 | * Learning about customers. |
| | 722 | * Investigating the company's products or services. |
| | 723 | * Changes: loaded part of the question. Bring ideas to the table, don't be a bully. Words like evolve, examine, contribute & develop are more effective than change, overhaul, transfrorm & fix. |
| | 724 | * Initiative is a key skill for managers. So, your answer should have a few substantive issues you're keen to dig into straight away. |
| | 725 | |
| | 726 | ==== 67. Why are you a good fit for the company? |
| | 727 | //Do you just want a job, any job, or are you specifically interested in us?// |
| | 728 | |
| | 729 | **Tactic**: Arm yourself with knowledge about the company, so you cna offer evidence to prove you'll fit right in. |
| | 730 | |
| | 731 | * Play it by ear based on whether you think this is about //you// or //the company//. i.e. if about your USP, see [#WhyYou //Why should I choose you over other candidates?//]. |
| | 732 | * Best answers offer a solid motivation for your interest in this specific job. |
| | 733 | * Ideal foundation would be if you were a long-time fan of the company or if you have a long-standing passion for the sector. |
| | 734 | * Blueprint is based on company's social media persence, website, mission statement, culture & what this company believes makes them stand out. |
| | 735 | * Tie your skills, accomplishments & personality to what the org is known for - be careful not to oversell, else the answer will sound canned. |
| | 736 | |
| | 737 | ==== 68. What was the last thing you taught? |
| | 738 | //Will you be a good coach to your direct reports & teammates?// |
| | 739 | |
| | 740 | **Tactic**: Show the interviewer that hiring you means getting not only your skills, but enhanced performance out of your colleagues as well. |
| | 741 | |
| | 742 | * Good that you bring important skills to the org, but better if you can upgrade your colleagues' skills too. |
| | 743 | * Good answers are truthful, detailed when it comes to your actions, & focused on positive outcomes. |
| | 744 | |
| | 745 | ==== 69. How have you ensured maximum value for money when managing resources? |
| | 746 | //Money is tight. Do you know how to squeeze a dollar for all it's worth?// |
| | 747 | |
| | 748 | **Tactic**: Don't shy away from giving them figures. |
| | 749 | |
| | 750 | * Quantifiable results are always important, but critical that you use exact figures in this case. |
| | 751 | * It's not just what you accomplished, but the skills & behavior that got you there. |
| | 752 | |
| | 753 | ==== 70. Name some top opinion influences in this industry. |
| | 754 | //Do you care about thought leadership? Do you agree with the people I agree with?// |
| | 755 | |
| | 756 | **Tactic**: Get a spread of names from "safe hands" to mavericks. |
| | 757 | |
| | 758 | * Follow top few names in magazine power lists. |
| | 759 | * Event speakers: keynote speakers are usually from power lists, so pick someone who isn't buy has the most fresh & radical ideas. |
| | 760 | |
| | 761 | ==== 71. Most people are good at managing up or down, but usually not both. Which one are you? |
| | 762 | //Are you more charm than substance?// |
| | 763 | |
| | 764 | **Tactic**: Try to avoid the distinction by framing "managing up" and "managing down" as different skill for different times & then focusing on which y ou've excelled at so far. |
| | 765 | |
| | 766 | * Good approach would be to bring up 360-degree reviews - these exercises evaluate managing up, down & sideways, & stress your fexibiilty in communicating well with people regardless of position in the hierarchy. |
| | 767 | |
| | 768 | ==== 72. Which websites do you use personally? Why? |
| | 769 | //Do you keep abreast of industry news? Are you tech savvy?// |
| | 770 | |
| | 771 | **Tactic**: Determine what level of technical competence the interviewer is probably looking for & respond appropriately. |
| | 772 | |
| | 773 | ==== 73. How does your personal social media presence affect your employer? |
| | 774 | |
