Introduce yourself

Why do you see yourself fit for this job?

Past education & experience can help in this job

How would your direct reports describe your management style?

How has your management style changed as you got more experience?
What is a common way you see people fail as managers?
When was the last time you had to deal with an underperforming employee, and how did you
handle it?
How do you handle your mistakes in the workplace?
How would you describe the most important contributions of a manager in the workplace?

What to ask candidates

Managers play a strategic role in a company’s performance and growth. Their
responsibilities include:

 Setting and tracking goals

 Increasing team productivity
 Training and motivating subordinates
 Taking part in business development planning

When hiring for management positions, look for experienced candidates.

These are individuals who have a deep understanding of your industry and
business objectives. Use role-specific interview questions to test their
knowledge. Also, interview for soft skills and traits essential for all senior level
roles. Those include:

 Leadership skills
 Problem-solving attitude
 Motivational personality
 Results-driven

Managers need to report results and suggest improvements. Focus on

candidates who can take accountability for their actions and possess strong
decision-making skills. Managers juggle different tasks on a daily basis and
coordinate with people from other departments (and/or customers.)
 Gear your questions toward identifying candidates who enjoy variety in their
work and can handle challenging duties. They should also demonstrate high
professionalism, as they set the example for their team members.

Here are some examples of interview questions for managers:

Sample interview questions for managers

 Imagine you’re assigned an important task but your team members keep
interrupting you with questions. How do you complete the task, and how do
you respond to your team?
 Tell me about a time you had to deal with a team member who constantly
opposed your ideas. How did you handle it?
 Describe a time when your team managed to achieve ambitious goals you
set. How did you support and motivate them?
 Describe a project you successfully managed end-to-end. What challenges
did you face and what did you do to overcome them?
 What’s your approach to delegating work to employees? How do you
ensure that tasks are completed?
 Describe a time you mentored someone. How did they grow? What were
they doing initially, and what are they doing now?
 How would you tell a colleague that he/she was underperforming?
 Talk about the time you led an important meeting. How did you prepare for
it?

Interviewing tips
 Ask candidates to describe their previous work experiences. These
examples give you the chance to understand their management style and
decide whether it fits your needs.
 A high turnover rate in managerial positions could tank the team’s balance.
It’s best to view managers as your long-term partners. Do the candidate’s
career goals match with your company’s future plans? Do you share the
same values?
 If the position involves hiring new team members, test how familiar
candidates are with recruiting and training processes.
 Keep an eye out for candidates who are creative and share innovative
ideas. A new manager can offer a fresh perspective and help your company
perform better.
 Don’t instantly reject candidates who lack experience in your sector. Test
them to see if they understand basic terms and procedures and gauge their
interest in learning new things.

Red flags
 Putting the blame on someone/something else. It could be a “lack of
resources” or team members who “are not good enough.” A candidate who
makes excuses for bad results shows they’d rather not be held accountable
for their actions.
 Lack of interest. Team motivation begins with the manager. If he/she can’t
inspire their team members, how will the team be more productive? Opt for
candidates who are interested in learning about your company and are
passionate about the role.
 Inflexibility. A strong manager is open to new ideas and promotes team
spirit. If you notice signs of bossiness or arrogance in your candidates’
answers, this can indicate they lack collaboration skills.
 Unrealistic answers. Candidates aim to make good first impressions
during interviews. But if they struggle to answer questions like “Describe a
time when you had a conflict with a subordinate,” they don’t have much
experience or they don’t know how to manage difficult situations.
 Uncomfortable with regular duties. Managers have to handle difficult
responsibilities, like delegating tasks and giving negative performance
reviews to employees who don’t reach their goals. Candidates who seem
uncomfortable with these kinds of duties mightn’t be suited for the role.

