| A visitor to my site recently asked me how to | | | | He/she can then decide what to do about it. |
| respond to this type of job interview question: "What | | | | As you can see, these management styles are |
| would you do if a colleague was not pulling his or her | | | | opposite in nature. If possible, it would be good if you |
| weight?" | | | | could find out which type of approach is preferred by |
| [Note: since the question is worded with "colleague" | | | | the company involved. But I realize that may be difficult. |
| and not "employee" or "subordinate," I'm going to | | | | In that case, I believe the best way to answer that |
| answer this as it would apply to a non-supervisory | | | | question is something like this: |
| position.] | | | | "My first step would be to determine how ABC |
| There are generally two management styles that | | | | Company prefers for these types of situations to be |
| determine how employers want their people to handle | | | | handled -- whether they want such problems resolved |
| such situations. Unfortunately, they are completely | | | | at the lowest level, or immediately broght to |
| different. | | | | management's attention. Can you tell me which is |
| One style encourages employees to resolve conflicts | | | | preferred by ABC Company?" |
| and fix problems at the lowest level. So in that case, | | | | If they do tell you, then you can easily adjust your |
| they'd probably want you to talk to your colleague | | | | answer to fit their particular management style. If they |
| one-on-one, to explain what he or she is doing wrong | | | | do not tell you, then you'll have to say something like, |
| and how it's bad for the company and his/her own job | | | | "Well, if they prefer that these situations be handled at |
| security. Then offer to help that person improve (as | | | | the lowest level, then I would personally try to help the |
| long as it did not adversely affect your own duties). If | | | | employee to improve his performance (as long as it |
| you can help this person improve, then you are helping | | | | did not affect my own duties)." (Then go into some |
| the employee pull his/her weight (meaning he/she may | | | | detail about ways you could help, such as answering |
| not have to be replaced), you are helping the company | | | | his questions, showing him how to do a particular task, |
| maintain its quality standards, and also helping the | | | | etc.) |
| supervisor/manager by saving them from having to | | | | "If my attempts to help the employee were |
| deal with this problem. | | | | unsuccessful and I felt his performance was going to |
| The other style encourages employees to notify | | | | continue to be below ABC Company standards, I |
| supervisor/managers immediately whenever there is a | | | | would bring the matter to the attention of my |
| problem. The theory here is that management needs | | | | supervisor. I know that ABC Company prides itself on |
| to know what's going on so they can make | | | | quality service and performance, so I feel it would be |
| improvements. If there's an employee who is not | | | | my responsibility to ensure those standards are upheld, |
| performing up to standards, it could mean that | | | | not only by myself, but by those around me. |
| employee was poorly trained, is not being properly | | | | "If ABC Company prefers that such situations be |
| motivated, or should never have been hired. Any of | | | | immediately brought to the attention of the appropriate |
| those situations should be addressed by management, | | | | supervisor or manager, then I would, of course, do that |
| so the best thing would be to bring the colleague's | | | | instead of spending time trying to help the employee |
| poor performance to the attention of your supervisor. | | | | improve. |