Monday, 30 June 2014

The strange problem of an efficient team member

My friend was in a fix. 

"I am facing a strange problem .  I have a person in my team who is very efficient.  If he is available in the shift , I do not have to worry at all . I know everything will be done perfectly and the delivery quality will be good with no complaints at all" . 

"Go ahead ", I said " I don't see any problem at all !"

"Well, the problem is that he takes advantage of his efficiency ". 

"What do you mean ?"

"For example, if the shift duty is from 7 am to 3 pm and he comes at 8 am , he does not stay back to make up for the lost time. If I ask him to do so, he says that he is more productive than the others in the team . Again there are times when he  flaunts himself and says that since he is more efficient, he should get some extra compensation for that"

"Hmm ... " 

"Though the rest of the team does not say anything, but I feel that hostility is building up and they feel that I am being partial to that person.  Since he is so good, I don't want to admonish him or be very severe with him ,since I know that I need him for the success of my operations ...  What should I do ? "

This is not a very uncommon situation at work.  Sometimes, managers are almost exploited and held at ransom.   

So what should he do ?  

My take on this ... 

  •  It is a very dangerous situation for an organization if we become people dependent. Our processes should be so strong that the delivery quality is predictable and standardized under any constraints. I know that putting a system in place is time consuming and many organizations do not want to invest in this, but ultimately, this becomes the main differentiator between successful and unsuccessful companies.  This is one of the main Mantra for growth and stability.

  • If the manager tolerates the behaviour described above, it means that s/he is compromising with the sense of equity and justice of his or her team. Two things become evident to the team. First,  the confidence and integrity of the manager becomes blurred and secondly the simmering feeling of  unfairness might eventually turn into an imbroglio.  No project can be successful if there is lack of tuning in the team members. So, the manager should first give the priority to the harmony in his team. 

  • The manager should not tolerate indiscipline but should also give reward for efficiency and productivity . This can be done in various ways like appreciation letters,  monetary rewards etc.  Again, the reward should not be too easy to achieve.  This way the excellent performer will be rewarded . This will also motivate others  in the team to perform better. 

  • Trainings should be an integral part of  work.   This will ensure that  the average performance of the team improves .  Trainings also boosts the morale of the people and they feel that the company cares for their growth.  Hands on trainings, mentoring, induction trainings should be planned carefully and implemented religiously. 

Personally, I always prefer to have a person in my team who is hardworking, sincere, takes initiative and ownership. If  I have to choose between a genius with an attitude problem and an average performer with  lots of initiative, enthusiasm and eagerness to learn, I will promptly choose the latter.  

Equity, fairness, integrity and strength of character are  values which should never be compromised with.

Not even for a few shifts of  perfectly smooth operations.

Friends, what are your views ?

Friday, 20 June 2014

The most important skill of a Business Manager

When approached correctly, persuasion is one of the most important skills in the armour of the business manager. 

Like power, persuasion can be an enormous force  for the business. 

The importance of mastering the art of persuasion is vital to the ability of a manger to efficiently address the challenges in the business. 

Effective persuasion is achieved when managers arrive at shared and mutually beneficial solutions. We should utilize negotiation skills so that we perform joint problem solving and joint opportunity finding.

Persuation and negotiation skills are honed through careful preparation, innovative framing of problems and arguments, and communicating this in a most vivid manner. By establishing the most correct emotional match with other parties, managers will generate a climate of greater openness and a willingness to move to positions not previously held.

Four crucial variables in the persuasion equation :

  •  Establish credibility An audience that is presented with a new or contrary position will initially respond by determining whether the perspectives and opinions of the persuader can be trusted Unfortunately, the majority of managers over-estimate their credibility because they fail to understand that credibility primarily derives from their perceived expertise and the relationships they are able to establish. Credibility is the basis for effective persuasion. If you lack sufficient credibility, then the steps that follow are futile. High credibility ratings are reserved for those who have proven over time that they can be trusted to listen, to act in the best interests of others and to share credit for good ideas. Their behaviour is characterized by integrity, consistency and the ability to resist extreme mood swings.

  • Framing for common ground Involve people and obtain their commitment for ideas or plans. It is best to begin by employing various types of dialogue to collect information, good listening, testing ideas with trusted co-workers and asking questions should precede the framing of a position.

  • Providing evidence When credibility is established and a common frame developed, the focus shifts to providing the most vivid evidence to back the persuader's position. The most effective persuaders are adept at backing up numeric data with metaphors, analogies, stories and examples that bring their ideas and views to life. They are word artists who can compose compelling word pictures .