1. Describe your management style

Example answer: I trust my team. I start out every project by making sure that I give clear directions
and outline our overall goals, but I make a real effort not to micromanage. I prefer to remain hands-
off when it comes to individual tasks, but at the same time, I’m always available for help, guidance
and assistance when needed. I like to know what’s going on with regular informal check-ins, but I try
not to make people feel like I’m breathing down their necks or forcing everyone to sacrifice valuable
work time in order to hold unnecessary team meetings. I was on a large software project a few
years ago that had five people each working on a separate piece of code that would eventually get
put together into one large program. Rather than have people start and stop work to participate in
group sessions, I set up a communication board that allowed us to message instantly either as a
group or individually. I also included a status update section where we could post what we were all
working on and how it was going. It allowed me to stay up to date on every aspect of the project
without being intrusive and gave us all a way to work together. It also made it possible for anyone to
reach me at any time with issues and problems, allowing us to problem solve quickly. The entire
program was finished on time and the board was such a successful idea that I now use it with every
project I work on.

2. How do you define success?

Example answer: I find a lot of value in setting goals, outlining the steps required to achieve those
goals, and then completing those steps. This not only allows me to break down the big picture into
easily actionable parts, but also gives me a good overall idea of what needs to be
accomplished. Each box I check off on my list of tasks is a small success on the way to the larger
finished project. I was tasked with leading a team of seven employees last year. We had been
assigned the massive task of reorganizing a technical manual library that hadn’t been updated in
years. It was an overwhelming task overall, but by breaking it down aisle by aisle, and even shelf by
shelf, we were able to take what felt like a monster project and turn it into easy to accomplish
tasks. I also included rewards and incentives for completing sections to keep us going. Not only
were we able to finish by the deadline, but by adding the fun and challenge elements to the project,
we remained motivated and weren’t burned out at the end, in itself a major success.

3. How do you manage stress among your team

members?
Example answer: While I find I do some of my best work under pressure, I know not everybody works
that way which is why I like to keep a close eye on how everyone on my team is doing. If I start to
notice stress or negativity within the team, I try to tackle it quickly and proactively. I’ll talk with the
individuals and assess the situation and see exactly how I can help alleviate it. A few years ago, I
was on a group project where we were tasked with finishing a large design for a client. Each of the
team members were assigned a separate part of the project with the idea that we would come
together at the end and present the final product. While the majority of the team worked well
together, there was one individual who was consistently missing deadlines and slowing things down.
This created friction and stress among the members of the group. Rather than let the issue fester
and potentially jeopardize the project overall, I took the employee aside and we discussed what was
going on. He confided that he was having some personal issues that were cutting into his work
time. We went over some options and came up with a solution where he was able to switch his
hours around and adjust his schedule to accommodate this issue. As a result, he was able to catch
up with the group, we finished on time, and the client was ecstatic with the final results.

4. How do you handle conflict between team

members?
Example answer: There are always two sides to every story, which is why it’s so important to me to
remain as neutral and open-minded as possible whenever I hear of conflict between teammates. I
was in a situation a few years ago where two members of my team were clearly unhappy with each
other. Rather than let it fester or ignoring it with the hope that they would be able to work it out
themselves, I sat down with them individually and asked them to explain what was going on. We
discussed reasonable and professional solutions that worked for both parties and the matter was
resolved.

5. Tell me about a time you let an employee go.

Example answer: Nobody likes firing people, but there are times and situations when it just has to
happen. One summer I was working as a supervisor for a local pool. We had a lifeguard who was
consistently late to the job. As his supervisor, it fell to me to talk to him about this situation. I pulled
him aside on three occasions and spoke with him about why he was late and how that was a
violation of the company policy and how the fourth time would be grounds for his dismissal. I made
sure to keep the HR team involved with every step and properly document each meeting.
Unfortunately, he was tardy a fourth time and I had to let him know that he was being terminated. It
wasn’t an easy task, but it had to be done.

6. Tell me about a time you led by example.

Example answer: To me, you can’t be a good leader if you’re not willing to also do the work. While I
set tasks for my team, I always make sure they’re not tasks I myself wouldn’t be willing to do. I was
supervising a shop that was responsible for cleaning and testing float monitors used in storage tanks
when we got a call from a business that had several of our products in a sewage tank. The sensors
weren’t reading properly, and he was concerned. We did some research and realized the sensors
were due to be replaced. It was a miserable task, but someone had to do it. On top of that, we were
short staffed in the shop which meant that the team doing the task would be down one man and it
would take two days instead of one. Rather than make the employees suffer any longer than they
had to, I cleared my schedule, threw on a hazmat suit, and joined them in the tank. We were able to
get the whole task done in one day and the client was satisfied. After the work was done the two
employees each approached me individually and expressed how grateful they were to have me in
there helping them out and that it made them really respect me as a leader and teammate.

