Share an example of a time you motivated a colleague or team.
S – Situation: My brother runs a cab company, and I was helping digitalize the business. We were moving from a paper-based system to a mobile app that let drivers accept orders on their phones, which also met German legal requirements for documentation.
T – Task: My job was to implement the app and ensure the drivers were comfortable using it. But many were hesitant—especially one experienced driver who was very resistant to the change.
A – Action: Instead of pressuring him, I listened to his concerns and offered to show him how the app works in a one-on-one session. I explained the benefits—how it would save time, reduce mistakes, and improve fairness in calculating earnings. After I walked him through it, he felt more confident and started using it.
R – Result: He even helped other drivers learn the app. Once the others saw that he accepted it, they were more open too. Within two weeks, nearly all the drivers had fully adopted the new system. It showed me how leading with empathy and clear communication can motivate a whole team.
Answer: At first, he was a bit defensive, saying he didn’t have time to learn something new. But once I calmly showed him how simple the app was—especially how it handled orders and calculated earnings automatically—he started asking questions. He realized it would actually make his day easier. By the end of the session, he said, “I think I can work with this,” which was a big shift.
Answer: After he got comfortable using the app, he started using it during his regular shifts. A few days later, I noticed him showing another driver how to use it. That was a turning point—once the others saw he had changed his mind, they became more willing to give it a try too. From there, adoption picked up quickly.
Answer: They were more open after seeing one of their most experienced colleagues embrace the change. A few approached me directly and asked for a quick tutorial. I ended up holding two short group sessions and staying available during the first week of rollout for questions. That support helped everyone adjust without much frustration.
Answer: Operationally, things became smoother. The app reduced errors in order handling and made it easier to track and calculate earnings fairly. From a team perspective, it improved trust—drivers felt the system was more transparent. And because I worked with them instead of forcing the change, it built stronger relationships too.
Answer: I learned that even the best technical solutions will fail without buy-in. People resist change mostly out of fear or uncertainty, and the best way to overcome that is to listen, involve them early, and let them feel in control of the transition. Leading with empathy made a real difference here.
Tell me about a time you made an unpopular decision—how did you implement it or get buy-in
S – Situation: While helping digitalize my brother’s cab company, I decided we should switch from a traditional paper-based order and earnings system to a mobile app that drivers could use on their phones. The system was outdated, time-consuming, and prone to errors—but most drivers were used to it and didn’t want to change.
T – Task: My task was to implement the new digital system and get the drivers onboard, even though many of them were uncomfortable with technology and resistant to the change.
A – Action: I knew forcing the change wouldn’t work, so I took a gradual, personal approach. I first identified the most experienced driver who was strongly against the new system. I sat down with him individually, listened to his concerns, and showed him how the app worked—step by step. I focused on how it would benefit him personally: fewer errors, easier access to orders, and more transparency in earnings. Once he started using the app and realized it wasn’t as difficult as he thought, I asked if he’d be open to helping others learn it too.
R – Result: Because he was respected by the other drivers, his support made a big difference. The rest of the team followed his lead, and within a couple of weeks, most of the drivers had switched over. What started as an unpopular decision turned into a smooth transition, thanks to trust-building, clear communication, and involving key team members in the process.
Answer: At first, he was skeptical and somewhat frustrated. He mentioned that he didn’t see a reason to change something that had worked for years. I didn’t try to argue—instead, I listened and validated his concerns. When I showed him the actual app and how it simplified his work, he became curious. By the end of our session, he admitted it wasn’t as complicated as he thought and agreed to give it a try.
Answer: He began using the app during his shifts and quickly saw the benefits—less paperwork, faster order tracking, and no more issues with unclear earnings. He even started showing another driver how to use it, which really helped me gain momentum with the rest of the team. That was the turning point.
Answer: Once they saw him using the app confidently, a few drivers came to me privately asking for help getting started. I offered short, informal training sessions during breaks, and stayed available for questions during their first few days using the app. Because the change came from within their group—not just from me—it felt more natural to them.
Answer: I stayed patient. I didn’t pressure anyone. I just focused on support and made it clear I was there to help whenever they were ready. In most cases, once they saw how their colleagues were benefiting from the app, their resistance softened naturally. Leading by example worked better than enforcing deadlines.
Answer: I learned that even a strong technical solution needs people to believe in it. Change management is really about empathy and trust—not just rollout plans. By listening first and making people part of the change, I turned resistance into engagement.
Answer: Next time, I’d involve the team earlier in the process—maybe ask for feedback during app testing or give a short demo before rollout. That way, they’d feel more involved and less like the change was just handed to them.
