管理模式与人际技巧
第一部分(1～5问)
问：谈谈你所认识的卓有成就的经理、管理者，或其他处于领导位置的人。
答：我曾碰到过一位非常优秀的教授，在他给我们上新课之前，总会复习上一课的重点。他细心地观察我们的反应，我们一旦有疑惑，他就会重复所讲的内容。有时他会问些反馈性的问题“你们还有什么困难吗？”，他从来不作太多的假设，也不会让我们因为未能迅速掌握一个概念就觉得自己很愚蠢。
请谈谈一个管理者的管理模式和人际技巧。重点在建设性上，那就是他是如何工作的，而不在于他做什么类型的工作。他是如何能够取得如此骄人的成就并能得到你的赞许的？
Q:Tell me about an effective manager,supervisor,or other person in a leading role youve known.
A:The best professor I ever had always reviewed me most important points from our last class before he moved on to new material.He also watched our faces carefully and repeated information whenever he saw a blank stare.Sometimes he would just ask for feedback by saying,“What are you having difficulty with?”He never assumed too much or made us feel dumb for not grasping a concept quickly.
问：你认为哪种类型的管理模式是有成效的？
答：有些人充当教练而不是专家，我总能从他们身上学到有价值的东西。当别人有问题向我请教时，我会尽力提供帮助，就如和他一块分析推理一样，在帮助他时我也在学习，但我从来不给对方答案，我想帮他树立独立解决问题的信心更重要。这个问题与“讲讲你所认识的卓有成效的经理或管理者”很相似，举一个你个人或众所周知的领导人卓有成效的领导的例子。为什么该领导能有这么大的成就？谈谈你自己的管理模式和你与同事和领导之间的人际关系，并且谈谈你如何从你所钦佩的领导人身上学到好的习惯。
Q:What type of management style do you think is effective?
A:Ive always learned well from people who act as coaches rather than experts.When someone comes to me with a problem,I try to act as if I'm reasoning through the problem with the person,learning as I go.I never just give an answer.I want employees to develop confidence in creating answers for themselves.
问：描述一下你个人的管理方式。
答：我重复别人告诉我的东西，但我用一种有助于他们独立发现问题和找到答案的方式重新归纳它们。有时，我只是不断地提问，直到他们找到解决方法为止。这种方法，是我从一位成功从事审讯工作的律师朋友那里学来的。
谈你的管理方式和你与同事、领导之间的人际技巧。谈谈你是如何从所敬佩的领导人身上学到好的习惯。
Q:Describe your personal management style.
A:I repeat what someone has told me,but I reorganize the information in a way that helps them see the problem or answer themselves.Sometimes I just ask questions until they see a clear solution.I learned this from watching a friend who's a ccessful trial lawyer.
问：你觉得你跟哪一类型的人一起工作能使工作最有成效？
答：我倾向于和有自信并且性格直率的人一起工作，与懦弱的人一起相处则较难，因为我工作节奏快且处事果断。
重点谈积极的方面，你是哪种类型的上司、员工和同事？请记住，面试官想知道你如何与公司的其他人处得好，而不是公司里别的员工如何适应你。
Q:What type of people do you work with most effectively?A:I tend to work well with people who are confident and straightforward.Its more difficult for me to be around timid eople,because I move quickly and am decisive.
问：同事给你印象最深的是什么？
答：我敬佩性格好、诚实而且正直的人，并能与他们合作得很好。我认为，自信和热情在任何工作环境里都起积极的作用。
雇主想知道你的人际关系技巧怎么样。更可能的就是，你不但要跟你所在的部门的人交往，更要与公司的其他人交往。显现出你能在这方面表现出色。
Q:What things impress you in colleagues?
A:I admire and work best with people who are of good character and have integrity.I also think confidence and enthusiasm is positive in any business environment.
第二部分(6～10问)
问：你的上司所做的事情有哪些是你不喜欢的？
答：我惟独不喜欢的一件事就是当着大家的面询问反馈信息，我愿意私下听取正反两面的反馈，以使我有时间且不受任何干扰地对该问题进行思考和作出反应。我相信这是提高学识或改变将来的行为的公平做法。
介绍一下你从困境中学到的积极经验，尽可能地避免对前任老板或经理进行批评。
Q:What are some of the things your supervisor did that you disliked?
A:The only thing I really dont like is to get feedback in front of others.I want to hear good or bad feedback in private,so that I have time to think and react to the issue without other distractions.I believe thats the fair way to improve earning or to change future behavior.
问：你如何组织和安排那些重点项目？
答：我会事先集体讨论，假定最好、最糟糕和最可能出现的情形。接着我会拟定一个比较切实可行的时间表。我发现在计划执行中最好和最坏的一面都会同时出现，当这些问题出现时，我就能容易地调整我的计划，因为我已经想像到会发生什么事情和我该如何作出反应。
告诉面试官，你在完成复杂任务的一般方法上的一个好主意。你可以从以下方面着手：你如何安排时间、设置时间下限、任务轻重缓急的排序、分派任务和决定你该做什么。
Q:How do you organize and plan for major projects?