7. How do you motivate people?

Example answer: Motivation isn’t a one-size-fits-all solution, so I like to really get to know my team on
an individual level. I feel like this gives me a good feel for what works for each person. A few years
ago, I was overseeing a sales team. While our numbers were good, they weren’t great, and a big
part of that was a result of one of the members of the team dealing with a child going through cancer
and chemo. Because of the gravity of the situation, I decided the team needed a good carrot-on-a-
stick reward with a positive spin to it to get them excited about selling. I promised them, if they broke
the previous year’s record, that I would shave my head and donate a portion of my salary to a local
cancer charity that was working with the employee’s daughter. This didn’t just motivate the team, it
completely re-energized them! Suddenly the entire group was working overtime and we expanded
the challenge and turned it into a company-wide event. We not only broke the previous year’s
record, but fifteen of the employees joined me in shaving their heads and we collected and donated
over $5000 to the charity. We had so much fun that we turned it into an annual event that they are
still participating in to this day.

8. Give an example of a tough decision you had to

make.
Example answer: When making professional decisions, I like to keep in mind the good of the
company before I consider personal feelings. A few years ago, I was in a situation where I was
responsible for hiring a new team member for a large project we were working on. I had managed to
narrow the selection down to two candidates; a new hire who was perfect for the job and another,
established employee who was not quite the right fit for the position but whom I considered a
personal friend. While I would have loved to hire my friend, it wouldn’t have been the right choice for
the company, so I hired the new employee. When my friend asked me why I had made that
decision, I explained it to him. We discussed other opportunities that he would be a better fit for. At
the time it wasn’t an easy decision, but it was the right one and one I would make again.
9. What is your biggest management weakness?
Example answer: There are times when I have to remember that although I’m the supervisor and
ultimately responsible for the success or failure of a project, that I also have to step back and trust
my employees to do the jobs I’ve hired them for. In past situations when problems would arise I
would often find myself jumping in and fixing the problem myself, bypassing the person who was
assigned the task. While my jumping in did solve the immediate problem, it would often lead team
member to feel as though I didn’t trust them or lacked confidence in their ability. It was a hard
lesson to learn and one I still struggle with, but now, when I am faced with an issue, I step back, take
a deep breath and really assess what’s going on and how I can fix it without stepping on toes or
undermining my fellow teammates.

10. How do you delegate tasks to your team?

Example answer: I prefer to delegate tasks based on the aptitude of each team member for the task
at hand. Prior to delegation, I like to sit down with my team and discuss the project. We break it
down and determine exactly what needs to get done and who is the best person for each task. I
review each assignment personally and make sure that the individual it’s assigned to has the level of
knowledge and skills to complete the task in the time required. A few years ago I was brought in to
replace a project manager in a store that was, for lack of a better word, failing. The sales team was
unmotivated, the customer complaints were a mile long, and the entire store was dirty and
disorganized. We closed shop for 24-hours so I could sit down with the entire team and discuss
what was going on. Within an hour of talking to the employees, I discovered that the previous
manager had spent their time pitting team members against each other, scheduled work hours and
tasks based on who they personally liked, not what the employees had actually been hired to do,
and had made working there miserable for most of the employees. We completely restructured the
entire team based on what each person’s strengths and skills were. We also spent the rest of the
day cleaning and reorganizing the store. The next day we opened with everyone in their new roles
and with new tasks assigned. Within a week we were doing better numbers than had been done the
month prior, and within six months the store had become one of the top performing stores in the
area. It made me feel so good knowing that I had helped turn the store around and all it had taken
was actually listening to what the employees had to say and delegating them tasks and
responsibilities based on their skills and strengths.

