1) What is your greatest weakness?

I get excited when people on my team brainstorm about big new ideas. I sometimes get so caught
up in the moment that I volunteer to do too much. I know this can be a distraction in ways that
put me at risk of not getting work done properly or missing deadlines.
I've been reflecting on why this happens. As I've become more conscious of this pattern, I'm
working on ways to contain the negative aspects of my eagerness.
One way that I do this is to still go to brainstorming meetings but to be more careful about
offering to do the next steps—or limit it to one project that my boss supports.
Fortunately, though, the job we're discussing seems well-suited for people like me, people that
bring a lot of enthusiasm to the job and are ready to keep getting better and better at the follow-
through.
Why this answer worked well:
• He shared a story about how a weakness would negatively impact his work and stress him out.
• He turned his self-awareness into a plan to help him manage that weakness so he would be
successful in the future.
• He shared specific details, which made the story feel relatable.

Answer framework
How to approach this question

This can feel like a tricky question, but it’s a good opportunity to shine. Here are some tips on
how to answer:
Be humble.
You want to communicate an authentic story that shows you're self-aware. It's okay that you
don't come off as perfect, that's authentic, which is important for someone who will have to trust
you in the role that they're hiring for.
Choose a trait that is not too relevant to the job.
For example, if you're applying for a project manager role, choose a weakness that is more
related to creativity, which is something that doesn't disqualify you from the description of the
things that would make someone successful in that role
Show how you manage it.
Have a fix-it strategy. For example, if you struggle with remembering product details so you track
them in their phone or side notebook, that's okay, share that with them. That shows that you've
got commitment to solving that problem and addressing it.

Tips
• Employers are looking for self-awareness and personal accountability.
• It’s good to be honest about what you’re not great at.
• Share what you are doing to actively improve on this weakness.
 2) Tell me about a time you showed leadership?
Recently there was a situation where my manager needed to take medical leave and was unable
to come into work for a few weeks. This coincided with a major deadline that he was leading. I
knew that if this project wasn't completed on time, we were at risk of losing a major client.
I looked to my right and my left, and there wasn't anyone else who could own the project, so I
jumped in with both feet and took the initiative.
I went through the files and developed a schedule detailing what needed to be completed, and I
worked with my coworkers to ensure they were on board too.
In the end, we were able to complete the project by the deadline. The client was pleased and
stayed on as a loyal customer to the company. When my boss came back, he gave me an end-of-
quarter bonus because he was impressed, I was able to rally everyone to complete the project.
Why this answer worked well:
• She shared details that make it easy to visualize what was happening.
• She described how she got her coworkers onboard and met the deadline to keep her loyal
client.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.
Tips
• Describe a situation where there was a lack of leadership.
• Use the word “lead” to help describe the actions you took.
• Give credit to your ‘leadership skills’ when explaining the positive results.

3) Tell me about a time you were successful on a team?

I was asked to work on a high-profile project that included collaborating with a new team and
tons of people across a larger organization.
 We were spread out across the globe, which meant time zones were tricky and we could never
meet face-to-face. Communication was starting to get confusing, and people were losing
important details.
It became apparent that this project was going to fail if we didn’t have a new strategy, so I met
with various team members and engaged them in a process where we designed and
implemented a communication system that would work a lot better.
We then did weekly check-ins; designed a protocol to share relevant updates so we’d stay on
track; developed a detailed outline of goals and milestones; and led the meetings.
In the end, the team made massive progress. We completed the project on time, and it was
praised extensively by the client. The team thanked me for helping to course correct. We also
continue to use these tools, and they are what make our team so much more efficient at what
we do.
Why this answer worked well:
• She started off discussing a specific situation and the issues involved with having to work on
a global team.
• She talked about the specific action steps she took like implementing a new work process.
• She described the positive results and teamwork skills she demonstrated along the way.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Describe a problem that arose with a team.
• Outline your key actions with the team.
• Explain the positive result based on the work you did.
• Give credit to your teamwork skills.

4) What would your co-workers say about you?

