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COMPETENCY #2—MANAGERIAL/LEADERSHIP SKILLS  119

    Question 97. Tell me about a time when your budget ran on a deficit.

What were the circumstances?

    Situation: When the economy took a downturn, sales at Matrix So-

lutions suffered an all-time low.

    Action: I immediately sent a memo to the staff, outlining my directives

to cut costs, including encouraging executives to fly coach, limiting lunch ex-
penses, and eliminating client gifts. In addition, I set up an emergency meet-
ing with the sales, marketing, and advertising teams to come up with
recession-proof solutions.

    Result: Considering the worldwide financial crisis at the time, and the

numerous companies that had to downsize, Matrix fared well, since the deficit
was only 4 percent.

    Question 98. Describe a time when you questioned the direction your

employer was taking. What was the result?

    Situation: White Stripe is a small company. A family-like sense of

camaraderie can be both an asset and a catalyst for nonprofessional
behavior. This is due, in large part, to the absence of a human resources
department.

    Action: At my suggestion, the company hired an HR consultant to es-

tablish policies and manage functions, including employee relations, benefits,
and compensation.

    Result: The HR consultant had the team complete a 360-degree

feedback assessment. The evaluation allowed us to rate each other in several
categories. Through the evaluation, we learned how we are viewed by our
peers. This insight paved the way for the team to raise the level of profes-
sionalism at the company. In turn, productivity and morale increased.

    Question 99. Give an example of a situation in which you implemented

a plan that had long-range implications.

    Situation: In all my years of managing others, I have learned that, in-

stead of guessing at what motivates employees, it is best to ask. I have also
found that the best way to gain insight is to conduct surveys. One particular
time, the overwhelming majority of staff members wanted the financial com-
pensation model revisited.

American Management Association
         www.amanet.org
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