Influenced Others Flashcards
Describe a time when you tried to influence a team or individual to adopt a new idea or approach, but it was met with resistance. How did you navigate the resistance, and what steps did you take to gain support?
Situation: As Chief of IT Infrastructure and Operations at the Defense Health Agency (DHA), I faced the challenge of leading the transition of 300 call agents to remote work during the COVID-19 pandemic while ensuring uninterrupted IT support for 240,000 users.
Task: My task was to advocate for the adoption of Amazon Connect, a cloud-based contact center solution, to facilitate remote work for call agents and maintain efficient IT support for the large user base.
Action: When introducing the idea of adopting Amazon Connect, I faced initial resistance from some team members concerned about the potential disruptions to our operations. To navigate this, I actively listened, demonstrated empathy, and highlighted the benefits, conducting pilot testing to gain confidence and involve the team in the implementation plan.
Result: By addressing resistance through open communication, pilot testing, and team involvement, I successfully gained support for Amazon Connect. The implementation improved efficiency, supported remote work, and received positive feedback for its seamless IT support.
Can you share an example of a situation where your efforts to influence a decision were unsuccessful? What did you learn about the importance of timing and presentation in influencing others?
Situation: As Chief of the Infrastructure Operations Division (IOD), I faced a challenging situation where my division encountered a $50 million budget shortfall.
Task: My task was to advocate for an equitable distribution of the budget cuts across all divisions within the organization and present a proposal to my supervisor for reallocation of funds to partially offset the shortfall in my division.
Action: To address the situation, I conducted an in-depth analysis of budgets and spending plans across my division. I openly shared the budget shortfall’s details and proposed a plan to realign funds from other divisions to offset the shortfall, supported by data to alleviate immediate financial strain.
Result: My priority list to realign my funding to cover the immediate agency shortfall was approved. However, my supervisor disapproved of my proposal to distribute the $50 million budget shortfall to the other divisions, citing the expectation of receiving end-of-year fallout money to address the funding gap.
Describe a situation where you successfully influenced a significant change within your organization. What strategies did you employ to gain buy-in from key stakeholders and drive the change forward?
Situation: As the Chief of Infrastructure and Operations at the Defense Health Agency (DHA), I successfully influenced change by implementing a new IT Service Management (ITSM).
Task: My task was to gain stakeholder buy-in and drive the adoption of a new ITSM vendor.
Action: I conducted strategic planning to identify pain points and engaged key stakeholders through discussions and workshops. By building a compelling case with data-driven evidence, I emphasized the positive impact of ITSM on their work and mission. I led a pilot implementation to showcase benefits and actively sought feedback for continuous improvement.
Result: Through these strategies, I gained stakeholder buy-in for a new ITSM vendor. The implementation of ServiceNow significantly improved the IT service management system for the Military Health System.
Have you ever faced a situation where you needed to influence a decision, but external factors were beyond your control? How did you handle the limitations, and what did you learn about the boundaries of influence in such situations?
Situation: As Chief of the Infrastructure Operations Division (IOD), I faced a challenging situation with a $50 million budget shortfall.
Task: My task was to advocate for an equitable distribution of budget cuts across divisions and propose a reallocation plan to offset the shortfall in my division.
Action: I conducted an in-depth analysis to identify viable reallocation areas. During a meeting, I presented my proposal to my boss with supporting data, highlighting the impact on my programs and the need for immediate action.
Result: My proposal faced resistance due to external factors, like relying on end-of-year fallout funds to cover the shortfall. This situation highlighted the importance of adapting strategies and seeking alternative solutions. It also emphasized the need for ongoing collaboration and communication with key stakeholders to gain support for future initiatives.
Describe a challenging situation where you had to present a complex project or proposal to senior management. How did you address any questions or concerns they had?
Situation: As Chief of the Infrastructure Operations Division (IOD), I faced a challenging situation presenting a complex project proposal for implementing an IT Service Management (ITSM) vendor to my boss.
Task: My task was to gain approval and support for adopting new ITSM vendor.
Action: I prepared, researching successful ITSM implementations by other DoD agencies and I wargame the potential questions that could arise. During the presentation, I communicated clearly, emphasizing benefits, ROI, and addressing concerns with data-backed explanations and case studies.