  • Emotional Connection : Effective persuaders appreciate and use the immense power of language to their best advantage and to emotionally connect with their audience. On the surface, reason appears to be the primary force that drives business activities and persuasion. However, when exploring just beneath the surface we discover that emotion is a very prevalent and powerful determinant. Good persuaders know the importance of emotion. They respond to this insight by showing their own emotional commitment to the position they promote, and by being able to accurately sense how audiences have interpreted past events, are more likely to get proposals accepted. 
Cheers !

Monday, 9 June 2014

Intelligence of the Unconcious

I have always banked on my "gut feel",   that is my intuition. 

Somehow I could not find any reason why sometimes I  recruited not the best but maybe the third or fourth best.  Or sometimes why I  chose to select a particular organization to do business even though there were some lacunae. 

But I  knew that I was right and about 95% of the time, I was correct. 

Intuition is the ability to anticipate and predict. We can sense the "Vibes" of a person or have a "nose" for smelling trouble.  It is a knack , if I may say, to know whom to deal with , when and where. It is the ability  to decide without waiting for all the facts and figures because of an "inner voice" which insists that the decision is right. 

Recently I read an interesting article on Intuiting  which talked about scanning the resume with your hands It said that though the resume is there to guide us, but we can go beyond the written words with our intuition. It talked about scanning the resume with our palms !  The technique that the researcher talked about is to go slowly from line to like as if scanning with your palm , without thinking much about the words on the resume.  Putting fuzziness rather than focus , while reading between the lines !  I really want to try this out the next time I am recruiting .

In Hindu mythology, we have several tales which actually talks about intuiting, hunching and mental telepathy. We have saints who predicted the future, queens who could hunch the danger before the king went for the battle.

Even in recent times, I have read about a person who could just look at you and tell minute details about your past and also predict the future. Though there are many people who would snigger, my take on this is that just because we cannot prove something scientifically does not mean that it is not true.

As we grow older and get trapped by the very logical orientation of our modern education system, we tend to lose the spontaneity of making intuitive decision  for sheer lack of practice and application.   We are so used to using the left lobe of our brain for logical  and analytical thinking that we miss out on the power of the right lobe , which is for emotions, intuitiveness and feelings. Just think of the power if we could use both the lobes of the brain - logic and intuition  for decision making. 

Intuitive people are very good at  7 skills :

  • Pattern Perception : ability to fill in the information gaps amidst  a clutter of data. 
  • Recall : Fast processing of memory stored in the unconscious. 
  • Recognition : Ability to immediately identify a face, an object, an event a circumstance in its proper context.
  • Analysis : Analytical thinking and coming to the correct conclusion without much time to complete the logical analysis
  • Imagination : Able to think of many possibilities and different ways of doing things.
  • Connection Skill : Ability to put seemingly unrelated things together.
  • Psycho-Osmosis  : As Carl Jung calls "Collective Unconscious".  Ability to extract information from the memory bank of all human experiences. 

The research paper says that we can practice intuitiveness. The more we practice, the better it is.

Are you intuitive ? What is your take on this ?

I am curious to know..

Sunday, 1 June 2014

The Smart Squirrel

Once upon a time, in the deep woods of  Zilicon valley, there was a small kingdom , ruled  by a benevolent Lion King named Justix.  

Justix was fair and upright and ruled his kingdom with honour , compassion and trust.  He was large-hearted but he did not like inefficiency.  He judged his subjects by the quality of work they did and selected the best people in his ministry.  All the animals of the jungle loved and respected him and wanted to be in his good books so that they could prove themselves and rise in the hierarchy. 

One day, a fox named Deceptix came to stay there from another nearby kingdom. He was shrewd and crafty and was wily enough to understand that the real power lay with the ministers of Justix.  He wanted to be a part of the coterie by hook or by crook.  He took his CV to Justix and requested him to let him work on a crucial project which was very important for the welfare of the inhabitants of the jungle.  Justix looked at his cv and was really impressed with his credentials and experience.  He smiled and put his incharge of a part of the project and said that he wanted quick results. Deceptix nodded meekly and said that he will prove himself. 

