> What is your approach to dealing with a subdorinate or direct report who is not meeting work performance standards?
> Imagine this scenario: You are working in the B2B sales department of a vending machine manufacturer. You and your team had recently closed a deal to sell and deliver three hundred (300) vending machine units to a new business client. However, two weeks before the proposed delivery date, the operations team tell you that they will not be able to produce the full three hundred (300) units by the delivery date. What would you do?
> Imagine this scenario: You are a manager of a team. You and your team have a major project due soon and it seem like your team will not meet the deadline. Your manager, the regional director, has suggested that you ask your team to work overtime to get the project done. If you take this advice, you will have to convince your team to work overtime. What do you do?
> Describe a time when you had to deal with an irate customer. What did you do and what happened in the end?
> Describe a time when your client changed the brief or ‘moved the goalpost’ an unacceptable number of times. How did you handle the situation and the client?