 I think my coworkers would tell you that I'm the one you turn to when it's time to make sure
everyone stays motivated and on track to pull off big, high-profile projects.
In one of my LinkedIn recommendations, my supervisor refers to me as the “Human Glue”, which
is something I'm proud of. She gave me that nickname after we went through a complex ERP
implementation. It was one of those stressful time-critical projects that required the team to
come together and make things happen in a short amount of time.
I kept the crew going, sometimes through long evening and weekend hours, and inspired them
to bring their absolute best to the project everyday.
I think that they also appreciated the pizza and donuts I brought in too.
Why this answer worked well:
• He shared something specifically related to the job.
• He pointed the interviewer to a supervisor's favorable LinkedIn recommendation.
• He shared a bit of humor.

Answer framework
How to approach this question

This question gives you an opportunity to share how amazing you are—without feeling like you're
showboating. Here are three quick tips on how to answer it:
Find features that fit.
Re-read the job description and look for answers that go well with it. For example, if they need a
strong problem solver, maybe you can share that your office nickname is “The Fixer” because
you're so good at solving tough challenges.
Share some of your reviews.
Before the interview, go through your LinkedIn recommendations and performance reviews and
see if there are some gold nuggets you might want to show them. And if it's on LinkedIn, mention
it to the interviewers so they can read the whole recommendation if they want more detail.
Back it up with evidence.
If you think your colleagues would say that you're super creative, resist the urge to say “People
like that I can think outside of the box”. Instead, share a tangible example of your creativity that
ties to the job description.

Tips
• Share something that relates to the job description and back it with an example.
• Look to your recommendations and reviews for ideas.
• Be confident and succinct. It’s OK to shine!

5) Why do you want to leave your current role?

I'm eager to find a new opportunity and grow.
As you can see, I've been doing the same kind of work for two and a half years, and I'm starting
to stagnate. My company doesn't have a role open for the next step up, unfortunately. So, I'm
excited about the opportunity of becoming a sales manager at your company.
 The new role will let me use the skills I've developed in my current role like making cold calls;
hooking in new clients with pithy-but-inspiring opening lines; following up with carefully crafted
emails; listening to their pain points; and then offering up solutions that can solve their problems.
I'm eager to make a fresh start, and I want to use my cold calling and listening skills to help craft
an even better solution with the product I'd be working on in this new role.
Why this answer worked well:
• She was positive and talked about her excitement about the new role. She did say she started
to stagnate in her current role though, so she should tweak that language a bit to make it
more favorable to them.
• She talked about using her current skills to gain new skills and experiences as a sales manager.
• She framed this in the context of the new role and the new job she's applying for. She should
make it even more about how excited she is about the products—and selling them—for the
company she's applying to.

Answer framework
How to approach this question

Hiring managers will often ask this question, and it's a test. Are you running away from
something, or are you running towards something? The advice when you get this question is
simple:
Stay positive.
Employers want to see that you have a good attitude in general. Resist the temptation to say bad
things about your current job, employer, or boss.
Focus on where you’d like to go.
You should come off as someone who is looking forward, not backward. Portray your interests
more in the light of what you want to get out of your next role.
Bring it back to them.
Show them that you’ve done your homework about their company and relate what you tell them
back to the specific job you're interviewing for.

Tips
• Don’t talk negatively about past roles or former bosses - employers don’t want to work with people who
complain.
• Be gracious when things haven’t worked out in the past.
• Share some of the ways you’re working on improving.

6) Describe your most challenging project?