Genuinix the deer was a part of the project and had worked very hard and sincerely for the kingdom since the last 5 years.  He now reported to Deceptix who quickly understood that the quality of work of Genuinix was really good. He quickly built rapport with him an got most of his work done by Genuinix but portrayed to Justix that it was he who had done everything.  Deceptix sweet -talked Genuinix and told him that his work is being appreciated and he will be rewarded very soon. Genuinix was straightforward and unassuming and took everything on face value. But days passed by and Deceptix was promoted , inching closer and closer towards the ministry position, but Geniuinix stayed where he was . He continued to work hard, but no one really noticed his contribution. All the accolades were taken by Deceptix. 

Finally, one day, Genuinix was so disheartened and demotivated that his performance started declining. Deceptix , in the meantime had got a coveted position and hardly cared about Genuinix. 

Justix was very impressed with Deceptix's work and one day called him and said " You have proved yourself . Here is another important project , which I think only you can handle . I want this project to be done in record time and with full quality" 

Now, Deceptix was in a fix.  He needed someone who would do all his work just like Genuinix and Deceptix would take all the credit. He ran a devious eye on his team and selected Smartix the Squirrel. Smartix was a quick witted, clever and bright worker.  He did his work diligently, took initiative and was always enthusiastic.  But he had seen the plight of his team leader Genuinix. 

"Smartix ! You are the best worker around and I know I can trust you with the most difficult work. I want you to deliver and you will get rewarded.. " Deceptix smiled warmly. 

"Yes, Sir, I will .... Thank you for the opportunity ..." 

A usual, Deceptix started giving all his work to Smartix, but he created a barrier between Justix and Smartix. Again , all the credit for the work went to him , with hardly any mention of Smartix.  

Deceptix was happy . 

His plan was working again. 

One day,  Justix wanted a detailed report with crucial data , with proper analysis. 
Justix quickly summoned Smartix and explained the requirement . 

" I need the report by 5 pm."

Smartix did not compile the report by 5.30 pm. 

Deceptix was worried. " I need to show this to Justix NOW ! Better do it fast", he shouted at Smartix.

By 6.30 pm , when the report was ready,  Deceptix almost snatched it from Smartix and ran inside Justix office. 

"But where is the data analysis that I had asked for ? " He roared . 

Deceptix looked at the report. 

The analysis was not there. He did not know what to do.  But suddenly there was a knock on the door and Smartix peeped in. 

"Sir, here is the data analysis , I could complete it just now ... I apologize...."

Justix  took the report and looked at Deceptix "Can you please explain this last point ? "

Deceptix did not have a clue. 

"Can I help sir ?" Smartix , the squirrel said. 

"Yes, please do so ... fast !" Justix roared again.

Smartix took the whiteboard and explained each and every point of the report. 

Justix was impressed.  

He said " From tomorrow , I want you to work in my personal cell for the data analysis work ...

And Smartix became one of the favourite workers of Justix. 

After a few months,  Justix came to know of the wiliness of Deceptix and he was sacked. 

Smartix was promoted to the rank of a minister and he chose Genuinix to work under him.

What do you think ?

 Do you think Smartix did the right thing ?

 Do you think Genuinix should have got a better deal since he was sincere,  honest and straightforward ? 

Monday, 12 May 2014

5 Tips to Develop your Confidence

All of us have heard this advice sometime or the other.

 “Be confident . Then success will follow “,  and all of us agree to this.

But what is confidence?

What is this magical ingredient that everyone covets?

Confidence is about knowing yourself, who you are, why you are here, and what you want to do. 

Confidence is all about believing in yourself. You have confidence in other people because you trust them and can depend on them. The same goes for yourself. If you trust yourself, your ideas and your abilities, then you have confidence.

A common misconception is that a lot of people think that being confident means being outspoken or egocentric. Actually the reverse is true -  The egocentric loudmouth is usually much less confident than they let on.

In truth, the most confident people are usually the ones who are quietly happy with themselves and their lives. They have their own ideas and plans, and happily go about them at their own pace. The more confidence you build the more peace of mind you gain.

Having confidence makes it so much easier for you to get what you want from your life. It means you can improve your relationships, increase your career and financial success and have a much more fulfilling, interesting life. People who are confident know themselves, are clear on what they stand for and what they are doing with their lives.

Our level of confidence and self-esteem also sets the 'level' for how we live our lives. We cannot live above or below our own beliefs about ourselves. This is especially true for confidence, as our fears can often hold us back. And the best way to overcome fears is to work on your confidence.

Where does it come from?

From early childhood, those people closest to us shape our beliefs. Our personal foundations are built like the framework of a house. After a time, they begin to form the basis for our personality and eventually our adult personality is created. Our beliefs, confidence and life path are often set within the first five years of our lives.

