第五部分：创造和领导能力(1～6问)

        问：你的脑袋是什么颜色的？?

　　答：我的脑袋是红色的，因为我总是充满激情，我时刻都在为新的计划和主意而燃烧。

　　小心你随时都会被问到一些滑稽的问题。面试官的目的不是想难倒你，而是发现这一刻你会作出什么反应。当问一些标准的问题时，因为人们准备过了，面试官就很难去真正了解一个人。例如，一个广告业招聘者，就会尽可能避免这种情况。回答这种问题不存在对或错。实际上，招聘者不会真正在乎你的回答。他只是不想听到如：“我不知道，我想它是蓝色的，因我是这样想像的”这样的回答，关键是要看你是否有创意和如何思考，一定要解释你为什么这样回答。??

　　Q:What color is your brain?

　　A:My brain is red because I?m always hot.I?m always on fire with new plans and ideas.??

　　问：假如你一进电梯，就发现电梯里的人都面向电梯壁，你会怎么做？?

　　答：我想我会向前看并大声说：“你们知道，向前看要舒服得多。”像广告和制图这种创意性领域里的面试是不同于别的工作面试的。广告业招聘者会采用不同的面试形式和步骤，通常是引导一种行为式的面试。招聘者问这类问题，是要发掘在特别真实的生活环境中你的行为是什么样的。??

　　Q:If you got on an elevator where everyone was facing the back,what would you do?

　　A:I think I?d face the front anyway and say aloud,“It's really much more comfortable facing forward,you know.”?

　　问：考虑一下以下的情景：一天晚上，你工作到很晚，是留在办公室最后的一个人。你接到一个找管理人员的紧急电话，是销售代表打来的，现在他正在会见一个潜在的客户。他要对一个问题作出答复，否则的话，明天就太晚了。你能回答这个问题，但这超出了你应有的职权范围。

　　这种情况下你会作出什么反应？?

　　答：我会收集所有有关的资料、文件证明，然后回答他这个问题。第二天早上我会给管理人员留张纸条，告诉他这件事的详情，说明我所作的决定和解释我的思考过程。这个回答显示出求职者对他自己的能力充满信心，而且他在处理紧急事件的时候是靠得住的。同样，你的回答应表明，在棘手的情况下，你绝不胆怯做一名决策者，即使这种情况下的决定超出你的职权范围。??

　　Q:Consider the following scenario:You?re working late one evening and are the last person in the office.You answer an urgent telephone call to your supervisor¹ from a sales rep who's currently meeting with a potential client.The sales rep needs an answer to a question to close the sale.Tomorrow will be too late.You have the expertise² to answer the question,but it's beyond your normal level of authority.How would you respond?

　　A:I'd get all the pertinent³ information,taking well?documented notes.I'd then answer the question based on my knowledge and the information provided.I'd leave my supervisor a note and fill him or her in on the details then next morning.I'd be sure to explain my decision,as well as the thought process behind it.??

　　问：你认为那些生产好产品的公司为什么会失败？?

　　答：参与产品设计或生产的人员必须对产品完全了解和充满信心，并能定期使用它。只有这样他们才能对产品进行不断的改进，满足顾客的需要。任何产品都必须不断改进，从而满足顾客日益变化的需求。只有让员工都参与产品的生产并对之保持热情，才能使改进成为可能。

　　这是个关系到求职者作为领导者是否有远见的问题。假如你被问到这样的问题，你最好谈及一项产品或想法失败的具体例子，而失败是由于员工或其他顾客缺乏热情。你不要过分地吹毛求疵，应谈及你采取了什么与众不同的措施。??

　　Q:Why do you think that some companies with good products fail? 　　A:Employees who are involved in the design and/or manufacture of a product must totally understand and believe in the product nd use it on a regular basis.Only in this way can they continually modify and improve it to the customer's satisfaction.Any roduct must be constantly fine?tuned⁴ to meet the changing needs and demands of the consumer.Only by getting the employees nvolved with the product and excited about it can this improvement occur.??

　　问：你的应变能力如何？?

　　答：从前，在我们新产品投产时，都是我们的总工程师发布一则关于新产品优良性能的评论。但是当我负责一项新产品的投产时，我决定让我们3个最大的客户录制一盘宣传我们新产品的录像带，用于我们的市场推销活动。这种做法大大提高了我们的信誉，而且销售量超过了6个月的销售定额。现在我们通常都采用这种方式来推出我们的产品。

　　这是个考察求职者的创造力和主动性的问题。举一个你如何改变计划或方向并且取得同样或更好效果的例子。你要侧重谈你怎样获得至关重要的信息或者是你如何改变个人作风获得与别人合作的机会。??

　　Q:How resourceful are you?

　　A:At one time,for all of our new product launches,our chief engineer would release a press statement about its virtues⁵.But when I was given responsibility for a new launch,I decided⁶ to get three of our largest customers to videotape an endorsement⁷ or use in our marketing⁸ campaign.The result was a far higher level of credibility,and we exceeded our six?month sales quota⁹.We now use personal endorsements¹⁰ routinely when we launch our products.??

　　问：向我证明你的说服能力。?

　　答：在我做暑期实习生期间，我被派去对一主要公共设施的所有通讯费用基准进行调查研究。我必须取得属于几个不同部门的员工的一致意见。遗憾的是，因我是实习生，被拒绝合作。我不得不和每个员工单独会面，并说服他们，我现在所做的一切最终都是有益于他自己的部门及整个公司。经过一个月的努力，我终于说服了他们，计划得以圆满地实施，最后拿到了因努力而挣得的奖金。?

　　这是个考查领导能力的问题，不过尽可能别用你被指定为领导者的例子。可能的话，描述你没有真正职权的一次经历，但你运用你的说服能力获得人们对你的支持。描绘你努力的目标和你的努力的结果。大家为什么会信任你？??

　　Q:Give me proof of your persuasiveness¹¹.

　　Auring my summer internship¹² I was assigned the task of conducting a benchmarking study for all the communicationexpenditures for a major utility.I had to get the consensus¹³ of employees in several different departments.Unfortunately,they resented the fact that I was just a summer intern,and they refused to cooperate. I had to schedule individual meetings with every employee and persuade each one that what I was doing would be ultimately beneficial to his or her own department and to the company.After a frustrating¹⁴ month I finally got everyone's cooperation,the project went flawlessly,and in the end I received a bonus for my efforts.?