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COMPETENCY #5—PEOPLE SKILLS 159

Question 169. Give an example of a situation in your current (past) po-

sition in which you adapted to the team environment.

Situation: The RegPro Company prides itself on its team environ-

ment—so much so that all projects are completed as a team. This situation
was new to me; in previous positions I worked independently the majority of
the time. At first, I was hesitant to contribute, and for the most part I remained
silent during meetings.

Action: After a while, I came out of my shell. I prepared talking points

before the meetings that outlined my ideas for how to proceed with new and
existing projects. Since I put my thoughts in order, everyone took note of my
ideas.

Results: Working in a team environment, in which the focus is on

achieving specific goals and targets, has been a rewarding experience for me.
Partnering with others has helped me hone my skills and refine the way I pres-
ent ideas and interact with colleagues.

Question 170. Describe a time you took on a task that was outside the

scope of your job description.

Situation: When I worked for Silence Alarms, the receptionist wanted

to attend a training program. She was given the go-ahead as long as she
found a co-worker to answer the phone while she was away.

Action: Because I knew that the training was important to her, I vol-

unteered to handle the phones while she attended the seminar.

Result: She was grateful to me, and the day after the training, she left

cookies on my desk as a thank-you. It was a lovely gesture.

Question 171. Describe a time when you worked on a project

that was delayed through no fault of your own. How did you manage the
situation?

Situation: As part of their rebranding, Buena Vista Inn hired us, Can-

did Solutions, to install a new light scheme for the outsides of their hotels. As
part of the project, the manager of each hotel had to complete an internal sur-
vey before the lighting installation could begin. Unfortunately, though I was
ready to execute the project, the majority of managers failed the survey re-
quirements. This led to unexpected delays.

American Management Association
www.amanet.org