You’re in a group interview and it’s been going smoothly. You’ve answered the questions you prepared for. To your credit, you read the job description and identified the most important requirements for the job, Marketing Manager.
The interview is going so well that you’re wondering when the hammer will fall. When will the killer question be asked? That question would be, “Tell us about a time when you had to deal with pressure.”
In the job description, one sentence read, “You will be working in a fun, fast-paced, pressure packed environments. If you like challenges, this is the job for you.”
Sure enough one of the interviewers asks the question you were dreading. “Jane, tell us about a time when you had to deal with pressure. How did you approach it, and what was the result?”
Great, a behavioral-based question. You never considered what you did at your last job as having to deal with pressure. Pressure wasn’t in your vocabulary. Coming to the interview, you ran a scenario over and over in your mind.
The interviewer is waiting for your answer. How are you going to respond? You decide that you’ll ask for some clarification first. “This is a great question but one I’m having trouble with,” you say. “Would you give me an example?”
“I’m referring to a time when you had to meet a deadline as a Marketing Manager. There will be deadlines to meet here,” one of the interviewer says calmly.
All of the sudden it occurs to you that you had many deadlines to meet, and that you met almost all of them, 95% at least. You will have no problem answering the question honestly. It’s just a matter of recalling the specifics of a story that comes to mind.
“Thank you Ms. Jones. This helps a lot.”
Remembering the S.T.A.R formula a career coach told you to use, you begin your story.
Three years ago I was hired by my previous organization to manage the marketing department. One major problem the company had was a lack of social media presence. I mentioned this in my interview with them.
Shortly after I was hired, I was given the task of creating a more robust social media presence. The VP of the organization came into my office and gave me the exciting news; and as he was leaving, he told me I had a month to pull it off.
- The first thing I did after hearing the news was evaluate the situation. We had a Facebook page that was barely getting hits. Some of our employees had LinkedIn accounts, and that was about it.
- I approached one of my employees whose LinkedIn profile was strong and asked if she would be willing to create a LinkedIn company page. I was strong with LinkedIn, but knew very little about a company page. She was excited to take this on.
- As I left her cubicle, she told me she would also take on the Facebook page. I joked with her about taking on Twitter. She told me it would be too much work, in addition to her other responsibilities. I agreed.
- From looking at our competitors’ social media campaigns, I realized our strongest competitor had the top three I mentioned, as well as Instagram and Pinterest. I didn’t have the staff to implement these two platforms. I would need to hire a person to take these on.
- My VP agreed to letting me hire a person to take on Instagram and Pinterest, but told me I had a budget of 20K. I was able to negotiate 5K more, plus an additional month on the deadline.
- The person I hired was looking for part-time work, 25 hours a week, and knew Instagram and Pinterest very well, having taught it at a local community college. He agreed upon 22K for salary.
- The last step was letting our clients and partners know about our new campaign. Once the campaign was a few weeks off the ground, I had one of the staff send out a mass mailing through ConstantContact, letting them know about our campaign.
At first the reaction I was hoping for from our audience was sluggish, but after a month our visits to Facebook increased by 300%. LinkedIn visits increased by 50%, and Twitter gained 50% more followers. Instagram also did well with 4 visits a day. It was agreed that Pinterest would be dropped after a month since its inception.
Even with the extended due date I negotiated, my staff were able to complete the task by a month and a half. In addition, my VP decided that our new hire would be offered a full-time position monitoring all of the platforms.
There’s one more component of your story to make it complete: what you learned. This will close the loop.
What I took away from this experience is that when the pressure’s on, I react with decisiveness. I’m more than confident I will do the same for you.
This behavioral-based question is a common one asked in interviews. Be prepared to answer it and make sure you use the S.T.A.R formula. This is the best way to tell your story.