IntermediateBEHAVIORAL
Tell me about a situation where a key stakeholder was dissatisfied with the insights or reporting your team produced. How did you handle the feedback, what changes did you make, and what did you learn that you now apply to similar situations?
Custom Role
General

Sample Answer

In my last role, I rolled out a new monthly performance dashboard for our commercial team. I was pretty happy with it, but after the first review, the VP of Sales pulled me aside and said, “This is accurate, but it doesn’t help me run the business.” That was tough feedback, but useful. Instead of defending the work, I booked a 45‑minute working session with her and two regional directors. I asked them to walk me through the last three big decisions they’d made and what information they had wanted in front of them at the time. That completely reframed things. We rebuilt the deck around 5 core decisions, added a forward‑looking pipeline quality view, and cut 40% of the charts. Engagement jumped: meeting prep time for directors dropped by ~30%, and the VP started using 3 slides as her standard board update. Since then, I always co-design key reports with stakeholders using real decision use cases, not just metrics lists.

Keywords

Describe the initial misalignment between accurate data and actionable insightsShow openness to tough feedback and focus on understanding decision use casesExplain concrete changes to structure, content, and level of detailQuantify impact on engagement and decision quality, and share the core lesson