Tell me about a time you made a mistake that effected a colleague. How did you rectify things
S – Situation: While working on a shared document with a colleague, I accidentally saved over their detailed comments with my own edits, deleting some of their feedback.
T – Task: I needed to fix the mistake quickly so my colleague wouldn’t lose their valuable input, and to rebuild trust after the error.
A – Action: As soon as I realized, I told my colleague what happened and apologized. Then I checked the document’s version history and restored their original comments. I also made sure to communicate clearly before making changes going forward, and we agreed to use “track changes” and add notes to avoid overwriting each other’s work.
R – Result: My colleague appreciated my honesty and quick fix. We avoided delays and improved our collaboration process. I learned to be more careful when editing shared files and to always review version history before saving.
Q: How did your colleague react? They were a bit annoyed but understood mistakes happen. They were happy I took responsibility and fixed it quickly.
Q: What did you do to prevent it from happening again? We agreed to use version control features like “track changes” and add comments rather than overwriting. Also, I double-check before saving or submitting changes now.
Q: Did it affect your working relationship? It actually improved because we communicated better and became more careful working together.
What do you do when you have a disagreement with someone on your team?
If I disagree with someone on my team, I first listen to what they say. I try to understand their idea. Then, I explain my side clearly. We look for a solution that works for both of us.
For example, once my teammate wanted to use a different tool than I did for a project. I listened to why they liked their tool, and I shared my reasons for my choice. We talked and decided to try both tools on a small task to see which worked better. This helped us make a good decision together.
If we can’t agree, I ask a manager or someone else to help. I always want to keep things calm and work together to do what’s best for the team.
When I have a disagreement with someone on my team, I focus on understanding their point of view first. I listen carefully to their concerns and ask questions to make sure I fully understand where they’re coming from. Then, I calmly share my perspective and the reasons behind it. I try to find common ground or a compromise that works for both of us.
If needed, I’m open to involving a neutral third party, like a manager, to help us reach a solution. My goal is always to keep communication respectful and focus on what’s best for the team and the project, rather than personal opinions.
Q: How did they respond? They appreciated that I listened and respected their view. It helped keep the discussion positive and open.
Q: What happened next? We tested both tools, compared results, and then agreed on the best one for the project.
Q: What did they do? They stayed engaged and helped me evaluate the options, which made the final decision easier.
Q: What if you still can’t agree? I suggest involving a manager or another neutral person to help us find a solution that works for everyone.
How do you help a client figure out what they want when they’re not sure?
When a client isn’t sure what they want, I ask simple questions about their goals, challenges, and preferences. I listen carefully to understand what matters most to them. Then, I suggest a few options and explain the benefits and drawbacks of each. I also share examples or demos to help them visualize the possibilities. I stay patient and check in regularly to make sure we’re moving in the right direction.
They usually appreciate being listened to and feeling heard. Sometimes, clients get more confident once they see examples or understand trade-offs clearly. It often opens up a better conversation about what will work best for them.
After discussing options, we narrow down choices step by step. Sometimes they ask for more information or adjustments, and I provide it. We keep iterating until the client feels comfortable and clear about the next steps.
Clients often give feedback on what they liked or didn’t like, which helps shape the final solution. Some ask to try a pilot or small test before fully committing, which is a great way to build trust and clarity.
I stay patient and try to break down decisions into smaller parts. I might involve other stakeholders or suggest gathering more data or user feedback. Sometimes, I recommend starting with a minimal viable version so they can see results and adjust as they learn.
Share an example of a time a client reacted poorly to something. What happened and how did you resolve it?
S – Situation: While working on a project, I presented a solution to a client that I thought fit their needs. However, the client reacted negatively because they felt the solution didn’t address their main concerns.
T – Task: My task was to understand why the client was unhappy and fix the situation quickly to regain their trust.
A – Action: I listened carefully to their feedback without interrupting and asked questions to clarify their concerns. Then, I apologized for the misunderstanding and assured them I wanted to find the right solution. I worked with them to adjust the plan based on their input and kept them involved in the process with regular updates.
R – Result: The client appreciated my openness and willingness to listen. We delivered an updated solution that better met their needs, and the project moved forward smoothly.
Q: How did the client express their dissatisfaction? They were frustrated and expressed concerns that the solution missed key points they had emphasized earlier.
Q: What did you do differently after that? I made sure to involve the client more throughout the process and confirmed key requirements before moving forward.
Q: What did the client do after you made the changes? They became more engaged and cooperative, which helped us complete the project successfully.
Tell me about a time you went above and beyond for a client.