In my current role, I was in charge of leading a major marketing campaign for a new product
launching nationwide.
 The project was challenging both because of how large it was and because it involved constant
communication with at least seven teams inside my company. Even though I tried to share the
same information with everyone, it was clear that not everyone was on the same page.
Partway through, I discovered that some of the teams were not on schedule with their assigned
tasks. The implications were significant, and a delay to the campaign would negatively impact
our revenue goals.
I identified the root causes of the delays and set up a plan of action to address them. I planned
in-depth one-on-one meetings with the team leaders to help re-inspire them. We talked about
the goals and set ambitious targets for getting these last items across the finish line. I then
organized and led status-update calls for the larger team and implemented a public dashboard
to keep everyone accountable.
In the end, we did meet the marketing campaign deadlines and the product launch was a hit. The
company hit their revenue goals and everyone on the sales team received a well-deserved bonus.
Why this answer worked well:
• She told us about the potential for serious negative consequences.
• She described concrete action steps she took to overcome this challenge.
• She shared the positive results of her actions.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Have a clear story with a specific challenge.
• Describe the negative impact if you hadn’t resolved the issue.
• Discuss action steps you took and talk about the positive impact.

7) Tell me something you’ve accomplished that you are proud of.

 Sample answer
When I first joined the company, I noticed that the existing monthly budgeting process was quite
time-consuming and inefficient because it was highly manual.
There were errors and inaccuracies, and I took the initiative to implement a new budgeting
template to automate the process and make it simpler.
I developed automated calculations using Excel and fill-in-the-blank lines for departments to
submit their numbers. Then I designed and led a training for all relevant staff. The new system
made it easier for the departments to provide their budgets in an error-free way.
Overall, we had 25% fewer errors in the next cycle of budgets and my team became 30% more
efficient. My manager gave me a very strong review for the quarter and noted that she
appreciated my initiative to automate and make the process a lot less cumbersome.
Why this answer worked well:
• She started off by discussing the situation she inherited when she joined the company.
• She described the action steps she took to improve the situation.
• She quantified the positive results and relayed how impactful this was for her and her team.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Describe the problem that existed before you took action.
• Talk about how you took initiative to solve the problem.
• Explain why you are proud of the outcome and what would have happened if you hadn’t stepped in.

8) Tell me about a time you had to manage conflicting priorities ?

I was asked at the last minute to help with a major project. The deadline was just a few days away
and the project had gotten derailed.
 As I was working on this first urgent project, I was approached by two different clients with
pressing requests as well. These conflicting priorities overwhelmed me at first.
Then I came up with a plan to prioritize the tasks I was given based on their level of importance.
I determined which clients were the most critical to our business and who needed deliverables
with the quickest turnaround.
I ranked the assignments and figured out how long it would take me to finish them. Then I
checked in with my coworkers, clients, and manager to see if the timeline made sense to them.
We added an additional team member, stayed in the office late for a few nights, and aligned with
the clients on the new timeline.
In the end, I was able to complete everything on time. Each client, manager and co-worker were
satisfied with my work and were happy that I communicated my revised timeline so there weren’t
any surprises at the end of the project.
Why this answer worked well:
• She explained the many conflicts happening in this particular week at work.
• She described how she tackled the process and showed what steps she took to get everyone
on board with the new timeline.
• She ranked the assignments based on who the clients were and what they expected. The
outcome was positive, and the clients were happy.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Talk about the most important priority and then share additional priorities and how they conflicted.
• Describe the steps you took to get the top priority done.
• Discuss the impact this had on the company or team.
 9) Where do you see yourself in 5 years?
In the first two or three years, I plan to immerse myself in the position by leveraging my strong
Excel knowledge to develop automated reports and processes. The goal would be to improve
efficiencies and reduce time spent on manual tasks.
Within two to three years after that I see myself using that experience to help other departments
develop similar efficiencies.
Why this answer worked well:
• She broke it down into two-to-three-year chunks.
• She explained what she could give in relation to her Excel skills rather than what she planned
to get from the company.
• She avoided mentioning any job titles she hoped for in the future.

Answer framework
How to approach this question

The key to answering this question is to focus on what you can give to the employers or the role.
Here are three tips:
Break the time into chunks.
Let them know what you might do in each two-to-three-year period. This helps the interviewer
to visualize and see what you're describing. Take them through what you plan to do in the first
few years and how you plan to take it up a notch in the years after that.
Talk about how your goals will help them.
Paint a vivid picture about the value that you plan to deliver within each of those two-to-three-
year chunks that you described.
Avoid talking about job titles.
Resist the urge to tell them about what you want your position to be in two, three, or five years
because that can come off as overly presumptuous.

