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问：考虑一下以下的情景：一天晚上，你工作到很晚，是留在办公室最后的一个人。你接到一个找管理人员的紧急电话，是销售代表打来的，现在他正在会见一个潜在的客户。他要对一个问题作出答复，否则的话，明天就太晚了。你能回答这个问题，但这超出了你应有的职权范围。
这种情况下你会作出什么反应？
答：我会收集所有有关的资料、文件证明，然后回答他这个问题。第二天早上我会给管理人员留张纸条，告诉他这件事的详情，说明我所作的决定和解释我的思考过程。这个回答显示出求职者对他自己的能力充满信心，而且他在处理紧急事件的时候是靠得住的。同样，你的回答应表明，在棘手的情况下，你绝不胆怯做一名决策者，即使这种情况下的决定超出你的职权范围。
Q：Consider the following scenario：Youre working late one evening and are the last person in the office。You answer an urgent telephone call to your supervisor from a sales rep who's currently meeting with a potential client。The sales rep needs an answer to a question to close the sale。Tomorrow will be too late。You have the expertise to answer the question；but it's beyond your normal level of authority。How would you respond？
A：I'd get all the pertinent information；taking welldocumented notes。I'd then answer the question based on my knowledge and the information provided。I'd leave my supervisor a note and fill him or her in on the details then next morning。I'd be sure to explain my decision；as well as the thought process behind it。
问：你认为那些生产好产品的公司为什么会失败？
答：参与产品设计或生产的人员必须对产品完全了解和充满信心，并能定期使用它。只有这样他们才能对产品进行不断的改进，满足顾客的需要。任何产品都必须不断改进，从而满足顾客日益变化的需求。只有让员工都参与产品的生产并对之保持热情，才能使改进成为可能。
这是个关系到求职者作为领导者是否有远见的问题。假如你被问到这样的问题，你最好谈及一项产品或想法失败的具体例子，而失败是由于员工或其他顾客缺乏热情。你不要过分地吹毛求疵，应谈及你采取了什么与众不同的措施。
Q：Why do you think that some panies with good products fail？
A：Employees who are involved in the design and/or manufacture of a product must totally understand and believe in the product nd use it on a regular basis。Only in this way can they continually modify and improve it to the customer's satisfaction。Any roduct must be constantly finetuned to meet the changing needs and demands of the consumer。Only by getting the employees nvolved with the product and excited about it can this improvement occur。
问：你的应变能力如何？
答：从前，在我们新产品投产时，都是我们的总工程师发布一则关于新产品优良性能的评论。但是当我负责一项新产品的投产时，我决定让我们3个最大的客户录制一盘宣传我们新产品的录像带，用于我们的市场推销活动。这种做法大大提高了我们的信誉，而且销售量超过了6个月的销售定额。现在我们通常都采用这种方式来推出我们的产品。
这是个考察求职者的创造力和主动性的问题。举一个你如何改变计划或方向并且取得同样或更好效果的例子。你要侧重谈你怎样获得至关重要的信息或者是你如何改变个人作风获得与别人合作的机会。
Q：How resourceful are you？
A：At one time；for all of our new product launches；our chief engineer would release a press statement about its virtues。But when I was given responsibility for a new launch；I decided to get three of our largest customers to videotape an endorsement or use in our marketing campaign。The result was a far higher level of credibility；and we exceeded our sixmonth sales quota。We now use personal endorsements routinely when we launch our products。
问：向我证明你的说服能力。
答：在我做暑期实习生期间，我被派去对一主要公共设施的所有通讯费用基准进行调查研究。我必须取得属于几个不同部门的员工的一致意见。遗憾的是，因我是实习生，被拒绝合作。我不得不和每个员工单独会面，并说服他们，我现在所做的一切最终都是有益于他自己的部门及整个公司。经过一个月的努力，我终于说服了他们，计划得以圆满地实施，最后拿到了因努力而挣得的奖金。
这是个考查领导能力的问题，不过尽可能别用你被指定为领导者的例子。可能的话，描述你没有真正职权的一次经历，但你运用你的说服能力获得人们对你的支持。描绘你努力的目标和你的努力的结果。大家为什么会信任你？
Q：Give me proof of your persuasiveness。
A：During my summer internship I was assigned the task of conducting a benchmarking study for all the municationexpenditures for a major utility。I had to get the consensus of employees in several different departments。Unfortunately；they resented the fact that I was just a summer intern；and they refused to cooperate。 I had to schedule individual meetings with every employee and persuade each one that what I was doing would be ultimately beneficial to his or her own department and to the pany。After a frustrating month I finally got everyone's cooperation；the project went flawlessly；and in the end I received a bonus for my efforts。
