Question

1. What type of information you would be seeking from a new employer or client, early in the relationship, to establish your understanding of the baseline energy use and management, and business and financial, strengths and weaknesses of the company or organization?
2. What would be your approach to acquiring the information you identified for “item a”, including if an employer or prospective client was reticent or simply unfamiliar with energy management issues.

Answer 1

Thank u, please like this answer and support us please,

and please dont give us any hate, this is the best answer for your question,

Answer;;

A.

Whenever you get asked this question during an interview, it’s impossible to not feel like it’s a trap. What other answer can you possibly give for, “What are you looking for in a new position?” other than, “Everything this one offers?”

Well, it depends on the humor of the hiring manager, but in general, that’s probably not your best option. To play it a little safer and to be thorough, follow these four steps. Remember, you want to be honest, but diplomatic.

1. Start With Your Skills

The question is about you, but you need to think about it from the hiring manager’s perspective. Sure, you’d love for your new position to pay extremely well, have an effortless commute, and ensure access to nap rooms during all work hours, but that’s not going to impress anyone. Instead, dive into your skills—an area the hiring manager is sure to care about—and talk about how you’re looking for a place where you can use them.

“I’ve been honing my data analysis skills for a few years now and, first and foremost, I’m looking for a position where I can continue to exercise those skills.”

2. Explain Your Motivation

Most hiring managers hope that the person he or she hires will be motivated by more than just a paycheck. Assuage this concern by addressing it openly. Describe what motivates you and how you can see that playing out in this position or company.

“Another thing that’s important to me is that the position allows me to not only play with data, but also present my findings and suggestions directly to clients. That would be really refreshing! I’m always very motivated by being able to see the impact of my work on other people.”

3. Connect With Your Long-Term Goals

Hiring people means investing in them, and no one likes to see his or her investment walk out the door. If it works with the flow of your answer, it might be good to mention how you see growing or building your career at a company that’s the right fit. Anything that signals you’re in it for the long haul is a good thing (unless, of course, you’re specifically applying to a short-term position).

“And, I’m definitely looking for a position where I can grow—professional development is something that’s really important to me since I hope to take on managerial responsibilities in the future.”

4. Wrap Up With Something About the Company

Bring the focus back to the company as you’re wrapping up your response. Depending on how long your answer is, it may make sense to sum up everything you’ve talked about, and then end on how excited you are about the company and why.

“To sum it up, I’d love a position where I can use my skills to make an impact that I can see with my own eyes. Of course, the position is only part of the equation. Being at a company where I can grow and work toward something I care about matters, too. DNF’s goal of being the intersection between data and education inspires me, and I’m really excited about this opportunity.”

Your answer will change depending on the position. You might emphasize more than one skill or skip over the part where you talk about your long-term goals, but the overall structure will probably remain the same. The key thing to remember with this question is to, of course, answer honestly, but with the hiring manager’s perspective in mind.

B.

How to Motivate Your Problem People

Everyone knows that good managers motivate with the power of their vision, the passion of their delivery, and the compelling logic of their reasoning. Add in the proper incentives, and people will enthusiastically march off in the right direction.

It’s a great image, promoted in stacks of idealistic leadership books. But something is seriously wrong with it: Such a strategy works with only a fraction of employees and a smaller fraction of managers. Why? For one thing, few executives are particularly gifted at rallying the troops. Exhorting most managers to become Nelson Mandelas or Winston Churchills imbues them with little more than a sense of guilt and inadequacy. For another, all available evidence suggests that external incentives—be they pep talks, wads of cash, or even the threat of unpleasant consequences—have limited impact. The people who might respond to such inducements are already up and running. It’s the other folks who are the problem. And, as all managers know from painful experience, when it comes to managing people, the 80–20 rule applies: The most intractable employees take up a disproportionate amount of one’s time and energy.

So how do you get these people to follow your lead? How do you get them energized and committed in such a way that they not only support your initiatives but carry them out?

