Hiring the right manager can make or break your team.
Managers shape the work environment, drive employee engagement, and play a pivotal role in achieving organizational goals. Basically, hiring a great leader isn’t just important — it’s essential to your company’s success.
So, how can you be sure you’re picking the right candidate? By asking the right questions and focusing on evaluating candidate skills through the hiring process.
Unsure what to ask? As the leading skills-first recruitment software, we have lots of experience helping companies use interview questions and skills assessments to find the perfect hire.
So, we’ve curated a list of the top interview questions you should ask to find the perfect manager for your team. We’ll also explore how to pair interviews with skills assessments for best results.
Our top four general questions to ask anybody applying for a management role
We’ve compiled this short list from our internal team, and questions we’ve used to hire for manager roles at Toggl. Hiring managers, recruiters, and other human resources team members will benefit significantly from using these questions.
❓ Tell me about yourself and your career so far.
This common question gives manager candidates a chance to tell a story from their point of view. You’ll learn about their most relevant work experience for the role and why they believe they’re qualified. Plus, it’s a nice way to ease into the interview.
❓ What attracted you to this position and our company?
This one can help you gauge how much they know about the company and the position. You’ll understand if they’re mentally invested in the role and overall business or simply want a new job.
❓ As a manager, what do you consider your biggest career achievement?
Apart from giving them a chance to show off specific examples of their work, this question allows candidates to highlight what they find valuable in their careers. Some will enjoy managing direct reports, while others will be motivated by achieving high sales numbers.
❓ How would your previous team members describe your leadership style?
The answer to this question speaks volumes about each candidate’s self-awareness. Pay close attention, and they’ll show you how their leadership skills make them effective managers and how well they’ve led people in the past.
25+ great manager interview questions and answers
Moving on from the general questions, we’ve prepared 25 other common interview questions for a manager job position divided into four crucial categories: leadership, conflict resolution, adaptability, and strategic interview questions.
💡 For each, we’ve listed why each question is important and provided an example answer. Use the example answers as a guide when assessing responses, but tailor each to fit your company and the role.
Leadership skills questions
Q: How do you adapt your leadership style to different team members?
A: “I adjust my style based on the employee’s needs and experience level. For example, I tend to be more hands-on with new hires, setting clear expectations and offering frequent feedback. With experienced team members, I give them more autonomy while being available for support. I also have regular one-on-one meetings to understand what motivates each employee.”
Top tip:
This question will show you how emotionally intelligent the candidate is. Also, you’ll learn more about their flexibility in day-to-day leadership situations.
Q: How do you empower your team to make decisions?
A: “I believe in setting clear boundaries and expectations upfront, so my team knows when they can make decisions independently. I encourage them to suggest solutions instead of just bringing me problems. For example, during a recent product launch, I delegated ownership of the marketing strategy to one of my team leads. I provided guidance but let them drive the plan. The result was a creative campaign I might not have developed myself.”
Top tip:
Apart from making decisions, great leaders empower others and give them autonomy over their work. This is a core skill for excellent project management and decision-making throughout your company, so you’ll definitely want to ask a question that touches on this when interviewing candidates.
Q: Tell me about a time when you had to lead without formal authority.
A: “During a cross-departmental project, I coordinated efforts between product development and marketing without having direct authority over either of the two groups. I built trust by focusing on shared goals and actively listening to both teams’ concerns. I ensured everyone knew how their input contributed to the project’s success and kept communication open with regular updates. Ultimately, we launched the project on time, with both teams fully committed.”
Top tip:
There will be situations when a manager has to lead without the backing of their title. This is where influence and great communication skills come into play. You want to hire someone who leads because they’re natural leaders, not because they have a specific position.
Q: Can you tell me about a time you led a team through a significant change?
A: “In my previous role, our company underwent a merger, which led to structural changes and new processes. I focused on transparent communication to address uncertainties. I held team meetings to explain what we knew, admitted what was still uncertain, and gathered feedback on how to adapt. Additionally, I set small, manageable goals to keep the team focused during the transition. This helped us maintain productivity and morale despite the challenges.”
Top tip:
When a major change happens, such as a merger and acquisition, rounds of layoffs, rebranding, pivoting, and similar, it’s up to the manager to communicate these changes and lead the team in times of uncertainty.
Q: How do you foster a culture of accountability in your team?
A: “I make accountability part of our everyday practices by setting clear goals and expectations. I encourage team members to commit to their responsibilities publicly during meetings, which adds a layer of ownership. When things don’t go as planned, I focus on solutions rather than blame. For example, if a project slips, I meet with the team to understand the root cause and identify what we can do better next time. This approach creates a learning environment where people take responsibility without fear.”
Top tip:
Good leaders give their employees opportunities for professional development and growth. They don’t just delegate tasks. Instead, they make each team member accountable for their workload, key metrics, and outcomes.