Tips
• Break the answer down in two to three-year chunks.
• Focus on what you can give, rather than what you can get.
• Don’t bring up a specific job title that you want to move into one day.
• Make it specific to this particular company and position.

10) Describe your leadership style?

For me, good leadership is about finding the best analytical approach while still caring about the
people on the team.
Last year, I took charge of a digital marketing campaign that wasn't getting any traction. I realized
our team members didn't know what was expected.
We worked together to build new metrics. I gave more responsibilities to our most engaged team
member and helped another one finds a different job where he could be more effective.
 Within three months, we were hitting our numbers and morale was vastly better. When we were
ready to expand, five internal candidates asked if they could join our team.
I love building productive, successful teams, and it sounds as if there would be great
opportunities to do that in the job we're talking about.
Why this answer worked well:
• She talked about what her overall philosophy was and how she was an effective leader.
• She shared an example of something that was a challenge, what she did to solve it, how she
brought the team along, and the results that she captured from it.
• She wrapped it up with how it connected back to the organization.

Answer framework
How to approach this question

This is a question you’ll hear a lot and answering with authenticity is key. Here are three tips I
must help you get started:
Be clear about your leadership style.
Don’t be vague or ambivalent. If you're a team builder, say so. If you're tough, but fair, own it. Be
very concise and clear on how you define your leadership so that they know very well what you're
all about.
Give a detailed example that highlights it.
Talk about a situation, a problem or an obstacle, and then walk through what did you do and
what was the result. What did it mean to your organization, company, and the customer? And
be sure to include how you brought your team along, because this isn't all about you.
Show situations where you've adapted.
Life's not going to be simple. People want to see how you've grown and changed given the
situation. Just like you look for that in the people you're going to hire, the same thing with the
hiring manager who's looking to hire you.

Tips
• Start by framing your basic style in a few words.
• Give an example of your leadership style in action.
• Show that you can adapt well to unexpected situations.

11) Tell me about a time you failed or made a mistake?

In my first job, my manager asked me to develop several forms of tracking projects. I said “yes”
because I wanted to do everything my manager asked me to do.
But as I started working on the project, I realized I didn't understand the overall goal. And the
project ended up creating templates that didn't meet my manager's expectations.
My manager was disappointed in me. She told me that if I had asked some clarifying questions, I
would've gotten to a better work product. I admitted to my manager that I had made a mistake
and learned that it doesn't make you look stupid if you ask clarifying questions.
I learned that it's better to speak up quickly. That's how I've handled those situations ever since.
 Why this answer worked well:
• She owned her mistake, going straight to the point and describing a situation with the right
level of detail.
• She reflected on what she did wrong—not asking clarifying questions—and how that
negatively impacted her work.
• She talked about what she learned from the experience.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Use an honest example that’s believable.
• Explain why it was a mistake.
• Talk about what you’ve learned and any steps you’ve taken to show that you’re “working on it”.

12) Tell me about a time you worked with a difficult person?

My boss assigned me to a big project that entailed working across multiple teams. I had to collect
and analyze data that would help her make an informed decision about a new service we were
introducing to our customers.
One of these individuals I needed to collect data from had a bit of a difficult personality. He was
late to provide the data, and when he did provide it, it was incomplete or inaccurate.
Without getting the right information from him I knew I wouldn't be able to complete my
assignment. After I asked a few times, he agreed to have coffee with me so we could talk about
the situation and I could get a better sense of what his challenges were.
I asked what I could do to help make the request easier for him. He shared that he was
overwhelmed, as he had multiple competing deadlines, and that there were errors and delays
with all the data.
 We brainstormed ways that I could break down my request into more bite-size chunks so he
could squeeze in the request in between bigger projects.
I then customized each of my requests in a way that would work with his schedule. He
appreciated how much I was able to tailor my request to meet his needs. And ultimately, he
helped me complete my assignments on time.
Why this answer worked well:
• She described a tough situation and the difficulties that she experienced with this person.
• She explained the action steps she took and its positive outcome.
• She took the time to understand this individual's issues, which is a crucial skill you need when
working with others.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Describe how the person was ‘difficult’.
• Explain the negative potential impact this could have caused.
• Talk about how you approached the situation.
• Be sure to highlight the positive result your efforts created.

