How To Deal With Resistance To Change, Just A Moment

The real problem is not technical change but the human changes that often accompany technical innovations.

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The real problem is not technical change but the human changes that often accompany technical innovations.


One of the most baffling và recalcitrant of the problems which business executives face is employee resistance to lớn change. Such resistance may take a number of forms—persistent reduction in output, increase in the number of “quits” & requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes, and, of course, the expression of a lot of pseudological reasons why the change will not work. Even the more petty forms of this resistance can be troublesome.

All too often when executives encounter resistance lớn change, they “explain” it by quoting the cliche that “people resist change” và never look further. Yet changes must continually occur in industry. This applies with particular force to the all-important “little” changes that constantly take place—changes in work methods, in routine office procedures, in the location of a machine or a desk, in personnel assignments và job titles.

Retrospective Commentary

In the 15 years since this article was first published, we have seen a great khuyễn mãi giảm giá of change in industry, but the human aspects of the topic bởi vì not seem very different. The human problems associated with change remain much the same even though our understanding of them & our methods for dealing with them have advanced.

The first of the two major themes of the article is that resistance lớn change does not arise because of technical factors per se but because of social và human considerations. This statement still seems to be true. There is, however, an implication in the article that the social và human costs of change, if recognized, can largely be avoided by thoughtful management effort. Today I am less sanguine about this.

It is true that these costs can be greatly reduced by conscious attention. Managements that have tried have made much progress during the past 15 years. Here are some examples of what has been done:

Fewer people are now pushed out of the back doors of industry—embittered & “burned out” before their time. Fewer major strikes are the result of head-on clashes over new technology & its effects on jobs. Progress is being made in putting the needs of people into the kiến thiết of new technological systems. Relevant inputs of ideas and opinions of people from all ranks are being solicited và used before (not after) plans for change are frozen. At the same time that well-established work groups are disrupted by technical imperatives, special efforts are made to lớn help newly formed work groups evolve meaningful team relations quickly. Time and care have been taken to lớn counsel individuals whose careers have to lớn some degree been disrupted by change.

All of these ways of reducing the human costs of change have worked for the companies that have seriously applied them. Still, I am more aware than in 1954 of the limits of such approaches. They vì chưng not always enable management khổng lồ prevent situations from developing in which some individuals win while others lose. The values lost as skills become obsolete cannot always be replaced. The company’s earnings may go up but the percentage payouts from even an enlarged “pie” have khổng lồ be recalculated, và then the relative rewards shift. In these situations enlightened problem solving will not completely displace old-fashioned bargaining, and better communication will only clarify the hard-core realities.

The second theme of the article đơn hàng with ways of improving the relations between groups in an organization—particularly when a staff group is initiating change in the work of an operating or line group. The gap that exists in outlook and orientation between specialized groups in industry has increased in the past 15 years, even as the number of such groups has continued khổng lồ escalate. These larger gaps have turn created ever more difficult problems of securing effective communication & problem solving between groups. Coordinating the groups is probably the number one problem of our modern corporations. So this second theme is hardly out-of-date.

Today, however, there is both more knowledge available about the problem than there was in 1954 and more sophisticated skill and attention being given lớn it. And there is increasing understanding of và respect for the necessity for differences between groups. There is less striving for consistency for its own sake. More managerial effort is being applied, in person và through impersonal systems, lớn bridge the gaps in understanding. While the conflicts between specialized groups are probably as intense now as ever, they are more frequently seen as task-related—that is, natural outgrowths of different jobs, skills, and approaches—rather than as redundant và related only to personality differences.

The major criticism that has been brought to my attention about the article is that it has damaged the useful concept of participation. Perhaps this is true. But the view of participation as a technique for securing compliance with a predetermined change was a widespread and seductive one in 1954—and it is not dead yet. Subsequent research has not altered the general conclusion that participation, to be of value, must be based on a search for ideas that are seen as truly relevant khổng lồ the change under consideration. The shallow notion of participation, therefore, still needs khổng lồ be debunked.

As a final thought, I now realize that the article implied that workers resist change while managers foster và implement change. Many of the changes of the intervening period, such as the computer revolution, have exposed the inadequacy of this assumption. It is difficult khổng lồ find any managers today who do not at times feel greatly distressed because of changes, with their own resistance màn chơi running fairly high. We are all, at times, resistors as well as instigators of change. We are all involved on both sides of the process of adjusting lớn change.

