ORIGINAL PREPARED ANSWER
What do you think will make you a better manager
Shown as prepared. Grammar, structure, names and confidential details have not been corrected or anonymised.
Original prepared answer
“I constantly reflect on this, and I believe that becoming a better manager is about evolving alongside your team and the business. There are three specific areas I’m actively working on to grow further as a leader.”
1. Scaling Influence Across Functions and Orgs
As organizations grow, technical execution and people management are not enough—you also need to scale strategic influence.
- I want to be better at navigating org-level trade-offs and aligning more seamlessly with cross-functional priorities at the director and VP level.
2. I want develop the natural knack to tailor my Coaching style
Recently I received feedback from one of my direct reportee who recently returned from parental leave that my coaching style has been a bit stressful. So I collaborated with him to develop a new approach which has worked well and we have seen success in his growth.
So I want to develop this natural knack to detect discomfort and modify my approach so that I am able to create a stress free environment which fosters creativity and people feel safe.
3. Being More Proactive with Change Management
I’ve successfully led re-orgs, platform migrations, and large programs. But when it comes to navigating change—especially org design or strategic shifts—I want to be better at:
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Bringing people along earlier
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Communicating not just the what, but the why
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Addressing emotional undercurrents when people feel uncertain
I’ve learned that people don’t resist change—they resist uncertainty. So being more proactive here is something I’m actively working on.
Wrap-up Thought
“I believe being a great manager is about scaling your empathy, your decision-making, and your systems. I’m proud of how far I’ve come—but I’m very aware that what got me here won’t get me there. So I’m always learning, adapting, and listening to those around me.”
How this answer addresses the interviewer signals
The answer shows thoughtful self-awareness and a willingness to change. The coaching example is the strongest evidence because it connects feedback, action, and an outcome. Cross-functional influence and change management are relevant growth areas, but their development plans are less concrete.
This assessment reflects the written answer, not the author’s full experience.
Self-awareness
DemonstratedEvidence in the answer: The answer identifies three distinct areas: broader influence, adapting coaching, and proactive change management.
You could also mention: Why these growth areas are priorities given the responsibilities described.
Openness to feedback
DemonstratedEvidence in the answer: The answer acknowledges that a report found the coaching stressful and describes working with them on a different approach.
You could also mention: The initial response to the feedback and how further feedback is invited.
Ownership of growth
Partially demonstratedEvidence in the answer: The example describes acting on coaching feedback. The other two areas mainly describe aspirations for development.
You could also mention: One current action to develop cross-functional influence or change-management skills.
Adaptability and empathy
DemonstratedEvidence in the answer: Tailoring coaching and recognising uncertainty during change show attention to individual experience.
You could also mention: What specifically changed in the coaching approach, without needing to share more personal context about the report.
Learning and impact
Partially demonstratedEvidence in the answer: The answer states that the revised coaching approach worked and supported growth, but the outcome remains general.
You could also mention: An observable change: feedback from the report, greater confidence, increased independence, or progress towards an agreed goal, whichever actually occurred.