Allen J.G. - The Complete Q&A Job Interview Book (2004)(4th ed.)(en)

INTERROGATION QUESTIONS

ers are increasingly savvy about evasions of the second part of the question, so it’s best to just face it directly. But don’t be so direct that you are directed out the door. Find negative words that are double-sided—that can be flipped to be positive. For example, in the sample answer, “competitive” can mean “combative” and “aggressive,” but it can also mean “goal-oriented, diligent, determined.” Likewise, “intense” can mean, on the one hand, “harsh and extreme,” and on the other, “passionate” and “powerful.” And “perfectionist” can mean “controlling and unyielding,” but also “meticulous, dedicated, and thorough.” A good rule of thumb is, choose positives that don’t make you sound arrogant, and negatives that can be given a positive spin.)

14.Of the three weaknesses you listed, which causes you the most trouble?

(This is your chance to put a positive spin on a negative. But, again, don’t veer into arrogance, which will end up being another weakness in the interviewer’s mind.)

I would say my tendency to seek perfection. My goal always is to dedicate myself to the task at hand and complete it as meticulously as possible; but, on occasion, I’ve been reluctant to let go. Fortunately, I have no trouble hearing when I’m told, “It’s good enough and it’s time to move on.” I will, however, dig in my heels if I feel there’s a failing in a project that will ultimately forestall its success.

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15.Describe a situation when you lost it on the job—when you failed to remain objective or to behave professionally.

I can honestly say I’ve never totally lost control in front of staff or colleagues. That’s not to say I haven’t felt like it or haven’t honestly expressed my unhappiness or disappointment to staff on occasion; but whenever I have felt on the verge of saying or doing something unacceptable in a business situation, I step away—liter- ally—take a break, go for a walk, get a cup of coffee.

(To drive home your point, it’s a good idea to give a specific example, as the following demonstrates.)

A particular incident springs to mind: My company had been courting a particular major multiproduct client for years. Finally, we were given the opportunity to design the packaging program for their entire line. My staff and I had been working long hours for months, and the feedback along the way from the client had been more than positive; it had been positively effusive. I thought we had it in the bag. In the midst of all this there was a management reorganization at the client company, and the new president decided—without even reviewing our work—to go with a firm he was familiar with. It was a real blow and I was furious. But I managed to keep what I was thinking and feeling to myself. Then, after waiting a few days for the sting of disappointment to ease, I started thinking about ways to salvage something from the project. So, I called the person we had been working most directly with at the client firm, to say what a great pleasure it had been working with her; then I asked for three things: a written testimony based on

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INTERROGATION QUESTIONS

the work we had done, referrals to any other possible clients, and a promise to keep us in mind should any future opportunities to work with the company arise. She was happy to oblige. I know that if I had stayed angry, I—and my company—would have come away empty-handed.

16.What would you do if you were a victim of, or witness to, sexual harassment on the job, but you were afraid that reporting it or seeking to address it would be regarded by some of your colleagues as rocking the boat or not being a team player?

This is one of those situations I was referring to when I said sometimes you can’t worry about what other people think. Being a team player means that everyone on the team counts—including someone being treated in an unprofessional manner or someone being accused unjustly. No team can succeed long term if some of its members are not playing fair or being treated fairly. The best way to proceed in such situations is quickly but judiciously, and always according to company policy.

17.If you could rewrite this job description to better suit you, what would you change?

As I see it, the point is that I suit the job, not that it suit me. Only after I have mastered the job and am qualified to suggest change would I suggest altering my responsibilities to meet some new objective that would benefit both the company and, ideally, myself.

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18.This is a three-part question: First, what is the harshest criticism ever leveled at you by a supervisor, current or past? Second, was it warranted? Third, how did you handle it?

(The interviewer is trying to determine several things with this question: your honesty; whether you’re willing to badmouth a supervisor; your ability to handle difficult interactions with those more highly placed than you; and, potentially, to trap you into revealing a personal weakness you otherwise wouldn’t. Your objective is to come across as truthful, respectful of your boss, yet confident that it was a situation—not a personality flaw in either you or your boss—that caused the conflict. Note how the sample answer balances all these issues.)

Once, during a high-pressure staff meeting convened to brainstorm how to solve a serious problem with one of our major clients—and at which almost everyone in the division was present—in my enthusiasm to be part of the solution, I interjected a suggestion that I regarded as a viable alternative to the idea my boss was promoting effusively. Later, he called me into his office and said that not only did he regard what I had done as undermining his authority—hence saw it as insubordination—but that the others in the room had seen it the same way.