In light of this, let me reemphasize the point that resistance to change is by itself neither good nor bad. Resistance may be soundly based or not. It is always, however, an important signal calling for further inquiry by management.

Top ↑What’s a Behavioral Interview Question?
How lớn Answer Behavioral Interview Questions With the STAR Method21 Common Behavioral Interview Questions (+Sample Answers)Behavioral job interview questions about time management
Behavioral job interview questions about communication skills
Behavioral job interview questions about teamwork
Behavioral job interview questions about working with clients
Behavioral job interview questions about adaptability
Behavioral job interview questions about leadership
Key Takeaways
Most Common Interview Questions + Answers:More Tips to lớn Ace Your Next Interview
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You’ve prepped endlessly for that upcoming interview.

You memorized all of the most common job interview questions (and came up with your answers).

...But you’re not just there yet.

You still need to prepare for the behavioral interview questions.

And in this guide, we’re going to teach you how!

Read on to lớn learn about:
What are the behavioral interview questions & how are they different from the usual questions?
How to lớn answer ANY behavioral interview question with the STAR method21+ most common behavioral interview questions (and how to answer them)

What’s a Behavioral Interview Question?

Behavioral interview questions are questions based on how you acted in a specific situation.

They’re meant to lớn gauge how you react to lớn stress, what’s your skill-level, và how you conduct yourself in a professional environment.

They also allow the interviewer khổng lồ get a much better understanding of you as a candidate.

Just about anyone can answer a question lượt thích “what’s your greatest strength?”

Not everyone, however, can answer a question like:

“Can you tell us of a time when you went above và beyond the line of duty?”

After all, to answer such a behavioral interview question, you really need khổng lồ have some serious work experience and achievements.

Here are a few other popular examples of behavioral job interview questions:

Give us an example of a goal you failed to meet, và how you handled the situation.Tell us about a time when you solved a problem at your job that wasn’t part of your job description.Tell us of a time when you took a risky decision & it didn’t pay off.

Pretty simple, right?

Now, we’re going to teach you a proven method on how lớn answer every single behavioral interview question successfully.

How lớn Answer Behavioral Interview Questions With the STAR Method

The easiest way lớn answer behavioral interview questions is khổng lồ follow the STAR method.

According lớn the STAR method, each interview answer should use the following structure:

S for Situation. Describe the situation where everything happened.T for Task. Describe the task you had lớn complete in order to solve the problem/issue at hand.A for Action. Explain what actions you took to lớn complete the aforementioned task.R for Results. Talk about the results of your actions and try khổng lồ be as detailed as possible. How did your actions lead to the company or organization lớn function better?

Now, here’s what a good answer looks like according to lớn the STAR method:

STAR Method Interview Answer

Q: Give us an example of how you handled a challenge in the workplace.

Situation: Around the time I started working at Company X, the team I was working with was just finishing up on a very important project on a tight deadline. They had to review everything before submitting the work lớn the client, and my manager didn’t have a lot of time to pay attention to me to lớn make sure I was caught up lớn speed. 

Task: Everyone around me was constantly working, and because of the timing, they didn’t seem very approachable. So, to make sure I didn’t get left behind, I had to prove myself and take initiative. 

Action: My plan was simple. I wanted khổng lồ talk lớn my manager and a few of my colleagues whenever they had time (e.g. Over lunch, getting coffee together). Then, I would try to get to know them in a different environment and also learn about the company better too. In the meanwhile, I would always go over my onboarding material and resources khổng lồ get better at my job.

Results: In the end, I’m glad khổng lồ say everything worked out và I actually made a few good friends too. By the time my manager came around to reviews my work and talk about the next steps - I already knew most of it & the company’s main clients in detail. And I also knew my colleagues who I’d be working with too. If anything, he was a bit surprised, but ultimately, happy I didn’t fall behind. This saved him a lot of time, something he was very grateful for.

Simple enough, right? 

Now, to make sure that you’re 100% ready for any behavioral interview question the recruiter can throw at you, we’re going to lớn cover 21 of the most common questions out there.