Situation: I once had a client who owned a small construction company. After launching his website, he got a letter from the German Chamber of Commerce (IHK) threatening a €1500 fine because his business wasn’t registered. He was worried and confused, especially because his German wasn’t strong and he didn’t understand the rules.
Task: My job became more than just launching the website—I needed to help him understand the letter and avoid the fine.
Action: I reassured him and promised to help. I temporarily took down his website to avoid more trouble. Then, I contacted the Chamber of Commerce myself to clarify the registration requirements. I helped him complete the registration, and once approved, I reactivated his website.
Result: He was very relieved and grateful. This taught me how going the extra mile really matters when clients face difficult situations.
Q: How did he respond when you first told him you’d help? He was very relieved and thankful. He trusted me more because I took the time to support him beyond my usual role.
Q: What happened after you contacted the Chamber of Commerce? I got clear instructions on what was needed, which helped speed up the registration process. The client felt less stressed knowing I was handling it.
Q: Did this change your relationship with the client? Definitely. It built strong trust and he referred others to me later because of the support I gave.
Q: Would you do something like this again? Yes, I believe small extra efforts can make a big difference, especially when clients are facing challenges they don’t fully understand.
When does your responsibility to a client end?
My responsibility to a client doesn’t just end when the project is finished or the product is delivered. It continues as long as they need support to use the product successfully and get value from it.
That means I’m available to help with questions, fix issues, and provide guidance after delivery. Building a good relationship and ensuring the client’s success is important to me, so I stay engaged to make sure they’re satisfied.
Give me an example of how you’ve handled a challenge.
Situation: While working to digitalize my brother’s cab company, I needed to introduce a new mobile app for drivers to accept orders. Many drivers were hesitant because they were used to the old paper system and worried about using technology.
Task: My task was to get the drivers to adopt the new app smoothly so the company could improve operations.
Action: Instead of forcing the change, I took time to listen to their concerns. I showed one of the most experienced drivers how the app worked step by step and explained the benefits clearly. After he started using it confidently, he helped others learn too.
Result: Within a few weeks, most drivers had switched to the app, which saved time and reduced errors. The transition went much smoother than expected.
Q: How did the drivers respond at first? Most were skeptical and hesitant. Some were worried it would be complicated or slow down their work.
Q: How did the experienced driver react when you showed him the app? At first, he was cautious, but after the walkthrough, he saw the benefits and felt more confident to try it.
Q: What happened after he started using the app? He became a kind of informal trainer, helping others learn, which made the rest of the team more open to switching.
Q: Were there any challenges during the transition? Yes, some drivers needed extra help, so I stayed available for questions and provided additional support sessions.
Q: What did you learn from this experience? I learned the value of patience, listening, and leading by example to help others accept change smoothly.
How do you handle making a mistake in your work?
When I make a mistake, I first take responsibility for it and stay calm. I quickly assess what went wrong and how it affects the work or others. Then, I let the right people know, like my manager or teammates, and suggest how to fix it. I learn from the mistake to avoid repeating it and improve my work going forward.
For example, if I accidentally overwrite a file or code, I check if there’s a backup or version control system to recover it, communicate the issue, and work with the team to restore the correct version.
Tell me about how you balance deadlines with day-to-day responsibilities.
I balance deadlines and daily tasks by planning my work carefully. I start by listing all my tasks and deadlines, then I prioritize the most important and urgent ones first. I break big projects into smaller steps and set mini-deadlines to stay on track. I also stay flexible, so if something urgent comes up, I can adjust my plan without losing focus on the bigger goals.
If needed, I communicate with my team or manager to make sure priorities are clear and realistic. This way, I manage my time well and meet deadlines while keeping up with regular work.
Tell me about a time you worked effectively under pressure.
Situation: While doing a media replacement at a data center, I realized I was getting close to the SLA deadline. When I arrived, the security team didn’t allow me in because there was an issue with the ticket—they couldn’t verify the access request.
Task: I needed to fix the ticket quickly to gain entry and complete the media replacement before the SLA time expired.
Action: I stayed calm and immediately reviewed the ticket to find the issue. I noticed some details were missing, so I quickly corrected the ticket and escalated it through the proper internal channel. I also kept my team updated so they knew the situation and could support me if needed.
Result: The ticket was approved, security let me in, and I completed the media replacement just in time—within the SLA window. This experience showed me how staying calm, acting fast, and communicating clearly helps when working under pressure.
❓How did the security team respond? They were professional but strict. They explained clearly why they couldn’t let me in, and I respected their process. That helped us stay on good terms while I worked to fix the issue.
❓What happened after you fixed the ticket? As soon as the updated ticket was approved, the security team let me in without delay. I went straight to the location, replaced the media, and logged everything as required.