Unfortunately, every child is not given an equal set of encouraging, confidence-building beliefs. Many of us are told that being confident is bad, and that only 'ego-maniacs' have high opinions of themselves. Fortunately there are several powerful ways to move past this type of thinking and build our confidence.

What are the best ways to develop your confidence?

In one of my previous blog post, I have talked about 10 ways to boost your self confidence Click to Read Post. 

Anyone can improve his or her confidence. And contrary to what most people believe, it has little to do with the external parts of our lives, such as relationships, career choices, success or anything else. The journey to build your confidence starts from the inside out.

  • Set Goals : This is probably the easiest thing you can do to help yourself. You write a big list of things you’d like in your life, and then pick a few to work towards right now. Keep the list with you, and keep working on the list until you have reached your goals. Then go back to the big list and choose some more goals.

  • Be clear on your values : Each of us must stand for something on our lives, and it's important that we know what it is. This is not an easy task to do, but it's certainly worthwhile. Take the time to think about what you want your life to be about and write down some values. Words like integrity, freedom, contribution, courtesy and success are excellent places to start. The key to making your values work for you is that you must make them your own. Don’t just choose the values your parents or partner have. Always make them your own and resolve to live by them as much as you can.

  • What do you want ? : The third way to build confidence is to make a habit of asking for what you want. The old principle 'ask and ye shall receive' is still alive and true today. If you truly desire something in your life, then go ahead and ask for it. The truly confident person is able to ask people for whatever they want or need. They are willing to risk people saying no to them, because they have a sense of inner calm that goes beyond the events of the day.

  • Do not take things personally : Taking negative remarks or events as a personal attack is a reason why so many people are unhappy. Once you stop believing that the world is out to annoy or disappoint you, things become a lot easier to cope with. Next time someone or something happens to you that makes you feel angry or anxious, remember to stop taking it personally and replace the feeling with humour.

  • Trust your choice:  We all have a great capacity for thought and to make choices. A winning trait of a confident person is that they believe in their own ideas and are willing to follow through on them. If you are continually seeking approval from other people, you won?t get very far. If you are in the habit of always seeking an opinion or asking for approval (even without saying it directly), then resolve to stop doing it.

The Upward Spiral

The best thing about building your confidence is that it causes the principle of 'reciprocal causation'. 

This means that doing the things that create confidence actually make it easier to do more confidence building activities. In essence, you begin to create an upward spiral.

Bad habits are easy to form and hard to live with; good habits are hard to form but easy to live with. Building confidence is a good habit that you must develop. As it continues to build you'll find it easier and easier to live with.

By choosing one of the above activities and following through on it, you will cause reciprocal causation to kick in. Soon your confidence will enable you to try more and more confidence building activities.

Eventually you will see your life, love and world transform, as you become a truly confident person. 

Just do it !

Tuesday, 29 April 2014

5 Great Games

One of the basic elements of working in a team is to collaborate, communicate, listen and hold on ..... Have fun !! 
The Leader has to ensure that his team learns to work together , respect and trust each other and enjoy at the workplace
In my sessions, I have used these games.  These games can be used for various occasions. Hope you like them !
For each game I list :
§  tnumber of participants
§  an estimate for the duration
§  the learning objectives and purpose
§  the material needed
§  a short description with instructions for the game’s facilitator

For the learning objectives and purpose, I’ll additionally recommend a short debriefing after the games, where you’ll find even more valuable outcomes.

Chair Game
number of participants: >= 9 (the more the better)
duration: 15 min
learning objectives/purpose: Success only through collaboration; working together across teams; finding a higher common goal; silent communication
material: >= 20 chairs
short description: Have the participants form 3 groups. Tell the participants not to talk anymore. Give each group one of the following instructions on a card (group should keep it a secret for the other groups):
§  arrange all the chairs in the room in a big circle
§  put all the chairs in the room upside down
§  group all the chairs in the room to pairs

Make sure everyone in the groups reads the instructions. Tell the groups to execute their instructions. If at some point every group is stuck, tell them that there is a solution that every group will be able to successfully execute their instructions at the same time. Debrief when there’s no movement in the room anymore.

possible progression: Groups will first fight each other, later hopefully see that they can all reach their goals together. The end state of the chairs is a big circle with pairs of chairs turned upside down.
Count to 33
number of participants: >= 3 (not more than 20)
duration: 5 min
learning objectives/purpose: simple things can be hard to achieve; listen to others

short description: Have the participants stand up and form a circle. Let the participants shout out numbers in the sequence from 1 up to 33 clockwise. Give the instruction:
“Whenever your number is dividable by 3 or ends with a 3 you have to clap your hands together instead of shouting out the number.”
Whenever a participant makes a mistake, the following participant has to start all over again with 1. Debrief when the group reaches the number 33.

