How to Answer Behavioral Interview Questions

Employers always emphasize the ability to collaborate and get along with colleagues. When answering these types of questions, show that you’re mindful of the company’s interest while being able to respect different points of view, and that you can use interpersonal skills to smooth over differences while ensuring cooperation.

1. Describe a time when you put your needs aside to help a colleague.

When a new receptionist was hired at my last job, I could tell that he was having some problems. A lot of paperwork was piling up and was not getting filed quickly, so I offered to help my new co-worker out during my downtime. I showed him some techniques so he could file papers quickly while keeping up with his other responsibilities. We even got lunch together several times during his first few weeks so that I could go over some other basic tips. Soon he was flying through his tasks, and a few months later, he got a promotion based on all the good work he had done.

2. Can you give an example of a time you helped contribute to team culture or success?

Even though my responsibilities at my current job don’t include video work, my company began producing educational videos to supplement some of its website’s content. This task was given to the design group, and while they had some good ideas, no one on the team was very familiar with the process of creating videos. Seeing that this could become a potential bottleneck, I volunteered my expertise, and helped educate the team on best practices for shooting and editing video, to the point that we were able to get the entire company involved in creating simple phone videos that we could integrate into our projects. Now everyone on the team is a video expert!

3. How do you work with people with different personalities?

When working alongside colleagues with different personalities, I try to concentrate on common goals, and highlight the specific strengths and skills that each person brings to the table. For example, one person might be more comfortable leading a meeting, while another was better at giving feedback behind the scenes, so I try to place them in situations that take advantage of those attributes. If a person has a very different personality from mine, I try to respect our differences while focusing on big-picture goals, and what each of us can contribute.

4. Describe a time in which your colleagues disagreed with you.

A few team members, including myself, were tasked with establishing a new sales procedure to improve efficiency while prioritizing customer satisfaction. I was mostly concerned with meeting all of the customers’ needs, but a co-worker was concerned that I was not following our instructions by neglecting efficiency. At first it seemed like we were in conflict, but I was able to get him to realize that we were each concerned with two halves of the solution, and by combining our two contributions we’d be able to succeed. We focused on the areas we excelled in and found a way to fit them together, creating a procedure that is still in use with the company and improved efficiency by nearly 15%.

Plenty of jobs require good collaboration and cooperation with clients and customers, so skills like organization, conflict resolution and communication are key here. Focus on these attributes in addition to specific examples of how you’ve used them.

1. Describe a time when you had to defuse an angry client.

As a store manager, I’ve had to handle angry clients a few times. In one instance a client came into the store and demanded that his bill be resolved. Unfortunately his issue could not be addressed by the store agents and had to be handled by the billing department, which was located out of state. I expressed this fact to the client and informed him that I could connect him directly over the phone. At first the client was upset and did not want to speak with the agent over the phone. I listened to his issue carefully and was able to help pinpoint what the problem was, but I had to reiterate that it would be best handled directly with the billing department. I assured him that if he spoke with the right representative, he would have a limited wait time and would be able to get his issue addressed. He agreed and was able to get his problem resolved quickly.

2. Give an example of how you made a good impression on a client. How did you do it?

When my company gained a new client, I took it upon myself to research the client’s company, its major projects, and any news that provided details on the company’s successes and challenges. I also came prepared for our initial meeting with questions about the client’s processes, goals, and expectations for what she wanted us to bring to the project. Based on our discussion, I was able to draw up a process and “road map” for our projects which satisfied the client’s objectives and also gave us a solid foundation to work from. The client was impressed by how we managed to hit the ground running, and eventually renewed her contract with us, with 50 percent more investment and projects.

3. Give me an example of when a client expected one thing and you delivered another. How did you deal with the situation?