❓How did your team respond? They appreciated the updates I gave during the delay. Because I kept communication open, they were ready to help escalate if needed—but luckily, I resolved it quickly myself.
❓What did you learn from this experience? I learned how important it is to double-check ticket details before heading onsite. Since then, I always review access requests carefully and leave a little buffer time in case something unexpected happens.
❓Would you do anything differently next time? Yes—I now double-verify access tickets at least an hour before the scheduled task, and I proactively check in with the team to confirm approvals are in place. This helps avoid last-minute surprises.
How do you take on learning a new role?
When I take on a new role, I start by learning the basics—what’s expected of me, the tools I’ll be using, and how the team works. I ask questions early, take notes, and try to understand not just what to do, but why it matters. I also look for any training materials, shadow experienced teammates, and try small tasks to build confidence step by step.
At the same time, I stay open to feedback and treat mistakes as chances to learn. I believe being curious, asking the right questions, and staying consistent helps me get up to speed quickly.
Let’s say a deadline has been moved up—how do you handle it?
If a deadline is moved up, I stay calm and quickly reassess my plan. I look at what’s left to do and break it down into smaller steps. Then, I focus on the most critical parts first and see where I can work more efficiently. If needed, I talk with my team or manager to adjust priorities or get support.
Clear communication is key—I make sure everyone involved knows the new timeline and what needs to change. This helps avoid confusion and keeps things on track, even under pressure.
This happened once when a website project I was helping with was suddenly pushed up by a week. I immediately reorganized my tasks, focused on the essential features, and communicated with the client about what could realistically be delivered. I worked a little extra and finished the core parts on time—without rushing the quality.
S – Situation: During a website project for a small business, I was halfway through development when the client suddenly requested to launch the site one week earlier than planned.
T – Task: I needed to adjust my plan and complete the core parts of the website under the new, tighter deadline—without lowering the quality.
A – Action: I quickly reviewed all remaining tasks and identified the features that were essential for launch. I reorganized my schedule and started with those priorities. Then I informed the client about what we could deliver by the new deadline and what could be added later. I also communicated with a teammate to clarify roles and avoid overlapping work.
R – Result: Thanks to the focused plan and clear communication, we launched the site on time with the most important features in place. The client was happy, and we added the extra features in the following week.
❓How did the client respond? The client appreciated the honest communication and was happy that we focused on the core parts first. It helped them meet their internal schedule, which was important for them.
❓What if you can’t finish everything? I prioritize high-impact work first and communicate early. If something can’t be finished, I offer alternatives—like breaking features into phases—so there’s still progress without surprises.
❓How do you decide what’s essential? I look at the project’s main goals and ask, “What absolutely needs to be there for it to function properly?” Those features go first. Everything else becomes a “phase two.”
Tell me about a time you knew you were right about something but had to do or say something differently than you otherwise would’ve.
S – Situation: While helping manage the digital system for my brother’s cab company, I noticed that one of the drivers had misunderstood how the earnings were calculated in the app. He believed the system was unfair and complained loudly in front of others, which started to create doubt among the team.
T – Task: I knew the app was working correctly—I had personally tested it—but I also knew that simply telling him he was wrong in front of others might make him defensive or embarrass him.
A – Action: So instead of correcting him publicly, I asked if we could talk privately. In that one-on-one, I listened first to understand exactly what confused him. Then I calmly explained how the app calculated earnings and showed him a real example using his own data. I also explained how the system ensured transparency and fairness for everyone.
R – Result: He realized the app was accurate and admitted it had been a misunderstanding. After that, he helped explain it to other drivers and stopped spreading doubt. Taking a respectful, patient approach instead of proving him wrong in front of others helped maintain trust and team morale.
❓How did he respond privately? At first, he was skeptical, but once I showed him a clear example using his own data, he understood. He appreciated that I didn’t correct him in front of everyone and thanked me for explaining it calmly.
❓What would you have done differently in hindsight? Looking back, I might have shared a short tutorial or FAQ earlier to prevent confusion. But I still believe the calm, respectful handling of the situation was the right choice.
❓What did you learn from this? That being right isn’t always enough—how you communicate matters just as much, especially when people feel uncertain or defensive.
What’s an example of creative problem solving you’re proud of?
S – Situation: While helping digitalize my brother’s cab company, one major challenge was meeting the legal requirement in Germany for trip documentation. Previously, everything was done with paper logs, which was slow, error-prone, and hard to track.
T – Task: I needed to find a way to help the drivers record their trips digitally in a way that was simple, legally compliant, and didn’t slow them down during their workday.
