We can sometimes identify a small problem and fix it before it becomes a major problem. Give an example of how you have done this.
When I worked in a large retail store, the standard procedure was to leave a product on the shelf until the supply ran out, then place more items out. This practice obviously wasted a lot of person-hours. Of interest particularly to me were the air conditioners. Not only did I have to put the heavy things on the shelves, but also they were selling at a very high rate. So if somehow AC units ran out on a day in which I could not restock them, they would not be available to customers. As a result I started making a list of products, including the AC units, that the overnight stock people could put on the shelves. As a result, the people on duty always had a job to do, so labor hours were not wasted, and the shelves were always stocked full of product.
In a supervisory or group leader role, have you ever had to discipline or counsel an employee or group member?
As president of a community-service organization, I was faced with a board member not carrying out his duties as management development vice president. I consulted with him as to what we could do together to fix the problem. We agreed that he really couldn’t devote the time that it took to carry out certain projects, and he ended up resigning his position, but he also stated he would help his replacement in whatever capacity he could. It made me feel as though we had come to the conclusion together rather than the VP’s thinking I was criticizing his performance, which was not the case. I had a plan of action and carried it out successfully.
Recall a time from your work experience when your manager or supervisor was unavailable and a problem arose.
My supervisor was absent once when I was in charge of a soccer game. An actual assault took place at the game. A player hit the referee. With no supervisor to turn to, I immediately called the police, who quickly restored order to the situation. I felt I made an effective decision.
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