After 30 years of studying business organizations and advising executives, I have concluded that these are precisely the wrong questions to ask. That’s because, as it turns out, you can’t motivate these problem people: Only they themselves can. Your job is to create the circumstances in which their inherent motivation—the natural commitment and drive that most people have—is freed and channeled toward achievable goals. That approach requires an entirely different managerial mind-set. Achieving this shift in perspective is anything but easy. But it’s your best hope for getting the most out of your difficult employees. And if you succeed, your task won’t be prodding or coaxing these people; it will be removing barriers—including, quite possibly, your own demotivating management style.

A Familiar Problem

Let’s look at a couple of situations that will surely resonate with most managers. First, consider the problem facing Annette. (Though the cases in this article are real, the names and identifying details have been changed.) She is a senior designer at a large publishing and graphic design business, with dotted-line responsibility for Colin, a project team member. Always something of a maverick, Colin nonetheless has a good work history. But the team is feeling the heat because the company restructured it to reduce costs and speed turnaround times. And Colin’s behavior is becoming increasingly problematic, or so Annette and Dave, the project manager and Colin’s other boss, see it. Colin seems to be shirking work, and when he does complete assignments, he doesn’t report back to his bosses. To Annette, Colin’s behavior doesn’t just reflect his inherent disregard for rules and procedures; it also signifies a reluctance to take on further assignments. After discussing the situation with Dave, Annette decides that she will be the one to talk to Colin because she has the better relationship with him.

Annette’s strategy is to motivate Colin by appealing to his sense of responsibility to the project team. When she meets with him and tries to get him to accept this line of reasoning, Colin agrees to do what Annette wants. But she doesn’t get the feeling that her argument has made any impact. In her opinion, Colin is in his comfort zone: He supports the other team members, even helps them to solve their problems, but he does so at the expense of fulfilling his own responsibilities. Annette wonders whether Colin has become a misfit in the new structure and will have to leave. Perhaps she should give him a formal warning at his annual appraisal. Or maybe she should transfer him to a less demanding job, in effect demoting him.

Here’s another case. Paolo works in Eastern Europe as a country manager for an international property developer. George, a chartered accountant with an MBA, is a direct report whose job is to sell plots of land and develop strategic alliances with local companies. George is fairly new to this position, having previously worked in a back-office role overseeing customer accounts. Although George is pleasant and enthusiastic, his performance is subpar and shows no signs of improvement. In fact, George has yet to sell a single parcel of land. In his dealings with potential partners, the garrulous George acts as though his bonhomie is all he needs to cut a deal. And the deals he does manage to make turn out to be ill considered and costly.

Do you know your business’s strengths and weaknesses?

Address issues in your planning

Don’t make the mistake of preparing a SWOT analysis and then ignoring it as you develop your strategic plan. Instead, your plan should include concrete steps to harness your company’s strengths in order to target the opportunities identified in your analysis. The plan should also include specific measures to address the weaknesses and threats you face.

Here are more details on the four elements in a SWOT analysis.

1. Strengths

Make a list of your company’s internal strengths. These are any competitive advantage, skill, proficiency, experience, talent or other internal factor that improves your company’s position in the marketplace and can't be easily copied.

Examples include solid financing, a superior brand, valuable intellectual property, superior technology, modern equipment and/or machinery, a well-trained sales team, low staff turnover, management expertise, operational efficiency, high customer retention, good supplier relationships, etc.

2. Weaknesses

These are the factors that reduce your company’s ability to achieve its objectives. Examples include unreliable suppliers, outdated equipment and/or machinery, insufficient marketing efforts, lack of financing, management weaknesses, gaps in expertise, etc.

Be as honest as you can when identifying these deficiencies. Ignoring weaknesses means you can’t make decisions that will strengthen your company.

3. Opportunities

Opportunities are external factors that allow your business to grow and be more profitable. Examples would include new potential markets; innovations; technological advances; consumer trends; support from governments, the community or business partners; etc.

One way to identify your opportunities is to closely analyze your competitors’ weaknesses.

4. Threats

Threats are external obstacles your business must overcome. Threats may include a declining economy, a consumer shift to other products, technological change, a labour shortage, community opposition, legal or regulatory changes, etc.

It’s often useful to take a close look at your competitors’ strengths to identify external threats to your company. Again, be as honest as possible.

A SWOT analysis doesn’t have to be a long, complex document. Two or three pages of point-form notes are usually sufficient. Free templates for a SWOT analysis are easy to find on the Internet.