Q: Can you give an example of how you helped develop a high-potential employee?
A: “One of my team members expressed interest in a leadership role but lacked experience. I gave her stretch assignments to lead smaller projects, providing feedback. We also set up monthly development sessions to improve her presentation and decision-making skills. Over time, her confidence grew, and she started mentoring other team members. Eventually, she was promoted to a team lead role, and now she’s thriving in that position.”
Top tip:
The answer to this question reveals how committed the manager is to developing their top-performing employees’ hard and soft skills. Ultimately, you want to hire someone interested in building others up and giving them valuable career advice.
Q: How do you handle conflicting priorities between the team’s goals and organizational objectives?
A: “In one instance, my team was focused on improving an internal process, but the company’s leadership prioritized customer-facing initiatives. I held a meeting with my team to align our priorities with the organization’s goals. We identified a way to modify our project to support the larger customer initiative while addressing our internal needs. This required some compromise, but it kept everyone focused on adding value at the organizational level.”
Top tip:
Regardless of the answer, this will show you if the manager can balance two conflicting sides: what the company wants and what the team wants to accomplish.
Conflict resolution questions
Q: Can you tell me about a time you mediated a conflict between two team members?
A: “In one instance, two team members disagreed about task ownership, causing friction. I sat down with both of them individually to understand their perspectives. Then, I held a joint meeting where we discussed the root issue and agreed on a clearer division of responsibilities. I also reminded them of our shared goals to shift their focus back to teamwork. Afterwards, I noticed improved collaboration, and we avoided further tension.”
Top tip:
This is one of the most common behavioral interview questions for conflict resolution. It shows if the candidate can stay neutral, they can resolve conflicts calmly and ensure the team remains cohesive.
Q: How do you handle disagreements with upper management while still supporting your team?
A: “During a project, upper management wanted to cut the timeline in half, which my team felt was unfeasible. I approached leadership with a well-prepared case, explaining the risks and offering alternative ways to expedite parts of the project without sacrificing quality. Although leadership decided to stick with the compressed timeline, I framed the decision positively for my team and focused on breaking the project into smaller, achievable milestones. We managed to meet the new deadline without burning out.”
Top tip:
The answer will show if the candidate can balance a conflict between important company stakeholders and their team. A great hire will know how to use their skill sets to make both parties happy.
Q: Give me an example of a time when you had to make an unpopular decision. How did you manage it?
A: “I once reassigned a key project from one employee to another due to workload balancing. The original owner was disappointed, but I explained my reasoning, emphasizing that it was to avoid burnout and ensure fairness. I acknowledged their contribution and discussed future opportunities where they could take the lead again. Although the decision was initially unpopular, my transparent approach helped rebuild trust, and the employee appreciated being involved in the conversation.”
Top tip:
The answer to this question shows how the candidate can handle conflict and resistance in their team. Another example could be if they needed to scold an underperforming employee who was generally loved in the department.
Q: How do you prevent small conflicts from escalating into bigger issues?
A: “I make it a point to build open communication channels with my team to address small issues early. In one case, I noticed two colleagues having frequent minor disagreements. I initiated one-on-one check-ins and encouraged them to share their perspectives with me. It turned out they had different assumptions about task priorities. By clarifying expectations and suggesting a weekly sync between them, we nipped the conflict in the bud before it escalated.”
Top tip:
Great managers think proactively and use their conflict management skills to extinguish small fires before they spiral out of control. They can make a difficult decision early on to prevent bigger problems later.
Q: How do you approach conflicts when you are personally involved?
A: “I believe in addressing conflicts calmly and directly. When I disagreed with a colleague about resource allocation, I initiated a conversation to better understand their perspective. I focused on the facts rather than emotions, explained my position, and collaborated on a solution that met our needs. I also followed up afterwards to maintain a positive working relationship.”
Top tip:
When the manager is involved in a conflict, they must manage their emotions. In a job interview, this will show you if the candidate has control of their emotions and can set a good example for their team.
Q: Tell me about a time you disagreed with a team member’s approach. How did you resolve it?
A: “During a project, a team member proposed a solution that I felt would be too time-consuming. Rather than dismissing their idea, I asked them to walk me through their reasoning. This helped me see some valuable aspects of their plan. We ultimately combined their idea with a streamlined approach I suggested. This collaborative process improved the project outcome and strengthened our working relationship.”
Top tip:
This question is a great starting point if you want to find out how a manager position candidate resolves issues professionally.
Strategic thinking questions
Q: Can you describe a time when you had to make a decision that had a long-term impact?
A: “In a previous role, we faced a choice between launching a quick fix for a product issue or delaying the release to develop a more scalable solution. I chose the latter, knowing it would save us from technical debt. Although it required convincing stakeholders, the decision paid off months later when we could easily integrate new features without a major overhaul.”