A:I love to brainstorm a best,worst,and most likely scenario.Then I set a timetable thats realistic.What I usually find is that some combination of my best and worst cases evolves;I can adjust my schedule easily as these things unfold because Ive already visualized what could happen and how Id react.
问：描述一下你在巨大压力下工作的一次经历。
答：在连续不断地工作了两个星期后，我还得完成最后的1/4的工作。
打进打出的电话多得令人难以置信，因为我不能随身带着办公文件。很幸运，我有个得力的秘书和不错的文件系统。最后，我们把每件事都处理得井井有条。
回答这样一个问题，最好的办法就是集中在你的时间安排技巧上。举一个有足够细节的例子，谈你面临的严峻形势及你如何轻松自如地解决了问题。
Q:Describe a time when youve worked under intensepressure.
A:I had to complete an endofquarter report once while I was on the road for two consecutive weeks.The amount of lephoning back and forth was incredible,because I couldnt bring my office files with me.Luckily I had a great secretary and a logical filing system,so we located everything we needed.
问：在典型的工作日，你如何安排时间？
答：我总是给予已建立起关系的顾客优先权，因为他们提供给我们更好的机遇和回报。最后一件事，是处理商业信件，尤其是内部的商业函件，这些都放在快下班或周末去做。
面试官想要一个证据来证明求职者能根据工作队伍的需要、部门的调整及任务的性质，来对工作做出轻重缓急的安排。他还想确信你不会为了避免工作的单调而优先娱乐，从长远来看，必要的惯例对于工作来说是很重要的。
Q:How do you manage your time on a typical day?
A:Ive always given priority to work with established clients,because they offer a better risk/return value.The last thing I do is general correspondence,especially internal correspondence,which I take care of at the end of the day or week.
问：描绘你按别人的建议行事的例子。
答：我改变了我的办公时间，因为几个员工都觉得除了早上，其余时间就很难找到我。
展示你灵活的一面和你的人际关系技巧。人们乐意向你提建议吗？他们会相信你能公平客观地听取他们的意见吗？当你确实接受建议时，你会对他们表示赞赏吗？使面试官相信你的管理方式是合理的、公正的，而且你欣赏别人的好建议。
Q:Describe a time when you acted on someones suggestion.
A:I changed my open office hours because several of my employees found it difficult to visit me except in the early mornings.
第三部分(11～15问)
问：描述你在上司面前为自己的见解辩护的一次经历。
答：我说服上司改变公关公司。我确信以芝加哥为基地的公司不能满足我们在西海岸的利益，通过向上司展示客源统计变化后，我说服了他。
这与描述“你按他人的建议行事的经历”是相对立的。你能提出有建设性的建议并且让他人明白你的想法吗？请举出具体的例子来说明。
Q:Tell me about a time when you had to defend an idea to your boss.
A:Once I had to convince my boss to change PR firms.I really believed that our interests on the West Coast werent being met by our Chicagobased firm.I was able to convince him after showing him the demographic shift in our customer base.
问：你想改变你的管理形式的哪些方面？
答：别人向我征求意见时，我常常控制着自己不把答案直接告诉别人。我认为使别人学会如何解决问题更为重要。我越来越善于教导别人并提出问题，但我从不告诉别人该怎么做。
谈谈你正在努力改进的管理方式的一个方面。告诉面试官你采取的步骤，并给出证据来说明你取得的进步。
Q:What aspect of your management style would you like to change?
A:Ive been working on holding back the urge to tell people the answers when they ask for advice.I think its more mportant to teach people how to solve their own problems.Ive gotten better at coaching and presenting questions and feedback without telling people what to do.
问：你有没有感到上司及同事对你的排斥？
答：我必须说明一下为何我曾认为黑白色调更切合保险小册子的内容。最初，办公室里没有人赞同这个想法，因为我们都习惯于彩色的册子，人人都认为黑白册子看上去显得低档。最后我终于说服大家，用更为巧妙的方法呈现死亡抚慰金这一大难题会更行之有效。
举出具体例子说明你为自己的观点辩护的例子。避开谈及个性抵触、怨恨情绪或愤怒的争吵。你如何令别人理解你的观点？结果如何？一定要以积极的语气结束谈话。
Q:Have you ever felt defensive around your boss or peers?
A:I had to explain once why I thought a blackandwhite brochure was more suitable for the content of an insuranceproduct brochure.No one in my office liked the idea initially,because we were all used to color brochures,and everybody felt that black and white looked cheap.Eventually I convinced them that a more subtle approach would work better to present information about a difficult topicdeath benefits.