13) Tell me about a time you had to persuade someone?

The day before a major management review, I was told we only had ten minutes to present our
project. We had originally been promised fifteen.
Most of our team members agreed to shorten their remarks. One person refused to make
changes. I suggested that we sit down over coffee and talk about it. I started by listening, letting
him explain how hard he'd worked.
 I realized the issue wasn't about the length of his speech but more about him being recognized
for doing a thorough job and getting his presentation together. He was proud of his work.
So, we talked about another way of recognizing his efforts by acknowledging him in our team
newsletter. When we wrapped up that part of the conversation, he volunteered to shorten his
part of his speech.
By treating his contributions with respect, I guided him to a better outcome.
Why this answer worked well:
• He created an alternate path that supported this co-worker’s goal without wrecking the entire
project.
• He summed it up well at the end showing how he can be persuasive without dominating the
conversation.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Pick an issue where your agenda is in the broader interest.
• Show how your careful listening helped you reframe the controversy.
• Explain how the other person’s change of heart led to a better outcome for all.

14) Tell me about a time you disagreed with someone?

My team was given a new goal: to sell our product to a new customer segment that we hadn’t
served in the past.
The group had strong opinions about the approach we should take. In spite of their voices, I had
concerns about their strategy; I thought it may fail as it didn't align with the client’s core needs.
 But I was in the minority and when I spoke up, I wasn't heard. I needed to find another way to
make the case to my teammates.
I set up a focus group with a potential client so my team could understand the challenges and
priorities of the people we aimed to serve. The great news was they saw that our planned product
wouldn't meet these needs, but if we made some slight adjustments to the service, we could
deliver something of real value. The team rallied behind this and got on board.
We were ultimately successful in bringing this client onboard—and ten more!
Why this answer worked well:
• She shared a succinct example of a time when her opinion was in the minority.
• She came up with a creative way to change her team’s perspective.
• She used this new strategy and described how well it worked.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Pick an example involving business practices - avoid personal quarrels.
• Calmly explain both sides’ point of view.
• Show how a compromise or a fuller understanding led to a good outcome.

15) Tell me about a time you created a goal and achieved it?
In my line of work, most top performers have MBAs.
I couldn't afford to step out of the workforce for two years to earn one. But I promised myself to
do everything possible to earn an MBA within three years while working full-time.
I found a top-rated online program and started setting my alarm clock for 5:30 a.m. I set goals of
two hours of study time in the morning and evening, and made detailed to-do lists to manage
 both my study schedule and my other work responsibilities. It was incredibly hard, but I persisted
and managed every minute of my day—and achieved my goal.
Why this answer worked well:
• He chose a goal that’s clear, ambitious, and relevant to his career.
• He described specific actions he took to achieve his objectives.
• He made it clear that he accomplished his goal.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Pick an ambitious goal that’s part of a bigger life journey.
• Highlight obstacles and show how you overcame them.
• Finish with an insight about the way your accomplishment has paid off.

16) Tell me about a time you surpassed people’s expectations?

As a young professional, I was given a small event to manage for my company's senior executives.
We originally expected about 50 attendees, but then the CEO decided to participate too.
Suddenly, the event became much bigger with 400 people attending. We had to organize buses,
food, scripted content, speeches and the program itself.
I stepped up and designed carefully crafted messaging documents for each stakeholder; had
weekly check-ins with each group; and ran volunteer training sessions to be sure that all the
logistics ran smoothly.
I learned the importance of careful planning and constant practice; two habits that paid off on
many projects since then. The event is now considered the most successful of our division. My
boss praised my work for going far beyond what she expected when the project was first
assigned.
 Why this answer worked well:
• She painted a picture of how she approached a new problem.
• She explained how she adjusted throughout to meet challenges as they arose.
• She described the successful outcome and its implications for her job.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Describe a situation where you thought you weren’t going to be successful.
• Talk about what you did to compensate for a bad situation.
• Talk about the outcomes of your successful efforts.

