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Impossible Interviews

James Shaw
Have you ever been faced with an interview question that seemed impossible to answer?


Mine was delivered on the premises of a 'world class' engineering company. "How would you ensure that a project is completed on time?"


My mind raced from the general to the particular - If I knew the answer to that I would be a billionaire! - Strikes, bad weather, supplier failure, poor specifications etc. Probably no words came out as the interviewer started to drop hints, "It begins with a 'P', it ends in 'N', it has four letters." "Plan?" I say. "Exactly!" says he. 'Idiot' thinks I.


In retrospect perhaps it was a test to see if I was suitable to develop for senior management - the 'big picture' people. "We will deliver better value, we will be smarter!" But how? Engineers, small-minded, always bothered about the details!


Needless to say, I didn't get that job. Perhaps just as well.
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    James Shaw:

    Bear in mind that this was for engineering not banking!




    Reminds me of Bob Newhart, who trained as an accountant, and later said 'as long as you got within two or three bucks of it, you were all right. But that didn’t catch on … At the end of the day I had to balance the petty cash with the slips—every time you give out money you had to get a slip. It had to balance. Well, I’d be there for three or four hours tying to figure out where the last dollar or dime went to. So finally I’d just take it out of my pocket and I’d put it in. If there were two dollars leftover, I’d take it out … And they told me you can’t do that. You gotta find it. I said, “you’re paying me five dollars an hour to find two cents—it doesn’t make sense.” So I wasn’t a very good accountant.'

    Alasdair

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  • 0

    James Shaw:

    Bear in mind that this was for engineering not banking!




    Reminds me of Bob Newhart, who trained as an accountant, and later said 'as long as you got within two or three bucks of it, you were all right. But that didn’t catch on … At the end of the day I had to balance the petty cash with the slips—every time you give out money you had to get a slip. It had to balance. Well, I’d be there for three or four hours tying to figure out where the last dollar or dime went to. So finally I’d just take it out of my pocket and I’d put it in. If there were two dollars leftover, I’d take it out … And they told me you can’t do that. You gotta find it. I said, “you’re paying me five dollars an hour to find two cents—it doesn’t make sense.” So I wasn’t a very good accountant.'

    Alasdair

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