Team Manager interview questions and expert answers

Answer example: I set SMART objectives that align with boutique goals while considering each team member's capabilities and development needs. I communicate objectives in team meetings, explaining not just what we need to achieve but why it matters for our brand and careers. I break down larger goals into manageable weekly and daily targets. For each team member, I set individual objectives during one-on-one meetings, discussing how they can contribute and what support they need. I provide regular progress updates and adjust goals when necessary. For example, when we had a new collection launch, I set specific targets for each category and advisor, explaining how mastering these products would enhance their expertise. We exceeded targets by 30% because everyone understood their role and felt invested in the outcome.

Answer example: I address underperformance promptly but supportively, focusing on improvement rather than blame. I start with a private conversation to understand root causes, which might be skill gaps, personal issues, or unclear expectations. I then create a development plan with specific, achievable milestones and schedule regular check-ins to monitor progress and provide guidance. For example, an advisor was struggling with closing sales despite excellent client rapport. Through observation, I noticed they hesitated to suggest additional items. I coached them on confident styling suggestions and cross-selling techniques through role-plays. Within six weeks, their conversion rate improved by 35%, and they became one of our top performers. The key is combining clear expectations with genuine support and recognition of improvement.

Answer example: I foster collaboration by creating an environment where team success is valued over individual competition. I encourage knowledge sharing through peer learning sessions where top performers share their techniques. I assign team-based goals in addition to individual targets, celebrating collective achievements. I also facilitate cross-selling between advisors in different categories, ensuring they support each other rather than compete for clients. For example, I implemented a 'team assist' recognition program where advisors who help colleagues close sales are publicly acknowledged. This eliminated territorial behavior and created a supportive culture. I also organize team activities outside work hours to build genuine relationships. This collaborative approach increased both team satisfaction and overall sales performance by 20%.

Answer example: I monitor performance through multiple metrics: individual and team sales, average transaction value, conversion rates, units per transaction, client satisfaction scores, and qualitative observations of client interactions. I review daily performance data each morning to identify trends and opportunities. I conduct weekly one-on-ones to discuss individual performance, celebrate wins, and address challenges. I also observe floor interactions to assess service quality, product knowledge, and selling techniques. For example, by analyzing data, I noticed one advisor had high traffic but low conversion. Through observation, I discovered they spent too long with browsing clients, missing opportunities with buyers. I coached them on qualifying clients quickly, and their conversion rate improved by 40%. Data tells me what's happening, observation tells me why, and coaching addresses the gaps.

Answer example: Two advisors on my team had a dispute over client ownership when a regular client purchased from the second advisor during the first advisor's day off. I met with each privately to understand their perspectives, then facilitated a joint meeting focused on solutions. I reminded them that our primary goal is exceptional client service, not internal competition. We reviewed our client allocation policies and agreed on clearer protocols for client hand-offs and coverage. I also emphasized that the client chose to visit the boutique that day, and our priority should be ensuring they received excellent service regardless of which advisor assisted them. Both advisors understood and agreed to better communication going forward. Since then, I've been proactive about clarifying client ownership situations before they become conflicts, and team dynamics have improved significantly.

Answer example: I believe in frequent, genuine recognition that goes beyond just sales numbers. I praise exceptional client service, teamwork, product knowledge, and initiative both privately and in team settings. For significant achievements, I provide public recognition in team meetings and communicate successes to senior management. I also advocate for formal rewards like bonuses, development opportunities, or leadership projects for consistently high performers. For example, when an advisor provided extraordinary service to a VIP client that resulted in a €75,000 sale and glowing feedback, I immediately thanked them personally, sent a note to the boutique director, featured their story in our team meeting, and nominated them for our quarterly excellence award. I've learned that timely, specific recognition is more motivating than generic praise, and celebrating non-sales wins reinforces our service culture.