Manager interview questions and answers

Looking for a management role? First, you have to manage the interview…

Whether you’ve already been a manager in another organisation, or you’re looking to move up the ranks, interviewing for a management position can be demanding – which is why preparing your interview answers in advance is absolutely vital if you want to stand out from the crowd.

To help inspire you, here are 10 of our favourite manager interview questions and our advice on how to answer them:

Manager interview questions

What’s your management style?

If you’re faced with this question at an interview, always show instead of tell.

In other words, don’t just talk about your management style – tell them how it actually works.

And since the ability to pay yourself a compliment without coming across as arrogant is often tough, aim to define what good management means to you first. Then talk about yourself positively by explaining what you’ve done, rather than simply repeating words like ‘responsible’ and ‘good leadership skills’.

For example, stating ‘I focus largely on meeting sales targets’ is unlikely to make your interview stand out. Instead, consider saying something along the lines of ‘my ability to motivate a team through incentivised goals has meant my store has become the highest performer in my area.’

Remember: Quantifiable achievement will always beat self-serving rhetoric.

Right answer: ‘In my opinion, a good manager gives consistent, clear direction and is always available to provide help and advice – but doesn’t take over. Therefore, that’s how I strive to act. I also think it’s important to ensure colleagues have the chance to reach their full potential.  I hold regular meetings to discuss the career goals of each member of my team. Sometimes I find they’re not actually sure what they’re aiming for, so it’s an opportunity to provide direction and boost their morale.’

Management styles: What you need to know


Tell me about a time you had to deal with a difficult employee

Difficult people are an inevitable part of life – and as a manager, your ability to deal with them in the right way is extra important.

You’d be surprised at the amount of useful skills you can demonstrate in answering this question well – as long as you can clearly explain the problem and adequately describe the resolution (and its impact). If in doubt, always follow the STAR technique.

And don’t worry if things didn’t run smoothly in the example you choose to provide. It wouldn’t be a difficult situation if they did. In fact, hiding away from any slip-ups will only make your example come across as clichéd. Instead, use examples of specific challenges to show how you’ve learnt to better cope in similar situations that may arise in the future.

It’s also a good idea to prepare your example in advance – that way you should be able to leave any emotional bias out of it.

Right answer: ‘I think it’s important to remember that determination can sometimes cause problems – even if the person means well. For example, I once managed someone who constantly met their targets – but their approach to teamwork wasn’t aligned with the company’s culture. Although they appeared successful, it turned out they were taking leads from colleagues and passing them off as their own. So I sat down with them to make them aware of what was wrong with that behaviour and stressed the importance of our collective team targets, rather than trying to work against each other. Not only did they turn things around, they also regained the respect of the team.’

Interview question: Tell me about a time you’ve dealt with a difficult person

Five types of difficult employee (and how to manage them)

Behavioural interview questions


What strategies do you use to motivate a team?

The most important thing to remember when answering this question is that you should always have more than one strategy.

Everyone has different work styles, personalities and performance levels, meaning how they respond to motivation differs too. In other words, it’s never a one-approach-fits-all when it comes to motivating a team.

To let the interviewer know you understand this, explain that you always take the time to get to know your team members in order to understand how they work. Then, talk about how you utilise a variety of techniques based on what suits their individual personalities best.

As always, it’s a good idea to use examples to show how you’ve succeeded at this in the past. Not only will this provide context for the strategies you use, it’ll also prove they actually work.

Right answer: ‘My main strategies are based around recognising colleagues’ achievements, giving consistent feedback and also ensuring my teams understand the full  context behind the work they’re doing. However I’ll focus more on some strategies than others depending on the individual. For example, I find that those who are most goal-orientated tend to respond best to understanding the impact of their work, while colleagues that are under-performing are best motivated when given set areas to work on and improve.’


What has been your biggest success so far in your career?

Good news – you’ve just gained temporary clearance to blow your own trumpet.

Although talking about self-proclaimed greatness is something many people find difficult, in an interview it’s sometimes the only way to make yourself memorable. It’s also the key difference between career progression and career stagnation.

So set your inhibitions to one side for the sake of this question. The interviewer has asked it entirely so they can hear about the best version of you – so unless you go completely off topic, you can’t go wrong.

Just always make sure you prepare in advance. Otherwise, you could end up referring to a recent achievement on impulse, which may not necessarily be the best one. And don’t be afraid to include stand-out achievements such as results, growth and transformation.

Right answer: ‘My biggest success so far has to be last year’s launch of our new range of snack bars – which was the first ever health snack to sell a million units in the UK in under 12 months. After landing the UK distribution deal, I was given three months to gain traction or they’d pull the plug. This wasn’t easy, but through communicating with hundreds of distributors, I managed to negotiate enough contracts to make the product take off. We even managed to make a decent profit – helping turn an underdog product into a household name.’


Describe a time when you led by example

Being a good leader isn’t just about telling others what to do. It’s also about showing them how it’s done.
So when you’re asked a question, you’re essentially being tested on your own competencies as well as your ability to succeed – which in turn has a positive effect on your team members’ performance.

To answer this question well, make sure you focus on what you actually did as well as the outcome your behaviour resulted in.

For example, saying you set the bar high by signing 45 customers up to your store loyalty card is good – but further explaining that your attitude resulted in your colleagues gaining another 100 sign-ups helps to prove that not only are you succeeding, your team is too.

Because there really is no ‘i’ in team…

Right answer: ‘In my last job, we had a drive to sell charity raffle tickets. The team were really on board with the cause and we had a friendly rivalry going with other stores in the area – so the pressure was on. The problem was that customers just didn’t seem interested. So I took things into my own hands and tried different types of wording in our marketing as well as a few persuasion tactics. After a few hours, I’d managed to sell X amount of raffle tickets. After I explained the new approach, the team went on to sell a combined X amount that weekend – making us number one in the area.’

Five key competency questions: revealed

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