PROUDLY PRESENTS

James Guinan Lt. Col AF/DPLTP
Resident of The United States and 3-DNET® VIP member
Chief, Military Training HQ USAF/DPLTP (Pentagon Rm 5D167)
Email contact : jamesguinan@exec.org

      

James from Washington,DC writes :

" the rigor of preparing written and spoken answers to the interview questions was invaluable. It helped me focus my employment priorities and to reflect upon my strengths. Thanks again!"

 

INTERVIEW WITH 3-DNET®

Listen to sample sound "bites" from the interview:  

Question 1 : Tell me about yourself

I have been living the American Dream. Loving parents in a working class suburban community just outside of Wilmington, Delaware raised me. While attending a small college in Missouri, I met and married my wife, the love of my life. Along life's journey, we were blessed with three wonderful children. While they were still very young, I was privileged to enlist in the United States Air Force. Wanting to provide a better future for them, I went to night school and worked an extra job to earn my college degree. I was selected for Officer Training School and received my commission. Our Air Force career has allowed us to serve our great country throughout the United States as well as overseas. Experiencing different cultures while representing freedom was a major part of living the Dream. All of our children are now grown with families of their own. They saw their mom and dad live the Dream and they shared in it. Following military service, we look forward to continuing our journey of living the American Dream.

Question:  "Tell me about yourself....?"  

Question 2 : What can you offer to your next employer ?

In the United States Air Force, we embrace three Core Values: integrity first, service before self, and excellence in all we do. I have endeavored to practice these values in my daily work. I am a productive, hard working and conscientious leader who takes great pride in helping successful teams to attain max results. Although I am very capable of working independently, I derive greatest satisfaction from seeing my team set challenging goals and exceed them.

Question:  "What can you offer....?"  

Question 3 : What are your strengths ?

I bring mature, experienced leadership to the table. My leadership philosophy is if things are going well, give your staff the credit; however, if things are not going so well, take personal responsibility. A team may follow a leader somewhat due to his/her position within an organization. However they will follow that leader more willingly and with greater results if the leader has earned the team's respect through example and hard work. Having effectively led organizations ranging from just a few employees to over 300, I am experienced in multi-tasking a diverse work force. I listen carefully to the input of my staff and ultimately make the tough decisions.

Question:  "What are your strengths?"  

Question 4 : What are your accomplishments ?

There are two that especially stand out. When I took over the Military Personnel Flight at Keesler Air Force Base, Mississippi, I found a very talented but splintered unit. With a major inspection just a few months away, most of the 70 plus members of the unit were literally at each other's throats. There was much controversy over some recent promotions and hirings that had occurred just prior to my arrival. Some of my key section chiefs would not even speak to one another and were not working together. I created a "Sustained Excellence" team that facilitated communication among the sections and dissolved barriers to progress. Within a few months the team pulled together to earn an "Outstanding" rating, the highest rating possible, on our higher headquarters inspection. We also won the Outstanding Military Personnel Flight Awards for the next 2 years. The Mission Support Squadron at Davis-Monthan Air Force Base, Arizona, represented a different type of leadership challenge. Unlike the Keesler unit, this one was not nearly as talented but still was grossly underachieving. Immediatelly upon assuming command of this squadron, I pushed out from behind the desk and established a solid presence in each work center. We reestablished lines of communication, breathed new life into the morale booster club, reinforced training and discipline, modeled a consistent work ethic, and instilled confidence in this unit. As a result, we won the Air Combat Command Outstanding Large Mission Support Squadron Award for outstanding customer service and innovation.

During my graduate studies in Texas, I was entrusted to do some major research for a textbook, which the Justice for whom I was clerking was co-writing with another colleague. Under minimal supervision, I researched hundreds of cases and had to analyze and summarize their issues and holdings. Fortunately, I got everything right and was able to hand-in quality work to the Justice, for whom I have the greatest respect. As a result of this relationship, I am privileged to know him and he has given me numerous references, the most important dividend being that one of my employers commented, “That is the best reference I have ever heard in my life.”