I was contracted to write five blog posts on “house cleaning” per week. The client provided the blog titles, and through intake forms I received information such as word count. For the first couple of months each blog post followed the exact same format, so I was surprised one day when the client contacted me to say that I had gone about 400 words short on word count and had gotten the tone of the post wrong. I reviewed the intake form and realized that I had simply assumed the blog post would be the same as all of the others preceding it. I apologized and gave the client two blog posts’ worth of free work. I also developed a template that doesn’t let me submit work until word count has been achieved; previously I had been using Microsoft Word without templates. Finally, I made a point to always review client instructions closely. The housekeeping client appreciated my prompt attention to the matter and continues to work exclusively with me.

Most jobs will come with their share of surprises, whether it’s a sudden change in priorities, responsibilities or an increase in work volume. Show employers you can handle fluid situations by giving examples that display good judgment, organizational abilities, patience and flexibility.

1. Describe a time in which you had to make a tough decision on the spot.

I had a hard deadline to submit a grant application on behalf of my boss, who was out of town, on a Monday at noon. We had worked all weekend making sure every piece of the application was in place, but somehow we had both overlooked a key component. My boss was flying and would thus be unable to communicate until after the application was due, but the information required was something that only he was familiar with. However, by comparing previous applications and verifying the details with the department’s business office, I was able to put together the relevant information and made the decision to submit the application before the deadline. It was accepted, and we won the grant.

2. Tell us about how you handle change.

You can never fully predict how a change will affect your job. With changes in general, I strive to maintain a positive attitude and keep in mind the intended purpose for the change. This helps me to figure out how to adapt in a way that helps reach the set goal. For example, in my previous position I was working part time as an assistant and I was mostly fulfilling customer service duties. A new full-time customer service agent was hired to fulfill the duties of that position and it was not clearly stated what my new function would be. I met with my supervisor to gain clarity on her vision for the team moving forward and I was able to get a better idea of what my contribution would be. This helped me to smoothly transition into my new role as well as train the new representative in her role.

3. Give me an example of a time you had to make a last-minute decision.

I was going on a sales pitch with two other colleagues. We had reviewed a few scenarios with our supervisor so we would be prepared to answer our client’s questions and make deals to clinch the sale. After the presentation, we were blindsided by an unexpected request. As the senior salesperson on the call, my colleagues looked to me for the decision. To avoid looking uncertain, I only had a minute to really think over my options. Thankfully, I have always been able to think on my feet. I analyzed the deal they had requested and compared it to what we had been authorized to give them. Through this short analysis, I realized what they wanted was very comparable to what we could give them. I decided to take the initiative and agree to the terms they had requested. Once we got back to the office, I talked with my supervisor. He was happy with my decision and overjoyed with the sale.

4. Tell me about a time you were under a lot of pressure. What was going on, and how did you get through it?

Once I was responsible for a project in which I had to review documents submitted by vendors. Unfortunately, the documents contained many errors and time was short, so I had to take charge of revising and editing the documents by myself over a weekend, with a Monday morning deadline. The time crunch was extreme, as well as the pressure to make sure all the information in the documents was right. I made it through my workload on time by creating a “checklist” for each document that helped me pinpoint errors faster, and keeping to a schedule in which I rewarded good progress by giving myself short breaks. 

5. Give an example of how you’ve adapted to different people and environments. 

In college I spent a week abroad to help build houses. It was a completely unique experience, and I learned to adapt to a new culture. By learning some essentials of the language, I was able to communicate at a basic level with the local people so we could work together more easily. We were initially only supposed to build 20 houses, and we ended up constructing over 30.

Being able to solve a problem is one of the most important skills you can have. When answering these questions, give examples of how you contributed to a successful outcome, and utilized both hard skills (such as technical knowledge or analytical skills) and soft skills (such as creative thinking or attention to detail).

1. What steps do you follow to study a problem before making a decision?

First I ask myself and my team questions like “Who does this impact and how?” or “What is likely to happen if we do not address the problem?” By understanding the impact and potential consequences of the problem, I can better understand the value of potential solutions. From there, I like to gather more detailed information that allows me to begin brainstorming, looking to include the expertise of those around me. Sometimes we take the time to do extra research. It can be time-consuming, but I find that it’s worthwhile, especially when you take the time to understand what has worked for similar problems in the past.