Though I know he believed the accusation was war- ranted—in particular because of the number of other staff present—I confess I was stunned. Nevertheless, I was confident he had misinterpreted my intent, so I explained calmly that my objective had been only to ensure that we had an alternative option in hand before we

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moved forward to resolve our client conflict, not to reject his suggestion. Then I also assured him that I would, in the future, be more careful about how and when I spoke out, keeping in mind how it might be seen by others.

19.Conversely, what’s the harshest criticism you’ve had to level at a staff member under your supervision?

Without question, telling a staff member that his or her performance was not up to company standards and that I was terminating him or her.

Fortunately, these occasions have been rare. And I always smooth my way through these touchy situations via due diligence; that is, I make sure all my ducks are in a row before I proceed. I make sure I have documented unsatisfactory performance issues in earlier reviews and that I have followed company guidelines to the letter; and I always consult with human resources regarding any legal implications of my decision. Finally, I satisfy myself that everything that could be done had been done to give the employee the opportunity to improve and succeed at the company.

20.What about your current job dissatisfies you and has compelled you to seek employment with us?

(Here, too, beware of being seen as badmouthing your current employer when you answer this question; instead, focus on yourself and the future.)

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Nothing has to be wrong with my present job to make a new opportunity look right for me. I think of myself as a mover and a shaker, even if the only thing I am moving and shaking is me. My reason for applying for this job has all to do with my desire to continue to challenge myself and grow professionally.

21.What would you say if I were to tell you now that, during this interview, you had failed to convince me you are right for this job?

Failure of this sort is never pleasant, but I would try to learn something from it; so my immediate response would be to express my disappointment, but then I’d ask you, first, to clarify which questions I had failed to answer to your satisfaction. Next, I’d ask you to give me the opportunity to respond more fully to them. More broadly, I would ask you whether my style of communicating was faulty in any way.

22.Where would you see yourself in three to five years?

I see myself as having mastered this job and being offered increasingly challenging and interesting opportunities that continue to motivate me to excel.

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DELIVERY

If you were applying at a dating service, this would be an important area. Otherwise, your outside interests don’t affect your ability to do your job. However, for the time being, you do have an important inside interest: delivering your script and successfully passing this final part of the screen test.

So if the company is really big on charity drives, mention your assistance to charities. If it encourages employees to participate in civic activities, mention that. Most people have enough outside interests they can convert to inside interests as soon as the curtain rises.

How do successful interviewees learn how to answer these questions? Through keen powers of observation. Before they ever enter the interviewer’s office, they’ve scoped out the company’s offices and made mental notes of trophies, awards, citations, photos, and any other physical clues that reveal what is important to the company. Earlier phone sleuthing might have revealed information about company trips, picnics, and blood drives as well.

I was a personnel manager for a company that wouldn’t hire anyone who didn’t lift weights. Was it discriminatory? Yes. Was it unfair? Yes. Was it ridiculous? Yes. Was it legal? Yes.

Did I liberalize the definition of “lifting weights” for otherwise qualified applicants? Yes.

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OUTSIDE INTERESTS

SCRIPT

1. How interested are you in sports?

I like playing them more than watching them. Some require mental discipline. Some require a cooperative team effort. But all reward those who are the best.

Sports are sometimes violent and unproductive, but they can also teach valuable lessons. If someone doesn’t have much self-esteem, sports can help him or her develop into a high achiever. The message is that hard work can pay off. In sports, people learn their limitations, too. No one can be best at everything. Learning your weaknesses can help you develop your strengths.

2. What are your leisure-time activities?

(Before answering this question, take a second to conduct a mental review of the clues you picked up on your way in. If this company appears to be activity-ori- ented, and you play racquetball but also collect stamps, emphasize racquetball. If you know something about the company culture—an emphasis on family values, for ex- ample—concentrate on that aspect of your life.)

My dedication to my career takes up most of my time. However, I make it a point to spend time with my family every day. I’m involved in my kids’ sports and help them with their homework. After that, I settle down and

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catch up on my work-related reading—journals and other trade publications.

Weekends are spent in family activities, gardening, social events, and community affairs.

(Now, your answer:)

_____________________________________________________

_____________________________________________________

_____________________________________________________

____________________________________________________.

3.What were your extracurricular activities in school?

(If the target job requires leadership skills, accent your leadership activities. If physical stamina and conditioning are required, mention your sports achievements. If it is a people-oriented occupation, tell about community involvement.)

I was captain of the debating team and vice-president of the senior class. My extracurricular activities in school served to guide me in my career choices. Leadership roles, where effective communication is required, come naturally to me.

OR

My extracurricular activities in high school and college centered around sports—mainly football and track. Being active and staying in top physical condition are still important to me, because they make me more effective in everything I do.

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