21 Common Behavioral Interview Questions (+Sample Answers)

In this section, we’ll cover all the common behavioral interview questions split by category:

Questions about time management
Questions about communication skills
Questions about teamwork
Questions about working with clients
Questions about adaptability
Questions about leadership

Behavioral job interview questions about time management

Question #1 - How bởi vì you accomplish tasks when under a tight deadline? Give me an example. 

Sample Answer:

Situation: Well, typically, I try to lớn never commit lớn a deadline I don’t think I can make. But sometimes, unexpected things happen and you’re forced khổng lồ think on your feet. For example, at my last job, my coworker had lớn take some time off work because of an emergency, & his project was left without a manager. 

Task: My supervisor then instructed me lớn take over his project & complete what work was left. Suddenly, I had a new project on my hands, and I wasn’t really sure how to lớn handle it, as the deadline was in 1 week.

Action: First, I requested a reduction on my own daily sales goals - which I was granted. This way, I could pay more attention khổng lồ the project, and only a few hours per day khổng lồ my original tasks. Once I had a consistent schedule và hours set for each of my tasks, it was mostly easy from there.

Results: Thanks to lớn my teammates và my good time management skills, I managed to lớn finish up 2 days early before the deadline. & once my coworker came back khổng lồ work, I was able to đánh giá the whole thing with him before submitting it. For what it’s worth, he was thoroughly impressed. Và a few months later, I even got promoted based on my performance.

Question #2 - Describe a long-term project you managed. How did you make sure everything was running smoothly?

Sample Answer: 

Situation: When I was at Company X, I was managing the website development team in charge of setting up a new trang web for one of our biggest clients at the time. With most projects, we had a process set up and we would get most sites done in up to 2 months. This project, however, was a bit different, as the website was supposed to be more detailed, with a lot of unique pages. So, we had khổng lồ be a lot more careful with our time-management.

Task: We had a strict deadline of 15 weeks, and I had lớn make sure that we used up our time as efficiently as possible.

Action: Before getting khổng lồ actual work, I decided that we should plan everything out by the week. After some research và consulting with our team of developers, we decided lớn split the workload between different stages. We would devote around 1 week to the discovery phase, 5 weeks to lớn design, 3 weeks khổng lồ initial development và the rest to lớn any modifications & updates.

Results: In the end, we actually finished the website with all the promised functionalities in just under 3 months. The client was very satisfied with the result và eventually ended up recommending partners to our firm.


Question #3 - Sometimes, it’s almost impossible khổng lồ get everything done on your to-do list. What bởi you bởi when your menu of responsibilities becomes overwhelming? 

Situation: As a senior at University X, there were times when I just couldn’t physically get everything done on time. For example, towards the kết thúc of my final semester, I was the Student Council President và I was also writing my University thesis. I had to lớn submit my thesis the next day, and I was also working with my fellow student council members to organize the end-of-the-year ceremony for the University. 

Task: If I had tried khổng lồ multitask both, I would just have done a poor job. Now, for me, the University thesis was clearly higher up in my danh mục of priorities. After all, this was what my studies were building up khổng lồ for so long. But I couldn’t just abandon my council members either. With 24 hours until my thesis deadline, I had khổng lồ think fast.

Action: I decided that the best approach was to send all of my notes và outlines for the event to the Student Council VP, who was also a close friend of mine. Luckily, he understood my situation và took over my event-management responsibilities. Then, I had just enough time khổng lồ edit và finalize my paper.

Results: Thanks lớn the VP, I was able to fix & finalize my Thesis. And fortunately, the sự kiện went without a hitch too. In the end, I learned a valuable lesson on time-management, & the importance of having the right team around you who you can rely on.

Question #4 - Tell me about a time you phối a personal goal for yourself. How did you ensure you would meet your objectives và what steps did you take? 

Situation: I think the most recent, và important, personal goal that comes to mind is that I managed to teach myself website development from scratch. You see, I wasn’t very satisfied as a sales rep at Company X. My coworkers were nice, and the pay was decent too, but I just didn’t see myself growing there. 

Task: So, I decided that I wanted a career change in a field I’ve always been interested in - website development. Now, because I was working full-time, I had lớn be very efficient with my time-management skills. 

Action: I did some research, và all that was left to bởi vì was just follow my routine and stay committed. I phối up a personal calendar and made sure to lớn study HTML, CSS, and Java
Script for at least 2 hours every day. I gathered a danh mục of beginner-friendly books to start with, & once I was done with those, I paid for some advanced online courses to improve my React & Vue.js skills. When I felt comfortable, I started working on some personal projects for my portfolio & did some freelance work part-time while I was still working at Company X.

