If a manager says their team's reporting process is too slow, what questions would you ask first?

What the interviewer is looking for

• This question tests requirements elicitation. Uses interviews, workshops and observation to uncover the real need, asks why repeatedly, and catches gaps and assumptions.
• Strong answers: Asks what slow means, who is affected, the current steps, where time goes, what good looks like, and why it matters now.
• Likely follow-up: Who else besides the manager would you want to talk to?

Another way it may be asked: A finance manager complains that monthly reports take too long. What would you want to know before suggesting anything?

A structure to follow: Answer, explain, example, limits

1. Step 1

   Answer

   Give your direct answer in the first sentence so the interviewer knows where you are going.

2. Step 2

   Explain

   Say how it works or why you would do it that way, in plain words before jargon.

3. Step 3

   Example

   Anchor it in something you have actually done or seen, with the detail that shows hands-on experience.

4. Step 4

   Limits

   Say when your approach would not be the right one. It shows judgement.

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

• Reciting a definition without showing you have applied it.
• Using terms you cannot explain if asked a level deeper.
• Claiming experience beyond what you can discuss in detail.

How to practise it

Say the answer in 90 seconds, then answer the follow-up as if it were a new question.

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