Top 50 Management Interview Questions & Answers

1. How do you handle the pressure?
I stay calm under pressure and handle it well. My complete focus is on the job done.

2. How do you motivate yourself?

I am very self-motivated. I enjoy my work, so I am always looking for new ideas to bring to
the table. With my passion being the work that I do, I am always giving my full potential to
all my tasks.

3. Why are you leaving your current position?

There isn’t much growth opportunity at my current workplace, and I’m ready for a new
challenge.

4. What is the most challenging thing about being a manager?

The most challenging thing about being a manager is also the most rewarding. It is easy to
handle your performance, however, as a manager, you are responsible for your teams. So
you must continually measure their performance, set clear expectations, goals, motivate
them, and keep them focused. It is a great feeling to be able to accomplish this.

5. How do you manage your workload?

I prioritize my task by what is most important and urgent to least important and urgent. If
there are some tasks that I can assign to others, I will also delegate.

6. What kind of work environment do you prefer?

I am flexible to my work environment. I can adapt according to almost any situation.

7. Do you take your work home with you?

I know the importance of getting work done in a timely manner. So when I need to, I will
take work home with me if needed.

8. Why did you apply for this position?

I wanted to join a company like ABC that values their employees and helps them achieve
their potential. This position is a great fit for my current skills, so I will be able to contribute
to the company immediately. There is also an opportunity to continue to develop my abilities
to the next level and help in company’s continued success.

9. What do you think your employees would say about your management style?

They would say that I’m straight-forward and my actions are aligned with the goals of the
company. They would say that I am an open communicator and give them the tools they
need to succeed.

10. What are qualities of a successful manager?

A successful manager must also be a leader because that is how you can motivate and
influence your employees to perform at their peak ability. A manager must also have the
vision to take the team and company.
11. How do you motivate your employees in tough times?

I believe that as a leader, I have to be the one who is constantly driving an atmosphere of
positivity and focus. I make sure that I am acting and saying positive things about my
employees. I remind them daily of the goals and celebrate as we accomplish them.

12. How do you delegate an important assignment to others while ensuring that it will be
completed successfully?
I try to match up the strengths of my employees with the task or if it is something they are
learning. If it is the latter, I will provide support and check in to ensure that it’s completed
correctly. With an employee that is strong in the task, I will check in periodically. Either way,
I set up milestones for the employee to let me know how they are progressing.

13. Do you have an example of when you motivated your staff using a reward?

I communicated the reward and the goal to the staff and ensured they understood how to
win the reward. Then on a daily basis, each employee had to keep track of their progress
with the rest of the team. That kept each member personally accountable for the reward.
This gave an additional motivational piece for them to complete the goal.

14. What are some of your weaknesses?

I have started multiple projects at one time. I know that it is more productive to complete
one task at a time. So anytime I catch myself doing this, I take a step back and prioritize my
work.

15. What type of pace do you work?

I keep a steady pace. This way I am being efficient with my time and going at a pace that I
do not make mistakes.

16. What do you think will be the most challenging part of this position?

It will be to build the relationship with my employees because that will take time. However, I
also feel it is one of the most rewarding part of this position. I enjoy relationship-building and
helping others to achieve their success.

17. Why should we hire you?

(Refer to the job description for this question) You need a manager who is confident, goal-
driven, and can motivate your team. I have those qualities and will be able to take the team
to the next level that your organization needs.

18. How do you keep updated on your management skills?

I continually read a book about the subject matter. I listen to feedback that I receive from my
leaders and implement them. When opportunities arise that will provide a challenge to my
current skills, I will take on the task.

19. What do you think are important aspects of a team?

To have a diverse group of people who have a basis of trust and respect for each other.
The communication level must be high and the ability to work together as a team.

20.Do you have experience with setting budgets?

Yes, I have set budgets in the past. I look at what the typical cost for a certain activity would
be based on history or other manager’s experience. I set the budget based on these
metrics.
21. What was the least rewarding part of your previous position?

Some of the paperwork that I would handle for another department on an occasional basis.

