While interviewing for a position as a training manager, the Regional VP, looking over my cover letter and statement of purpose, opened with the question, "Did you really write this?" His tone was not one of disbelief but rather mild admiration. The rest of the interview proceeded exceptionally well and I got the position. His implicit approval of the work I had submitted made all the difference in my comfort and confidence as we talked through the issues around adult learning; training; and org. development.
2. Now think of a time when you felt powerless, weak, and insignificant as a result of something a leader said or did. What specifically did he or she do?
The person to whom I was reporting had hired me to manage aspects of the HR function. In addressing some of the structural and personality-driven hiccups in the systems, I took the approach of speaking bluntly and within the parameters of the larger organizational system to managers who used our services but did not choose to 'play by the rules'. Several managers registered complaints with my supervisor who assured them she would take care of the issue. In some cases, this meant allowing the manager to pursue his process, leaving my staff to clean up a mess. In the meantime, my reputation as 'hard to work with' grew. She did not send the complaining managers to see me nor did she bring me into the discussion. When I was informed of the issue, it was informational only, as the problem had been solved by her. The impact to me was immediate and not positive.
I surmised from her actions that my expertise was unnecessary, and that I was apparently unable to resolve problems on my own. My view shrank to making sure my staff completed their work accurately and on time, and that our processes were up to snuff.
I left the organization shortly thereafter.
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