An Interview for a Deputy Director Position National Institutes of Health NIH

Running head: INTERVIEW

INTERVIEW 6

Interview for deputy Director position: National Institutes of Health (NIH)

Mock Interview

1.) As the basis of decision-making, problem-solving, and organizational action, a transformational leader must think strategically and consider the external environment and its varying factors. Describe one or two strategies you might employ to identify stakeholder groups and their needs.

Identification of stakeholders’ groups and needs begins by identifying those directly and indirectly affected by a project. The first identification strategy is to review the Service Level Agreement (SLA) that stipulates all players’ needs and how they should be engaged in the organization’s affairs (The Institute of Workplace and Facilities Management, 2017). It gives a way of recognizing primary, secondary and key stakeholders based on their contributions to the organizations and their impact. Their interests will vary from economic, social, work, time, environment, security, health, and many others. This divergence of views exists because of stakeholders who participate in the external environment. SLA lists those needs that are articulated to represent every stakeholder. They are also part of its creation.

Reviewing SLA makes it accommodative of stakeholders’ needs. Further, customer surveys aimed at assessing their satisfaction aid in determining their needs. With such strategies, a positive and interactive relationship is built to make all the stakeholders satisfied. When doing this, the strategy must be respectful and engaging to share their needs openly and with confidence. Proper communication with the stakeholders forms part of the decision-making process (Lindgreen et al., 2018). Decisions that are made in unison promote coordination of activities because of the uniformity of purpose.

2.) The success of the organization is dependent upon the leadership’s ability to calculate how the plans and actions of the organization will affect stakeholders. Describe one or two strategies for achieving this in the short and long term.

The leadership of an organization determines its success, and decisions made directly impact stakeholders. Leaders determine culture, staff motivation, change tolerance, and other values. These, in turn, affect organization performance hence stakeholders (Diers-Lawson, 2019). Leaders influence their environment. For example, poor leadership will affect how workers serve customers who form part of the stakeholders. Equally, leadership is involved in laying strategies the affect how an organization performs. Performance affects business returns, directly affecting investors and shareholders who hold a primary position in success determination. Leadership has a role in establishing a relationship with the government, and this association affects the working environment (Diers-Lawson, 2019). Thus, stakeholders’ involvement in decision-making is a strategy the leadership should adopt for a successful organization.

Stakeholder engagement through leadership promotes efficiency (Diers-Lawson, 2019). This is best done through surveying the stakeholders, prioritizing their interests, and active communication. These strategies make stakeholders confident that they are part of the organization. It is the leader’s responsibility to ensure that those milestones are met. Stakeholders also look to leaders for motivation, guidance motivation, and inspiration. Failed or ill-motivated leadership implies that stakeholders will be affected, which in the long-run affects the performance of an organization (Freeman, 2010). Besides, most stakeholders believe in the professionalism of the leaders, and this makes businesses vulnerable hence the need for proper leadership (“Chapter 7. Encouraging involvement in community work | Section 8. Identifying and analyzing stakeholders and their interests | Main section | Community toolbox,” n.d.).

3.) What do you take into consideration when identifying the best method to solve a problem?

Problem-solving considers both the nature of the problem and its effects on the stakeholders (Van Aken et al., n.d. An ideal method must weigh both effects. For issues requiring an urgent response, a different approach will be used to mitigate the existing challenge. The same applies to long-term problems. For example, a problem with employees can call for reductions, which would be a long-term plan. Personality types such as the state of the employees and how they react when addressing a problem determine how leaders tailor their methods. The method should be accommodative in all aspects to ensure that every aspect of the problem is addressed. Moreover, the availability of resources is an important consideration. For example, a problem whose solution is based on procuring new equipment and changing the infrastructure will take a different route.

Problems can be internal or external. Internal problems require internal decision-making in collaboration with the stakeholders. However, some problems require external engagements, such as government interventions. In such instances, a different method ought to be used in harmony with what the external parties expect. In solving problems, skills and competencies are also part of principal considerations. Some problems will require a certain skill level. An organization cannot adopt a problem-solving method that is beyond its skill capabilities.

4.) What has been a difficult decision for you to make in your career and why?

As I decided to seek Deputy Director for Accountability and Organization Performance, one of the most challenging decisions was taking a different career transition. I have been to various organizations and have held different positions. This career required me to adjust many of my priorities and even prompted me to take new courses to execute my mandate with professionalism. My personal life has also been very involving in matters that have made me desire to have more family time. With this position, I resolved to work on a work-life balance to enhance my productivity.

Another interesting aspect that has been equally a challenge is the nature of job offers I have been receiving. I must confess that some a better-paying and that would be an influencing factor. However, I am a believer in passion-driven careers. Since this job is among my areas of interest, I decided to settle for this, plus the confidence and satisfaction that I believe it will offer. As is the norm with new careers and job positions, I have some uncertainties about my future in this career. I am eager to experience new things. The fear of the unknown also gives any job-seeker some challenges when deciding on what they want.

5.) What practical experience do you have leading or managing a project or presentation?

I have held different positions as a leader and even spearheaded major projects in ABC Institution of Health. Here, I was charged with the duty of procuring medical equipment and drugs. I headed two committees whose role was to assess patients’ needs, hence deciding on the best purchase equipment. During my tenure, I saw ABC’s transformation from a local health facility to today. I take pride in some of the developments here at the National Institutes of Health (NIH) because I was part of privately contracted advisors who shared their input to enhancing the medical research department. Such achievements and the level of recognition they have received make me believe that I will be of value to NIH.

Though not directly linked to my career, I have been a moderator of online forums on medical research. Through social networks like LinkedIn, I have managed to establish worthy professional connections where we exchange ideas. It has made me appreciate the power of stakeholders’ engagement in decision-making. With the same zeal, I will coordinate the duties assigned to me as the Deputy Director and make everyone feel part of this institution. That way, we shall realize the set goals.

6.) How will you continue to develop yourself in this role?

As Deputy Director, I have a lot to learn from my networks, including stakeholders. I am a firm believer that feedback has an essential role in sharing leadership roles. I will be keen to listen and monitor our progress. Doing so will make me improve. Goal setting is also primary in career developments. I will set small goals that will be reviewed regularly. These will make me stretch myself to realize my full potential.