7 INTERVIEW

QUESTIONS FOR
MANAGERS
A very warm welcome from me 
My name is Richard McMunn.
 In this video I will teach you how to PASS
your manager’s interview.

 Please watch the video from beginning to

end as I will give you the slides!

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Q1. What are the qualities of a good
manager?
TIPS…

Use POSITIVE words in your response. These should include:

 Competent
 Professional
 Adaptable
 Decisive
 Good communicator and listener
 Firm
 Fair
 Supportive
 Strategic
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Q1. What are the qualities of a good
manager?
The qualities of a good manager are many and
varied, and in particular, you have to be totally
focused on the aims and strategic goals of the
organization you are working for.

In addition to this, you need to be competent in your

role, be willing to constantly evolve and develop and
set a good example to your team.
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Q1. What are the qualities of a good
manager?
You also need to be professional and adaptable, decisive, a
good communicator and listener, be firm when required,
fair, supportive, a visionary and also be strategic in your
thinking.

I believe I posses all of these qualities and feel I would be a

great manager for your organization if I am successful at
interview today.

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Q2. Describe your management style?
TIPS…
Perhaps the most effective management style that works for all
scenarios includes the following:

 Decisive
 Firm
 Expects the highest standard
 Fair and approachable
 Supportive
 Continually evolving
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Q2. Describe your management style?
My management style is a combination of different
key elements that are designed to achieve results. I
am firm, and I am a manager who sets high
standards.

I am also decisive in my decision making and

somebody who expects their team to continually
improve, evolve and develop.
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Q2. Describe your management style?
I achieve this by being supportive of my team,
but at the same time I expect nothing but hard
work and commitment from my team members.

I always strive to get the best from my team

and will always deliver the best results for my
employer.

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Q3. Give an example of a difficult team
you had to manage?
TIPS…
 Mention your most difficult team was some time ago.
This demonstrates you now have the skills and
experience to manage teams effectively with minimal
problems.

Give an example where you learnt a tremendous

amount from the situation, and this has served to
make you a better manager.
Q3. Give an example of a difficult team
you had to manage?
Perhaps the toughest team I had to manage was in the early
days of being a manager. It was a fast and steep learning
curve and I made some mistakes that I have since learnt
from.

The team had just lost a long-serving manager and there

were some people within the team who were set in their
ways. I went in with new and fresh ideas and changed a
number of things, perhaps too quickly.
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Q3. Give an example of a difficult team
you had to manage?
The team made it difficult for me to implement the changes I
wanted to make and the team meetings I held were a
laborious and challenging process. However, I persevered,
learnt from my mistakes and managed to eventually turn
things around. I started to get the team on board and
listened to their ideas and suggestions.
After 6 months hard work, we had the best performing team
within the organization and it was the start of a very
productive environment where every body felt valued and
appreciated.
Q3. Give an example of a difficult team
you had to manage?
I learnt a tremendous amount from that experience and
whenever I go into a new team now I have a set approach
that works well.

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Q4. What do you like about managing
people?
TIPS…
 Mention that the difficult and challenging parts are
the best elements of managing people.

State how you love to see people develop through

your coaching and motivational skills. Your aim is to
get the most out of people, regardless of their
experience or age.
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Q4. What do you like about managing
people?
The best thing about managing people is that everybody is
different, and therefore, as a manager, you have to adapt
your coaching and motivational skills to suit each person
within your team.

I love the challenge of getting the most out of people,

supporting them through their wok and seeing them achieve
great things.

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Q4. What do you like about managing
people?
In particular, I enjoy carrying out regular appraisals with my
staff to ensure they have what they need to perform to the
best of their abilities, but also holding them accountable for
their work.

To summarise, I enjoy taking on the challenges managing

people involves. I feel I work at my peak when I am
motivating, coaching and developing my team.

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Q5. As a manager, how would you
persuade people to do what you want?
TIPS…
 State that you are a good negotiator and that you
feel you have the skills required to motivate and
encourage your team to share your vision.

Give a specific example of how you persuaded

someone to follow your lead.

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Q5. As a manager, how would you
persuade people to do what you want?
I believe I am a good negotiator and I have the ability to
motivate and persuade people to share and follow my
vision.

For example, whilst managing a team recently during a

difficult project, a senior member of the team made it clear
he did not believe the path we were taking was the correct
one.

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Q5. As a manager, how would you
persuade people to do what you want?
I took the time to listen to his concerns and made him aware
that I valued his seniority, experience and opinions.

Once I had listened to his views, I then explained why I felt

his suggested route would not work. I provided evidence
based on my experience why his suggested route would not
work. I then began to explain why I felt my plan would work
and that I needed him to be directly involved in order for it
to be a success.
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Q5. As a manager, how would you
persuade people to do what you want?
I asked him to take a proactive role in managing part of the
project and explained to him how his expertise would be
integral to the successful delivery of the project.

By empowering him, and by utilizing his experience and

skills, I managed to win him round and he helped to
successfully deliver the project on time and within budget.

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Q6. How would you monitor the
performance of your staff?
TIPS…
 Tell the interview panel you would conduct regular
appraisals to monitor performance and also hold
your team accountable.
Give examples of how you are able to motivate your
staff and make them feel valued by listening to them
and providing support, training and guidance where
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Q6. How would you monitor the
performance of your staff?
First and foremost, I would conduct regular appraisals and
meetings with my staff to find out their strengths,
weaknesses and also what they needed to perform their
duties to the standard required.

I would also set deadlines and make my team stick to them

religiously. I feel that, by applying deadlines for work to be
completed, staff are more likely to develop successful
habits and complete work on time.
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Q6. How would you monitor the
performance of your staff?
Finally, I also think it is very important to reward and praise
staff when they work well. Again, by simply praising your
staff, they are more likely to work hard for you and achieve
the goals of the company.

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Q7. Who was the last person you had to
speak about regarding under performance?
TIPS…
 If possible, tell the panel it was someone you had
just started working with.
Be firm, set goals for the member of staff, provide
support and training where appropriate and get to the
bottom of problems quickly.

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Q7. Who was the last person you had to
speak about regarding under performance?
In a previous role, I had just started managing the team
when I noticed a member of staff was missing deadlines and
appeared to have a lackadaisical attitude to their work.

I immediately held a meeting with them to raise my

concerns and to also get to the route of the problem. My aim
was to resolve the issue as soon as possible and put a plan
in place to get them back working to the required standard.

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Q7. Who was the last person you had to
speak about regarding under performance?
After speaking to them for a few minutes, it became
apparent they were having serious problems at home.

I decided that the best approach here would be to

demonstrate empathy, provide support and also to agree a
plan with them to get them back to full working capacity.

I discussed with them some options for obtaining

counselling, for which they were open to.
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Q7. Who was the last person you had to
speak about regarding under performance?
I also agreed with them that we would hold a weekly
meeting to assess how they were feeling and to also assess
the plan we had created to get them back to full working
capacity.
Overall, it took 4 weeks for me to get them back to where
they were prior to their personal problems. I felt this was a
success, as we got to the route of the problem quickly
which enabled me to create a supportive plan that enabled
them to start feeling better as soon as possible.
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