A senior leader has already chosen a solution before the requirements are clear. How do you handle it?

What the interviewer is looking for

• This question tests critical thinking. Questions the stated problem, separates symptoms from causes, and challenges premature solutions respectfully with evidence.
• What to bring out: Respectfully explores the reasons, ties the conversation back to business goals, quickly validates fit against key needs, and surfaces risks with evidence.
• Expect a follow-up like: What if the leader insists anyway?

Another way it may be asked: A director says just buy this software before anyone has worked out what the team needs. What would you do?

A structure to follow: STAR, with the weight on Action and Result

1. Step 1

   Situation

   One or two sentences: where, when and what was at stake. Pick a real example you were close to.

2. Step 2

   Task

   What you personally were responsible for. Say "I", not only "we", so the critical thinking you showed is visible.

3. Step 3

   Action

   The two or three things you did and why you chose them over the alternatives. This should be about half your answer.

4. Step 4

   Result

   What changed, in your own measure of it, and what you would do differently. Only use numbers you can stand behind.

This is guidance on shape, not a script. Use your own real experience and facts; never invent details to fill a gap. See the STAR guide and answer frameworks.

Common slips

• Describing what the team did without saying what you did.
• Choosing an example with no clear outcome, or one you cannot answer detailed questions about.
• Ending on the action and skipping the result and what you learned.

How to practise it

Write two bullet points for each STAR letter, then say the answer aloud in about two minutes.

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