possible progression: Participants will end up with this sequence (numbers are shouted): 1 2 clap 4 5 clap 7 8 clap 10 11 clap clap 14 clap 16 17 clap 19 20 clap 22 clap clap 25 26 clap 28 29 clap 31 32 clap
Escape the Room
number of participants: >= 3 (the more the better)
duration: 10 min
learning objectives/purpose: collaboration; silent communication
material: 1 chair per person
short description: All participants sit on a chair randomly distribute in a (large) room. Let participants lift their feets from the ground. Announce the following instructions:
“The goal of the following game is to escape the room. From now on, nobody is allowed to touch the floor or speak anymore.”
possible progression: Some participants hop with their chair to the exit. Others, often the ones furthest away from the exit, will cooperate by forming a bridge with their chairs. Some will also help others, e.g. by ‘islands’ (i.e. participants on chairs not connected to the bridge help by extending the bridge in their direction).
number of participants: >= 10 (the more the better)
duration: 10 min
learning objectives/purpose: warm-up; deals with post-meal coma
material: 1 chair per person minus one 1 chair
short description: Have the participants build a circle of chairs with one chair per participant (except for yourself). Assign a fruit out of three or four possible fruits to each participant and yourself, like
“Strawberry, banana, apple, mango, strawberry, banana, apple, mango, strawberry, banana – and I’m an apple.”
Explain the rules:
“Whenever the person in the middle calls out a fruit, the participants that fruit was assigned to have to get up and quickly find a new chair to sit on. When they get up, the person in the middle also tries to find a chair. Given that there is one chair less than the number of participants, one person will end up without a chair, and the game starts over. Instead of a fruit the person in the middle can shout ‘fruitsalad’, which means that everybody has to find another chair. It is not allowed to sit on any of your neighbour’s chairs.”
possible progression: Big fun in a fast paced game, where you have to react quickly.
Counting In The Dark

number of participants: >= 5 (not more than 20)
duration: 15 min
learning objectives/purpose: collaboration; silent communication

short description: Have the participants stand up and form a circle. Let them close their eyes. Tell them to count to 10 aloud. Whenever two people shout out any two numbers together, let the group start over.

possible progression: People will start calling out numbers with a high possibility for calling them out together, so they have to start over and over again. Since their eyes are closed, they can’t use sign language. They have to collaborate to find a appropriate strategy like letting one person alone do the counting, or by using a counting token which will be passed from one to the other.
Enjoy playing !  Have Fun !

Sunday, 20 April 2014

Name - Heaven - Frog

I am sharing 3 small stories which I use in my motivational workshops. Enjoy !

What is in a name ?

During Rob’s first month of college, the professor gave his students a pop quiz. 

Rob was a conscientious student and had breezed through the questions, until he read the last one: "What is the first name of the woman who cleans the school?" Surely this was some kind of joke. He had seen the cleaning woman several times. She was tall, dark-haired and in her 50s, but how would he know her name? He handed in his paper, leaving the last question blank.

Just before class ended, one student asked if the last question would count toward the quiz grade. 

"Absolutely," said the professor. "In your careers, you will meet many people. All are significant. They each deserve your attention and care, even if all you do is smile and say 'hello'".

 Rob never forgot that lesson. He also learned her name was Milly.

(Indian Readers of the blog ... remember Munnabhai and Jaadu Ka Jhappi ? )


Heaven and Hell 

A woman who had worked all her life to bring about good was granted one wish: "Before I die let me visit both hell and heaven."

Her wish was granted.

She was whisked off to a great banqueting hall. The tables were piled high with delicious food and drink. Around the tables sat miserable, starving people as wretched as could be. "Why are they like this?" she asked the angel who accompanied her. 

"Look at their arms," the angel replied. She looked and saw that attached to the people's arms were long chopsticks secured above the elbow. Unable to bend their elbows, the people aimed the chopsticks at the food, missed every time and sat hungry, frustrated and miserable.
"Indeed this is hell! Take me away from here!"

She was then whisked off to heaven. Again she found herself in a great banqueting hall with tables piled high. 

Around the tables sat people laughing, contented, joyful. 

"No chopsticks I suppose," she said. 

