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Last Updated on December 24, 2018

How to Answer Behavioral Based Interview Questions Smartly

How to Answer Behavioral Based Interview Questions Smartly

Interviews can be terrifying. It is terrifying, as it is hard to predict what the interview questions will be like.

More often than not, the hiring managers like to ask questions about our past experiences. If we have not prepared a story or two to cope with this, we sit tongue-tied.

Behavioral Interview Questions Are the Hot Items in Interviews

We’d like to introduce to you the term “behavioral interview questions”. Behavioral questions aim to get information about how the interviewees behaved in the past.

By knowing how they behaved in the past, managers can get a sense of how they will behave in the future. The important question every interviewer wants to know the answer to is: will this person work well with our organization? [1]

You may have heard some of these questions in the past:

  • Describe a time when your team or company was undergoing some changes. How did that impact you, and how did you adapt?
  • Can you talk about a long-term project that you managed? How did you keep everything moving along in a timely manner?
  • Give me an example of a time when you did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation?

Their formats are varying. But more or less they can be reduced to a simple question which starts with: “Can you tell me a time…”.

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Categories of Behavioral Questions

Here, we categorise all the behavioral questions based on the knowledge of experienced hiring managers.

If you are an interviewer, this article may serve as a reference for preparing interview questions; if you are an interviewee, by knowing the forms and expectations of these questions, you may be better equipped in the preparation of an interview.

1. Teamwork

As said by Pamela Skillings, the founder of Big Interview, interview questions about teamwork are the most common.

This type of questions aims to know if the potential employee will be a good team player. After all, the ability to cooperate is crucial in an organization, and hiring managers are responsible for finding out if the potential employees are cooperative.

Examples

  • Can you tell me a time when you had to work closely with someone with a personality which was very different from yours?
  • Please tell me a time you faced a conflict while working on a team. Did you handle it well?
  • Did you once try to get information from someone who, for whatever reason, was not responsive?

Expectations

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  • Provide one or two of the most relevant examples demonstrating your skills to cooperate with others well.
  • The ultimate goal of the interviewee is to show that they are easy and a joy to work with.
  • Understand the definition of teamwork the job requires. For example, a start-up company may look for employees who work well with others by taking different roles. Or a multinational company may look for newcomers who can adapt quickly to the established working environment.
  • In order to show their cooperativeness, interviewees should demonstrate their ability to help a team succeed, instead of emphasising on one individual’s success.
  • Show respect for the previous teammates, instead of raising complaint or criticism.
  • According to Alison Doyle, there are some qualities or skills that define the ability to work well in a team. It is best if the interviewee can show some of these skills or qualities, such as listening, reliability, respect, and timeliness.

2. Problem Solving

Questions regarding problem solving are another type of questions that are often asked in an interview. These questions aim to know if the employer can manage problems smoothly.

Examples

  • Describe a time when your company was under a change. How did you adapt to it?
  • Describe the most challenging work you have ever encountered. How did you handle that?
  • Tell me a time when you faced a difficult colleague. How did you work with him or her?

Expectations

  • When answering these questions, interviewees are expected to provide examples demonstrating they are capable of solving a problem strategically.
  • The problems discussed are expected to be about professional matters, instead of arbitrary daily chores.
  • Besides the concrete problem, interviewees are expected to describe how they approached the problem.
  • Through talking about their approaches to the problems, interviewees are expected to demonstrate their excellence in problem solving and critical thinking.
  • Interviewees should not overly emphasise their accomplishments; instead, they are expected to remain humble, and articulate their growth once they solved the problems.

3. Motivation and Value

It can be said that the purpose of the interview is to find out what kind of person the interviewee is. That is why questions aiming to know what motivates them are popular.

However, most of the time, these questions are not asked directly; very often they are hidden questions that may seem random at first!

Examples

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  • Tell me about a time when you worked hard to achieve something.
  • Tell me about a time when you tried hard to help a person.
  • Tell me a time you tried hard to learn a new hobby.