Top tip:
The answer to this question reveals if the candidate knows how to balance short-term needs (e.g., for a specific project) with long-term goals and needs of a business.
Q: How do you ensure your team’s work aligns with the company’s strategic goals?
A: “I make sure my team understands how their work contributes to the company’s success by regularly communicating our goals. For example, I align project KPIs with business objectives, like improving customer retention. In team meetings, I highlight how small achievements—like reducing response times—play into the larger goal. This keeps everyone focused on what truly matters.”
Top tip:
The answer shows you if the manager knows how to connect each team member’s everyday tasks with the larger business goals of a company.
Q: Tell me about a time when you had to pivot strategy in response to market changes.
A: “At the beginning of the pandemic, we were preparing a product launch targeted at physical retail stores. When lockdown began, we quickly pivoted to a digital-first strategy, redesigning our product to suit e-commerce platforms. I reallocated resources to marketing partnerships with online marketplaces, which helped us exceed our sales targets despite the disruption.”
Top tip:
Pay close attention to the response here. You’ll learn if the candidate can retain composure under pressure and think on their feet. Especially in volatile industries, being able to change strategies is one of the key problem-solving skills managers should have.
Q: How do you evaluate and prioritize competing initiatives?
A: “I start by evaluating the business impact, effort, and alignment with company goals. For example, when I had multiple initiatives competing for resources—one focusing on customer acquisition and another on retention—I led a team workshop to quantify the ROI of both. We concluded that retention would yield higher value in the short term, so we first focused on improving our churn rate, knowing that sustainable growth would follow.”
Top tip:
When a manager has limited time and resources to complete two different projects, they must balance and make a strategic decision with long-term impact. The answer will show you how the manager prioritizes on the spot.
Q: Can you give an example of how you identified an opportunity others overlooked?
A: “In my previous role, I noticed many customers were using our product for purposes outside its original intent. I proposed creating targeted features to support these use cases, which resulted in a new revenue stream. We launched a pilot, and the feedback was overwhelmingly positive. This initiative brought in additional revenue without requiring significant product redevelopment.”
Top tip:
This question indicates if the candidate can think outside the box and spot opportunities in unlikely places. Ultimately, regardless of what they say, you should be looking for an aswer that shows you if they’re capable of being strategic and creative simultaneously.
Q: How do you handle situations where resources are limited but expectations remain high?
A: “In a previous role, we faced budget cuts while being expected to maintain the same project timelines. I worked with my team to identify low-impact tasks that could be deferred while doubling down on high-value activities. We also streamlined some processes to increase efficiency. Ultimately, we delivered on time, even with fewer resources.”
Top tip:
This hypothetical scenario reveals how the candidate would manage a challenging situation where they have to do a lot with a little.
Adaptability questions
Q: Can you tell me about a time you had to quickly adapt to a significant change at work?
A: “When our largest client unexpectedly requested a project scope change mid-way, I gathered the team immediately to reassess priorities. We reallocated resources and created a new timeline within 48 hours. Although challenging, we met the new requirements, and the client extended their contract based on how smoothly we handled the change.”
Top tip:
This typical question checks the candidate can react swiftly and adapt as needed. In industries where changes happen quickly, being able to change paths in a heartbeat is a valuable skill set.
Q: How do you keep your team motivated during uncertainty or change?
A: “During a departmental restructuring, some team members were worried about their roles. I addressed concerns directly by being transparent about what I knew and ensuring they had my support. I also organized short-term wins and focused on achievable goals to keep everyone engaged. These efforts kept morale high, and we didn’t miss any key project deadlines during the transition.”
Top tip:
When going through a rough patch, you must communicate to keep morale high. If the manager can work through tough times and find ways to break the information down to their employees, they’re a catch.
Q: Give me an example of a time when your original plan didn’t work. How did you adjust?
A: “In one project, we planned to roll out a new feature, but technical challenges made it impossible to meet the original deadline. Instead of pushing back the entire release, we pivoted to a phased approach. We launched the core functionality first, with the remaining features scheduled for a follow-up release. This allowed us to deliver value to customers while maintaining our timeline.”
Top tip:
The answer shows if the manager can admit defeat and change to a new idea. Not only that, but they should also demonstrate evidence of effectively communicating the change of plan to their team.
Q: How do you stay productive when priorities keep shifting?
A: “I stay productive by maintaining a flexible task list and focusing on what’s most critical. In one instance, a last-minute request from leadership required me to pause ongoing projects. I quickly reprioritized my tasks, delegated where appropriate, and communicated changes to my team. This way, we handled the urgent request without compromising other key deliverables.”
Top tip:
This shows you if the candidate can manage their workload (as well as their employees’) when priorities are shifting quickly.
Q: Can you describe a situation where you had to learn a new skill or process to adapt to a changing environment?
