Spreadsheet: 231865d1367252761-display-a-bunch-of-questions-after-selecting-an-item-assessment-test
Sheet: Green

Engage People | Leading High Performance Teams (Getting the best out of people. Providing clear direction, encouragement and motivation. Generating enthusiasm and commitment in others to engage them towards goals. Encouraing effective team-working) | Championing Change and Improvement (Challenging the status quo and generating new ideas and solutions. Encouraging a culture of continuous improvement and growth. Enabling and supporting others in introducing new ideas and alternative solutions. Taking the initiative to lead and manage change)
Tell me about a time when you had to create a new compelling Vision for your people. | Give me an example of a time when you had to confront someone regarding an issue. | What have you done to make your current company more profitable?
What was your approach? | What was your approach? | What prompted you to take this action?
How did the situation arise? | How did the situation arise? | How did you implement this?
What was their reaction? | What was their reaction? What was the result? | How did this improve profits?
What was the result?
Give me an example of a time when there was already a strong Vision in place but you had to adapt and change it to meet new business requirements. | What have been the most significant changes you have brought about in your area of responsibility? | Give me an example of the methods you have adopted to evaluate performance of the organisation and your top team
What made the changes necessary? | How were they received? | Why did you choose that approach?
How did you formulate the new direction? | Why did you make these changes? | How effective was it?
What did you have to do to achieve this? | What impact did they have? | Any feedback?
What was the result?
Describe how you made the organisation aware of the new Vision. | Describe a time when you had to lead a meeting. | Give me a specific example of one of the main things you have done to improve the overall effectiveness of your organisation.
What was your approach? | What techniques did you use? | How did you go about achieving this?
What was important to consider? | Did you receive any feedback from those present? | What was the result?
How did you get understanding?
How long did this take?
Tell me about how you engaged your management team in your Vision. | Give me an example of a time when you have co-ordinated the work of others. | Tell me about a time when you needed to realign the culture of your organisation or adapt the embedded behaviours.
What was their situation?? | Why was it important to do this? | What led you to believe that a change was necessary?
How did you get their buy-in? | What was your approach? | How did you gain traction in the organisation (especially your leadership team) for the changes needed?
How did those involved react? | How did those involved react? | How did you go about making the changes?
What happened? | What happened? | How long did it take to embed the changes into the organisation?
 |  | What methods did you install to ensure the organisation was living the new culture and not slipping back to its old ways?
Give me an example of what you did to make your Vision come alive. | Give me an example of when you have delegated work to other people. | Give me a specific example of how you have monitored the efficiency of each function within your span of control.
What was you approach? | Why did you do this? | Why did you choose this approach?
How did the organisation react? | How did they react? | How effective was it?
What did you have to change? |  | What were the results?
What was the outcome of your actions?
Describe what you did when you had to take the new Vision into Mission and Objectives. | Tell me about a time when you had to take responsibility for a task. | Give me a specific example of how you have established workflow patterns to ensure maximum efficiency within your last/current role.
How did you organise this? | What was your approach? | Why did you take that approach?
How did the organisation react? | How were you received? | How effective was it?
How effective was it? | What was the outcome of your actions? | What evidence do you have?
What happened? | Did you receive any feedback?
Give me an example of what you did to keep the organisation on track to the new direction. | Tell me about a new idea/policy you have taken forward recently. | Give me an example of how you have evaluated the maturity of your business management systems.
How did you plan this? | Why did you do this? | What did you compare against?
How did the organisation react? | How did you approach this? | What were the critical elements?
What actions were successful? | What happened? | What did you do with these insights?
How do you sustain this? | Did you receive any feedback?
Tell me about a time when you had to involve other Stakeholders in your Vision. | What skills/qualities do you believe represent leadership? | How do you evaluate your costs/income levels?
What were your main considerations? | Give me an example of a time when you have used these whilst undertaking a leadership role? | Give me an example?
How did you approach this? |  | Why do you take that approach?
How did they react? |  | How effective is that approach?
What was the impact? |  | Any feedback?
Describe a time when you had to react to resistance to your Vision. | Tell me about one of the most difficult leadership roles you have had. | Give me an example of how you have maximised the effectiveness/efficiency of the resources available to you.
What was the situation? | Why was it difficult? | How did you do that?
What were your objectives? | How did you overcome the situation? | How do you know that you achieved this?
What actions did you take? | What technique did you use?
How did these work? | What resulted?