Expectations

  • Handle unexpected questions well. Lily Zhang suggests that interviewees should smile first at these questions before they come up with an answer.
  • And since these questions look random, the interviewees are also expected to explicitly address the focus of these questions, which is to answer: what motivates them.
  • These questions do not expect a solid “right” answer. There is no “right” answer to them. In this light, interviewees are expected to give an enthusiastic and coherent response, despite what the content is mainly about [2].

4. Failure

The questions asking interviewees how they faced failure may be the most difficult kind of all. They are difficult, as they require skills to answer them. Interviewers especially look at how the interviewees address their past failure without tarnishing themselves.

Note that these questions are not designed to embarrass the interviewees. The hiring managers ask these questions, as they hope to know: (1) how the interviewees performed in the previous job, and (2) whether they can learn from failure.

Examples

Questions like these can be blunt, as like:

  • Describe a time when you failed.

Or they may come in a more implicit manner:

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  • Tell me about a time when you were under a lot of pressure.
  • Describe a time when you had difficulty leading a group of people.
  • Describe a time when you faced communication break-down.

Expectations

  • Be honest when talking about failure.
  • Describe the failure, while remaining positive about it.
  • Humbly admit the fault, instead of blaming others for it, or denying the failure.
  • Since the goal of these questions is to find out how the interviewees handle failure, interviewees are expected to talk more about the qualities and skills they obtained out of handling the failure.
  • Avoid talking about some detrimental failure. You are instead expected, as suggested by Alison Doyle, to talk about failures that happened in the last job, which need not be tightly related to the future job.[3]
  • It is best if the interviewees can show how they conceptualise success and failure in general.

5. Achievement

The last type of questions is about your personal achievements. These questions may simply ask for one’s talents. Yes, they are questions eliciting information about one’s skills and qualities. However, it is also through these questions that the interviewers gain more understanding about how the interviewees view success, and what their future goal will be.

Examples

  • Can you describe a time when you successfully lead a project?
  • What was your biggest achievement recently?

Expectations

  • Specify one or some of the achievements to show your capability.
  • Interviewees should avoid being overly specific or spending too much time talking about their achievement. Otherwise, they may appear to be boasting themselves.
  • It is better, instead, if the interviewees can elaborate on their strategy that helped them accomplish their goal.
  • Align past achievements with the job you are applying for.
  • Near the end of the answer, it will be best if the interviewees could link their past achievement to the future. That is to say: what is the future goal he or she wants to accomplish?
  • And finally, it is wise if the interviewees can relate their future plan to the job they are applying for, which means interviewees should state that the job is a part of their life plan.

Featured photo credit: Flaticon via flaticon.com

Reference

More by this author

Chris Cheung

Editorial Intern, Lifehack

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Last Updated on March 15, 2019

How to Be a Leader Who Is Inspiring and Influential

How to Be a Leader Who Is Inspiring and Influential

When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

What Makes a Leader Fail?

A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

What Is Effective Leadership?

Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

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“… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

How to Be an Inspiring and Influential Leader

To be an inspiring and influential leader requires:

1. Courage

The late poet Maya Angelou once said,

“Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

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2. A Commitment to Face Your Internal Demons.

If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

3. A Willingness to Accept Feedback

Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

4. Likability

Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

So, likability is important for both the leader and the people she leads.

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5. Vulnerability

Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

6. Authenticity

Authenticity is about living up to one’s stated values in public and behind closed doors.

Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

7. A True Understanding of Inspiration

Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

As explained in the article True Leadership: What Separates a Leader from a Boss:

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“A leader creates visions and motivates team members to work together towards the same goal.”

8. An Ability to See the Humanity in Others

Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

9. A Passion for Continual Learning

Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

Influential leaders proactively seek out opportunities for learning.

The Bottom Line

No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

More Resources About Effective Leadership

Featured photo credit: Markus Spiske via unsplash.com

Reference

[1] Harvard Business Review: How to Be an Inspiring Leader

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