2. Give an example of a time you used research skills to solve a problem.

At my previous job as an accountant, a client became angry because she felt that we had overlooked some very important data when compiling her tax returns. She claimed that our accounting methods had caused her to get audited by the federal government and that if we didn’t correct the problem, she would sue. This sounded unusual to me, considering that the individual who handled her finances was usually very thorough. Using my accounting knowledge, I decided to look over the information she submitted to us and I noticed several inconsistencies after using traditional and electronic accounting methods. In the end, I realized that the client failed to report all of her business income and that the firm could not be held liable for her negligence.

3. Describe a time in which you came up with an innovative solution to a problem.

At my previous job, my company had to increase production output because of higher customer demand. I was in charge of a workgroup that needed to identify how to immediately increase production without having to hire additional employees. Because of the need, I called a meeting together with the workgroup, and we brainstormed solutions. Many in the group thought that the only solution would be to hire additional employees to meet the demand, but I knew that the company did not want to hire employees that we would have to subsequently let go. I shared my idea to create additional after-hours shifts that would allow workers to get overtime. We could provide a free dinner so that workers could easily continue their shift without a major disruption. The overtime and the free dinner would increase employee morale and help us meet the increased production  demands. I shared this idea with management, and they implemented it immediately. We were able to keep up with demand, and these shifts became a solution the company could return to any time there was a need for increased production.

4. What’s the toughest challenge you’ve had, and how did you handle it?

When I became a graduate student, one of my biggest challenges was learning a new language in order to pass an entrance exam that was required by the department. With only two months to prepare myself, I devoted myself to a crash course in the language through various methods, including virtual classes and self-study. This was a bit overwhelming at times, but I used my organization and time management skills to make sure I was “on schedule” in learning what I needed. I also took advantage of meet-up groups where I could practice my language skills with others. I was ultimately able to reach the competency level I needed to pass the exam.

5. Describe a problem you’ve tackled that demonstrates your analytical ability. 

In my ethics seminar, each student was asked to give a presentation on any chapter in a book. For my presentation I focused on a philosopher’s argument for an inherent moral sense. As I re-read the chapter, I noticed that one of the writer’s premises was assumed without any evidence. I was able to deduce that the entire system the writer proposed was based on a flawed premise. This allowed me to plan my presentation in a way that started with a preamble and eventually led up to this debunking. My professor was impressed that I was the first student to ever notice this problem with the argument. My skills in close reading were further developed through the philosophy program, and I believe they can be a big help in the position you’re looking to fill.

The inner drive to be productive and excel at what you do is an important trait to have in any job. When answering these questions, think of specific examples where you’ve gone beyond what’s expected of you, and specific challenges or goals that excite you.

1.  What keeps you passionate and engaged with work?

I’m naturally drawn to helping others, so a position such as this one, dedicated to improving the quality of life for underprivileged people, is a great fit for my passions. I’m also attracted to an environment where responsibilities and goals are spelled out, but also leaves room for brainstorming, creativity and flexibility for how we approach new challenges. Finally, I like a workplace culture that emphasizes collaboration and a spirit of camaraderie — the kind of place where we’re all here to get the job done, but we’re all in it together, without any personal agendas.

2. What kind of challenges do you seek at work?

As a person who prides herself on project management and helping different departments collaborate with each other to complete projects on time and under budget, I look forward to a position where I get to use these skills, and take it to the next level: working with international clients and high-budget projects. I’m also keen on taking on more responsibility for managing my own team, and showing that I can be a good mentor and supervisor, as well as a good project manager.