A: “During a system migration, I had to learn a new project management tool quickly to ensure a smooth transition. I dedicated time to online training and connected with experienced colleagues with the platform. Within a week, I was proficient enough to lead the migration project, minimizing downtime for the team.”
Top tip:
The answer will show whether the candidate can learn quickly and adapt to new situations — both for the good of their team and to meet larger company goals.
Q: How do you manage stress and focus in fast-changing situations?
A: “I focus on controlling what I can and breaking large tasks into smaller, manageable steps. For example, I created a priority list and delegated tasks across the team when we had to overhaul a project plan within a week due to new client demands. I also made time for quick check-ins with the team to monitor progress and ensure no one felt overwhelmed. Staying organized helped me stay calm and focused throughout the process.”
Top tip:
The answer reveals how emotionally resilient the candidate is and whether they can remain focused under pressure.
Red flags to look for when hiring for a management position
Watch out for some common signs that the person you’re interviewing could be trouble down the road. Here’s what any candidate for a key managerial role should not do.
- 🤔 Lack of specific examples: If the candidate can’t produce concrete examples of their previous achievements and simply repeats what they read in the job description, they probably won’t make for a great hire.
- 🤷 Blaming others for their failures: Candidates who blame their previous employer or employees for past setbacks are likely to do the same if you hire them, too.
- 🤐 Poor communication skills: If the candidate can’t articulate their thoughts clearly in the job interview, they’ll struggle to communicate when they start working.
- 🗺️ Inconsistent career path: Consistent job-hoppers who don’t have an apparent reason for changing companies may do the same thing to you if you end up hiring them.
- 📚 Lack of interest in team development: Applicants focused on developing their own skill set rather than their team’s suggests they’re not a team player.
- 🫣 They’re avoiding conflict resolution topics: Any candidate who glides through the interview process but stumbles on topics related to conflict resolution may have issues with workplace disagreements.
- 🗿 Overemphasis on control: Candidates who talk at length about authority might be prone to micromanaging their team and leading without collaboration and flexibility.
- 🦁 Unrealistic expectations or overconfidence: If the candidate is too optimistic about the results they can achieve, it may be a sign that they lack experience and are oblivious to potential challenges.
How are management interview questions different from standard interview questions?
To start, it’s worth addressing what is different about management interview questions compared to the average or standard variety.
Management interview questions are designed to assess a candidate’s potential to lead others and hold a position of importance. These questions typically focus on a candidate’s ability to command and motivate others, as well as their experience managing teams and achieving goals.
In this way, they differ from standard interview questions, which typically focus on the role and industry-specific skills first and company culture fit second.
| Manager interview questions focus on… | Standard interview questions focus on… |
| Understanding how the candidate deals with difficult situations. | Why a candidate is interested in the company or position. |
| How the candidate delegates tasks. | What the candidate’s strengths and weaknesses are. |
| How the candidate will handle conflict. | How candidates operate in a team and within the organizational hierarchy. |
| Gauging the communication skills of a manager, which may be the most important aspect. | What is the candidate’s ideal work environment? |
| How well the candidate understands all of the ins and out of the management position. | What are the candidate’s career goals? |
A great candidate should already have a proven track record with management positions, along with relevant achievements and qualifications.
That’s not to say that there isn’t any cross-over between standard and manager interview questions, which you may notice further on in the article, but it’s fair to say people in leadership positions get more behavioral questions vs skills-related questions.
Do interview questions for managers vary by industry?
Yes, which is why it’s important for managers to be prepared to answer industry-specific questions to demonstrate their knowledge and experience in their field.
For example, a job seeker in the tech industry may be asked about their knowledge of programming languages. At the same time, someone in a hospitality setting would require a more customer-focused approach to their management style.
However, many common manager interview questions are transferable regardless of industry. These usually include questions about candidates’ leadership styles, past experiences, and how they handle challenging situations.
Assess a candidate’s management style with skills tests
Interview questions are an important way to get to know your potential hire by digging deeper into their personality and experience. But…they shouldn’t be used as a standalone assessment.
Instead, pair structured interview questions with targeted skills assessments to give you a well-rounded view of each candidate’s potential. Tools such as Toggl Hire allow you to test each candidate with various assessments, such as situational judgment tests, leadership simulations, and many others.
You can use skills assessments at any stage of your hiring process. For example, you might use them as a screening tool, progressing candidates with the highest scores through to an interview stage. Or, you might use them post-interview to double-check the validity of candidates’ answers in an interview scenario.
At Toggl Hire, we have tests for an array of managerial roles, such as product marketing manager, engineering manager, and HR manager (among many others). Hire new managers confidently by signing up for a free Toggl Hire account today!
Mile is a B2B content marketer specializing in HR, martech and data analytics. Ask him about thoughts on reducing hiring bias, the role of AI in modern recruitment, or how to immediately spot red flags in a job ad.