Result: Through careful preparation and effective communication, I gained senior management’s approval and support for the ITSM project. This experience reinforced the importance of data-driven decision-making and strategic communication when influencing others.
How do you build strong relationships with stakeholders across departments to support organizational goals and initiatives?
Situation: As the chief in my organization, I faced the challenge of influencing my team to recognize the significance of building strong stakeholder relationships with other Divisions.
Task: My task was to lead my team in adopting effective strategies for stakeholder engagement.
Action: As Chief, IOD, I focused on effective stakeholder engagement through awareness, collaboration, and feedback mechanisms and integrating my staff with their staff. Data-driven communication highlighted the positive impact of strong stakeholder relationships on project outcomes and organizational success.
Result: Through these strategies, my team embraced collaboration and achieved project success with greater stakeholder support. The organization experienced improved teamwork and proactive stakeholder engagement, leading to successful project execution and overall organizational success.
Share an example of how you actively listened to your team members’ concerns and addressed them promptly to improve overall team morale and performance.
Situation: During the DHA transition, which involved merging Air Force, Army, and Navy military hospitals and clinics into the Defense Health Agency (DHA), I, as the CIO at RHC-P, encountered resistance from some subordinate CIOs and their respective commands, leading to a notable impact on overall team morale and performance.
Task: My task was to effectively influence the subordinate CIOs and their teams to address their concerns.
Action: To tackle this, I proactively scheduled one-on-one meetings and team sessions, encouraging open and honest communication. I actively employed active listening, empathizing with their perspectives and validating their feelings, making them feel heard and valued.
Result: The efforts had a positive impact, improving morale and fostering a more collaborative environment during realignment. Open communication and responsiveness led to increased engagement and commitment, vital for successful integration into the Defense Health Agency.
How do you ensure that your communication style effectively bridges the technical and non-technical staff gap when discussing IT expectations and responsibilities?
Situation: As the Chief of Infrastructure and Operations at the Defense Health Agency (DHA), I faced the challenge of facilitating effective communication between technical and non-technical staff regarding IT expectations and responsibilities during the realignment process.
Task: My task was to bridge the gap in technical understanding and ensure a shared understanding of IT goals and responsibilities among both groups to enhance collaboration and team performance.
Action: I employed a multi-faceted approach, using clear language, visual aids, and workshops to communicate IT expectations and foster two-way communication with non-technical staff.
Result: Through these efforts, I successfully bridged the gap between technical and non-technical staff, creating a more productive and collaborative work environment during the realignment process.
Can you provide an instance where you established a shared vision with your team, motivating them to work towards common goals and objectives?
Situation: During the COVID-19 pandemic, I led the transition to remote work by implementing Amazon Connect, a cloud-based contact center solution, to ensure seamless communication and support for healthcare operations.
Task: My task was to establish a shared vision with my team, motivating them to embrace Amazon Connect for my 300 GSC Service Agents.
Action: I communicated the significance of Amazon Connect in enabling remote work for my 300 agents and highlighted its benefits. I listened to their concerns and provided necessary resources, including training sessions and technical support, to facilitate a smooth transition.
Result: With a shared vision in place, my team embraced Amazon Connect, working to provide uninterrupted IT support and maintain essential healthcare services during the challenging pandemic period.
How do you encourage open and transparent communication within your team to foster a collaborative and supportive work environment?
Situation: As Chief of Infrastructure and Operations at the Defense Health Agency, I recognized the importance of encouraging open and transparent communication within my team to foster a collaborative and supportive work environment.
Task: My task was to create a culture that valued direct feedback, active listening, and open dialogue to promote innovation and problem-solving.
Action: I led by example. I organized regular team meetings to provide a platform for discussions and encouraged team members to share their ideas and concerns openly. Additionally, I implemented an open door policy to allow team members to express themselves without fear of judgment.
Result: By prioritizing open communication and creating a supportive environment, my team felt empowered to share their perspectives, leading to increased collaboration and creativity. This approach fostered a highly productive and cohesive team, resulting in successful project outcomes and improved team morale.