A – Action: Instead of creating a complex system or asking them to manually enter every trip, I helped implement a mobile app that allowed drivers to accept and confirm trips directly through their phones. Each trip was automatically recorded with time and location, making it legally acceptable and transparent. To support adoption, I provided training sessions in simple language, step-by-step guides, and even one-on-one support for those less comfortable with technology.
R – Result: The drivers quickly adopted the system, paperwork errors dropped, and the company became fully compliant with German transport law. It also saved hours of manual work each week. I’m proud of this solution because it wasn’t just about writing code—it was about understanding people, legal rules, and building trust while solving a real-world problem in a creative and user-friendly way.
❓How did the drivers respond? Many were skeptical at first, but once they saw how easy and efficient the system was—especially with my personal support—they became confident and even encouraged others to use it.
❓What was the creative part? The creative part was simplifying a legally complex process and turning it into an easy mobile workflow that didn’t disrupt their routine—while also building the human support around it.
❓What would you improve next time? I’d prepare short video demos and possibly a support chat feature to help even more with onboarding and ongoing questions.
Can you tell me about a time you felt as though you weren’t doing your best work?
S – Situation: When I started working on networking tickets in the data center, I felt a bit overwhelmed. I was getting the work done, but I wasn’t confident—especially when it came to handling fiber cables and finding the correct connections in the patch panel.
T – Task: My task was to complete the tickets correctly and on time, but I noticed I was spending too much time double-checking my work, which slowed me down and made me doubt myself.
A – Action: Instead of hiding it, I decided to be proactive. I asked a senior technician if they could reverse-shadow me while I worked and give me feedback. They agreed, and it really helped. I also started taking notes, reviewing internal wikis, and practicing common tasks on my own time.
R – Result: Within two weeks, I felt much more confident. My speed and accuracy improved, and I could complete tickets without second-guessing myself. That experience taught me that asking for help and learning from others is one of the fastest ways to grow.
❓How did the senior technician respond? They were very supportive. They appreciated that I wanted to learn and even said more people should ask for feedback like that.
❓What would you do differently now? I’d ask for help even sooner instead of waiting to feel unsure. I’ve learned it’s a sign of strength, not weakness.
❓What did you take away from this experience? That being proactive, asking questions, and using the resources around me makes me a better technician—and helps the team, too.
How do you set and work toward your goals?
When I set a goal, I start by being clear about what I want to achieve. I try to make it specific and realistic—for example, instead of saying ‘I want to get better at project management,’ I’d say, ‘I want to finish a certification within six months.’
Then I break it down into small tasks with deadlines, like setting weekly study times or doing practice exercises. I also try to think ahead about any challenges that might come up, like time or tough topics, and plan how to handle them.
If something unexpected happens, I adjust my plan but keep moving forward. I also make sure my goals support the team or company so that my growth also helps others.
Tell me about a goal you achieved
S – Situation: When I started my computer science degree at Frankfurt University of Applied Sciences, I knew it would be challenging, especially balancing topics like networking, operating systems, and cloud computing with part-time work.
T – Task: My goal was to complete my degree successfully while building practical skills and maintaining good grades—so I could be ready for real-world jobs after graduation.
A – Action: I created a structured study plan, prioritized my assignments, and stayed consistent with my schedule. I also used university resources like study groups and office hours when I needed help. At the same time, I looked for internships and hands-on work experience to apply what I was learning.
R – Result: I completed my degree successfully and gained solid practical experience through my internship and side projects. It felt great to reach that goal and be able to apply what I learned right away in real work environments.
What was the hardest part? Balancing work and study—some weeks were intense, but planning and staying disciplined helped a lot.
Would you change anything? Maybe start doing internships earlier, since they helped me connect theory with real tasks.
Tell me about a goal you didn’t achieve.
S – Situation: A few months ago, I set a goal to complete the CCNA certification within three months while working full-time and continuing my Linux training.
T – Task: My goal was to study regularly and pass the CCNA exam before the end of the third month, to strengthen my networking knowledge and improve my chances in networking-related roles.
A – Action: I created a study plan, watched video courses, and practiced using labs. But as my workload increased and I was also focusing on Linux, I found it hard to keep a consistent schedule. I started falling behind on my CCNA study plan.
R – Result: I didn’t complete the certification within the planned three months. However, I didn’t give up. I adjusted my timeline and kept studying at a steady pace. I'm now progressing through the material with more balance and plan to take the exam in the near future.
What did you learn? I learned not to overcommit and that it's better to set realistic goals based on current workload and priorities.
Would you do anything differently? Yes, I would spread the CCNA preparation over a longer period and combine it better with my other training, so I could avoid burnout and stay consistent.
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