Interview Questions

Common Factors for Most Jobs

These overlap in many areas – it basically boils down to about seven or eight common factors.

  1. Ability to communicate orally /relate well with theirs-   customer service
  2. Ability to organize, plan, and prioritize
  3. Ability to bring enthusiasm to the position -self-motivated
  4. Ability to maintain a positive image – composure in stressful situations
  5. Ability to evaluate information and make judgment decisions/problem solving
  6. Initiative and motivation – team/leadership
  7. Ability to adapt to changing situations
  8. Integrity


Question – What’s important for you in a job?

Factor – motivation, enthusiasm.

Question – How do you handle working with a difficult colleague?

Factor – communicate, relate with others

Question – How will you add value within 30-60-90 days?

Factor – self-motivated, initiative, ability to plan and   organize

Question – Tell me about your last great idea.

Factor – initiative, problem solving, analyze, judgment

Question – If you were put into a compromising situation at work, where would you turn?

Factor – adapt to changing situation, maintain a positive image – composure, analyze, problem solve.

By focusing on factors rather than questions you will be able to tell stories that can relate your past experiences as indicators of your future success.


TIP: Perl warning: Settings locale failed.

If you got perl locale warning like below, you need to set locale settings.

root@bt:~/misman95# perl -e ‘print “A”x12’
perl: warning: Setting locale failed.
perl: warning: Please check that your locale settings:
LANGUAGE = (unset),
LC_ALL = (unset),
LANG = “en_US.UTF-8”
are supported and installed on your system.
perl: warning: Falling back to the standard locale (“C”).

How to fix

1. Check all available locale settings in your OS.

root@bt:~/misman95# locale -a
locale: Cannot set LC_CTYPE to default locale: No such file or directory

2. Set the locale that you want.

root@bt:~/misman95# export LC_ALL=en_US.utf8

3. Test

root@bt:~/misman95# perl -e ‘print “A”x12’

Manage the Work Culture, Manage the Risk

The first step is to educate and remove misconceptions about security policies, such as the idea that policies don’t apply to them or that, because employees are well-intentioned, they do not give rise to security risks.  The second step is to ensure that employees know what the security policies are and why they exist as business security risks can not be mitigated without getting the employees on board.  Each department must know the limits of their information access rights.  For instance, the Human Resources manager, whilst he or she will need to access personnel information, must only do so for the performance of his or her duties and the Systems Administrator, despite having superior access rights, must not abuse this privilege to view confidential or sensitive information or to pry into another employee’s data.

Regular reviews of the effectiveness of security policies include monitoring employee behaviour to detect security breaches.  This will, inadvertently, reduce casual breaches if employees are aware of being monitored:  They are far less likely to remove data from the office, access potentially risky websites, or access, change, create, copy or delete data without the authority to do so.  Regular monitoring also provides the opportunity to evolve security policies to reflect the changing roles of employees and business needs.

From: The Trusted Employee

Intangible Skills of Team Leadership

You are skilled at holding successful team meetings, delegating the work and giving directives. You are known for your great communication skills and provide timely answers to questions and feedback on individual’s work.

Although there are many tangible factors that affect the success of your projects, you can achieve a higher level of leadership through intangible skills like trust, adaptation and knowing your team.

Mastering these three principles will motivate team members to willingly perform at their highest levels.

The Primary Intangible: Trust
The skill of creating trust comes from several aspects of the project manager’s personality and behavior.

The first is sincerity: Be honest and authentic. If you lack confidence, you may be tempted to pretend to know more than you do. Succumb to this feeling at your own risk, because everyone involved will eventually see through this strategy and you will lose their trust. Stand behind your words, and your team’s faith in you will be solidified.

Next is competence: Pay attention, take ownership, listen and welcome open communication. If you are distracted or fixated on the wrong things—or simply lack the subject knowledge—your attention to detail and ability to identify and recognize the proper courses of action will be hindered.

Make sure to listen and value each person’s contribution and never allow yourself or others to dominate other team members. Listening to your team members will cultivate an environment in which team members feel valued and motivated.

Reliability: Do what you say and keep your commitments. A strong project manager’s word carries the weight of a promise. If you tell someone that a task will be completed by a certain time, you have two options: Deliver, or reset the expectations the minute you know you will not be able to deliver on time, while also proposing a new timeline.

The Art of Adaptation
Adapt to the needs of those who work for you. Your job as a strong project manager is to meet each team member more than halfway. Ask yourself, “What is this person’s communication style? What motivates him or her?” Adaptation is a critical piece of the puzzle and it enables you to achieve the highest levels of communication with your team and colleagues.

One example of when adaptation is appropriate is in situations when the needs of the project and the project team don’t quite fit standard processes. This might come in the form of a misunderstanding about project priorities.

If this occurs, the culpability lies squarely on your shoulders as the project manager. Team guidance and task prioritization are fundamental; you need to assist those who are having difficulty prioritizing multiple requests.

For team members having difficulty performing their duties according to process, an adaptive project manager might give these team members clearer responsibility and accountability for these duties, along with the appropriate support structure.

Knowing Your Team
Some people are more private than others, but if you cultivate a personal connection, outside of the usual to-do lists they typically receive, you will have better success. Trust and respect within the team are cultivated by making these personal connections, while keeping working relationships professional.

People have different needs and styles. Some require micro-management, others thrive on public recognition and more independent workers do their best with minimal managerial involvement.

Your team will notice when you do things just for them, even if it is something as simple as adapting to their communication style.

The intangibles of trust, adaptation and knowing your team are essential skills. Cultivate them and you should enjoy success not just in managing projects, but in life as well.


Top 20 Security Blogs

Fortinet Security Blog
Naked Security Blog
Cognitive Dissidents Blog with Joshua Corman
The New School of Information Security Blog
Dark Reading Blog
Securosis Blog
Krebs on Security with Brian Krebs
Thought Crime Blog with Moxie Marlinspike
Schneier on Security with Bruce Schneier
Root Labs RDIST with Nate Lawson
Threatpost Blog
Zero Day Blog with Ryan Naraine and Dancho Danchev
Rational Survivability Blog with Christofer Hoff
Securelist Blog
TaoSecurity with Richard Bejtlich
F-Secure News from the Lab Blog
Andrew Hay Blog
Uncommon Sense Security Blog with Jack Daniel
Network Security Blog with Martin McKeay
SANS AppSec Blog with Frank Kim