| I think I do a good job, but coming up with a nice story is difficult. Success stories are short: you intervened early, spoke to the parties involved, made a plan everyone could agree on and moved on. The interesting stories often only have OK-ish endings: You are facing extreme issues that are not under your direct control and you somehow keep things working (bad hires, dis-functioning external teams, legacy code falling apart from all ends, bad higher management). And than there are non-issues you tackled early enough. E.g.: Newly established workflows and documentation between departments, getting you a compliment once and there might be less conflicts and pressure now, but it's hard to quantify. Maybe good questions would be (answers I'd like to hear in brackets): How and when do you... - criticize (reviewing work, in a constructive manner) - praise (frequent and honest praise, but no participation trophies) - get involved in a grudge between team members (pro-actively, in private) - escalate to higher ups (as a last resort and for serious violations) - talk to individuals about work related, but not directly task-related things (one on ones, actively checking on those you don't communicate with often) - encourage autonomy (take risks, keep pushing, give feedback) - Do you approach different people in different ways? If so, make 1-2 examples. (adjusted level of politeness and formality when communication with other cultures (I'm German, we really have to change gears depending on who's on the other line), adjust how much guidance is needed when giving tasks, don't be racist/sexist/etc.) - And to include something less people focused: When and how do decide to get a 2nd opinion? (acknowledge when you are out of your depth, do research, learn and ask others) |