Executive International Business Interview Questions And Answers

Be prepared to talk for two minutes about yourself. Be logical. Start anywhere, such as high school, college or your first professional position. The interviewer is trying to evaluate your communication skills and linear thinking. You may try to score a point or two by describing a major personal attribute.

Maturation, increased technical skills and increased self-confidence are important developmental aspects. To discuss these effectively is indicative of a well-balanced, intelligent individual. Overcoming personal obstacles or recognising manageable weaknesses can help identify you as an approachable and desirable employee.

Be honest. Focus on your most achievable goal and how are you going to reach it. It is vital to have a clear vision of how your career should look like in the next 5 years or so and how to make this vision come true

Prepare a list of your proficiencies and choose three or four that are the most relevant to the job you are applying for. Concentrate on discussing your main strengths. Avoid popular clichés, such as:

► I am a good team player…
► I am a good negotiator…
► I work very hard…

Focus on your more dynamic skills, such as:
► I learn quickly.
► I have a strong determination to succeed.
► I have a positive attitude.
► I can relate to people and achieve a common goal.
► I make friends easily.

Remember that you may very likely be asked to give examples of the above, so be prepared.

This is a broad question and you need to focus on the specific examples in your educational background which have given you the proficiency to do this particular job. If applying for a job in a technical field, be sure to mention any relevant achievements in that particular field and your passion for the subject.

Summarize your experiences: "With five years' experience working in the financial industry and my proven record of saving the company money, I could make a big difference in your company. I'm confident I would be a great addition to your team."

Sometimes it's best to talk about short-term and intermediate goals rather than locking yourself into the distant future. For example, "My immediate goal is to get a job in a growth-oriented company. My long-term goal will depend on where the company goes. I hope to eventually grow into a position of responsibility."

Interviewers use this type of psychological question to see if you can think quickly. If you answer "a bunny," you will make a soft, passive impression. If you answer "a lion," you will be seen as aggressive. What type of personality would it take to get the job done? What impression do you want to make?

You can tell a great deal about someone's work place personality if they immediately start answering with all of their dislikes and the list goes way beyond three! If their dislikes seem petty or personal it's a red flag that they may not gel with company culture. Someone who fits in with your culture is key!

This simple question will let me know if they think deep enough about what they do or if they are just there to push paper.

If you are hiring at the executive level, no matter the function, you need someone you feel can represent the business as well as you. Have them pitch the company to you as if you are in a sales meeting, and you'll get a sense as to whether you'll feel comfortable with them in an outside-facing role.

This is a very critical question. Don't bad mouth your previous employer or co-workers or sound too opportunistic. It's fine to mention major problems, a buy-out or a shutdown. You may want to state that after long personal consideration, your chance to make a contribution is very low due to extensive company-wide changes.

High achievers tend to perform well in high-pressure situations. Conversely, these questions could imply that the open position is pressure-packed and out of control. Know what you're getting into. If you do perform well under stress, provide a good, detailed example. Be descriptive.

Know your key five or six strengths-the ones most compatible with the job opening. Discuss each with specific examples. Don't include your management or interpersonal skills unless you can describe specific examples of good management, or how your relationship skills have been critical to your success.

This is a good chance to summarise. By now, you should know the key problems. Restate and show how you would address them. Don't be arrogant-instead demonstrate a thoughtful, organised and strong attitude.

Whatever your reasons for leaving were, do not think about them in negative terms. It is not appropriate to mention financial conditions as your primary reason for leaving. Focus on the working environment and state how you are looking for a new challenge, more responsibility, experience and a change of surroundings.

A question that can catch anyone off guard. Unless you have done some research and know precisely what your expectations are,try to avoid being the first to put the figure on the table. The best way to do this is by stating that your salary expectancy depends on the amount of responsibilities you'd have to take on. Do not have a specific amount in mind and do not be afraid to ask for more than the average industry wage. It is much better to provide your interviewer with a wide range rather than a specific sum, for example:

I've asked around and I know that a marketing manager doing a similar job in Berlin earns about EUR 3700 a month. Given that my job would also require organising three training seminars a month, I'd expect my salary to range between EUR 4000 and EUR 4500.

The interviewer wants to know what motivates you. If you can relate an example of a job or project when you were excited, the interviewer will get an idea of your preferences. "I was very satisfied in my last job, because I worked directly with the customers and their problems; that is an important part of the job for me."

We ask candidates interviewing for executive positions how they predict the company will be different in two years, and how they see themselves shaping that change. We want to hire leaders who are thinking about ways to help our company grow and evolve every day, not candidates who are comfortable with the status quo.

The proactive, results-oriented person doesn't have to be told what to do. To convince the interviewer you possess this trait, give a series of short examples describing your self-motivation. Discuss one example in-depth, describing the extra effort, your strong work ethic and your creative, resourceful side.

Your interviewer is looking for strong management skills. You need to be creative and describe your toughest management task, even if it doesn't meet all the criteria. Most situations don't. Organisational and interpersonal skills, handling pressure and good handling of this question are indicative of effective management skills.

Have an example at hand. Select a difficult work situation (which was not caused by you and which can be quickly explained in a few sentences). When choosing the problem, focus on how YOU worked towards the solution. Focus on the skills required on the position you are applying for that helped you face the situation. Describe the results and tell them how the company benefitted from your actions.

There is no better way to test the guts, authenticity and smarts of a potential new executive for your company than to ask her to look you in the eye and tell you what she thinks you -- the CEO -- should or could be doing better. If she falters and has no answer, it's a deal breaker for me. If she comes right back at me with feedback and ideas, she gets big points!

Your interviewer wants to know how introspective you are, and to see if you can learn from your mistakes. Don't be afraid to talk candidly about your failures, especially if you learned something significant from them.

Be realistic! Pie-in-the-sky goals label you as immature. One or two management jumps in 3-5 years is a reasonable goal. If your track record indicates you're in line for senior management in 10 years, then mention it. If you've had a rocky road, be introspective.