Results: In the end, I’m glad I stuck to my plan and continued with my phối curriculum. If I did not have my calendar planned out with specific objectives, I surely would have been overwhelmed. Sure, at times, it felt lượt thích I was basically working 2 jobs và that a lot of the material wasn’t making sense. But I just kept moving forward, và then, I got my first real break as a junior website dev at Company Y.

Question #5 - Can you describe an instance where your supervisor or manager just gave you too much work with not enough time? What did you do?

Situation: I had a pretty rocky start with my manager at Agency X, as we had different expectations for my workload. Normally, I don’t have a problem with a fast-paced working environment, & I tend to thrive when I’m thinking on my feet. But at the agency, I had just finished onboarding, and I was already bombarded with tasks & weekly reports. For the most part, I was managing to get everything done on time, but I realized the chất lượng would suffer if my menu of tasks kept getting longer.

Task: So, I had lớn take up my work schedule issue with my manager và let him know about my concern. I decided that being direct, and also respectful was the best approach, and booked the meeting.

Action: During the meeting, I remained calm, và just went straight khổng lồ the point. I explained how I liked my work, but the heavy workload was really impacting the unique of the work.

Results: Luckily, he was understanding. I was the first in-house designer they’d hired, & they weren’t 100% sure what was a lot of work, & what wasn’t. We ended up working together khổng lồ better define my responsibilities. From then on, I was, for the most part, only getting the workload I could handle without diminishing the chất lượng of my work.

Behavioral job interview questions about communication skills

Question #1 - How vày you handle a disagreement with your colleagues? Give me an example of when you successfully persuaded someone lớn see things your way at work.

Situation: When I was working as a recruiter at Company X, I noticed that one of the candidates who had sent in their application was perfect for the role. Though he didn’t have a university diploma and his resume wasn’t too polished, reading his cover letter, it was obvious he knew the industry và had delivered clear results.

Task: I thought it was worth giving him a shot, but my supervisor didn’t see it that way. She skimmed through the resume và told me not to waste time, & just discard the candidate.

Action: I was, however, still pretty confident in the candidate, so I talked to the supervisor over lunch. I took a bit of an indirect approach, though. Instead of trying to directly pitch the candidate, I asked her khổng lồ clarify the job mô tả tìm kiếm a bit more. We went a bit in-depth on what, exactly, we were looking for in the candidate, and once we were done discussing it, I told her that we happened to lớn have a candidate that possessed all the relevant experience, but his resume was a bit weak.

Results: Convinced, the supervisor decided to lớn give the candidate’s application a more in-depth look và realized that they were, in fact, very qualified. She thanked me for bringing it up và agreed with me that the candidate was worth calling in for an interview.

Question #2 - What would you do if you misunderstood an important task on the job? Give me an example.

Situation: At my previous internship at Company X, I underestimated the amount of time it would take me lớn finish a presentation for a team meeting. The deadline my quái nhân gave me was around a week, which was completely fair and I didn’t think it would be a problem. However, apparently, we had some miscommunication with what he’d meant with the deadline. I thought it was the date where we would go through the presentation, edit it together, and submit it like that. Apparently what he’d meant, though, was to lớn have the presentation 100% ready on that date.

Task: So, I had lớn submit a draft presentation first, edit it based on my manager’s comments, và then present the report, all within 2 days.

Action: I booked a meeting with the manager for the following day, and spent 4 extra hours at the office khổng lồ make sure that the first draft of the presentation was spotless. We held the meeting the next day, và went through the presentation together khổng lồ make sure it’s spotless.

Results: The manager loved the work, & it only took us around 30 minutes to finalize the whole thing.

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Question #3 - Have you ever had khổng lồ work under someone who wasn’t very good at communicating? What happened?

Situation: Yes, at my last job as a tech recruiter the hiring manager I was working directly with was somewhat more difficult khổng lồ communicate with. He had very strict and precise requirements on the type of candidates he wanted khổng lồ invite for interviews. He wasn’t xuất hiện to much communication on the matter or trying new things even when the company desperately needed new hires. This one time, I got a candidate that was a pretty good fit for the job, but was lacking in some aspects.