22. What will you contribute to this company?

I will contribute my experience and knowledge. I have vision. Moreover, I have necessarily
experienced in the areas that this company will need to grow and I have a plan that will
facilitate that growth.

23. What is your greatest strength?

My greatest strength would be my ability to drive my team to excellence. I give them all the
tools they need to be successful, communicate on an open level, and constantly evaluate
performance.

24. How would you go about delivering bad news or a decision that will not be popular?

I would state the news, the reasons behind the news/decision, and I would focus on the
positives. I would also take time to ask questions or feedback and answer accordingly.

25. How do you establish rapport with a new employee?

I will have an initial one on one meeting with the new employee to let them know what my
expectations are and also learn about how they like to be managed. That’s a way I will
understand how to be effective when I communicate with them.

26. How do you communicate an expectation to an employee?

I make sure that there are no distractions when I am speaking to the employee. We will
meet on face to face, and I will clearly state what the expectation is. I will ask if they have
any questions and ask them to re-state it, so we are on the same page.

27. How do you go about coaching an employee who is not performing where they need to be?

I will go over what the expectation of their performance is and show them where they are
currently at. I will ask them what they think they can do to help improve their performance.
Depending on what their response is, I will offer additional suggestions and reinforce my
confidence that their performance will improve if they take suggested actions. At the end of
the conversation, I would set the expectation that their performance must improve.

28. How do you manage the performance of your employees?

Me and the employee, together, will create achievable goals based on the company goals
and their own goals. On a regular basis, I will give feedback to my employees on how they
are performing.

29. A high-performing employee has recently been under-performing. How would you deal
with the situation?

I would show them their performance history so they can see the drop in their performance.
I would then ask them why it has changed. I would reaffirm my commitment to help the
employee get back on track and offer actionable steps. I would ask for the employee’s input
as well and draw an action plan for improvement based on this.

30.When you enter a new workplace with new employees, how would you go about gaining
rapport with them?

I would meet them all on a one on one basis as soon as possible. I would use that time to
get to know each employee individually. I would ask them what their strengths and what
they want out of the manager. That way I can adjust my style to each employee accordingly.

31. How do you handle conflict with two employees?

I would diffuse the situation by speaking to each employee individually about the situation.
After understanding each side, I will find some mutual solutions for the conflict. Then I bring
both the employees together and mediate a resolution.

32. How do you handle failure?

I take failure as a learning experience. I go back and understand why I failed. That way I
can ensure that I don’t make the same mistakes again.

33. How do you solve problems?

I find out as much as possible about the problem. Then I look at all possible solutions. If
there are others who may have some valuable input, I will also find out what their thoughts
are. Based on this information, I will choose the course of action that will be the most
effective.

34. Describe how you would manage your work week.

I would use Monday to come in early and prioritize my work for the week. I will set up
deadlines and goals for each day of the week. I would make sure that I allocate some time
each day for a certain task that may come up. That way, I have a plan of attack for each day
of the week and also time to handle unexpected activities.

35. How would you explain your management style?

I am a relationship builder. I get to know my employees and gain their trust and confidence.
I am very direct and to the point in my communication style so there is no ambiguity in my
messages.

36. How would you go about disciplining an employee who is continually under-performing?

I would have given them the opportunity to improve their performance first and set those
expectations. In this conversation, I would also ensure they understand what will happen if
they do not improve their performance.

However, if they are still under-performing, I would refer to the guidelines of the organization
first to take the necessary action steps. Then I would meet with the employee and show
them how they have not been performing.
I would tie that to the action steps that are necessary from this point. We would then set
expectations and a plan to improve performance. If the performance issues continue, then
we will continue the disciplinary steps.

37. How do you handle different personalities of your employees?

I get to know each person on an individual level so I can adjust my style to suit each person
effectively. It’s a positive thing to have people with different personalities because you can
get a lot of different viewpoints that are valuable for ideas and decision-making.

38. How do you adapt to change?

When a change occurs, I ensure that I have all the information about it first. I understand all
the implications and the possible reactions to the change. As a manager, you must be the
first to adapt to the change, so I adjust accordingly. Then after communicating the change
to my employees, I help them improve and show my buy-in to the change.