During my stint with the Attorney General’s Office, only several weeks into my employ, I was informed that my immediate supervisor was leaving for vacation and, as such, asked me to head up the cost recovery efforts in coordinating our continuing contacts with the Department of Justice attorneys, several state agencies, and, most importantly, our client. Under tremendous pressure to perform and to ensure a smooth transition, I immersed myself in the background information, spoke with numerous state and federal personnel, and put in an inordinate amount of time in understanding our consolidated cases and the labyrinthine collection of hundreds of thousands of documents to be processed, coded, and logged into evidence. These second-mile efforts allowed me to conduct business with these state and federal entities in such a manner as to effectively coordinate our cost recovery efforts. Upon his return, my supervisor was very pleased with the success of these meetings and contacts and after hearing good reports about my performance, he let me take the reins and supervise the remainder of the project, in which I supervised 20 staff. At the close, he highly praised me, as well as commended my efforts to the Attorney General, because, ultimately, our efforts resulted in a $14.0M award.

Question:  "What are your accomplishments?"  

Question 5 : What are your limitations ?

One of the greatest lessons I had to learn was to be a little more patient. When instituting a new program or procedure, I tended to expect nearly instant, measurable results. When coordinating a staff package, I often expected rapid response from internal and external agencies. I suppose because I hold myself to a very high standard regarding the timeliness and quality of work, I expect others to adhere to that same standard. Although I still can grow impatient when things aren't moving as quickly as I would like, I have learned that a little patience can pay rich dividends.

Question:  "What are your limitations ?"  

Question 6 : How much are you worth ?

I believe my compensation should be commensurate with my fit within the organization. I plan to bring a high level of commitment to the job and would expect a similar commitment from my employer in return.

Question:  "How much are you worth ?"  

Question 7 : What are your ambitions for the future ?

My military career taught me to be highly adaptable to change and to seek new and better ways to do business. I look forward to investing the time, energy, and commitment necessary to tackle the new leadership and management challenges that lie ahead.

Question:  "What are your ambitions for the future ?"  

Question 8 : How long would it take you start contributing to the firm? 

I plan to approach my new career with the same zeal and tenacity that typified my military career. I can get smart on the key issues and challenges in advance in order to ensure my "ramp up" is as brief as possible. In short, I want to hit the ground running.

Question:  "How long would it take ... ?"  

Question 9: What is your management style?

To be positive and set a good example. During my career, I have worked primarily for fair and collegial bosses who have set an excellent example worth following. Like my supervisors and commanders, I have prided myself in treating others as I would want to be treated. I believe in the inherent dignity of work and of those who perform that work. Therefore, I approach co-workers with respect and a listening ear. I demand of my staff high standards but also believe in positive reinforcement, equitable treatment and appropriate recognition. I'm not afraid to roll up my sleeves and work with my staff on a tough project. My personal work ethic helps set the proper example that inspires the team to excellence.

Question:  "What is your management style .... ?"  

Question 10: Why do you think you have a good potential to be a manager?

Because I have done it for over 20 years. My performance reports document the contributions I have made and the many successes my various staffs have enjoyed. I would be pleased to provide contact information regarding any of my past supervisors or commanders to substantiate my claims.

Question:  "Why do you think you..... ?"  

Question 11: What would you look for in hiring people?

My goal would be to surround myself with smart, dedicated people. During the interviewing process, I look for people who communicate effectively and show enthusiasm toward joining the team. I examine their ability to identify work-related problems and to implement workable solutions. Are they willing to build upon their current skills and develop some new ones? Are they basically "calm under fire" while understanding the urgency to accomplish the mission?

Question:  "What would you look for hiring .... ?"  

Question 12: As a manager, have you ever had to fire someone?

As a military commander, yes, I have dealt with a number of serious situations that led to the discharge of Airmen from the Air Force. All of those discharged were given repeated opportunities to improve their performance, their negative behaviors were thoroughly documented, and they were all afforded due legal process. Although never a pleasant task, removal of these individuals was necessary to maintain the morale and effectiveness of the unit. It's very important in these sensitive situations for a manager to maintain the high road. Regardless of the situation, the individuals being fired must be dealt with in a respectful and professional manner.

Question:  "As a manager, have you ever..... ?"  

Question 13: What do you see as the most difficult task of being a manager?

Our greatest resource is our people; they make it happen with their brilliance, their creativity, their dedication. Leading people to work as an effective team can be both exhilarating and frustrating. The exhilaration comes when everyone is on board, oars in the water, pulling together toward a worthy goal. The frustration comes when some refuse to get into the boat, dip their oars in the water, or want to row in a different direction. Understanding why some don't want to "play" is the challenge. Is there a lack of communication between management and work force? Are there hidden agendas? Are there personal problems or distractions? The effective manager will try to get non-players back on track

Question:  "What do you see as...... ?"  

