Assess financial oversight understanding, cost control competency, profit optimisation capability, strategic business thinking, commercial decision-making, and budget management skills through realistic scenarios, practical assessments, and specific achievement examples from management experience.
Common misunderstanding: Assuming business knowledge without testing actual financial management skills
Many hiring managers assume business acumen without testing actual financial management competency and commercial decision-making capability. Having management experience doesn't guarantee business understanding.
Let's say you are interviewing a Bar Manager candidate with several years of management experience. You assume "They've managed before, so they understand business finances." But many managers have never handled budgets, analysed profit margins, or made commercial decisions. Test financial competency specifically with real examples and scenarios.
Common misunderstanding: Testing business theory instead of practical achievements
Some managers test business knowledge theoretically without assessing practical application and measurable achievements. Anyone can learn business concepts, but effective managers show real financial results.
Let's say you are testing a Bar Manager candidate's business acumen. You ask "What factors affect profitability?" They give excellent theoretical answers about costs, pricing, and revenue. But ask "What profit improvements did you achieve in your last role? Show me the actual numbers." Practical achievements prove real business capability.
Explore cost control strategies, budget management approaches, profit optimisation initiatives, financial planning experiences, and commercial decision-making examples whilst requesting specific metrics, business outcomes, and reflection on financial management challenges.
Common misunderstanding: Accepting general financial claims without checking specific results
Some hiring managers accept general financial claims without requiring specific examples and measurable results. Vague business statements don't prove actual financial management capability.
Let's say you are interviewing a Bar Manager candidate who says "I improved profitability in my last role." Don't accept this general claim. Ask "By how much did you improve profitability? What specific changes did you make? What were the exact cost savings or revenue increases?" Specific achievements prove financial competency.
Common misunderstanding: Only testing basic financial knowledge instead of strategic thinking
Some managers focus on basic financial knowledge without testing strategic business thinking and commercial innovation. Bar Managers need advanced business competency, not just basic financial understanding.
Let's say you are testing a Bar Manager candidate's business skills. You ask basic questions about profit margins and cost control. But also test strategic thinking: "How would you position this bar against new competition?" and "What business opportunities could we develop?" Strategic thinking matters more than basic financial knowledge.
Test market analysis understanding, competitive positioning awareness, growth planning approaches, business development strategies, and long-term vision through scenario-based questions and examples of strategic initiative leadership and business improvement achievements.
Common misunderstanding: Testing strategic concepts without checking implementation experience
Many hiring managers test strategic thinking through abstract concepts without checking practical business planning and implementation experience. Theoretical strategic knowledge doesn't prove ability to execute business plans.
Let's say you are assessing a Bar Manager candidate's strategic thinking. You ask "How do you develop business strategy?" They give good conceptual answers. Instead ask "Tell me about a strategic initiative you planned and implemented. What were the results?" Implementation experience proves strategic capability better than theoretical knowledge.
Common misunderstanding: Assuming strategic ability without testing innovation and adaptation skills
Some managers assume strategic capability without testing innovation thinking and business adaptation competency. Strategic managers must adapt to changing markets and develop innovative solutions.
Let's say you are interviewing a Bar Manager candidate with good business experience. You assume they have strategic capability. But test specifically: "How have you adapted your business approach to changing market conditions?" and "What innovative solutions have you developed?" Innovation and adaptation prove advanced strategic thinking.
Create profitability challenges, cost management crises, investment decisions, pricing dilemmas, and competitive pressure situations whilst testing commercial thinking, strategic solutions, financial analysis, and stakeholder communication approaches.
Common misunderstanding: Using simple business scenarios instead of complex realistic challenges
Some hiring managers present simple business scenarios that don't test genuine commercial acumen and strategic decision-making. Real business challenges involve complex analysis and multiple stakeholder considerations.
Let's say you are testing a Bar Manager candidate with business scenarios. You ask "How would you reduce costs?" This is too simple. Create complex scenarios: "Rent increases by 20%, staffing costs rise, but customer price sensitivity limits pricing options. Develop a profitability strategy." Complex challenges test real commercial thinking.
Common misunderstanding: Only testing short-term problem solving instead of long-term strategic planning
Some managers focus on immediate problem-solving without testing long-term business thinking and strategic planning capabilities. Bar Managers need both operational and strategic business competency.
Let's say you are testing a Bar Manager candidate's business acumen. You focus on immediate challenges like "How would you handle unexpected costs?" But also test long-term thinking: "What's your five-year vision for this business?" and "How would you plan for market changes?" Strategic planning proves advanced business thinking.