3. How have you motivated others?

When motivating others, I try to mix up my approach depending on their personal strengths and capabilities. For example, at my last job, we had a team member that was never fully invested in the project. In order to motivate him, I made a conscious effort to stop by his desk every morning. I complimented him on the things he had done on the project and pointed out the skills I noticed he had that were essential to what we were working on. Over a period of two weeks, he started voicing his opinion and giving us original, creative ideas during every staff meeting. He felt valued and like he had something to offer, and he was no longer afraid to show it because he knew others felt the same way.

4. What have you accomplished that demonstrated your willingness to work? 

I used to think that having a minor role on a project didn’t really make a difference, but over time I’ve come to see that the smaller lifts are the ones that can make the biggest impact. I recall a site migration in which I had to keep track of URLs that needed to be redirected. Using Excel, I created a pivot table and used a color-coded system to keep track of over 300 URLs, slowly adding more of them as the site migration progressed. It was hard work, but I was able to successfully log and submit the URLs on time.

5. Describe a time in which you had to inspire and lead a group of dissatisfied workers.

Once I was assigned as the lead on a project in which we had to develop the marketing campaign for a new small business. The project was already in progress but the previous team lead had been removed due to complaints from team members. Since I had not previously worked with most of the group, I held a group meeting in which I introduced myself, shared my goal for us to work as a team to complete the project and expressed that I would be working diligently alongside them to make sure that the project was a success. I asked them to be candid about what issues they had been facing thus far, and after we discussed them we were able to come to a few resolutions. I assured the team that I would be “in the trenches” with them, and let them know they could come to me with any issues or suggestions. Once I began working alongside them as promised, the team was very receptive to me. We were able to complete the campaign, which is still being implemented in the business today.

Dealing with a dissatisfied client, helping to mediate a dispute on your own team, or smoothing over a point of contention with your boss: these are all examples of conflict resolution. As you answer these questions, give insight to your methods: How do you go about getting yourself and the people you’re interacting with to a place where productive discussions and resolutions can happen?

1.  How do you deal with conflicts?

I had an upcoming deadline for a client that I knew I wasn’t going to be able to meet. I verbally communicated this fact to my manager and he agreed to speak to the client about the issue. However, he forgot the conversation and when the deadline came he was upset that my part of the project wasn’t done on time. I calmly reminded him of our verbal agreement, and then connected with the client and took responsibility for the late work. I also offered them an additional follow-up after the project was done to make up for the missed deadline. I also told my manager that I would be better about formalizing my plans in writing in the future. After a stressful week, the client ended up happy and my manager and I had a better understanding of how we should communicate in the future.

2. Describe a time when you mediated between two colleagues.

In the business capstone I took during my senior year of college, I was part of a five-person group. Two of the students were both A-type personalities and regularly fought over who would lead group discussions, make team decisions, and conduct study sessions. Their regular disagreements were hurting our team’s performance. After recognizing this problem, I suggested delegating tasks within the simulated assignments. Every student would complete their assigned task and we would reconvene to discuss outcomes and potential changes. While the idea was initially met with reluctance by the two students, an overall vote determined the change. Quickly, the team dynamic transformed. The two students recognized that everyone’s strengths were necessary and that they each could contribute in unique ways to enable the team’s success. By the end of the semester, our team was working together seamlessly and were rated the top in our class. We all graduated with a 4.0 in that particular course.

3. Describe a situation in which you disagreed with a rule or policy and how you handled it.

My previous job had a per diem policy in which a specific amount of money was allotted for work travel, covering transportation, accommodation and food expenses. While the amount covered under the per diem was fine for most places I traveled to, I was also required to travel to certain cities where overall costs were much higher than what the per diem could handle. I made the issue known to my manager and also submitted my feedback to the company HR department through their suggestions e-mail. When I had the opportunity, I also communicated directly with the HR manager, walking him through the problem. The company eventually acknowledged the issue and put together a new per diem policy that allowed for a larger budget for certain locations.