Question 14: Describe what you feel is the best work environment?

A work environment in which people understand the mission, know they are valued as individuals as well as employees, are trained to succeed, and no artificial barriers are placed in their way. This is the positive, professional work environment that produces max results. This is a place where people can grow and flourish. People will want to come to work here and stay here.

Question:  "Describe what you feel..... ?"  

Question 15: Looking back how do you describe your past employer?

Looking back how do you describe your past employer? The Air Force was a fantastic place to work. I always felt like a valued member of an elite team doing important work for the nation. The vast majority of my superiors, peers, and juniors were highly professional. I would recommend the Air Force to any young American looking for the opportunity to improve their technical skills and serve their country. .

Question:  "Looking back how do you ..... ?"  

Question 16: What have you done to increase productivity, performance, efficiency, etc..?

In the "accomplishments" question, I mentioned that during squadron command at Davis-Monthan, I initially encountered an underachieving unit. I immediately gathered my key staff around me and instilled in them a customer-centered focus for our squadron. I found that some of the people in the squadron were poorly trained to perform their duties; placing a renewed emphasis on in-house training got everyone up to speed in their primary duties. Some of our key processes were inefficient and not very customer-friendly. We flow-charted our processes and found efficiencies; customer surveys and metrics revealed we made significant improvements. As I stated, we won the command award for outstanding customer service and innovation.

Question:  "What have you done to .... ?"  

Question 17: Whether you are a "computer wizard", how do you respond to the financial side of your responsibilities?

I take the financial side of my responsibilities very seriously. In recent fiscal budgets, the military has had to do "more with less". Every dollar is accountable and must count; waste is a luxury we cannot afford. I would continue to insist on accountability of our funds.

Question:  "Whether you are a "computer wizard".... ?"  

Question 18: How many people have you supervised in your recent job?

In my most recent military position, I served on the Air Staff directly supervising just three individuals but with policy responsibilities impacting the entire Air Force. In past positions, however, I have supervised flights of 60 to 75 people and a squadron of over 300 military and civilian employees. .

Question:  "How many people have you .... ?"  

Question 19: What do you like more, working with figures or words?

I am comfortable working with both. Budget figures or statistics are critical but so is the written word. I became the "ghost writer" in my Air Staff unit for preparing evaluations and recognition packages so I suppose a have a bit of flare with the written word.

Question:  "What do you like more ..... ?"  

Question 20: How do you think that your subordinates receive you?

During every new employee orientation, I emphasize that everyone in the unit will be treated with dignity and respect. These are not just lofty words with me…I really am committed to maintaining a professional and productive work place. I respect my staff and they seem to respect me.

Question:  "How do you think .... ?"  

Question 21: What do you think of your previous boss?

I have great respect and have learned much from my last three bosses. While serving in Korea on an unaccompanied tour, I worked directly for the senior Air Force officer on the Korean peninsula. He was a no-nonsense, straight shooter with an intense dedication to combat operations. He taught me to stay mission-focused and to cut to the bottom line on many critical issues. At the Air Staff, my first boss was a brilliant woman who taught me a lot regarding strategic thinking. She taught me better staffing skills and how to better understand the big picture. My second boss at the Air Staff was far more laid back than my previous two bosses but he had loads of practical experience. He was a highly effective leader who made coming to work a joy each day. All three of my most recent bosses were positive leaders who taught me invaluable lessons.

Question:  "What do you think .... ?"  

Question 22: Describe a situation in which your work was criticized?

Soon after taking the Military Personnel office at Keesler Air Force Base in 1994, the wing commander tasked us to produce a localized, comprehensive manning document. I tasked this to the appropriate shop and basically forgot about it. After a couple of weeks passed, the wing commander made it clear that he was very displeased with my lack of responsiveness to his request for information. When I followed up on the status of the project, I found my staff was struggling with the project due to their inexperience. I learned loads from the "negative feedback" from the big boss. I learned to better define the initial tasker, to ensure my staff was equipped to provide the desired response, to provide interim status updates to the boss, and to seek outside expertise on a project if warranted.