17) Tell me about the time you had to handle pressure?

I was working on my company's big quarterly project update when two team members left
unexpectedly, and we were short-handed with three weeks to go.
I convened an urgent strategy session where we identified all the projects they were involved in
and mapped out our action plan. We shared the most important tasks within the team and got
them all done in time.
We canceled two optional features that could wait a quarter, and we reached out to a former
intern who was able to deliver 15 hours of remote work in the last weekend sprint before the
deadline.
We were able to complete the project without a delay and delivered on all the essential
deliverables by being creative, strategic, and very focused.
Why this answer worked well:
• She described herself as a friendly leader who got to work addressing the challenge for the
entire team.
 • She took us through a strategy where she focused on the most important elements and
deprioritized the rest.
• She was creative and resourceful by finding an unexpected ally to help her through this
challenge.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Be clear about the project goal.
• Establish that you’re a strong person who doesn’t get flustered easily.
• Show your ingenious side, too, especially if your path to success involved redefining the task or enlisting
colleagues.

18) Tell me about the time you had to learn something quickly?
When I started in my role, I thought I was quite good at Excel. I had told my employer that I knew
how to calculate complex formulas, but I quickly discovered that my experience was well behind
that of my peers.
I didn’t want my boss to know that I was trailing in my capabilities just as I stepped into the new
role, so I came up with a plan to teach myself everything I was missing.
Every day after work, I watched at least an hour of Khan Academy videos. I also found practice
worksheets online that allowed me to test myself and be sure I was mastering the content.
Within three weeks, I was nearly as fast and fluent as my colleagues at work, and my boss never
knew I had come in behind.
Why this answer worked well:
• She showed initiative by going above and beyond after work to catch up to her peers.
 • She was specific in what she didn’t know and then told a clear and concise story about what
she needed to do to change the situation.
• She described how with focus and hard work she was able to catch up rather quickly.

Answer framework
How to approach this question

Respond to this kind of question with a compelling story that uses the "SAR" framework:
situation, action, and results.
Describe the situation.
Talk about the initial events that occurred. What were the problems that you were experiencing?
What needed to be solved and what resources did you have--or not have? This is a really key part
of the story, so it should be about three to four sentences long.
Get into the action.
Speak about the key milestones that you went through. Tell them what you did to turn the
situation around. Don't go into too much detail though. It should only be about two to three
sentences, and try to use active verbs, things like “I implemented” or “I persuaded”.
Show the results.
Let them know how well things turned out, how the problems were solved and what you may
have learned along the way. Try to include a clincher at the end, like dollars saved or improved
profitability. It drives home that you did a great thing.

Tips
• Pick a vivid example and show why it was challenging.
• Break down your learning and mastery into three or four distinct steps(“First, I . . . .).
• Share a tangible result and speak about it with pride.

19) Do you have any questions for me?

I do have a few questions. Thanks for asking.
We talked a bit about your plans to invest in training opportunities for your current employees,
especially those who will be managing the company's transition to a centralized billing system.
I think that this is a great plan, and I'd love to support the curriculum development.
Now, will most of the training modules be designed by this team? And will they be delivered in
person, via webinar, or a video format? Or will you be using a hybrid approach?
Why this answer worked well:
• She showed that she had been paying attention to the conversation.
• She wanted to delve a bit further into a topic that they’ve just discussed.
• She conveyed a lot of enthusiasm about supporting what sounds like a priority project for that
organization.
 Answer framework
How to approach this question

