| Current
List of
Questions/Behaviors
you have chosen: |
| Behavior |
Question: |
| Communication
skills |
| Is responsible
and thoughtful in
how they deal with
sensitive
information. |
Tell me about a
time when you had
to divulge
sensitive
information? How
did you deal with
the situation? In
your opinion, what
are in the main
issues involved in
sharing sensitive
information? |
| Has the ability
to convince others
by making valid
points; has a
strong character;
is not afraid to
speak his/her mind
to defend his own
and the
organization's
interests. |
Give me an
example of a time
when you had to
put forward an
unpopular point of
view in a
shareholder's
meeting. How did
you handle the
negative reaction?
What did you learn
from the
experience? |
| Critical
Thinking Processes |
| They have the
confidence and the
conviction to take
all necessary
justifiable
actions, are
capable of
building and
utilizing an
effective network
of information.
Are effective at
diplomatically and
firmly
troubleshooting
problems. |
Tell me about a
time you were
denied access to
financial
information you
felt you had a
right to. What
steps did you
undertake to
acquire the
information? What
was the end
result? |
| Seeks and enjoys
the challenge of
complex problems,
uses feedback to
improve his
critical thinking
skills. |
Tell me about
the last time you
had a very complex
problem to solve.
Were you happy
with the way you
handled it? Did
you learn any
lessons from it? |
| Decision-making |
| Analyses the
facts in a clear
and patience
manner. Does not
rush or panic. Can
draw correct
conclusions from
the data without
prejudice or
personal bias,
implements his/her
decision without
delay. |
Tell me about
the best business
decision you ever
made? Describe the
process you went
through? |
| Has the courage
and conviction to
make hard
difficult
decisions, which
could make him/her
very unpopular.
Enforces these
decisions despite
great pressure,
yet does it
diplomatically and
with compassion. |
Tell me about
one of the most
difficult business
decisions you have
had to make. Why
was it so
difficult? What
were the short and
long term effects
of your decision? |
| Emotional
intelligence |
| Takes into
account in his
strategy the
possible emotional
reactions and
consequences of
major decisions,
will put policies
in place to help
employees adjust
to new realities
and maintain their
emotional health. |
In the past what
steps have you
taken, if any, to
allow for possible
emotional distress
caused by
implementing new
and different work
practices. Can you
give me an
example? |
| Has the required
sharp political
skill to deal with
the conflicting
demands of various
departments. |
What advice
would you give to
a new line manager
on the subject of
office politics? |
| Manage
Change |
| Seeks to employ
staff that are
positive,
enthusiastic,
adaptable to
change, effective
under pressure and
who want to pursue
and achieve the
company's aims as
well as their own. |
When you have
had to employ
staff to work in
your company, what
competencies do
you look for in
them? Give me some
examples? |
| Management
ability |
| Monitors staffs
through
assessments and
managers reports,
to ensure
individual
objectives and
developments are
been achieved. |
Tell me about
the methods you
use to keep
informed of your
staffs activities
and progress
towards their set
objectives. |
| Mentions the
problems of
conflict around
the need to
evolve, the
problem of
individuals
opposing existing
successful values,
the problems that
can arise from
lack of attention
and the inability
to adapt to
changing
circumstances in
time. |
From your own
experience, what
do you think are
the three most
common reasons why
management fail?
Can you give me
some concrete
examples? |
| Has evolved
methodical methods
and systems to
critically analyze
reports for the
effect it will
have not just on
one department but
the organization
as a whole. |
Describe the
procedures you
have for
evaluating reports
and proposals |
| Does not
capitulate under
pressure, can
discuss their
views in a
professional non
personal but
objective manner? |
Your team has
proposed a course
of action, but you
believe that the
stance is
unethical, how do
you normally react
in such a
situation? |
| Negotiation
Skills |
| Separates the
issue from the
person. Makes it
clear that
bullying,
intimidation or
charm is
irrelevant, he
/she makes
decisions based
solely on the
issues involved. |
Tell me about a
time when the
other party in the
negotiation tried
to bully you? Did
they succeed? How
do you deal with
this behavior? |
| Always makes
sure he/she has
numerous options
and tactics
available to them.
Evaluates results
based on objective
criteria. |
Tell me about a
negotiation you
were involved in
where you failed
to achieve your
objectives? Where
did you go wrong?
What lessons did
you learn? |
| Problem
solving abilities |
| Delegates
routine
activities;
fact-finding
assignments;
preparation of
rough drafts of
reports for new
policies to
his/her staff,
takes overall
responsibility. |
What tasks
should you
delegate and to
what degree? Give
me some examples,
particularly in
relation to hiring
staff and
formulation health
& safety
policies? |
| Has assembled a
trusted team of
expertise and
talent in their
business sector,
with whom they can
discuss their
solutions before
implementation,
has the character
to accept and
implement
feedback. |
Tell me about
the last time you
sought advice
before making a
major decision. |
| Responsibility |
| Is a strong
honest character,
stands up and
takes
responsibility for
mistakes he/she is
responsible for. |
Tell me about a
time when you took
responsibility for
an error and were
held personally
accountable? What
did you learn from
this experience? |
| Strategic
Thinking |
| Always seeking
new products and
new markets; can
formulate and
implement plans to
pursue these
opportunities. |
Tell me about an
opportunity you
foresaw for a new
product or for an
adaptation of an
existing product.
What steps did you
take? Were you
successful? |
| Structures the
organization to
take advantage of
changing
fundamentals in
the industry. |
Tell me about a
time you were
prominently
involved in
re-structuring an
organization to
take advantage of
a major change
like a competitor
failing, new
technology, prices
rises etc |
| Technology
skills |
| Makes sure more
than one employee
covers all
specialist crucial
tasks. Has access
to outside
specialist
resources in case
of emergencies for
all critical
tasks. |
Tell me about a
time, if ever,
where you lost a
specialist
employee and has
no cover for
him/her? What were
the consequences?
What lessons did
you learn? If you
have not had this
experience, what
lessons should be
learnt from a
situation like
this? |