创造和领导能力第二部分（7～12）
问：你的上司对你的主动性会作出什么评价？
答：做任何工作我通常都能找到工作中低效的原因，我总是首先为改进而提出解决方法。最初的几个月，向上司提出改进意见时，他有点惊讶和紧张，最后，他接受了我有好主意这个事实，并且鼓励我把最好的构思详细地写进每个月的计划里，以便他能给我提供资料改进那些正规管理基础上的解决方案。我的首份任务就是改进我们其中一个制造厂的存货控制。因为已有的存货和记录数目不相符，于是我制定了一个全新的订购存货制度，并用其数据来追溯存货的来历。例如，什么时候用的、怎样用的，我的建议也做必要的调整。第一年，我把我们非得承担的存货总值降低了23％。结果是，我的上司把我看成了一个常起带头作用的人。
描述一个你自愿去继续解决一个存在问题或避免一个潜在问题的项目。你是如何用你的见解主动地博取你上司的好感的？侧重在这个构思的创新性、你的途径以及你所取得的成效上。
Q：What would your last supervisor say about your initiative？
A：In any job I hold I can usually find inefficiencies in a process；and I always try to take some initiative to e up with a solution for improvement。My last supervisor was a little surprised and flustered the first few months when I was constantly ing to him with my ideas for improvements。He finally accepted the fact that I had some good ideas and encouraged me to write up in a proposal every month my one best idea so that he could get me the resources to tackle the solution on a formal basis。My first big project had to do with improving the inventory control in one of our manufacturing shops。Because the records for inventory receivable were inconsistent；I set up an entirely new inventoryorder system and used that data to trace the history of the inventory，for example；when it was used；how it was used；and my remendations for necessary replacement。I reduced the total value of the inventory we had to carry by 23 percent the first year。As a result；my supervisor would always use me as an example of someone who's constantly taking the initiative。
问：描述一下在你的工作经历中，当现有的工序不管用时，你对此怎么做。
答：我工作过的电信公司的入户订单系统简直混乱不堪，定单不能及时地处理。我搞了一份工作流程表来表明这是影响生产效率的障碍，然后说服我的老板，应当花10万美元建立一个全新的系统。他勉强同意了，但要求我这个新系统最好要能省钱。一年之后，这项计划给投资带来了两倍的收益。
面试官想知道这位求职者起什么样的带头作用，采取什么创新方法改变一种错误的工序。证明你可以创造性地解决问题并且能对付计划行不通的困境。你是否达到了你要的效果？
Q：Describe a time in your work experience when theexisting process didn't work；and what you did about it。
A：The orderentry system at the telemunications pany where I worked was a mess。Orders weren't being processed properlyor in a timely manner。I did a work flow analysis to identify the bottlenecks；and then I convinced my boss that we needed to spend one hundred thousand dollars on a totally new systemHe reluctantly agreed；but with the caveat that“This had better save us money。”After one year；the project had paid for the investment twofold。
问：描述一次你不得不改变领导风格。
答：通常我是那种很有远见而且喜欢授权给下属的领导，但是我希望我下达的命令能立刻执行。当我被派去负责一项扩大产品出口的任务时，9个人来协助我一起工作，接着我开始授权。我很快意识到，尽管这群员工有很好的国际背景，但他们对我计划的反应却不太令人满意。实际上，他们想参与计划的设计。我同意花半天的时间与他们谈论，然后我意识到他们也有很好的点子。使计划进展的惟一方法是鼓励工作组的全体人员为我们的出口问题提供解决方案。我想这些人会一致认为，在必要的时候，我能灵活地、乐意地去改变我的领导风格。
你回答这个问题时应强调你能让不同的人都感到称心，所以能产生较好的工作关系。叙述要具体，你如何主动改善不理想的情况？
其他参与者对你会有什么评价？
Q：Describe a time you had to alter your leadership style。
A：I'm normally a strong leader who has good vision and enjoys delegating；but I expect my orders to be carried out promptly。When I was assigned a project to increase our product exports and was given a mittee of nine people to work with；I immediately assumed I had the best plan and began my normal routine of delegating。I quickly realized；though；that this group of employees；with international backgrounds；wasnt responding well。In fact；they asked to have input into my plan。I agreed to spend half a day talking with them；and then I realized that they；too；had good ideas。
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