Division Chief Fire Department Interview Preparation Guide

Download PDF

This question is designed to find out if you get along well on team, with other and whether or not you'll be a fit with the interviewer's organization. It's a trap. Think real hard but fail to come up anything that irritated you about your co-workers. A short positive response is best.

We all have fears. It's okay to discuss them. Just don't dive too deeply into them. Discuss how you would work to overcome your fears. You don't want to seem weak. You want to acknowledge it's out there but that you'll be able to work through it.

Have at least one person you consider a hero or role model. Be ready to explain why they are a hero to you and how they've inspired you to be a better person.

This question seems simple, so many people fail to prepare for it, but it's crucial. Here's the deal: Don't give your complete employment (or personal) history As Division Chief Fire Department. Instead give a pitch—one that’s concise and compelling and that shows exactly why you’re the right fit for the job. Start off with the 2-3 specific accomplishments or experiences that you most want the interviewer to know about, then wrap up talking about how that prior experience has positioned you for this specific role.

First prioritize the important activities that impact the business most. Then discuss the issue of having too many initiatives with the boss so that it can be offloaded. Work harder to get the initiatives done.

This question is trap. It is meant to see whether or not you'll speak poorly of an employer. No one wants to hire someone who's going to speak poorly of them down the road. Stay upbeat and positive - and most of all don't say anything negative about a previous employer.

When discussing a professional disappointment, make sure to discuss a scenario you could not control. Be positive about the experience and accept personal responsibility where applicable.

The key here is to show that you were proactive. How did you find out about the potential problems? How did you address it quickly?

Do you want to be an entry level worker As Division Chief Fire Department? Do you want to be a leader? Do you want to be an entrepreneur? Do you want to be a philanthropist? Do you want to be in middle management? Ask yourself these questions to figure it out.

You always want to make sure that you're pretty familiar with the company that you're interviewing with. Nothing looks worse than a candidate who knows nothing about the company they say they're interested in working for. Find out everything you can about the company, its culture and its goals. You will also want to know how the company is positioned in its market as well as who its major competitors are.

Is it to conquer the world? Is it to become a CEO? Is it to give back to the community? Is it to inspire others? Define your statement by stating a clear vision of how you want to make an impact on the world with your work.

Review every deadline you need to meet. Prioritize your projects by deadline and factor in how important each project is. Record your deadlines on a digital calendar or spreadsheet.

Emotional intelligence, or EQ, has come into vogue as a good trait to hire for.

EQ is the ability to use emotional information to guide thinking and behavior, to recognize other people's emotions and your own, and to discriminate between different feelings and label them appropriately.

EQ is considered essential to help teams function well. Here are some of the top questions for help you get an idea of how candidates perceive their emotions and those of others.

1. If you started a company today, what would its top values be?

2. Who inspires you? Why?

3. How could you create more balance in your life?

4. What makes you angry?

5. How do you have fun?

6. How good are you at asking for help?

7. How did you deal with a bad day?

8. What's something you're really proud of? Why?

9. Tell me about a time when your mood altered your performance (positively or negatively).

10. Has there ever been a time when you felt you needed to change your behavior at work? How did you do it?

11. Did you create friendships that lasted while working at a previous job?

An important part of research before the interview is what the company does and how the job role relates to that. This includes the company philosophy and working methods. Questions such as this seek to find out how a candidate will fit into the organisation As Division Chief Fire Department. Answer positively; including practical examples of how you anticipate you would perform in the new role.

For this question, the interviewer wants to know what you do in a situation that doesn’t have a clear answer. This will help the interviewer know how you respond to unforeseen challenges.

You want to first understand why the policy was put into effect. From there, if you truly disagree with it, explain your position to your management. If they don't change it, then you must accept their decision and continue to work or the alternative decision would be to find a new job.

Bad business ethics, teammates / managers that are disrespectful / inconsiderate. But of course, this job wouldn't have things like this right?

There may be several good answers. Some include: you're able to set realistic, yet aggressive goals that push you and you're able to achieve them, you go the extra mile on all projects, client satisfaction is high, your boss is elated at your performance on all projects, etc.

I’ve been honing my skills As Division Chief Fire Department for a few years now and, first and foremost, I’m looking for a position where I can continue to exercise those skills. Ideally the same things that this position has to offer. Be specific.

You'll want to be prepare with some very specific examples of what you've done over the last year and what you're currently doing to improve your professional knowledge and skill set as well as anything else you're doing the shows self improvement.

Try to avoid any pin point , like never say “I did not like my manager or I did not like environment or I did not like team” Never use negative terminology. Try to keep focus on every thing was good As Division Chief Fire Department , I just wanted to make change for proper growth.

Sometimes people want a job a little too bad - and they may fudge their credentials and experience a bit.

If you've run into this problem, are worried about it, or have credentials and experience that are absolutely essential, you may need to ask a few verification questions.

If you are a candidate, you should review your resume and make sure you know all the key points, and that nothing has been misconstrued.


1. What grades did you get in college?

2. What were your responsibilities when you worked in job x?

3. How many people were on your team at your last job?

4. What will your previous manager/supervisor say when I ask where you needed to improve?

5. What was your beginning and ending salary at job x?

6. What were your beginning and ending titles at job x?

7. Are you eligible for rehire at job x?

8. What tools are necessary for performing job x?

9. Describe to me how you would perform [x typical job task].

10. What was the focus of your thesis?

11. When did you leave company x?

Typically the first 30 days are designed for you to learn as much as possible As Division Chief Fire Department. Work hard to get to know your teammates, how they work together, and how you can make the biggest impact.

Bad Answer: A generic or uninspired answer. Also, answers that show that this career/company is just a temporary stop for them.

Good answer: One that shows the candidate has thought about this question, has plans, and that those plans align with the job and a career path that is possible in the company. You want to see that this candidate is a good long term investment.

One of employees was conflicting with other and colleague who was prove his was wrong hi denied and was invite union to defend him but we have prove his wrong and I was facing disciplinary action.

I used to lock heads with a fellows. We disagreed over a lot of things – from the care of civilians to who got what shifts to how to speak with a victim's family. Our personalities just didn't mesh. After three months of arguing, I pulled her aside and asked her to lunch. At lunch, we talked about our differences and why we weren't getting along. It turns out, it was all about communication. We communicated differently and once we knew that, we began to work well together. I really believe that talking a problem through with someone can help solve any issue.

The key is that you openly communicate your thoughts to your supervisor to explain your position and try to come to a mutual decision together. Also be sure to listen to his/her thoughts so that you can potentially compromise. When you're pressed for a decision, make sure you've put thought into the reasons as to how you arrived at it and then decisively make it.

If you can't think of one, you need to get a mentor QUICKLY! Mentors can come in the form of peers, family members, co-workers, management / leaders at a company and so on.

To close the deal on a job offer, you MUST be prepared with a concise summary of the top reasons to choose you. Even if your interviewer doesn’t ask one of these question in so many words, you should have an answer prepared and be looking for ways to communicate your top reasons throughout the interview process.

Describe your biggest failure and discuss what you've learned from it and ideally how you've been successful since because of that lesson.