Initiative leadership prepare for success!: Advanced interview guide

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Nội dung Text: Initiative leadership prepare for success!: Advanced interview guide

“PREPARE FOR SUCCESS” PAGE: 1 INITIATIVE LEADERSHIP PREPARE FOR SUCCESS! ADVANCED INTERVIEW GUIDE Candidate: __________________________________ Date: _______________ Interviewer: __________________________________ 1. Illustrate a time when you leveraged your Project Charter and the Chartering process to help you set direction, and manage your project. (1:1) 2. Describe how you have managed the “divergent / convergent” nature of the Option Development phase of your initiative. (1:1) 3. Describe objections you have received to the use of formal change management processes. How did you respond to these objections? (1:2) 4. Give an example of the work you did to gain the alignment of important stakeholders outside of your GBU to the business objectives of your initiative. (1:3) 5. How do you manage to keep abreast of the work going on, the progress, and the problems of each of the functions working on your initiative? (1:4) 6. Describe a time when you had to make an intervention in your project activities to get your team back on schedule. How did you assess this was needed, and how did you manage the process to get folks aligned with and executing based on the intervention? (2:1) 7. Give an example of how you communicated and gained support from upper management to your risk plan to eliminate, mitigate, or minimize the impacts of those risks. (2:2) 8. Discuss an improvement you would make to the SIMPL process, or a way you used SIMPL that others might benefit from.. (2:3) 9. Describe a time when you had to gain upper management alignment and support of a decision made by your team. (2:4) 10. Share an example of how you led your team to explore and exploit a cost reduction opportunity on your initiative. (2:5) 11. Describe work you have done to gain alignment of your initiative to the GBU Portfolio and Master Plan. Describe an example from your experience of an initiative that was NOT a good fit and either was modified or dropped. (2:6) 12. Discuss the steps you took to lead the development of an OGSM. What was your process to tie your OGSM to a higher level Business Objective? (2:7) 13. Describe the qualities you personally look for in team members; how have you found these people with these qualities when you have needed to leave your immediate work area / business unit? (3:1) ADVANCED INTERVIEW GUIDE
“PREPARE FOR SUCCESS” PAGE: 2 14. Share your personal principles and approach to managing a “virtual team” where team members are spread out over many locations, countries, cultures, and languages.(3:2) 15. Give an example of how your initiative leadership has grown team members and the benefits team members have received for having worked under your leadership. (3:3), (3:4) 16. Provide an example of a conflict between higher level functional and business leaders that impacted your initiative. Describe your actions to resolve the issue and/or keep your team from being distracted, misled, or deenergized. (3:7) 17. Relate an example of an option you proposed to management that changed the GBU strategy and helped drive business results.(4:1) 18. Describe your current or most recent initiative with respect to its: strengths, weaknesses, competition in the marketplace, major risks, and reasons for each success criteria. What options have you proposed to improve the initiative’s impact on business results? (4:3) 19. Give an example of how an early issue identification and intervention kept your initiative from being negatively impacted by goverment policies, standards, and regulations. (4:5) Additional questions assessing functional knowledge and skill to be added by interviewer. This includes the following functions: Advertising, Research and Development, Product Supply, CMK (Consumer & Market Knowledge), MDO (Market Development Organization), Finance and Accounting, Design, Artwork, Fast Cycle Learning, and External Relations. ADVANCED INTERVIEW GUIDE