"Oh yes there are. Look - just as in hell they are long and attached above the elbow but look... here people have learnt to feed one another".

The frogs and the tower

There once was a bunch of tiny frogs, who arranged a running competition. 

The goal was to reach the top of a very high tower. A big crowd had gathered around the tower to see the race and cheer on the contestants...

The race began...

Honestly, no-one in crowd really believed that the tiny frogs would reach the top of the tower. They said ....

"Oh, WAY too difficult!!"

"They will NEVER make it to the top".

"Not a chance that they will succeed. The tower is too high!"

The tiny frogs began collapsing. One by one...

... Except for those who in a fresh tempo were climbing higher and higher...

The crowd continued to yell ...

"It is too difficult!!! No one will make it!"

More tiny frogs got tired and gave up...But ONE continued higher and higher and higher...

This one wouldn't give up!

At the end, everyone else had given up climbing the tower. 

Except for the one tiny frog who, after a big effort, was the only one who reached the top!

All the other tiny frogs naturally wanted to know how this one frog managed to do it?

A contestant asked the tiny frog how the one who succeeded had found the strength to reach the goal?

It turned out... That the winner was deaf.

Wednesday, 9 April 2014

Why does your Team Hate you ?

You are the Project Manager or a  Team Leader and you know that your team really hates you. 

"Oh yeah ... " You say to yourself  "They just don't understand my position ... When they will get to manage a  team like this, only then they will understand .... " You console yourself. 

In spite of the deadlines and the pressure, you think  do so much for your team but do not really understand why they always throw up bile against you at your back. 

Yes, they do. You know that. 

Get of of your shell, dear manager and leader ... here are the reasons why they hate you.

  • You Micromanage : You are a control freak and know each and every detail of what they are working on. You are forever on their heads , asking for status and try to control each and every decision. Your team feels suffocated and they think that it would be better if you did the job rather than them slogging over it . Because of this, they never take ownership of the work.

  • You always keep your hands very clean : You are always assigning work.  Doing work or making your hands dirty ?  Have you ever rolled up your sleeves and worked along with your team ? Ever done any project yourself ? Never ever.

  • You treat them as mere resources : You do not know anything about your team members - their likes, dislikes, family, priorities etc.  You treat them mainly as billable/non billable resources - they are just numbers in your resource plan. Hence you cannot empathize with them and they cannot include you in their joys and sorrows. 

  • You don't fight for them : Everybody makes mistakes. Including you.  When some crisis occurs due to some team member, you do not own the mistake, instead point finger at him/her. You do not fight for your team at the appropriate places. You team can feel it . And they hate you for this.

  • You treat them like mushrooms  : You keep your team in the dark and feed them junk. Like cultivating mushrooms. You keep information with yourself,  telling yourself "they do not need to know this " . You are not transparent.  This generates water-cooler talks and grapevines feed on the gossips thus generated. Your team has a hidden antennae and can feel important information being withheld from them. You lose their trust.  Someday, even if you tell them something, they will not believe you. Trust me !
There are a few more points. But I think that is enough food for thought for you in this post.  

Think about it . Ponder . And then change yourself to become a good leader ! 

Yes, you can  (Read the post)!

Sunday, 30 March 2014

Interview Questions

Recently , during one of my workshops, I was asked by a few people to tell them what were the most common interview questions and how they should go about it . 

This blog post is dedicated to them and all job aspirants preparing for interviews .  

  • Are you aware of the role and the responsibilities of the job you are applying ? Elaborate
  • What are your current responsibilities and duties ?
  • Describe your typical work day 
  • Which areas do you like the most about your current job and what do you like the least ?
  • Describe a problem which you have faced at work and what did you do to encounter it ?
  • Suppose you could not handle a problem yourself, what would you have done ?
  • Are you proud of any aspect of your current job ?  Tell us about some accomplishments at work .
  • Why do you think that you are suited to the job you have applied for ?
  • What has been your greatest disappointment so far ? 
  • How has this changed your view towards work and life ?
  • I see that you have switched jobs quite often. What are the reasons for your instability ?
  • Why do you want to leave your current organization ? 
  • What do you think about working in teams ? What works and what does not ?
  • What do you like the best about work on a team and what is the least ?
  • How do you see yourself after 5 years ? What are your long term goals ?
And then, there are my 3 interview Questions (Click on the link)

There are no right or wrong answer.... but in case someone wants to know what I would have answered to any of these question, put in your remarks and I will respond !
Cheers !