Task: I wanted to lớn make sure that we got the person in for an interview, but I was 100% sure that my hiring manager would shut me down.

Action: So, before running the candidate through him, I called them và collected his biggest strengths to lớn present to the hiring manager.

Results: The hiring manager did, indeed, kết thúc up liking the candidate and calling them in for an interview.

Question #4 - Tell me about a time when you successfully explained a technical problem to lớn a colleague or a customer who didn’t have a tech background?

Situation: I’ve worked as a tech tư vấn specialist before, so I really excel at this. I’ve had khổng lồ explain complex concepts to lớn customers on a regular basis, but khổng lồ give you one single example, I’ve had lớn explain to lớn clients with next to lớn no understanding of computers how to lớn delete a virus on their computer.

Task: After trying to lớn give basic instructions lớn the client, they still didn’t really understand much, so I had khổng lồ come up with a smarter solution.

Action: So what I did was, I walked them through the entire thing step by step while explaining it simply but in no condescending terms. Instead of making them vị most of the work, I walked them through the process of getting me to connect with their computer, và then I explained to lớn them what, exactly, I did.

Results: The customer was very happy with my work, và we managed khổng lồ fix the issue with their computer.

Question #5 - Can you tell me about a time you gave a presentation that was particularly successful? Why vị you think it went well?

Situation: Sure thing. As the business development manager at Firm X, there were quite a few opportunities when I had lớn speak in front of a crowd. The most recent, and successful, one was for the new project we were launching. 

Task: I was called on khổng lồ speak for a 2 department-wide meeting, of up to lớn 50 people. Now, I had never delivered a presentation lớn this many people, but luckily, I knew most of them quite well after years of working with them. 

Action: Working with 2 other members of my team, I decided to lớn take a more creative approach, và create a short đoạn clip (a skit) to lớn hook the audience. That was the intro, & then we used Power
Point & hands-on examples lớn show what lớn expect from the new project launch. Và finally, we dedicated the last 5 minutes lớn a Q&A session. 

Results: It felt longer, but the whole speech took about 15 minutes in total. We got great feedback from the audience, và I was later asked lớn present at the all-hands meeting the next month. I knew my colleagues well enough và I tried khổng lồ make the speech as if I was having a one-on-one conversation with a friend - with a few jokes in-between.

Behavioral job interview questions about teamwork

Question #1 - Tell me about a time when you had to work with someone completely different from you. How did you adapt to collaborate better?

Situation: Sure, I always enjoy working with new & different people. Usually, because they bring something new to the table. At Company X, there was a particularly young developer who was assigned to lớn work with me on a new software development project, & I was to lớn run him through what our typical coding process was like.

Task: It was also my job lớn get khổng lồ know him, & find common ground so that we could effectively work together. The fact that he was younger wasn’t an issue for me, but because he was completely self-taught, he didn’t know a lot about the industry methodologies we used.

Action: Teaching him everything from scratch would take too much time. So, instead, I briefly explained the development process (waterfall model) we were using for that specific project, and taught him how khổng lồ write tests for our code-base. Writing tests is the number 1 way to learn what code does. After all, that’s how I got started with development.

Results: I also sat down and helped him go through the material at times, but in the end, he surprised me by how much of a fast-learner he was. He just needed a bit of encouragement & guidance. Through this approach, he learned our whole routine in less than a week, while most of our new hires needed at least up to 2 weeks. In return, I learned a lot about multitasking và time-management from him. The whole thing was a win-win situation, và it was all smooth sailing the next time we worked together (which was quite often).

Question #2 - What vày you vì chưng when your team member refuses to, or just can’t complete their part of the work? Give me an example.

Situation: There was one co-worker at Company X who was notorious for being bad at deadlines. But she would always kết thúc up delivering exceptional work, just a few hours (or worse - days) late. For some reason, the company was ok with this as her work was just too good. So, this one time, the management put us together to lớn work on a time-sensitive project.

Task: Our task was lớn turn in a sales presentation together and have our manager go over it before sending the client the final version. Because of how important the project was, I didn’t want khổng lồ risk going over the deadline - as this would also directly impact other people. Either way, for everyone’s sake, I had lớn somehow get her to lớn hurry up with the project. So, I decided khổng lồ try and push her a little & see what would happen.

