and demands of the consumer。Only by getting the employees nvolved with the product and excited about it can this improvement occur。
问：你的应变能力如何？
答：从前，在我们新产品投产时，都是我们的总工程师发布一则关于新产品优良性能的评论。但是当我负责一项新产品的投产时，我决定让我们3个最大的客户录制一盘宣传我们新产品的录像带，用于我们的市场推销活动。这种做法大大提高了我们的信誉，而且销售量超过了6个月的销售定额。现在我们通常都采用这种方式来推出我们的产品。
这是个考察求职者的创造力和主动性的问题。举一个你如何改变计划或方向并且取得同样或更好效果的例子。你要侧重谈你怎样获得至关重要的信息或者是你如何改变个人作风获得与别人合作的机会。
Q：How resourceful are you？
A：At one time；for all of our new product launches；our chief engineer would release a press statement about its virtues。But when I was given responsibility for a new launch；I decided to get three of our largest customers to videotape an endorsement or use in our marketing campaign。The result was a far higher level of credibility；and we exceeded our sixmonth sales quota。We now use personal endorsements routinely when we launch our products。
问：向我证明你的说服能力。
答：在我做暑期实习生期间，我被派去对一主要公共设施的所有通讯费用基准进行调查研究。我必须取得属于几个不同部门的员工的一致意见。遗憾的是，因我是实习生，被拒绝合作。我不得不和每个员工单独会面，并说服他们，我现在所做的一切最终都是有益于他自己的部门及整个公司。经过一个月的努力，我终于说服了他们，计划得以圆满地实施，最后拿到了因努力而挣得的奖金。
这是个考查领导能力的问题，不过尽可能别用你被指定为领导者的例子。可能的话，描述你没有真正职权的一次经历，但你运用你的说服能力获得人们对你的支持。描绘你努力的目标和你的努力的结果。大家为什么会信任你？
Q：Give me proof of your persuasiveness。
A：During my summer internship I was assigned the task of conducting a benchmarking study for all the municationexpenditures for a major utility。I had to get the consensus of employees in several different departments。Unfortunately；they resented the fact that I was just a summer intern；and they refused to cooperate。 I had to schedule individual meetings with every employee and persuade each one that what I was doing would be ultimately beneficial to his or her own department and to the pany。After a frustrating month I finally got everyone's cooperation；the project went flawlessly；and in the end I received a bonus for my efforts。
第二部分（7～12）
韦鲁基
问：你的上司对你的主动性会作出什么评价？
答：做任何工作我通常都能找到工作中低效的原因，我总是首先为改进而提出解决方法。最初的几个月，向上司提出改进意见时，他有点惊讶和紧张，最后，他接受了我有好主意这个事实，并且鼓励我把最好的构思详细地写进每个月的计划里，以便他能给我提供资料改进那些正规管理基础上的解决方案。我的首份任务就是改进我们其中一个制造厂的存货控制。因为已有的存货和记录数目不相符，于是我制定了一个全新的订购存货制度，并用其数据来追溯存货的来历。例如，什么时候用的、怎样用的，我的建议也做必要的调整。第一年，我把我们非得承担的存货总值降低了23％。结果是，我的上司把我看成了一个常起带头作用的人。
描述一个你自愿去继续解决一个存在问题或避免一个潜在问题的项目。你是如何用你的见解主动地博取你上司的好感的？侧重在这个构思的创新性、你的途径以及你所取得的成效上。
Q：What would your last supervisor say about your initiative？
A：In any job I hold I can usually find inefficiencies in a process；and I always try to take some initiative to e up with a solution for improvement。My last supervisor was a little surprised and flustered the first few months when I was constantly ing to him with my ideas for improvements。He finally accepted the fact that I had some good ideas and encouraged me to write up in a proposal every month my one best idea so that he could get me the resources to tackle the solution on a formal basis。My first big project had to do with improving the inventory control in one of our manufacturing shops。Because the records for inventory receivable were inconsistent；I set up an entirely new inventoryorder system and used that data to trace the history of the inventory，for example；when it was used；how it was used；and my remendations for necessary replacement。I reduced the total value of the inventory we had to carry by 23 percent the first year。As a result；my supervisor would always use me as an example of someone who's constantly taking the initiative。
问：描述一下在你的工作经历中，当现有的工序不管用时，你对此怎么做。
答：我工作过的电信公司的入户订单系统简直混乱不堪，定单不能及时地处理。我搞了一份工作流程表来表明这是影响生产效率的障碍，然后说服我的老板，应当花10万美元建立一个全新的系统。他勉强同意了，但要求我这个新系统最好要能省钱。一年之后，这项计划给投资带来了两倍的收益。