Question:  "Describe a situation .... ?"  

Question 23: If I spoke with your boss what he would say about your greatest strength and weaknesses?

The woman I described in Question 21 knows me the best as I worked directly for her for well over 2 years. She would say that my greatest strength is my ability to manage people. From workload distribution, to evaluation and recognition, to ensuring the office has the resources necessary to do the work, I believe in treating everyone as a professional. I believe she would identify impatience as my greatest weakness. I like things done on time (or sooner!) and done very well.

Question:  "If I spoke with your boss.... ?"  

Question 24: How can you handle life under pressure and with tough deadlines?

Coming from a 20+ year military career, I'm certainly no stranger to pressure or deadlines. During the past 3 years at the Air Staff, much of my work was prepared for General Officer or Secretariat level review. These senior reviewers require comprehensive answers to complex issues, usually with just a few days or sometimes hours to answer the mail. Establishing good working relationships in advance with key agencies throughout the Department of Defense was helpful in chasing down required data points and gaining needed insight into issues. Some of my best work was done in pressure cooker circumstances.

Question:  "How can you handle .... ?"  

Question 25: What do you think you do better: staff work or line work?

I am happiest working with an energetic, hard working team. The work itself is important but it's the people who are the best part of the job.

Question:  "What do you think.... ?"  

Question 26: In your current position, what problem have you identified that was previously overlooked?

Just two weeks after I assumed command of the squadron at Davis-Monthan Air Force Base, my new Military Personnel Flight Chief took over my largest unit. Unlike her predecessor, the new officer was relatively inexperienced in the Personnel business. Although very likeable, this officer clearly lacked confidence in her ability to lead over 50 people and take responsibility for over 200 programs. To make matters worse, she constantly compared herself with her predecessor who had been widely recognized as a true Personnel expert. During the ensuing weeks, I patiently mentored this officer, watching her confidence steadily increase. I believed in her even when she didn't believe in herself. Within a few months, she was making the right calls on the tough issues, her people were following her, and productivity was climbing. In relatively little time, she was leading process action teams, briefing senior commanders, and obviously enjoying her success.

Question:  "In your current position .... ?"  

Question 27: If you had a choice of job and a company what would you choose?

I would likely choose the job. It's really the work itself and the people who do the work that making coming to work enjoyable.

Question:  "If you had a choice of job.... ?"  

Question 28:Do you have any objection to take a psychological test?

No

Question:  "Do you have any objection.... ?"  

Question 29: Do you consider yourself as a creative person?

On the job, I try to not only surround myself with energetic, creative people, but I like to bring fresh insight to every project. I may take a totally new approach or merely a slightly different slant on an existing thought or process. Sometimes the most creative approach could be to maintain the status quo. I'm open to many ways to accomplish the task. In my personal life, I especially enjoy listening to many types of music and performing vocally.

Question:  "Do you consider yourself.... ?"  

Question 30: How do you describe your personality?

I am an effective leader and team member.

Question:  "How do you describe.... ?"  

Question 31: What is your outside reading you do?

I enjoy reading the daily newspaper, current journals and periodicals, and of course crunching my e-mail. I must know current events as well as how my sports teams are doing! I recently completed reading a couple of books of current interest and am starting a new one this week. I really enjoy reading non-fiction books on political, cultural, historic, and devotional topics. If I want fiction, I generally attend a movie.

Question:  "What is your outside.... ?"  

Question 32: What are some of your outside activities?

A major part of living that American Dream I mentioned earlier is having a wonderful family. My wife and I spend as much time as possible supporting our grandchildren in their many sports and social activities. We also enjoy entertaining our grown children when they are in town. I am active in our local church with both choir and occasional teaching. I enjoy staying in good physical condition with regular workouts at the gym or on our home equipment. You can also find me in the yard planting a new bush or tackling another landscaping opportunity.

Question:  "What are some of.... ?"  

Question 33: Are you continuing your education?

In the military, I completed the appropriate level of Professional Military Education for my rank a couple of years ago. I constantly tried to upgrade my skills and knowledge by attending classes or seminars offered in the Pentagon every since then. One of the things that is most appealing to me regarding my transition from the military is to take on new challenges. One of my goals is keep learning until I draw my last breath.

Question:  "Are you continuing your.... ?"  

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