Test team development approaches, performance management competency, conflict resolution skills, staff motivation effectiveness, leadership communication, and authority presence through realistic scenarios, practical exercises, and specific achievement examples from management experience.
Common misunderstanding: Using hypothetical questions instead of checking real leadership experience
Many hiring managers ask "What would you do" questions instead of exploring actual management experience and proven team development success. Hypothetical answers don't show real leadership ability.
Let's say you are assessing a Bar Manager candidate's team leadership. You ask "How would you motivate a struggling team member?" They give a good theoretical answer. Instead ask "Tell me about a time you helped a struggling team member improve. What exactly did you do and what were the results?" Real examples prove leadership ability.
Common misunderstanding: Judging personality instead of management results
Some managers focus on personality traits instead of management competency and team development capabilities. Charismatic people aren't always effective leaders, and quiet people can be excellent managers.
Let's say you are assessing Bar Manager candidates. One candidate is very confident and outgoing, but can't describe specific team improvements they've achieved. Another candidate is quieter but explains exactly how they reduced staff turnover and improved performance. Focus on management results, not personality traits.
Explore staff training approaches, skill development programmes, career progression planning, mentoring strategies, and team building initiatives whilst requesting specific examples, measurable outcomes, and reflection on team development challenges and successes.
Common misunderstanding: Accepting general claims without checking specific achievements
Some hiring managers accept general team development claims without requiring specific examples and measurable results. Anyone can claim to be good with teams, but effective managers show specific achievements.
Let's say you are interviewing a Bar Manager candidate who says "I'm great at developing my team." Don't accept this general claim. Ask "Give me a specific example of how you developed a team member. What skills did they gain and how did you measure improvement?" Specific examples prove real development ability.
Common misunderstanding: Testing training knowledge instead of actual development results
Some managers test training programme knowledge instead of practical application and staff improvement outcomes. Knowing about training doesn't mean being able to develop people effectively.
Let's say you are assessing a Bar Manager candidate's team development skills. You ask about training methods and development theories. But more important is "What specific improvements did your team members achieve?" and "How did you measure their development?" Results matter more than knowledge.
Test performance monitoring systems, improvement planning approaches, feedback delivery methods, goal setting techniques, and accountability frameworks through scenario-based questions and specific examples of performance management success and challenge resolution.
Common misunderstanding: Assuming people can manage performance without testing their track record
Many hiring managers assume performance management competency without testing actual improvement achievements. Many people struggle with performance management even if they understand the theory.
Let's say you are interviewing a Bar Manager candidate with management experience. You assume "They've managed people, so they can handle performance issues." But ask specifically: "Tell me about a time you improved someone's poor performance. What steps did you take and what were the results?" Performance management requires specific skills.
Common misunderstanding: Focusing on punishment instead of development approaches
Some managers focus on disciplinary processes instead of positive performance enhancement and development-focused management. The best Bar Managers improve performance through support and development, not just punishment.
Let's say you are testing a Bar Manager candidate's performance management approach. You ask "How do you handle poor performers?" and they focus on warnings and disciplinary procedures. Better managers emphasise training, support, and development. Look for candidates who build capability, not just enforce compliance.
Create team conflict situations, motivation challenges, performance improvement needs, staff shortage crises, and coordination difficulties whilst observing leadership presence, communication clarity, systematic problem-solving, and team-focused solution development.
Common misunderstanding: Using simple scenarios instead of realistic complex challenges
Some hiring managers present simple team scenarios that don't test complex leadership thinking. Real Bar Manager challenges involve multiple stakeholders, competing priorities, and complex decisions.
Let's say you are testing a Bar Manager candidate's leadership with scenarios. You ask "How would you handle a late employee?" This is too simple. Instead create complex scenarios: "Two key staff members are in conflict, you're short-staffed, and you have a large booking tonight. How do you manage this situation?" Complex challenges test real leadership.
Common misunderstanding: Creating scenarios with obvious answers instead of challenging leadership thinking
Some managers create scenarios with obvious solutions that don't test creative leadership thinking and innovative management approaches. Easy scenarios don't reveal real leadership capability.
Let's say you are testing a Bar Manager candidate with scenarios. You present problems with clear, obvious solutions that any competent person would handle the same way. Instead create ambiguous challenges with multiple possible approaches. This tests creative thinking, strategic leadership, and collaborative problem-solving abilities.