Describe to me how people in the organisation get to meet and talk to you today. | Tell me about a complex project or task that you had to manage. | Describe a situation where you lead an effort to improve the reliability and repeatability of your business outcomes.
What is important to you? | What made it complex? | Why was this necessary?
How do you organise it? | What did you do? | What were your goals?
What is their feedback? | What was the outcome of your efforts? | What did you do?
How do you measure success? |  | What did you achieve?
Describe to me the best experience you had in reaching out and involving your people. | Tell me about a difficult issue that you had to confront. | Give me an example where you were the only one of the management who saw the need for significant change.
What did you do differently? | Why was it difficult? | What was the issue?
Why did this work? | How did you overcome this difficulty? | How did the others see it?
What was the impact? | Why did you take that approach? | What did you do to help them see the need to change?
How do you sustain this? | How did those involved react? | Did it last?
Tell me about a time when you recognised success in your organisation. | Tell me about a time when running a project/initiative where rules/procedures became a constraint. | Give me a specific example where you saw a barrier to success in the business operations.
How did you measure success? | What did you do about that? | Why was the barrier there?
How did you organise recognition? | What impact did that action have? | How did you get support?
How did this impact the organisation? | What was the end result? | What actions were necessary?
 |  | How did they change things?
Give me an example of a time when you took your executive team through the process of translating the organisation’s Vision into its Vital Few strategic objectives. | Tell me about a time when you have widened your responsibilities in order to complete a task. | Describe a situation where you recognised that a manager needed to open up to change.
How did you gain their ownership of the objectives? | What prompted you to take this action? | What was the blockage?
Specifically what had to change in the organisation’s KPIs/measurement system? | What happened as a result of you doing this? | What was your approach?
How did this work affect the required culture of the organisation? |  | What did you do to make them change?
What results did you achieve? How long did they take to show? |  | What happened?
Tell me of a time when your leadership team lobbied you to change the strategy that was being pursued. | Tell me about when you have been in a position of leadership and it was especially important to provide guidance/structure. | Tell me how you led a team charged with major business improvements.
How did they go about it? | How did you approach this? | What were your goals?
What did you do? (Was the strategy changed?) | How did those involved react? | What was your approach?
What was the outcome? | What happened? | What made it successful?
 |  | What was the lasting result?
Tell me about a time when you have had to ask one of your executive team to take on an additional role outside his/her normal brief. | Tell me about a project/initiative that you had to drive forward. | Give me an example of what methods you have instigated or adopted or enhance your team’s performance.
What were the circumstances? | How did you approach this? | How have you used these systems?
How did you go about it? | Why did you take that particular course of action? | What was the result?
What was the result? | Did you involve others? How?
 | What happened?
Tell me about a time when you have had to ask one of your executive team to take on a different role (say a project role) from their normal brief and hand over their previous role to a colleague. | Tell me about something that you were responsible for making happen. | In your last/present role how have you monitored business performance?
What were the circumstances? | What prompted you to take this action? | Why did you take this approach?
How did you go about it? | What did you do to try to ensure success? | How effective was it?
What was the result? | Did you involve others?
 | If so how? | Give me an example of how you have made your expectations for performance/results known to your team.
 | What happened? | What impact did this approach have?
 |  | How did your team react?
Tell me about a time when you delegated an important task to someone else. | Tell me about a piece of work that you were given complete responsibility for. | What results?
Why was it important? | How did you manage it?
Why did you delegate it? | What happened as a result? | Give me an example of something that you have done to minimise costs/expenditure.
How up to date were you with its progress? |  | What prompted you to take this action?
What happened? |  | What effect did this have on your office/staff?
 |  | What resulted?
 | Tell me about a leadership role that you held where planning was key to effective results. | Tell me about the criteria that you established for assessing business performance?
 | Did you involve others? | How did you keep up to date with progress?
 | If so how? | Was this approach effective?
 | What happened as a result? | How do you know?
 |  | What evidence do you have?
 | Tell me about a position of responsibility that you have held.
 | How were you nominated for this position? | Tell me about a situation whilst monitoring business performance when you identified a problem/issue?
 | How did you deal with that situation? | How did you address this issue?
 | Did you receive any feedback? | Were there any implications?
 |  | How were these considered?
 | Tell me about a staff issue that you took responsibility for. | What was the outcome?
 | What prompted you to take this action?
 | How did the individual respond?
 | What resulted?