4. Describe a time in which you had to persuade others to compromise.

My manager had determined that a major project needed to be completed ASAP, but this was in conflict with the engineering team, which plans and solidifies the project schedule well in advance. This led to arguments and tension between my manager and the engineering team. I handled the situation by “huddling up” with both my manager and the engineers, helping my manager clarify his case for why the project was important, while also acknowledging that this went against our standard procedures, and that the engineers would have to delay working on other projects to address this one. We ended up with a solution in which the engineers completed enough of the project to satisfy my manager’s needs for launch, while also scheduling other aspects to be completed at a later date, and not affecting the engineers’ timetable too much.

5. Are there any times where you had a conflict with your manager? If yes, how did you handle it and resolve it?

Once I had a client that complained directly to my boss about my handling of his account. While it was generally acknowledged that the client could be difficult to deal with, he was a valuable client, and we were under a lot of pressure to keep him happy. After the client talked to my boss, she called me into the office and told me that she was taking me off the account. While I disagreed with her decision, I understood the stakes and did my best to explain the areas where I felt I was doing a good job, and that I hoped she would reconsider her decision.

Leadership isn’t just about managing a group of people — it can also come through in how you take charge of a situation, or help set a good example for the company. Address these questions by stressing the skills we’ve discussed up to now: conflict resolution, problem-solving, motivation, communication and teamwork.

1.  Describe a project you’ve undertaken that demanded a lot of initiative.

When I worked as a quality improvement manager at my past job, I was given the responsibility to research and implement a higher system of quality standards with which no one at the facility was familiar. I needed to become the subject matter expert and make sure that our facility passed an inspection. Immediately, I obtained the required materials, studied them in depth and created a plan that I shared with management. They were impressed with my detailed plan and gave me approval to implement it. I selected individuals from each department to be part of a team that I would lead to help train all the staff on the new procedures. I trained my team and supervised implementation of the high quality standard. I built in quality metrics to analyze the quality of the solution, and I found that we were doing very well. We passed the inspection and received high marks for the new system that I established.

2. Describe a time in which you took the initiative.

When I was working in the development department, I found myself in a situation in which action needed to be taken and I was the only person available to do it when I witnessed another employee being dishonest and stealing at the workplace. I ended up contacting human resources and exposing the theft, which had been going on for some time. Looking back on it, going to human resources was one of the hardest decisions I have made in my professional life because I don’t generally like to get involved with other people’s business, but it was the right thing to do.

3. Have you ever had to discipline or counsel an employee?

A member of a team working closely with my own direct reports continued to have negative feedback about my team. This feedback gradually expanded from criticisms of their presentations to spreading of rumors that were relayed to my direct reports, and created tension as the teams tried to work together. I approached the team member and her manager and was able to learn that the employee felt my team members were making important decisions without her input. I later scheduled lunch with myself, my team and the other team with its leadership. Keeping the conversation upbeat but direct, we were able to discuss everybody’s needs in a forum that made everyone feel heard. Shortly thereafter, the teams began working more smoothly together, with improvement in professional as well as interpersonal relationships.

4. Describe the characteristics of a successful manager.

A good leader is someone who can motivate members of a team to do their best. It’s also important for a leader to understand all the different steps needed in order to solve various company problems. I think the best leaders are more successful when they accept feedback for solutions from other team members. Leaders should know that it’s okay to delegate different jobs to others. For example, my previous supervisor was open to ideas from everyone in order to solve problems. On one project I made a useful suggestion and my supervisor recruited me to help resolve a frustrating issue. After everything was finished we had come up with a better process that helped lead to a reduction in expenses.

5. Provide me an example of when your leadership skills failed you.

On a project a few years back I took a very hands-on approach to overseeing my team, asking them to pass every decision through me for approval. While this gave me complete control of the project, it also lengthened the development process, leading to frustration and a lot of stressful “beat the clock” deadlines that could have been avoided if I had used less of a “micro-management” style with my team. I learned from that experience and since then, I’ve set up milestones and expectations up front so I don’t have to be involved with every decision. This has resulted in 100 percent of our projects coming in on time, with no drop in work quality.