Action: I started regularly checking in on her to see where she was with work. I would bring it up at times over lunch, send a quick Slack message, & so on. She wasn’t taking this quite well, but it DID get her to lớn work faster & more efficiently.

Results: At the end, the constant check-ins and pushing did have a positive effect, even though the co-worker didn’t particularly like me too much once we were finished with the work. We even managed to lớn submit the final version of the presentation 2 days before the deadline.

Behavioral job interview questions about working with clients

Question #1 - Clients can be difficult to work with sometimes. Can you describe a situation when a client was wrong & you had to lớn correct them?

Situation: Absolutely. One of our past clients at Agency X came to lớn us because his Facebook advertising strategy wasn’t working. He was driving traffic but wasn’t getting any conversions, so they thought that it was because they weren’t reaching the right audience. We realized, though, that it was actually because their sản phẩm homepage wasn’t really that convincing. The client, however, was adamant about “not fixing what wasn’t broken.”

Task: I had lớn somehow communicate with the client that the service he wanted wasn’t what he wanted - there was no way for us khổng lồ fix his facebook marketing if his homepage wasn’t selling the product.

Action: We had lớn give the client an ultimatum - they either go with our approach, or we wouldn’t be able lớn get the results (and hence, work with them).

Results: After some back và forth, the client grudgingly agreed to vì chưng an A/B thử nghiệm between the existing landing page, & one that we’d propose. So, we tested the two landing pages with the same ads he’d been running, & ended up getting 2.5x better results. From then on, the client was a lot more willing lớn allow us to lớn experiment with whatever we proposed.

Question #2 - How vì you handle irate customers? Give me an example.

Situation: Working in customer support, you really get khổng lồ talk with many different kinds of people. I remember I had one angry customer that called the helpdesk once khổng lồ complain. He kept repeating the hàng hóa he bought was faulty & demanded me to resolve the situation then & there. 

Task: Customers calling for refunds happen all the time, but this one was different as he just kept shouting over the phone the whole time. I had lớn get him lớn calm down if I wanted the call to go anywhere.

Action: Fortunately, I had experience dealing with loud customers, & knew the first thing I had to vị was listen khổng lồ his story. Halfway through telling his story, he calmed down once he realized I was trying khổng lồ help. He explained that the product was supposed to lớn be a gift, and that’s why he was so frustrated. Then, I offered 2 solutions: a refund or a replacement for his hàng hóa with express delivery.

Results: The customer opted for the replacement option. I called him back once they received the order just to lớn check-in if he was happy with the product. He turned out to be happy both with the product and our service, & thanked me for the help.

Question #3 - We all make mistakes sometimes we wish we could take back. Is there a time that comes lớn mind where you wish you had handled a situation with a client or colleague differently?

Situation: This one client we worked with was particularly difficult. They were extremely unpleasant to lớn work with & treated our staff pretty badly. The management, however, insisted on sticking with them, since they made up for a good chunk of our income. At one point, though, the client just barged into our office và started yelling at their trương mục manager for a small mistake on their end.

Task: At this point, I realized that working with the client was really affecting our staff negatively, and we’d be losing some good employees if we kept working with them.

Action: So, I phối up a meeting with the management team, and gave them concrete facts và figures about the client. Sure, they were paying us good money, but they were really hurting the workplace morale.

Results: After hearing me out, the management agreed & fired the client. They decided that overall, the impact such clients had on the company wasn’t worth it, & started doing stricter vetting during discovery calls.

Behavioral job interview questions about adaptability

Question #1 - Tell me about your first job in the industry. What did you vày to learn the ropes?

Situation: Well, my first job in the field was as a junior dev ops engineer. While I did have extensive knowledge of the field, I didn’t have too much experience doing it.

Task: This made it very hard for me lớn get started with the job. While I was working almost all the time, I wasn’t getting too much done.

Action: So, what I did was, taking a lot of my personal time lớn really work & learn the ins and outs of dev ops. I also made sure khổng lồ talk to lớn my team members & get their input đầu vào on daily tasks.

Results: A few months into the job, I managed to lớn learn the ropes and ended up being a lot more productive.

Question #2 - Can you give me an example of when you had to adapt lớn a new và sudden change in the workplace? What happened?

Situation: Sure thing. In my previous position as an tài khoản manager at Company X, we had lớn suddenly change all of our CRM software và move all the data to lớn a new tool. The CRM tool we’d been using till now wasn’t fit for a growing team, & on đứng đầu of that, they were upping their pricing, so it wasn’t really worthwhile for us.

