第四部分(16～19问)
问：描述一位你敬佩的领导。答：我一直很敬佩公司的董事长，他不是那种
高高在上的人，他不占用特殊的车位或餐位，他给人的感觉就像他只是团体里的一
员而已。举例说明你认为能干的领导，这个例子可以是个人认同的，也可以是大众
认同的。为何你相信这位领导能取得如此的成就？你从你所敬佩的领导身上学到了
什么？
Q:Describe a leader you admire.
A:I ve always admired the president of my company.He's visible,he
doesn t want a special parking place or table in the afeteria,and he gives
you the feeling that he s just another member of the team.
问：你怎样处理工作中遇到的批评意见？
答：第一次受到一个客户的抱怨时，我发现很难把这些抱怨和我的专业报账服
务分开。那个客户对自动柜员机停工检修感到不满。我知道表示同情和理解往往能
平息这种不愉快。我还认识到，没有客户会对每一样事情都感到满意，即使他们所
有的经历都是积极的。
面试官正寻找一种能表明求职者责任感和职业特性的东西。描述具体的一项工
作计划或习惯曾带给你的麻烦，直到后来你勇敢地面对并克服了这些困难。或者你
可以谈谈你是如何对工作中遇到的特别严厉或者无理的批评与指责做出客观而专业
的反应的。
Q:How have you handled criticism of your work?
A:The first time I had a complaint from a client, I found it difficult
to keep the complaint separate from my professional service of the account.
The client was upset about the downtime on ATM machines. I learned that
showing empathy usually calms an unpleasant situation; I also learned that
no client is going to be happy with everything, even if that client's overall
experience is positive.
问：告诉我你最近一次说错话的情形？
答：我告诉我的朋友丽莎，我不会再参加年鉴俱乐部的聚会，因为我觉得编辑
根本就是个白痴。后来我发现编辑居然是她的堂兄，我立刻向她道歉，并问她为什
么在我说这蠢话时没有作声。幸好，我和她直到现在还是朋友。
每个人都会犯错，能认识错误是很重要的。面试官想了解你是不是具有是非感，
还有你会采取什么措施去弥补过错。别人对你、你的公司或者你的客户留下一个坏
的印象，这会给你的公司带来很大的不利。
Q:Tell me about the last time you put your foot in your mouth.
A:I told my friend Lisa that Id no longer be attending yearbook
club meetings because I thought the editor was a complete idiot. I later
found out that the editor was her cousin. As soon as I found out, I apologized
and asked her why she didn't say anything when I made that foolish comment.
Luckily, she and I are still friends today.
问：告诉我，你与同事相处时遇到的问题。
答：我非常平易近人，而且易于与大部分人融洽相处。但我记得有一次，我们
请了一个爱发号施令的新助手，他的态度冒犯了一位实习生。我把他叫到一旁，告
诉他请求别人帮忙比命令别人去做事有效得多。不幸的是，我的意见似乎没起多大
作用。但从那以后，我们在聘用新员工时都更加小心了。
免讨论与个性抵触的问题，而应把重点放在你与你的同事的职业道德的不同之
处，又或者把重点放在面试官有可能强调的其他方面。例如：你可以谈谈某些人追
求完美的标准没有你那么高。
Q:Tell me about a problem you ve had getting along with a work associate.
A:I m pretty easygoing and tend to get along with most people. But
I remember one time when we brought in a new associate who was very bossy
to the point where he offended one of our interns with his attitude. I
actually pulled him aside and told him that I found it more productive to
ask people for help than to give orders. Unfortunately, my advice didn
t seem to help much, but we were more careful when we hired new staff after
that.
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