39. What do you find most rewarding about your previous position?

I found it very rewarding to help my employees achieve success and move on to different
roles. There is nothing more satisfying than watching someone grow and achieve their
potential.

40. Have you ever challenged the status quo?

Yes, I looked at processes that have not been successful, to find ways to improve that
process. Once I have my plan, I will take it to my leader. I keep to the facts and show how
the current way of doing is not effective and how a new approach would be beneficial.

41. How would you handle a decision that you made that did not have the effect that you were
expecting to achieve?

I would trace the root-cause and try to minimize the damage. I would then take this as a
learning opportunity and try a different solution for the current problem. However, if it is not
possible to do this, I would ensure that I do not take the same decision in a future situation.

42. How do you evaluate what success is?

At work, I evaluate success by meeting the goals that have been set forth by my leaders
and team.

43. What are your goals for the future if you are hired in this company?

To continue learn and take on additional responsibilities. I see myself contributing as much
value as I can.

44. How will you achieve these goals?

This company has training for their employees that I would be interested in attending. I also
plan to continue my professional development by attending seminars, continuing my
education, and other activities.
45. How would you go about disagreeing with your supervisor about a decision that you know
is not the right one?

I always build a strong working relationship with my supervisor so, in situations like these
where I have a different opinion, I can openly speak to them. I would stick to the facts. I
explain the implications of that decision to my supervisor. Then I would help come up with
alternatives.

46. How do you show confidence in your employee’s ability when you assign them a task?

When I delegate the task, I talk about, how I thought that they were the best person to
handle this task. I give them all the resources they need to achieve success. I follow-up and
set deadlines as well. During these follow-ups and deadlines, I make sure to show my
confidence in the person on their progress.

47. An employee reports a problem to you, how do you go about solving it?

I will review all the relevant facts to consider alternatives. I will then decide on the most
appropriate action.

48. How do you motivate an employee who is reluctant to take on an additional task?

I take a look at their needs and perspectives to understand why they are reluctant. I would
ensure that they have all the tools necessary to complete the task I would communicate the
goal, gain commitment, and establish a reward or incentive that will motivate the employee.

49. You are at a point with an employee that it is best to have them leave the organization. How
would you go about the conversation?

I would clearly state what the expectations from this person have been and the track record
so far. I would tie that in with the decision that it is time to let them go from the organization
due to performance goals not being met. In these situations, it’s important to stick to the
facts.

50. An employee wants a promotion, however, he or she is not qualified for the new position.
How would you have the conversation with the employee?

I would sit them down and let them know what the qualifications are for the position and
explain the reasons why they are not ready for the position. Then we would work with the
employee to put together an action plan that will help them work on the skills they would
need for the position. I would regularly check on how they are progressing to ensure they
are on the right track

1. Tell me a little about yourself.

2. Why did you leave your last job (or why are considering leaving)?
3. Who is the worst (best) boss/subordinate/colleague you have ever worked with?

4. In your present position, what problems have you identified that were previously
overlooked?

5. What kinds of people do you find it difficult to work with?

6. Describe a situation where your judgment proved to be valuable.

7. What aspects of your previous jobs have you disliked?

8. Do you work better under pressure or with time to plan and organize?

9. What is more important – completing a job on time or doing it right?

10. What are your strengths and weaknesses?

11. What are the three most important accomplishments in your career?

12. What kinds of decisions are most difficult for you?

13. What is it about your current company that you do not particularly like or agree with?

14. How would your boss describe you?

15. What three words would you choose to best describe yourself?

16. How do you go about criticizing others?

17. What type of tasks do you feel you cannot delegate?

18. Why do you consider this to be a good opportunity?

19. What kind of relationship and atmosphere do you prefer to maintain with colleagues
and subordinates?

20. How do you try to develop the weaker members of your team?

21. Describe how you allocate your time and set your priorities on a typical day.

22. Could your team carry on without you? How?

23. How do you determine if a subordinate is doing a good job?

24. Are you a better planner or implementer?

25. Describe your impact on your present company