Here's how you can navigate interview questions about your decision-making process.

Following is a real event, not a story: A professor walked into the classroom in a university in Turkey and lectured non-stop for 3 hours. At the end of the session he turned back to the classroom and asked if there were any questions. Nobody raised hand because everybody really understood everything about the 3-hour long lecture. He turned back to the class and said "this class was so good that even I understood it" This event happened more than three decades ago, when the internet was not available and research meant diving into the library, but nothing changed till then. If you understand it without a doubt, everybody would.

Navigating interview questions about your decision-making process can be tricky. Before you can convincingly talk about it, you need to understand it yourself. I learned this lesson when an interviewer asked me, "How do you make tough decisions?" My vague answer clearly didn't impress. I went home, reflected on my past decisions, and identified my steps: gathering information, weighing pros and cons, seeking input, and trusting my instincts. In my next interview, I shared a specific example of a tough decision, detailing each step. It resonated well. So, understand your process, use clear examples, and practice explaining it. Your confidence will shine through!

Explain Your Approach: Share your method, like pros and cons, cost-benefit, or SWOT analysis. Provide Examples: Describe a situation, options considered, and your rationale. Highlight Collaboration: Mention involving stakeholders and using feedback. Discuss Data Usage: Explain how you gather and analyze data for informed choices. Show Flexibility: Illustrate adapting to new information. Reflect on Outcomes: Evaluate and learn from the impact of your decisions. Example: "I use a structured process, including stakeholder input and data analysis. For example, I chose a software vendor based on long-term support benefits, improving efficiency by 20%."

When discussing my decision-making process, I focus on specifics to highlight my skills effectively. One notable example is from my tenure at ISMO Motors Group. We faced a liquidity challenge that required immediate action. I evaluated several options, including cost-cutting, asset liquidation, and improving the cash conversion cycle. I chose to develop a sales team incentive model to enhance cash flow. This decision, driven by data analysis and strategic alignment, resulted in a 20% improvement in our cash conversion cycle. By providing this specific example, I demonstrate my ability to make informed, impactful decisions.

Pick a situation when you had to make a decision or you were part of a decision making process. Use the STAR framework to explain it in a concise way to the interviewer.

I agree with above. This can be conveyed in clear & concise sentences using the RSAFA framework: Result first to create curiosity. Situation briefly to provide context. Action to demonstrate the steps taken. Framework/template creation to reuse it for similar case. Alternatives to present other equally viable or closely related decisions. Our perceptions are shaped by what is visible, our current awareness, and the specific context at the time of the decision. It's crucial to practice second-order thinking: consider whether the decision will still be applicable in 10 days, 1 month, or 1 year. Always have multiple options recorded, along with their pros and cons, so we can adapt our decisions as context, awareness, or perspectives change.

Use technical terms and jargons wisely. If the question comes from HR or other non technical staff, either don't use tecnical terms or explain what they mean very briefly. If it comes form a tecnical staff, use them without going off the subject.