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COMPETENCY #3—PERSONAL MOTIVATION 127

unteers that the patients they were assigned frequently were not at home for
their scheduled visits. As a result, many volunteers dropped out of the pro-
gram as they felt their time was not being respected.

Action: I developed a training program for the AIDS/HIV patients that

stressed the collaborative relationship between them and their sponsors. I
pointed out that Colby’s Place expected volunteers to keep their commit-
ments to patients, and patients also had a responsibility to the volunteers.

Result: The program strengthened after this understanding was

reached, and we received an influx of both volunteers and patients. Increased
numbers then led to more donations and more community recognition.

Question 111. Give an example of an occasion when your job became

mundane and what you did to make the time pass more quickly.

Situation: The Google ads we used at Shingles Roofing were a suc-

cess; my responsibility was simply to monitor the ads and make adjustments
when necessary. Over time, the ads became self-sustaining, so I began to
look for ways to target a new demographic. Since the Hispanic population is
growing steadily in the United States, I wrote ads in Spanish.

Action: Using the Keyword Chaser software, I prepared a list of new

words to target. Then I wrote the corresponding ads to show my supervisor.

Result: During the next budget meeting, money was allocated for the

ads I had created. Out of five new ads, four brought in additional revenue.

Question 112. Tell me about a time when you were proud of your ef-

forts. What were the circumstances?

Situation: As the director of technology for Sayville Medical Center, I

was recruited to improve workplace efficiencies, optimize business
processes, and standardize systems.

Action: As a course of action, I revamped help-desk policies and pro-

cedures to ensure courteous, timely, and effective resolution of end-user
problems. Once the new procedures were in place, I instituted weekly meet-
ings at which time employees were held accountable for the department’s
successes and failures.

Result: Within three months, I reorganized a dysfunctional technical

department into a team-focused service-delivery organization in which all
end-user expectations were met.

American Management Association
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