The way you respond to this question shows employers if you're engaged, intelligent and
interested. Here are some tips on how to answer:
Show them you’re paying attention.
It’s important to let them know you’ve been listening. You may want to take notes as the
interview unfolds and then loop back to something you'd like to delve further into like an aspect
of the job, the team, or the challenges that lie ahead.
Let them know you’re excited.
While being qualified for the job is essential, showing passion for their products, brand or
industry takes it to the next level. So maybe you can ask a question about one of your favorite
products they make or see how they're responding to an industry trend.
Get them talking about their careers.
People love talking about themselves and appreciate when you notice the interesting things
they're doing. For example, you can ask them how they got from Job X to Job Y, or how their work
as a musician helped them in their current career. People hire people that they like and who
seem genuinely interested in the role.
See less

Tips
• Come prepared with 3-5 thoughtful questions.
• Ask questions that show you’re engaged, intelligent and interested.
• Avoid no-brainer questions or ones related to salary / benefits.
Did you find this content helpful?

20) What are your salary expectations?

I've been doing some research on the market for the role of Sales Analyst.
What I found from LinkedIn's salary tool is that here in Chicago, base pay for these jobs tends to
run between $61,000 and $71,000. Half the companies pay bonuses as well.
Given the global impact of your company, and the fact that candidates with master’s degrees,
like me, are being recruited most heavily, I think we should be looking toward the top end of that
range.
Why this answer worked well:
• She started off by giving a salary range instead of a specific number.
• She brought neutral research to the table, which establishes her as someone who's
trustworthy, bold and grounded.
• She did a credible job of showing why she should be at that higher range, which made her
come across as confident and steady.
 Answer framework
How to approach this question

This is a question you'll get all too often, so here are a few tips to help you master the answer:
Give them a salary range.
Let them know there’s room to negotiate (instead of starting with a specific number). Avoid going
too low though, because that's going to work against your interests. And don’t go too high either,
or you may freeze yourself out of the opportunity.
Do some neutral research.
Give them a reasonable place to start from. You can use a resource like the LinkedIn Salary Tool
to find out what other companies are paying people in this role and share with them what you
learned about this salary range. Then they’ll have to base their compensation at least on those
numbers because you've let them know what other similar organizations are giving to employees
who do that job.
Bring up signing bonuses.
Doing this can create a win-win situation for both parties. At the end of a negotiation, asking for
extra money up top is often a way to bridge the gap between what you want and what you’re
being offered.

Tips
• Know the industry norms for similar jobs.
• Talk about ranges, rather than exact numbers.
• Make the case that you offer premium value.

21) Can you explain your employment GAP?

Yes, so a few years ago I was working in Seattle as a global finance manager. I loved my job and
got to travel all over the world.
My dad, who lives in Michigan, was diagnosed with dementia that same year, and my mom was
having a hard time giving him the level of care he needed. I decided to put my career on pause
and go help them.
I not only got to spend quality time with my parents and sister, but I was able to get their finances
in order so that when it was time for him to enter a care home, they were in a great spot to afford
it.
He's doing really well at the facility, so now I can refocus on my career.
Why this answer worked well:
• He told the truth; he left work to care for a family member.
• He delivered it with confidence and was unapologetic about the gap.
• He showcased the positive by explaining his action plan to keep his finance skills sharp.

Answer framework
How to approach this question
 Most people are nervous about how a gap will be perceived—even if there's a good explanation,
but if they’ve invited you in for an interview, then the gap hasn’t ruled you out. Here are some
tips on how to discuss it:
Be honest.
The truth will set you free. Try to put the situation into the best light and don't lie; it's bound to
come back and haunt you. So, if your job was eliminated through a merger, just say so.
Speak with confidence.
For example, if you had taken some time away from working, avoid acting like you're
embarrassed, apologetic or ashamed. The interviewer is going to pick up on that. Instead, pause
and you see how they respond. The more calm, succinct and confident you are, the more at ease
the interviewer will be with your answer—and with you.
Show the benefits of your time off.
Bring up the good that came out of that time whether you were laid off, stepped away to be with
family, or even got fired. It's a great way to reframe the situation and an opportunity to showcase
some useful skills that you gained during that time.

Tips
• Expect that they will ask about the gap - prepare for it.
• Answer honestly and strategically.
• Be confident and succinct.
• Shine a light on the good that came out of that time.