问：谈谈影响你管理风格的一次学习经历。
答：我早期在银行工作时，给一位副执行主席发信，但忘记给在他手下做事的两位副行政主席发副本。其中一位断定我有意作梗。从那以后，我对关键环节非常小心。
把你的回答内容稍作改变，用以回应这个问题：“谈谈你最不喜欢的经理或监督员”。在此描述一次正面或反面的使你获得有效管理经验的教训，或者描述一位经理让你做你认为难以实现的事情的手段，他是如何激发你的？
Q:Tell me about a learning experience that affected your management style.
A:Early in my job at the bank，I wrote a letter to an EVP but failed to make copies for the two **Ps who worked for him.One of them was impacted by the content of the memo and concluded that Id circumvented him on purpose.Ive really been careful about chain of command ever since.
问：你有没有仿效过别人的管理形式？
答：我在许多方面效仿我的第一位上司。我在桌上为每个工作成员准备了一个文件袋。他们可把便条、想法、要我检查的工作或其他东西放在那儿，我就用这些材料来处理事情。这成为我们大家沟通的另一种形式。那么，当我们坐下来谈论时，要解决的问题都在手头上了。
你应该描述一位自己认识的上司，用积极的方式激发你去达到超出你自己目标的要求。详细说明他是如何实现这种做法的。
Q:Have you patterned your management style after someone in particular?
A:Ive emulated my first boss in many ways.I keep a file for each member of my staff on my desk.They can throw notes,ideas,work they want me to review,or anything else in there,and I do the same with material I have for them.It's an xtraform of communication whenever one of us gets an idea.Then,when we sit down to talk,the issues we need to cover are in one place,at our fingertips.
第四部分(16～19问)
问：描述一位你敬佩的领导。
答：我一直很敬佩公司的董事长，他不是那种高高在上的人，他不占用特殊的车位或餐位，他给人的感觉就像他只是团体里的一员而已。举例说明你认为能干的领导，这个例子可以是个人认同的，也可以是大众认同的。为何你相信这位领导能取得如此的成就？你从你所敬佩的领导身上学到了什么？
Q:Describe a leader you admire.
A:Ive always admired the president of my company.He's visible,he doesnt want a special parking place or table in the afeteria,and he gives you the feeling that hes just another member of the team.
问：你怎样处理工作中遇到的批评意见？
答：第一次受到一个客户的抱怨时，我发现很难把这些抱怨和我的专业报账服务分开。那个客户对自动柜员机停工检修感到不满。我知道表示同情和理解往往能平息这种不愉快。我还认识到，没有客户会对每一样事情都感到满意，即使他们所有的经历都是积极的。
面试官正寻找一种能表明求职者责任感和职业特性的东西。描述具体的一项工作计划或习惯曾带给你的麻烦，直到后来你勇敢地面对并克服了这些困难。或者你可以谈谈你是如何对工作中遇到的特别严厉或者无理的批评与指责做出客观而专业的反应的。
Q:How have you handled criticism of your work?
A:The first time I had a complaint from a client, I found it difficult to keep the complaint separate from my professional service of the account. The client was upset about the downtime on ATM machines. I learned that showing empathy usually calms an unpleasant situation; I also learned that no client is going to be happy with everything, even if that client's overall experience is positive.
问：告诉我你最近一次说错话的情形？
答：我告诉我的朋友丽莎，我不会再参加年鉴俱乐部的聚会，因为我觉得编辑根本就是个白痴。后来我发现编辑居然是她的堂兄，我立刻向她道歉，并问她为什么在我说这蠢话时没有作声。幸好，我和她直到现在还是朋友。
每个人都会犯错，能认识错误是很重要的。面试官想了解你是不是具有是非感，还有你会采取什么措施去弥补过错。别人对你、你的公司或者你的客户留下一个坏的印象，这会给你的公司带来很大的不利。
Q:Tell me about the last time you put your foot in your mouth.
A:I told my friend Lisa that Id no longer be attending yearbookclub meetings because I thought the editor was a complete idiot. I later found out that the editor was her cousin. As soon as I found out, I apologized and asked her why she didn't say anything when I made that foolish comment. Luckily, she and I are still friends today.
问：告诉我，你与同事相处时遇到的问题。
答：我非常平易近人，而且易于与大部分人融洽相处。但我记得有一次，我们请了一个爱发号施令的新助手，他的态度冒犯了一位实习生。我把他叫到一旁，告诉他请求别人帮忙比命令别人去做事有效得多。不幸的是，我的意见似乎没起多大作用。但从那以后，我们在聘用新员工时都更加小心了。
免讨论与个性抵触的问题，而应把重点放在你与你的同事的职业道德的不同之处，又或者把重点放在面试官有可能强调的其他方面。例如：你可以谈谈某些人追求完美的标准没有你那么高。
Q:Tell me about a problem youve had getting along with a work associate.
A:Im pretty easygoing and tend to get along with most people. But I remember one time when we brought in a new associate who was very bossyto the point where he offended one of our interns with his attitude. I actually pulled him aside and told him that I found it more productive to ask people for help than to give orders. Unfortunately, my advice didnt seem to help much, but we were more careful when we hired new staff after that.