面试官想知道这位求职者起什么样的带头作用，采取什么创新方法改变一种错误的工序。证明你可以创造性地解决问题并且能对付计划行不通的困境。你是否达到了你要的效果？
Q：Describe a time in your work experience when theexisting process didn't work；and what you did about it。
A：The orderentry system at the telemunications pany where I worked was a mess。Orders weren't being processed properlyor in a timely manner。I did a work flow analysis to identify the bottlenecks；and then I convinced my boss that we needed to spend one hundred thousand dollars on a totally new systemHe reluctantly agreed；but with the caveat that“This had better save us money。”After one year；the project had paid for the investment twofold。
问：描述一次你不得不改变领导风格。
答：通常我是那种很有远见而且喜欢授权给下属的领导，但是我希望我下达的命令能立刻执行。当我被派去负责一项扩大产品出口的任务时，9个人来协助我一起工作，接着我开始授权。我很快意识到，尽管这群员工有很好的国际背景，但他们对我计划的反应却不太令人满意。实际上，他们想参与计划的设计。我同意花半天的时间与他们谈论，然后我意识到他们也有很好的点子。使计划进展的惟一方法是鼓励工作组的全体人员为我们的出口问题提供解决方案。我想这些人会一致认为，在必要的时候，我能灵活地、乐意地去改变我的领导风格。
你回答这个问题时应强调你能让不同的人都感到称心，所以能产生较好的工作关系。叙述要具体，你如何主动改善不理想的情况？
其他参与者对你会有什么评价？
Q：Describe a time you had to alter your leadership style。
A：I'm normally a strong leader who has good vision and enjoys delegating；but I expect my orders to be carried out promptly。When I was assigned a project to increase our product exports and was given a mittee of nine people to work with；I immediately assumed I had the best plan and began my normal routine of delegating。I quickly realized；though；that this group of employees；with international backgrounds；wasnt responding well。In fact；they asked to have input into my plan。I agreed to spend half a day talking with them；and then I realized that they；too；had good ideas。The only way to move ahead on the project was to encourage the entire group to offer solutions to our export problem。I think these people would agree that
I'mflexible and willing to modify my leadership style when the need arises。
问：以前的同事或部属如何描述你的领导风格？
答：我的同事可能会说我的领导风格是少说多干有魄力的。决策时我不会小题大做，在决策过程和执行计划的行动中，我设法让每个人都参与。我的同事确实相信我给整个集体带来了积极的干劲并且启发了别人。
面试官正设法断定当应聘者的证明人或其同事接到电话时会对应聘者作出什么评价。实事求是地回答，不要过分渲染或过分谦虚。坦白地描述你的领导风格，举些反映你个人工作方法的具体例子。以前的同事总的来说是否积极地评价你对部门的贡献？
Q：How would a former colleague or subordinate describe your leadership style？
A：My colleagues would probably say that my leadership style is the strong；silent type。I dont make a big deal about being in charge or making decisions。I try to involve everyone around me in the decisionmaking process and in carrying out a plan of action。My colleagues truly believe that I bring a lot of positive energy to our group and that I help motivate others。
问：描述你作为领导最称心如意的情景。
答：我的一项才能是解决复杂的问题，并且使问题的难度降到最低，我也擅长教导别人。因此是不管什么时候遇上复杂难题，别人总是设法让我找出解决办法，然后教他们如何去继续。所以我发现在这种情况下，我是有影响力的领导人。但在高级行政管理部门，我不是一个特别有影响力的领导。我的爱好是处理、解决一些实际情况和数据。当有其他问题，如政治上的或感情上的因素要考虑时，通常我宁愿别人带头，而我决心做个好队员。除此以外，所有其他情形下我都以一个正常领导者的身份出现。
描述你作为一名富有创造力的领导，你所有的经历和人们对你的信任的一些情景。在这些情景中人们为什么倾向于听从你的领导？这是应得权力的问题，而不是完全权力的问题。相反地，假如你需要讲述你是个能提供帮助的人而不是领导的情形时，你能确认这种问题，尽管你不太注意继续做下去，或者你觉得自己太固执己见了或偏向于公平地管理集体。之后用你已经把领导人这个角色扮演得很好的事例作结束。
Q：Describe the situations in which youre most fortable as a leader。
A：One of my talents is to take plex issues or problems and break them down into the simplest parts。I'm also good at teaching other people。As a result；whenever I'm faced with a plex problem；other people tend to let me find a solution and instruct them on how to proceed。As a result；I've found that I'm an effective leader in this kind of situation。I'm not a particularly effective leader；though；in a highly charged poltical environment。My perference is to deal with fact