Task: I was put in charge of finding the replacement CRM, as I was the one who knew the previous one inside-out. And this was also an opportunity for me lớn clean up our outdated info & start fresh. All the while, I still had lớn handle my daily responsibilities and as usual.

Action: So, the first thing I did was ask our sales associates và lead generation teams what they thought of the old CRM, & if there were any new features they were lacking. After doing a bit of research và asking around, I found the perfect tool that had it all - sales analytics, thư điện tử integration, and more. Và because I typically have no problem with learning new tools, I stayed in one evening, transferred our data khổng lồ the new tool, & wiped the old account. Finally, I sent a new announcement lớn the entire team about the new software, as well as a clip on how khổng lồ use it.

Results: We completed the transfer with 4 days khổng lồ spare, the team was satisfied with the new CRM, & my daily responsibilities as an tài khoản manager didn’t suffer. 

Question #3 - Give me an example of when you had to suddenly perform under pressure. What happened and how did you handle it?

Situation: As a seasonal worker, there have been a lot of times where I had khổng lồ juggle extra responsibilities. My last position as a line cook at Restaurant X comes to lớn mind. During summer, we were pretty much always full, & sometimes, even understaffed to lớn handle all the customers. To make things worse, we didn’t have the best shift system at the time either. So, if someone were to lớn unexpectedly not show up for their shift, we’d have lớn put out the fires as they came up.

Task: Which is exactly what happened when one of our waitresses had to lớn cancel her shift due to lớn an emergency. 

Action: So, I stepped up and took her shift as soon as I had clocked out of mine as one of the line cooks. Luckily, I had previous experience working as a waiter.

Results: I was tired and a bit uncoordinated at the beginning, but at the over of the day, everything worked out just fine.

Behavioral job interview questions about leadership

Question #1 - Tell me about a time when you successfully delegated tasks lớn your team. 

Situation: Well, at my first job as a team lead, I had to really get khổng lồ know most of my team in order lớn delegate tasks appropriately. 

Task: Most team members were new to the company, so I didn’t have much to go with.

Action: So, I sat down with each team thành viên individually, and really got lớn know them and their strengths and weaknesses, và distributed tasks based on their personality.

Results: Team members were pretty happy with the tasks they got, và started off their relationship with our company on a positive note.

Question #2 - Can you tell me about a time when you had lớn perform a task or work on a project you had no previous experience before? How did you approach this situation và what did you learn?

Situation: In my previous position at Company X, my manager had lớn leave unexpectedly for about a month due to lớn a medical condition. Fortunately, she was able to lớn give us a week"s notice. 

Task: Because of that, our director asked me lớn fill in as the interim manager. I was familiar with the basics of management on a theoretical level, và I had worked with my manager closely before, but I certainly wasn’t trained lớn be a manager yet. Though, I wasn’t going lớn say no, & I, more or less, felt confident about my ability khổng lồ take on the new challenge.

Action: So, I accepted the position. The first thing I did was gather the team và let them know about the situation. I was very open about my lack of experience, & asked them lớn be open about giving feedback when possible. I also asked a manager for an hour of their time khổng lồ pick their brain và make sure I’m doing everything right.

Results: In the end, we managed to lớn get through the month without any problems, and delivered all the projects on time. When my manager returned, she was very pleased with the work, và I even got compliments from our director. Because of my success with the role, I was then promoted lớn team manager at the end of that year.

Key Takeaways

So, lớn recap, behavioral interview questions are questions based on how you behave in specific situations.

Interviewers usually use them lớn gain a better understanding of you as a candidate. Down khổng lồ how you react lớn stress, what’s your skill-level, và how you behave in professional working environments.

And the best way lớn answer them, is khổng lồ use the STAR Method. According to lớn the strategy, each interview answer should use the following structure:

S for Situation: Describe the situation and the context for your story.T for Task: Describe the task you had to complete in order lớn resolve the issue.A for Action: Explain what steps you took lớn complete the above task.R for Results: Talk about the results of your actions, and try lớn be as detailed as possible. Try lớn use numbers and data here.

Need more job-search and interview advice? kiểm tra out our Novorésumé career blog for more industry-leading career-development articles!

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